CABINET - Committee meetings - Harrow Council

CABINET

THURSDAY 16 MARCH 2006

SUPPORTING DOCUMENTS

Agenda Item No.

AGENDA - PART I

PEOPLE FIRST

6. CSCI - Report Inspection of Social Care Services for Older People:

(Pages 1 - 92) Appendices to the report of the Director of Community Care

PART 1B

BUSINESS DEVELOPMENT

12. Counter Fraud and Corruption: (Pages 93 - 128) Appendices to the report of the Interim Director of Business Services

13. Income Collection: (Pages 129 - 228) Appendices to the report of the Interim Director of Business Services

PEOPLE FIRST

14. Children and Young People's Plan 2006 - 2009: (Pages 229 - 272) KEY Appendices to the report of the Director of Children Services

15. Community (Extended Schools) Rollout: (Pages 273 - 282) Appendices to the report of the Director of Learning and Community

Development

URBAN LIVING

16. Transport Local Implementation Plan (LIP): (Pages 283 - 326) KEY Appendices to the report of the Executive Director (Urban Living)

19. Green Belt Management Strategy: (Pages 327 - 374) Appendices to the report of the Executive Director (Urban Living)

AGENDA - PART II

Nil

INSPECTION OF SOCIAL CARE SERVICES FOR OLDER PEOPLE

Harrow Council

November 2005

Agenda Item 6Pages 1 to 92

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COMMISSION FOR SOCIAL CARE INSPECTION

Launched in April 2004, the Commission for Social Care Inspection (CSCI) is the single inspectorate for social care in England.

The Commission combines the work formerly done by the Social Services Inspectorate (SSI), the SSI/Audit Commission Joint Review Team and the National Care Standards Commission.

The role of CSCI is to:

Promote improvement in social care Inspect all social care – for adults and children – in the public, private and voluntary sectors Publish annual reports to Parliament on the performance of social care and on the state of the social care marketInspect and assess ‘Value for Money’ of council social services Hold performance statistics on social care Publish the ‘star ratings’ for council social services Register and inspect services against national standards Host the Children’s Rights Director role.

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INSPECTION OF SOCIAL CARE SERVICES FOR OLDER PEOPLE

Harrow Council

November 2005

Commission for Social Care Inspection – London Regional Office

4th FloorFinlaison House15-17 Furnival StreetLondonEC4A 1AB

Telephone: 020 7979 8083

Service Inspectors: Sandra Miller Jean Hanson

Personal Assistant:Suzana Vuksanovic

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Project Title:Work Year: Inspection Programme:

National Lead Inspector:

Inspection of Older People’s Services April 2005–March 2006Further information about inspections of similar services inother councils is available from:http://www.csci.org.uk/

Robin Cowen

© Commission for Social Care Inspection

This material may be reproduced without formal permission or chargefor personal or in-house use.

First Published: 16 March 2006

Enquiries about this report should be addressed to:

Sandra Miller

Further copies may be obtained from:

Commission for Social Care Inspection – London Regional Office

4th FloorFinlaison House15-17 Furnival StreetLondonEC4A 1AB

Telephone: 020 7979 8083

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Acknowledgements

We would like to thank staff at Harrow Borough Council, service users, carersand representatives of other organisations for their time in helping us carry out this inspection.

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Contents

Chapter Page

1 Summary 1

2 Recommendations 11

3 Council Profile 14

4 National Priorities and Strategic Objectives 17

5 Effectiveness of Service Delivery and Outcomes 25

6 Quality of Services for Users and Carers 37

7 Fair Access 43

8 Cost and Efficiency 49

9 Management and Resources 54

Appendices

A Standards and Criteria 60

B Inspection Background and Method 69

C Schedule of Inspection Fieldwork Activity 71

D Results from User Questionnaires 73

E Results from Carer Questionnaires 76

F Results from Staff Questionnaires 79

G Organisation Chart 80

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Summary

1Introduction

1.1 Two inspectors completed the inspection between 21 November and 2 December 2005.

1.2 The objective of the inspection was to evaluate:

Harrow’s implementation of national and local objectives relating toolder people’s social care needs; and

the quality of service outcomes experienced by users and carers.

1.3 The inspection aimed to support local change and development. Inspection findings are also integral to the assessment of performance of the council.

1.4 We were particularly interested to see how well Harrow Council had responded to the national policy agenda for older people about promotingindependence, fairness and consistency, and how they were progressing the requirements of the National Service Framework (NSF) for Older People to meet user and carer needs.

Conclusion

1.5 The council, with partners, was becoming more business-like in its approach to modernising services for older people. Commitment from senior managers and councillors to improving overall performance was certain and the direction of travel was clear. Partner agencies’ grasp of what the council was trying to achieve and their engagement in thisagenda at a strategic level was varied. The Primary Care Trust (PCT) had experienced significant challenges recently and this had limited theirability to actively engage in key strategic planning mechanisms. Voluntaryand independent sector partners had not felt fully engaged in settingcommissioning priorities and agreeing their respective roles in the deliveryof modernised services. However, it was anticipated that the jointcommissioning strategy refresh process would begin to address this notable gap.

1.6 Steady progress had been made in consulting and involving older peopleand carers, but there remained much scope to develop a more proactive, transparent and inclusive approach.

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11.7 The council had in place a number of work streams that were at an early

stage or about to commence at the time of the inspection. If effectively implemented, these would significantly contribute to the overall performance and modernisation of local services. Some of these include:

an overarching Section 31 agreement;

the proposed Health and Social Care Integration Board (HSCIB);

the continuing Health care review;

implementing the recommendations of the older people’s housing review;

the review of care pathways;

older people with mental health needs mapping and relevant joint strategy;

the joint commissioning strategy-refresh; and

community care workforce strategy.

1.8 Fully integrated services with single line management remained some wayoff, but we did see good examples of a range of joint planning mechanisms, jointly funded posts and effective joint working on the ground. Areas for development remained in single assessment processes despite progress, consistent implementation of Fair Access to CareServices (FACS), joint falls prevention, streamlining of Integrated Community Equipment Service (ICES) processes and staffing, and in relation to the establishment of interfacing IT systems.

1.9 The range of services was increasing from a low starting position and thiswas in turn increasing the range of available options for some older people and some carers. Notable gaps included mental health care of older people, dementia nursing/residential care, specialist services for black andminority ethnic people, information for carers, extra care shelteredhousing, intermediate care and services for deaf/blind older people. Services were increasingly responding in a flexible and responsive way.

1.10 Overall satisfaction rates were variable amongst older people that we met,with some older people and some carers saying they received good quality services from care managers. Pre-inspection questionnaires on the otherhand, showed that most carers reported poor satisfaction rates and again older people experienced a varied response. Most recognised a considerable improvement over the past year to eighteen months. We sawevidence of some very good care management practice although assessments overall were variable. Care managers were fully committed topromoting independence and had a good understanding of some of the

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1 challenges this posed. New services that had been developed with health partners had significantly improved opportunities for older people to remain within their own homes. Response times from care managementwere good; this was supported by appropriately trained customer support officers. There were significant delays in conducting reviews and also forOccupational Therapy (OT) assessments.

1.11 Some specialist services for Asian communities existed, but overall weconcluded that the council needed to adopt a more systematic and strategic approach to responding to the increasingly complex and diverse family structures of all communities.

1.12 Senior managers and councillors were aware of the immense challenges they faced as they began to drive through the required improvements. Staff were well engaged in this process and felt empowered to contribute. We believe that the current senior management team has the capacity to address all key priority areas in a timely and sustained manner despite known challenges. The council’s ability to improve data capture and business processes will be of significant importance to its serviceimprovement agenda.

1.13 In conclusion, we judged that the London Borough of Harrow was serving some people well. We also judged that capacity for improvement was promising.

1.14 We concluded that urgent management action was required to bothexhilarate and sustain performance improvement. Overall, we believe that the council’s plans to support the further development and sustained improvement of services will rest on a number of key factors:

the timely and effective refresh of the Joint Commissioning Strategy for Older People setting out clearly and comprehensively,commissioning intentions and associated purchasing plans;

the quality and effectiveness of engagement of older people, health partners, voluntary and independent organisations in strategic planning and development;

the development of an effective borough-wide joint planning framework and strategy to address the needs of older people with mental health needs;

the development of a coherent borough-wide joint planning frameworkand strategy which addresses the needs of diverse communities;

ensuring that the whole-systems review of care pathways, which was underway, informs and improves the range of available communitybased options for older people and carers; and

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1to continue to increase investment in community care services in order to effectively meet the challenges of an increasingly complex anddiverse population.

The Assessment Matrix:

capacity to improve?

exce

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Harrow

pro

mis

ing serving

peoplewell?

no some most yes

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National Priorities and Strategic Objectives

1.15 The vision and strategic priorities for services were clearly set out andthese supported the modernisation of services for older people. A new permanent Director of Community Care, who had been in post for the past nine months, had significantly contributed to an increasing clarity inrespect of the key strategic priorities and the direction of travel. Managers had ensured the full and participative engagement of staff. The private and voluntary sectors were less well engaged although we saw evidence thatthere were plans to address this. The Older People’s Partnership Board(OPPB) had the potential to offer a framework for key partner agencies toco-ordinate and manage the range of relevant work streams, but this had not yet been fully achieved.

1.16 The council had a well-established, effective and embedded approach tobusiness planning. This linked personal objectives and staff appraisals using I-PAD to the council’s high level plans. Monitoring of activity and performance took place at a number of different organisational levels.

1.17 The older people’s service was increasingly consulting and involving older people. Service users were well represented on the Older People’s Reference Group and Harrow Partnership with Older People (POPP). Additionally we were impressed with the level of consultation andinvolvement that older people had on the strategic review of housing and

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1 through Age Concern in relation to domiciliary care provision. We considered that the OPPB should seek to adopt a more inclusive approach since this forum did not have service user or consistent acute hospital trustrepresentation at the time of the inspection. Despite recent efforts to better involve carers, we concluded that further improvements could be made in this regard ensuring that this approach consistently captures service userand carer views.

1.18 Collaboration across the council was steadily developing, but there was not yet a well co-ordinated systematic whole council response to the diverse needs of older people. Harrow Cultural Strategy and the Healthand Well-being Strategy pointed in the right direction, but were not yet yielding the desired results.

1.19 Senior managers and councillors were fully committed to modernisingservices for older people. However the development of integrated health and social care services, where staff worked seamlessly acrossorganisational boundaries with single line management, were few. An overarching Section 31 agreement that will provide a governance framework for all joint-working arrangements in Community Care and Children’s services had been agreed in principle earlier this year. Theproposed HSCIB provided further opportunities to begin to drive through the integration agenda, but this too had not yet been implemented although formal agreement had been reached.

1.20 The overall performance of older people’s services as measured by thePerformance Assessment Framework (PAF) was that it was steadilyimproving from a very low base. At the time of the inspection the overall rating for Community Care was ‘some and uncertain’.

1.21 Delays in reviews, OT assessments and the provision of major equipmentand adaptations were proving challenging to address.

Effectiveness of Service Delivery and Outcomes

1.22 Overall, most service users and some carers were satisfied with the quality of services they received.

1.23 The range of services was increasing from a low starting position and thiswas increasing the available options for some older people. In-house day and residential care was increasingly more responsive although few dayservices were available outside of normal office hours. There was a need to develop and extend capacity and specialist provision. In particular there was a need for additional specialist nursing, respite and day care for olderpeople with mental health needs, and those requiring intermediate care.Extra care facilities remained under-developed. Despite the fact the single ‘very sheltered’ unit was serving people very well, the council will need toaddress the recommendations identified in the recent review of housing for older people to increase extra sheltered capacity.

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11.24 Although there was a commitment to an enabling approach, most

domiciliary care still provided help for older people, rather than workingwith them. There were plans to engage providers to address this. Despite much management action to address the needs of an increasingly diversepopulation, specialist provision for black and minority ethnic elders remained limited compared to the population and its maturity.Additionally, as demographics change alongside complex family structures, the council and its partners will need to find new and innovative ways of addressing the needs of diverse communities withinlimited resource allocation.

1.25 Effective work by health services was taking place to prevent falls, but a joint approach whereby social care staff and services played a pro-activerole in falls prevention was not evident. There was a need to consolidatethe Integrated Community Equipment Service (ICES) that was on three separate sites and did not have single line management or co-located staff.

1.26 There had been joint investment to facilitate both prevention of admissionto hospital and timely discharge. Effective joint working had resulted inlow numbers of delayed transfers of care. Partnerships had set up theexcellent Harrow Rehabilitation Team (HART) which also provided intermediate care with the use of seven step-down beds. It was anticipatedthat a joint whole-systems review of care pathways would lead to an extension to the range of services in addition to improving pathways to and from services. Acute hospital staff needed to more effectively adhereto guidance about section 2 and section 5 notices to ensure the timely,planned and safe discharge of service users.

1.27 Continuing care was a key live issue during the inspection and this wascausing much concern to staff in the council health and service users. The council was actively working with Health to address key concerns about interpretation of the agreed North West London criteria, funding responsibility and case management particularly when health care was provided in the community. The Director of Community Care sat on the local steering group and on the North West London Strategic Health Authority group and this was providing focus and leadership to the issue.

1.28 There was an increasing range of low-level preventative services throughcontracts with the voluntary sector. The council had plans to further address some of the key current concerns of older people, which includedincome, education, leisure, transport and community safety through its developing Health and Well-being Strategy- which was expected in 2006.

1.29 Despite recent efforts to better involve carers, we concluded that furtherimprovements could be made in ensuring a consistently proactive approach to listening to the views of carers, improving communication to keep them abreast of developments and increasing the numbers of carers assessed in their own right.

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11.30 Arrangements for protecting vulnerable adults were clear and staff,

particularly those who were unqualified, welcomed the support offered by the adult protection co-ordinator. However, we were concerned that data collection and monitoring of adult protection cases had not been robust in recent years.

Quality of Services for Users and Carers – Accessed Through Effective Care Management

1.31 Most older people and some carers were satisfied with the timelines ofhelp after a decision was made to provide services and with the quality ofprovision. Referral and initial response systems were effective and had been strengthened through the introduction of appropriately trained and supported Customer Support Officers (CSOs).

1.32 A refreshed care management manual, 2005, provided a useful set of procedures within which care management operated. Arrangements were effective and there were no delays in responding to assessments. The council had a well-established tradition of care managers conductingfunctional assessments, which led to the timely provision of simpleequipment. All care managers were using the accredited FACE tool to conduct overview assessments. However, the Single Assessment Process (SAP) had been rolled out to a small number of GP practices only and as such most District Nurses were not yet using the FACE tool. We heard about duplication of activity, where service users still had more than one ‘single’ assessment. The council needed to work with partners to ensure that the objectives of SAP were consistently achieved resulting in betteroutcomes for service users.

1.33 The overall quality of assessments that we saw was variable. Some were descriptive and lacked analysis. There was also a marked difference between some assessments conducted by qualified and unqualified staff that the council should consider in terms of its future workforce needs. We saw some specialist assessments of a high standard.

1.34 Non-urgent referrals to OT services for assessment were subject to significant delays and it was not clear that this problem had beensatisfactorily managed. There were also unacceptable delays in conductingreviews, particularly in West team, that should be addressed.

1.35 Files that we examined had a consistent structure. Some files had chronologies, but sometimes, basic information sheets were not apparent. The use of periodic dated summaries, particularly for complex casework or those involving adult protection, would further enhance case files. Whilst some files we examined had evidence of auditing, the tick boxapproach lacked an assessment of work and wider themes and issues. We did not find consistent evidence of management oversight of practice and the recording of decisions made in supervision.

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11.36 Care plans were often fragmented, limited in terms of information and

sometimes lacked focus on intended outcomes.

1.37 Increasingly staff in HART were making direct out of hours referrals fordomiciliary care. This had minimised delays and we formed the view thatother specialist teams could adopt this practice.

1.38 Most staff that we met were committed to the promotion of independenceand viewed Direct Payments as a means to achieving this aim. Management had clearly viewed this as a priority, but despite this numbersremained relatively low amongst older people, relative to the council’s comparator group.

Fair Access

1.39 A good range of leaflets was available for older people and newinformation packs had recently been introduced for service users and carers alike. The arrangements for ensuring this information was widely known about and explained to those who needed such support requiredstrengthening.

1.40 Care management teams were effectively using Fair Access to CareServices (FACS) guidance to determine eligibility. The arrangements for monitoring the consistent application of such criteria across the service needed to be tightened. For instance there was some confusion amongstOccupational Therapy staff as to whether or not they were using FACS to determine eligibility.

1.41 Harrow was a rich mixture of diverse communities and the council had responded by providing some culturally specific services and through grant funding of community groups. We saw good examples where Direct Payments were used to purchase culturally specific services to meetindividual needs. However the council now had to work with partners to formulate a strategic response to the ever increasing and complex needs of a diverse ethnic minority population.

1.42 There was much potential to further improve the rather poor collection andanalysis of data from complaints. This would enable the council to gain further understanding of the quality of service provision.

Cost and Efficiency

1.43 Senior Managers and Councillors were committed to addressing the needs of service users across the Community Care Directorate and as such thebudget had been ring-fenced for adults. Given the significant cost pressures faced by PCT partners, the council had wisely put in place riskmanagement processes and associated contingencies, to ensure the continued development of services for older people.

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11.44 Refreshed financial regulations and contract procedures were in place and

managers were clear about responsibility for budgets. Budgets now needed to be re-aligned to reflect national and local priorities. The overall projected overspend on the community care budget also required urgent management attention.

1.45 The Joint Health and Social Care Commissioning Strategy for older people’s services did not set out clearly and comprehensively commissioning intentions and associated purchasing plans. There was still some work to do on needs and market analysis that would inform the required service shifts. A more strategic approach was also required in the engagement of voluntary and independent sectors to develop the range of community-based options. There was an urgent need to agree withpartners in health a service model and pathway in relation to older people with mental health needs.

1.46 It was recognised that the competitiveness of services had not been testedfor value for money.

Management and Resources

1.47 The permanent appointment of a new Director of Community Care had signalled a new impetus in the change agenda. The dynamism, focus andearly messages of the new Head were widely regarded. The councillors that we met were supportive of the changes proposed.

1.48 Staff were hard working and committed to achieving better outcomes for older people within the context of a promoting independence agenda. Care management arrangements had been strengthened by the introduction ofCommunity Support Officers (CSOs) some four years ago.

1.49 At the time of the inspection framework I, a new client database and workflow information system had been rolled out. Despite routine frustrations, there were already signs that staff were beginning to see the improvements that could be achieved from such a system. It was envisaged that phase two would yield a finance module and the ability ofsome key health staff to have view access. This would significantly improve information flows. Corporately a Business TransformationPartnership had been formed with CAPITA and this too was anticipated todeliver benefits in subsequent years.

1.50 Despite the absence of a workforce development strategy the council was beginning to achieve some results in that staff turnover was very low and retention good. We saw evidence that there were good opportunities for staff induction, training, supervision and development. Despite this there was no workforce strategy for Community Care at the time of theinspection. Further examination of the balance between qualified and unqualified staff within older people’s services was needed, in addition to

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1 joint workforce planning to ensure linkage between human resource and corporate priorities across health and social care.

1.51 The workforce itself was ethnically diverse, compared to the localpopulation, and this needed to be better reflected at middle and senior management levels.

Reading the Remainder of this Report

1.52 This report is set out in a way to enable the reader to have anunderstanding about every aspect of the inspection:

Chapter 1 is a summary of the key themes which emerged from the inspection;

Chapter 2 provides a list of the recommendations we have made;

Chapter 3 sets out the context in which services for older people is operating; and

Chapter 4 and each subsequent chapter detail the evidence, which led us to our conclusions and recommendations.

1.53 In addition there is a series of appendices giving other detailed information, as follows:

Appendix A lists the standards and criteria used as a basis for the inspection;

Appendix B details the inspection background and method;

Appendix C sets out the schedule of inspection fieldwork activity;

Appendix D provides results from user questionnaires;

Appendix E provides results from carer questionnaires;

Appendix F provides results from staff questionnaires; and

Appendix G contains a structure chart of Harrow Council’s People First Directorate.

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Recommendations

2National Priorities and Strategic Objectives

2.1 The council should ensure that there is better linkage and strategiccoherence between Corporate and Community Care service specificstrategies. (paragraph 4.11)

2.2 The council should seek to further improve the range of older people, carers and key stakeholders in its strategic planning and service development processes. In particular it should involve:

service users should be represented on the Older People’s PartnershipBoard (OPPB); (paragraph 4.6)

a range of black and minority ethnic older people and carers; and (paragraph 4.13)

voluntary and independent sector representatives. (paragraph 4.15)


2.3 The council should ensure the timely development of an effective borough-wide joint planning framework and strategy to address the needs of older people with mental health needs. (paragraph 5.22)

2.4 The council should ensure that there are improvements in the overall effectiveness of service delivery and outcomes by:

working with partners to address the current operational fragmentationof the Integrated Community Equipment Service (ICES); (paragraph5.15)

mapping the level of need amongst deaf/blind older people and addressing such need; and (paragraph 5.21)

ensuring the continual development of support services for carers. (paragraph 5.39)

2.5 The council should improve its data collection and monitoring of adult protection cases. (paragraph 5.26)

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2Quality of Services for Users and Carers

2.6 The council and partner agencies should urgently complete the full implementation of the single assessment process and ensure there is a robust system for monitoring the effectiveness of its operation. (paragraph 6.6)

2.7 The council should work with partners to improve the overall quality of services for older people and carers by:

addressing waiting times for occupational therapy (OT) assessments;and (paragraph 6.4)

addressing waiting times for conducting reviews. (paragraph 6.12)

2.8 The council should ensure that the quality of care managementassessments are improved and that care plans are more focussed onintended outcomes. (paragraph 6.8)

Fair Access

2.9 The council should ensure that where necessary, documentation about service users including care plans is routinely translated into the appropriate community language or format. (paragraph 7.5)

2.10 The council should improve data collection and analysis of complaints and develop mechanisms to support continuous improvement in this respect. (paragraph 7.21)

Cost and Efficiency

2.11 The council should ensure that service provision demonstrates value for money. (paragraph 8.5)

2.12 The council should work with key partners to ensure that:

the Joint Commissioning Strategy sets out in precise detail therequired balance of services, the required service shifts and associatedpurchasing plans. (paragraph 8.6)

2.13 The council should more effectively use the Vitality Profile to proactivelyinform commissioning priorities. This should both increase the range of available options and address known gaps including: (paragraph 8.13)

services to meet the needs of diverse communities black and minorityethnic older people;

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2the range of available supported housing options for older people;

specialist services for deaf/blind older people; and

older people with mental health needs.


2.14 The council should continue to drive forward the range of projects designed to improve data capture and support business processes, ensuring these are rolled out in a timely manner. (paragraph 9.6)

2.15 The council should work with key partners to deliver a borough-wide interagency workforce plan ensuring that this links to the refreshedCommissioning Strategy. This should ensure that the workforce is sufficient in size, appropriately skilled and qualified. (paragraph 9.12)

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Council Profile

3Council Profile

3.1 Harrow is an Outer London borough located 12 miles from central London, with borders to Hertfordshire to the north. The borough covers an area of 19 square miles, a fifth of which is designated as Green Belt.

3.2 The 2004 mid-year estimate by the Office for National Statistics (ONS) puts the total resident population of the borough at 211,900, of whom30,200 (14.3 per cent) are aged 65 and over and 4,100 (1.9 per cent) are aged 85 and over. Current projections suggest that the total number of those aged 65 and over are set to fall very slightly over the next couple of years (although the pattern does vary for specific age-bands within this group), before rising again to current levels by about 2010. Theseprojections then show a further steady increase through to 2021.

3.3 The borough is very diverse - 2001 census figures show over 41 per cent of the population being of non-white ethnic origin. The borough has a large number of people from various Asian communities, including thesecond largest Indian community in the country; but there is also a wide range of other communities present. The census figures show that some16.8 per cent of those aged 65 and over were of non-White ethnic origin in 2001.

3.4 In common with many other Outer London Boroughs, Harrow combinessome relatively affluent areas with other areas more typical of inner suburbia - including those, especially to the south-east and the south-west, where some pockets of relatively acute deprivation are to be found. The Borough overall ranks 230th in England and 28th in London on the index of multiple-deprivation.

3.5 The unemployment rate, at 2.8 per cent, is lower than the rate for England and Wales and significantly lower than the Greater London average. Seventy-eight per cent of households either own or are buying their ownhome. This represents one of the highest levels of owner-occupied housing in Britain.

Political and Administrative Context

3.6 The council consists of 63 councillors representing 21 wards, as follows:

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3Labour 30

Conservative 28

Liberal Democrat 3

Independent 2

3.7 Following a period of Labour administration the council became ‘hung’ in 2002, at which point Labour formed a minority administration. At the time of the inspection, the business of the council operated on a leader and multi-party Cabinet model, with a politically proportionate overview and scrutiny committee and four scrutiny sub-committees.

3.8 The council had set out the following strategic corporate priorities for 2005-2008:

Strengthening Harrow’s Communities;

Putting Harrow on the map;

Valuing Harrow’s customers;

Impact through Harrow’s partnerships; and

Harrow - a true learning community.

3.9 Underpinning these is a focus on being a more business-like organisation.

Performance Assessment of Councils

3.10 The Comprehensive Performance Assessment (CPA) judges Harrow to bea fair council, with a direction of travel of ‘performing well’.

3.11 The Commission for Social Care Inspection (CSCI) assesses theperformance of Social Services and makes an annual star rating. Harrow is rated as a one star council. The rating is based on separate judgementsfor adults and children’s services. In 2005, Harrow’s adult communitycare services were judged to be serving ‘some’ people well, with ‘uncertain’ prospects for improvement.

Social Services Funding

3.12 The total net budget 2005-06 for Community Care services was £42,918 million of which £18.490 million was budgeted for older people’s services. Older people’s services had received a small increased allocationover the previous two years to assist the service in meeting its targets. Thecouncil was forecasting a £371,000 overspend in Community Care

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budgets overall in 2005-06. Management action had resulted in all budgetmanagers reviewing commitments to the end of March 2006 and a reduction in spend across the whole of People First and the council.

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3.13 Relative to its comparator group the budget allocated to older people per head of population age over 65 years was £835 and at the lower end ofLocal authority spending (see table 1 below for comparison).

Table 1

PSS budget allocated to older people per population aged 65 and over BU02 2004-/05

Source: CSCI Key Indicator Graphical System

National Health Service

0200400600800

100012001400

Hav

erin

g

Bro

mle

y

Bex

ley

Enf

ield

Red

brid

ge

Har

row

Sut

ton

Cro

ydon

Hill

ingd

on

Bar

net

Kin

ston

-U

pon-

Mer

ton

Hou

nslo

wR

ich

mon

d-W

alth

amF

ores

tE

alin

gEngland Average

3.14 Harrow Council has a coterminous Primary Care Trust (PCT), which provides a basis for partnership working into the future. It is expected thatthis arrangement will continue beyond the outcomes of the current reviewof local National Health Service (NHS) structures associated with theCommissioning a Patient-led NHS initiative.

3.15 Residents of the borough secure acute services from the North WestLondon Hospitals NHS Trust, which operates from Northwick ParkHospital just across the southern border with Brent. Mental health services for adults are provided by the Central and North West London Mental Health NHS Trust.

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National Priorities and Strategic Objectives

4STANDARD 1: NATIONAL PRIORITIES AND STRATEGIC OBJECTIVES

The council is working corporately and with health and other agencies to ensure the delivery of national priorities and objectives for social care, the National Service Framework for Older People and their ownlocal strategic objectives.

This standard looks at whether:

social services acted strategically using national guidance and objectives;

social services planned services in partnership with health and other agencies, using a range of planning mechanisms;

the council had considered with NHS the options for joint financial and working arrangements; and

the council was implementing the National Service Framework for Older People.

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4

STANDARD 1: National Priorities and Strategic Objectives

STRENGTHS AREAS FOR DEVELOPMENT

The Senior Management Team had developedstrategies for meeting the needs of older peopleand their carers and was responding to nationaland local objectives and priorities.

A new permanent Director of Community Carehad been appointed and this had led to greaterclarity in respect of strategic priorities and thedirection of travel.

Managers had ensured that staff were aware ofthe vision and staff demonstrated a commitment to promoting independence and providingquality services.

Councillors and senior council managers werecommitted to integrating health and social care services.

Councillors, managers and staff received regularperformance information reports and there was a good and robust level of performance awarenessthroughout older people’s services.

Performance information was translated into local targets for care management teams. The useof balanced scorecards had strengthenedperformance improvement in the teams.

There was a range of jointly funded initiativesand posts with health partners.

There was no whole council response to olderpeople’s needs.

The proposed Health and Social Care Integration Board (HSCIB) provided an opportunity for keypartners to drive forward the strategicdevelopment and monitoring of the serviceintegration agenda. However this had not yetbeen realised.

The Older People’s Partnership Board (OPPB)had the potential to co-ordinate planning and partnership with health, housing and othercouncil departments, however this had not yetbeen fully realised.

The OPPB did not have representation fromservice users or the consistent representation ofthe Acute Hospital Trust.

The arrangements for consulting and involvingprivate and voluntary sector partners in strategicand service planning needed to be strengthened.

RECOMMENDATIONS

The council should ensure that there is better linkage and strategic coherence between Corporate and Community Care service specific strategies.

The council should seek to further improve the range of older people, carers and key stakeholders inits strategic planning and service development processes. In particular it should involve:

- service users should be represented on the Older People’s Partnership Board (OPPB);

- a range of black and minority ethnic older people and carers; and

- voluntary and independent sector representatives.

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4National Priorities and Strategic Objectives

4.1 Corporately, the council had set out its vision for Harrow in its Community Strategy for Harrow, 2004. Its aim was to create a borough that is safe, clean, healthy and prosperous with equal life opportunities for all a friendly and vibrant place to be. The five corporate priorities were identified as:

strengthening Harrow’s communities;

putting Harrow on the map;

valuing Harrow’s customers;

impact through Harrow’s partnerships; and

Harrow – a true learning community.

4.2 The senior management team had developed strategies for meeting the needs of older people and their carers and was responding to national and local objectives and priorities. A new permanent Director of Community Care had been appointed to Community Care, nine months ago, and this had led to far greater clarity and energy in respect of addressing strategic priorities and the direction of travel.

4.3 The council’s strategy for addressing the national priorities for social services, and the social care and partnership elements of the National Service Framework for older people (NSF) and the National Health Service (NHS) plan were laid out in three main strategies and each wasreferenced against the five corporate priorities:

the People First Directorate High –Level Plan;

the Community Care Business Plan; and

the Older People’s Service Plan.

4.4 The vision and objectives outlined in the three main strategies weresupported by a range of service level plans, including the baseline JointCommissioning Strategy for Older People and the Intermediate Care Strategy. There was a good level of awareness amongst senior managersand plans in place to address many of the known weaknesses.

4.5 We recognised that the council with key partner organisations had been steadily implementing key strategies within the context of a challengingexternal and internal environment. Limited capacity including financialand human resources amongst some key partners and indeed within the council itself and changes in the local and national health and social care

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4 economy, had impacted on the pace of change in Harrow. Despite these challenges however, we formed the view that some key partners including health, independent and voluntary sector organisations had not consistently been effectively engaged in developing strategies, for instance the baseline Joint Commissioning Strategy Older People 2005 and the Older People’s Service Plan. Ownership of such strategies was therefore limited. In order to accelerate the pace of change senior managementaction was required to address this shortfall.

4.6 There was a range of mechanisms in place to facilitate the delivery ofstrategic objectives. Overall the function of strategic partnership boards was being reviewed and governance arrangements strengthened. We found evidence that the Older People’s Partnership Board (OPPB), which reported formally to the HSCIB, for instance, did not have representation from service users or the consistent representation from the acute HospitalTrust. Whilst this group did not have decision-making authority we considered that it had the potential to co-ordinate planning and partnership with health, housing and other council departments. Positively, the proposed HSCIB provided an opportunity for key partners to drive forward the strategic development and monitoring of the service integration agenda, with a renewed recognition on the part of senior officers of the need to adopt a transparent and inclusive approach.

4.7 Other mechanisms for delivering key strategies included:

the older people’s NSF multi-agency and stakeholder group;

a range of joint working forums; and

the Community Care Managers group which included the Head of Joint Commissioning.

4.8 The council was developing a more business like approach and this wasincreasingly embedded at all levels. By way of example, managers had ensured that staff were aware of and committed to the vision. We were particularly impressed with levels of awareness of corporate, business andlocal team level priorities in respect of older people amongst operational teams in care management and provided services. In some day centres service users were helped to be involved in setting service standards. All staff that we met within the council demonstrated an impressivecommitment to promoting independence and providing quality services to older people. Performance information was translated into local targets forcare management teams.

4.9 The use of balanced scorecards at a service level had strengthened performance improvement in the teams and staff were benefiting from clarity and focus on improved performance. There was linkage betweenagreed local objectives and individual staff members under the council’s I-PAD appraisal scheme. This in turn was leading to improved outcomes for

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4 some older people and some carers. Councillors, senior managers and staff received and monitored regular performance information reports and therewas a good and robust level of performance awareness throughout older people’s services. Local performance measures complemented nationalobjectives and priorities.

4.10 The council’s approach to performance improvement and monitoring was incorporated within the business planning process and the linked set ofcascaded balanced scorecards which were used to set, report and monitorspecific service improvement objectives and indicators of performance.Detailed improvement plans were developed jointly between operational and performance management staff. These processes were underpinned by implementation of the corporate information system ‘Cor-Vu’, which collated and presented key management information. Both the Audit Commission and the Office of the Deputy Prime Minister (ODPM) had cited the council as being innovative for its approach to performancemanagement and for its use of the ‘balanced scorecard’ approach.

Partnerships with Key Stakeholders and Other Parts of the Council

4.11 The corporate approach to older people was under-developed and there was no corporate older people’s strategy to ensure co-operation and strategic linkage across the entire council. The Health and Well-being Strategy 2005 and Cultural Strategy 2003-2008 signalled the council’s future aspirations. The council had submitted a draft Local Area Agreement (LAA) to the Government Office for London in November2005. It was anticipated that this would lead to further strengthening of existing partnerships and cross-cutting themes. We agreed with staff and some service users that there needed to be more effective cross-councilcollaboration to facilitate better access for older people to housing, leisure and life-long learning opportunities.

4.12 We saw evidence that a detailed and systematic review of older people’shousing needs had been conducted by the council. This involved the extensive engagement of older people and the recommendations had the potential to transform the range of available housing options available toolder people.

4.13 The council was increasingly engaging older people in planning services. On a strategic level we saw evidence that the council was engaging someolder people very effectively through the Partnership for Older People (POPP). The Carers’ Action Group was increasingly providing a forum for carers to both become informed and to contribute to service planning and development. The council had also funded voluntary sector training forcarers on self -development and capacity building with a view to carersparticipating more fully and effectively in consultation and decisionmaking forums. There were many examples of a range of initiatives that

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4 the council was using to capture the views of users and carers. Some examples included:

consultations on the implementation of Fair Access to Care Services(FACS);

direct payments implementation group;

an ‘open budget process’ which engaged some 300 and over residents including some older people;

the development of a single assessment process;

the supporting people user forum; and

the older people’s housing review and strategy.

4.14 Despite the progress made, we concurred with the perception held by some carers, in particular, that a more consistent, transparent andsystematic approach was now timely. At a strategic level carers did notfeel sufficiently engaged in planning and service development.

4.15 Independent and voluntary sector organisations alike welcomed better arrangements for consulting and involving them in strategic and serviceplanning. Neither independent or voluntary sector providers had felt wellengaged in strategic planning although all were committed to the directionof travel. Additionally, there was a need to further capitalise on thecommitment and sometimes under-utilised capacity of some voluntary and independent providers within the context of market development.

4.16 Overall the council’s performance in working collaboratively across thecouncil and with key stakeholders was at best variable. There was a need to develop more systematic and effective partnerships through the range of mechanisms that existed in addition to considering new and innovative approaches. This will enable the council to more effectively capture theviews of key partners who will play an increasingly significant role in thefuture of health and social care provision.

Joint Financial and Working Arrangements

4.17 At a strategic level the primary planning forum was the Harrow Strategic Partnership (HSP), which had representatives from health and thevoluntary sector. Some relevant work-streams coming out of this group included joint ‘health and well-being’ and public health, both of which hadrelevance to older people. Overall we found that despite the council’s efforts, strategic level partnerships with health needed to be improved. We recognised that senior council managers had made considerable effort to engage PCT colleagues. There was evidence of the council utilising the PCT’s Professional Executive Committee (PEC) to facilitate change and

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4 they were considering both formal and informal methods of engagement.Despite these efforts however, the capacity of the PCT to fully engage inthe partnership agenda had been limited by significant budget deficits, key senior level vacancies and the anticipated changes arising fromCommissioning a Patient-Led NHS. By way of example of the potential of strategic partnerships, the council and PCT partners had invested in thedevelopment of a new Healthy Living Centre in Wealdstone and this had led to improvements in the range of options available for older people, including exercise classes and broader health promotion activities led byAge Concern. It was anticipated that an overarching Section 31 agreement,signed in July 2005, and formal agreement for a HSCIB, although not yet implemented, would provide a new set of overall governance arrangements strengthening strategic level planning.

4.18 There were good examples of joint planning groups to meet specific service objectives included:

implementation of the Single Assessment Process (SAP);

Older People’s NSF;

intermediate care planning;

managing delayed transfers of care; and

there was a joint whole systems care pathway review underway.

4.19 Operationally, the Head of Joint Commissioning was a member of the council’s Community Care Management Team and the council had committed a middle management post on a seconded basis, to lead the detailed scoping and programme management towards integration. On a day-to-day basis and at a service delivery level we saw evidence of collaborative joint working arrangements, and it was commendable that staff had adopted a pragmatic and effective approach to working together, despite the absence of a robust framework.

4.20 Examples of jointly developed and funded arrangements that were helping to deliver more effective joined up services included:

The Harrow Assessment and Rehabilitation Team (HART) who were preventing admission, providing intermediate care and rehabilitation.

The integrated community equipment scheme was set up using Health Act Flexibilities. Although it was recognised that this service had much scope for further improvement in respect of integrating management, roles and the location of sites.

Community nurses were co-located within the two care managementteams.

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4Admiral nurses delivering services to older people with mental health needs were jointly funded

A jointly funded bathing contract.

A joint commissioning unit where all posts were jointly appointed andfunded.

4.21 The council had in place a scoped work plan aimed at achieving integratedhealth and social care services. There were no current plans for establishing a formal care trust. We were mindful of some of the keyexternal factors that challenged the council’s ability to accelerate the pace of change and judged that their approach was appropriately measured. The council recognised the need to consolidate existing joint-working arrangements to accelerate the pace of change and the need to develop a more robust governance framework. It was also critical that a shared strategic framework and service model for responding to older people with mental health needs was developed in a timely manner.

Implementation of the National Service Framework (NSF) for Older People

4.22 The council and key partners had failed to make the progress expected by the key milestones of the NSF. Implementation of single assessmentprocess was progressing steadily although integrated communityequipment; the delivery of an integrated falls service and services for olderpeople with mental health needs; were all recognised as requiring significant further improvement. The self -assessment produced by the multi-agency group which oversaw implementation of the ‘NationalService Framework for Older People’, in its’ annual Report 2004-2005, showed that some 67 per cent of targets had not been achieved. These areas will be commented on more fully in chapters 5 and 6.

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5STANDARD 2: EFFECTIVENESS OF SERVICEDELIVERY AND OUTCOMES

Older people receive social services that promote independence and support them to make the most of their own capacity and potential.


services were effective and delivered good enough outcomes;

the range of services was broad and varied enough;

users were well safeguarded;

social services worked collaboratively; and

providers monitored their services.

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5STANDARD 2: Effectiveness of Service Delivery and Outcomes


The range of services was increasing steadilyand staff reported that they were now able to offer more choice to older people and theircarers.

The Milmans Resource Centre model providedan effective in-house day service that promotedwell-being.

The council and partners had sustained thereduction in the number of delayed transfers of care.

The older people’s service and Primary CareTrust (PCT) had set up the excellent HarrowRehabilitation Team (HART) / IntermediateCare Team to support hospital discharge andprevent admission.

We were impressed with the work of the Trans-Age Project, which was facilitating greaterintergenerational partnerships and promotingsocial inclusion.

There had been a thorough review of olderpeople’s housing needs involving a range ofstakeholders.

Urban Living had a range of schemes to helpolder people in owner-occupier accommodation.

Overall older people and carers experiencedvariable levels of satisfaction.

There was a lack of specialist nursing homes,respite and day care for older people with mentalhealth needs, and those requiring intermediatecare.

Extra-care accommodation was under-developed.

Services for deaf/blind older people were under-developed.

Services to identify and support carers weresteadily developing from a low starting pointunder the lead officer for carer issues.

Despite progress made, specialist services forblack and minority ethnic communities remainedlimited compared to the population and itsmaturity.

Although there was widespread commitment tothe idea of enablement, most domiciliary care services provided help for older people, ratherthan working with them.

Integrated Community Equipment Service(ICES) needed further development andintegration.

Data collection and monitoring of adultprotection cases had not been robust in recentyears.

RECOMMENDATIONS

The council should ensure the timely development of an effective borough-wide joint planningframework and strategy to address the needs of older people with mental health needs.

The council should ensure that there are improvements in the overall effectiveness of service deliveryand outcomes by:

- working with partners to address the current operational fragmentation of the IntegratedCommunity Equipment Service (ICES);

- mapping the level of need amongst deaf/blind older people and addressing such need; and

- ensuring the continual development of support services for carers.

The council should improve its data collection and monitoring of adult protection cases.

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5User Satisfaction

5.1 Inspectors sent out pre-inspection questionnaires to older people and carers who used social care provision. We received responses from 48 out of 100 service users, 15 out of 50 carers and 43 staff. The key points are summarised below.

5.2 Views of Older People:

40 people said they were always or usually satisfied with the quality of services they received;

46 people said that staff always or usually treated them with respect;

40 people said that they received help quickly after a decision was made to provide the services;

40 people said they were always or usually involved in deciding about the services they received; and

41 people said that services always or usually helped them.

5.3 Views of Carers:

ten carers said that they knew they could have a separate assessment oftheir needs;

five out of nine carers who responded to the question had actually hada separate carer’s assessment;

five carers out of six who responded to the question were satisfied with the outcome of their assessment; and

thirteen carers who responded to the question said they were treated with respect.

5.4 Overall, satisfaction rates were variable taking into consideration both thelow level of response rate to questionnaires and levels of satisfaction amongst some of the older people and carers that we met during the inspection. Some older people and some carers being satisfied with the effectiveness and quality of services provided. There was scope for improvement in terms of service user and carer satisfaction overall. Weconcluded that the council will need to more proactively engage with olderpeople and carers to more effectively monitor, analyse and respond to their needs and aspirations.

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5The Range of Services

5.5 The range of services was increasing from a low starting position and thiswas increasing the available options for some older people. Services werecommissioned from in-house and the voluntary and independent sectors. We saw evidence of an increasing emphasis on services that activelypromoted independence. Councillors, managers and partners demonstrateda firm commitment to the independence agenda.

5.6 We were impressed with degrees of understanding and commitment to promoting independence amongst care management and assessment staff and those in provided services. We saw many good practice exampleswhere effective partnership work had made a significant impact in the lives of older people. Staff recognised the contribution and challenges that direct payments could have in respect of promoting independence.

5.7 Examples of service developments which contributed to meeting this aim, included:

the development of a new Healthy Living Centre in Wealdstone;

the council and its key partners hosted an older people’s health fair in November 2005;

the council performed well in respect of delayed transfers of care;

the excellent HART;

the (one) extra care sheltered housing unit developed with the Supporting People initiative, and

the excellent Trans-Age project which was helping older people maintain their independence whilst facilitating inter-generationalcontact.

5.8 Comparative figures for key Performance Assessment Framework (PAF) indicators which show the balance of community and residential careprovided for older people in Harrow are detailed in Table 2. The table indicates that admissions to residential care remained acceptably low,while the level of intensive home care had increased albeit at a slow pace in 2004-05.

5.9 We recognised that progress had been made and both strategically and at a service level there was a commitment to developing services that enabledolder people to remain in their own homes or community based settingswherever possible. Overall in terms of demonstrable outcomes, however, against key performance indicators and actual out-turns for 2004-05, the council’s performance was variable and suggested that the balance of

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5 service provision was not yet sufficiently broad and varied. The council was forecasting improved performance for the period 2005-2006.

Table 2

Comparative figures for Key Performance Assessment Framework(PAF)

PAF Indicator 2002-03 2003-04 2004-05Outer London

average

B11 Intensive homecare as a percentage of intensive homeand residential care

34 36 37 31

C26 admissions of supported residents aged 65 and over to residential and nursing care

80 61 70 81

C28 Intensive homecare

13.5 14.5 14.7 15.3

Source: CSCI PAF Performance Indicator Summary 2005

5.10 The council recognised the need to work with domiciliary care providersmore actively to deliver an outcomes focussed homecare service. Initial terms of reference had been recently drawn up to underpin a new foruminvolving health and social care professionals and independent providers. It was anticipated that the forum would help domiciliary providers to identify the barriers and actions required to provide a model that was consistent with enablement and thereby improving the overall performance in terms of promoting independence. Increasingly older people were benefiting from more flexible and reliable homecare, howeversome users felt that the service was often compromised at the weekend, or when regular carers were on sick leave, when perhaps a carer they were less familiar with would visit or the carer was late. The council had recently invited domiciliary providers to tender for a ‘PromotingIndependence’ contract that would offer older people additional hands- onpractical support to facilitate independence.

5.11 The council had invested £420,000 per year towards intermediate care and rehabilitation services. HART consisted of 32 multi-professional therapy

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5 staff. The teams operated outside of normal office hours and over the weekend. The team’s role encompassed rapid response, rehabilitation and intermediate care. We heard that the team were effectively facilitatingboth prevention of admission to hospital and timely discharge. The team had access to a number of step-up/down beds funded by social services, seven step-down beds at Buchanan Court targeting those awaiting placement, and seven intermediate care beds at Birchwood Grange. The team worked proactively to prevent admissions through Accident and Emergency (A&E) at Northwick Park Hospital and this was reducing thenumber of admissions through this route. It was anticipated that the appointment of an Emergency Care Practitioner (ECP) with links to bothA&E and HART, early in 2006 would yield further improvements.Effective joint working had resulted in low numbers of delayed transfers of care. At the time of the inspection we heard that the average number of such delays, was averaging a maximum of ten each week. The cause ofsuch delays, was often associated with the shortage of older people’s mental health facilities and continuing care facilities.

5.12 Continuing health care was a live issue during the inspection and this wascausing much concern to staff in the council, health service and service users that we met. The council were actively working with Health to address key concerns about interpretation of the agreed North WestLondon criteria, funding responsibility and case management. We alsoheard concerns about whether social services were going to ceasecommissioning continuing care through S28A transfer arrangements.There was a clear need for senior managers to work with health partners toresolve this issue satisfactorily, both in terms of the financial implicationsand quality of service user care. We were satisfied that the council hadgiven this matter an appropriate level of priority. The council was represented at the weekly revised National Health Service (NHS)continuing care panel. Additionally, the Director of Community Care saton the local steering group and on the North West London Strategic Health Authority group.

5.13 Senior managers recognised the importance of constantly monitoring,reviewing and assessing effectiveness, quality and systems in respect ofthe whole-system. By way of example, a whole-systems joint review of pathways had commenced at the time of the inspection, and it was anticipated that this would contribute to informing future serviceconfiguration and determining whether the range of services was sufficiently broad.

5.14 The Occupational Therapy (OT) team worked with all service user groupsproviding specialist assessments, advice and information for people with physical disabilities. There were significant delays in the delivery of equipment and adaptations. Performance against the percentage of itemsof equipment and adaptations delivered within seven working days was poor in comparison to the Outer London average and in band two. The average waiting time for OT assessments was three months and, at the

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5 time of the inspection, we were told that performance was deteriorating further with 98 people on the waiting list. Management action wasrequired to address such delays.

5.15 ICES needed further development and integration. Jointly funded through use of Section 31, development had been slow after three years. There was full access for OTs to hospital equipment, such as ripple mattresses. Storesoperated from three separate sites, there was no single line management of OTs, technicians and the store, and neither OT or technicians were based at any of the three sites. The capabilities of the excellent ELMS database was under-used, as it was used for stock control only. As a consequencethe service was somewhat fragmented and managers and staff alike recognised the benefits of further streamlining ICES.

5.16 Delays in carrying out major adaptations were significant and we were told that some older people were waiting up to two years for work to be completed from the point of OT assessment. This had been caused by a number of surveyor and related administration vacancies. The council’s performance for the average length of time waiting for major adaptationsfrom assessment to work beginning, for the period 2004-05 was 39 weeks which compared favourably to the Outer London average of 41.3 weeks.Managers recognised the need for further improvement in this respect. At the time of the inspection all surveyor positions had been recruited to and with additional administrative posts, it was anticipated that improvementswould be made.

5.17 The council and partners were currently mapping and drafting a positionstatement about all health and well-being services. Senior managers were increasingly focussing on prevention through cross-council collaboration. The social care prevention lead officer had ensured that she was part of a working group lead by the Urban Living Directorate who were conducting a review of sports and leisure services, with a view to addressing the needsof older people. It was clear that the council, whilst committed to this end,were at a very early stage in this development.

5.18 The council commissioned Age Concern to provide an Advocacy service for older people. A range of low-level support services were provided to enhance the lives of older people and to prevent further deterioration. These included:

taxi card scheme;

‘Staying-Put’ (housing repair and minor adaptations scheme);

Pinner Helping Hands;

Sanghat Asian advice centre;

Afghanistan Association;

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5Harrow Association for the Disabled (HAD); and

Harrow Carers Support.

Services for Black and Minority Ethnic Older People

5.19 The council provided a limited range of culturally specific services. Some of those we heard about included specialist residential and day care forAsian elders which was commissioned from Freemantle Trust and Asianmeals on wheels provision. These services experienced considerable demand and; as a consequence, a part change of use in a day centre providing dementia care was negotiated to accommodate larger numbersof Asian elders. Despite management action however, waiting lists remained for specialist day-care for Asian elders. Specialist domiciliaryproviders also met the specific need of Asian and Chinese elders.

5.20 Despite progress made, specialist services for black and minority ethniccommunities remained limited compared to the population and itsmaturity. Additionally, there was a need to develop a more strategic approach linked to commissioning plans that would ensure all diverse communities interests are served.

Services for Older People with Sensory Needs

5.21 The sensory impairment team provided a service to all service user groups including older people. The council commissioned Middlesex Association for the Blind (MAB). Services for deaf/blind older people were under-developed resulting in the further isolation of older people with such difficulties. There was a fast track visual impairment registration andassessment service with specific days for such ‘surgeries’. This was improving response times and access to an immediate diagnosis.

Mental Health

5.22 The Central and North West London Mental Health Trust (CNWL) provided a community based health service and day support for older people with serious and enduring mental health needs. There was no specialist team for older people with mental health needs and Approved Social Work (ASW) responses came from the adult community mentalhealth teams. The council had commissioned a limited range of specialist day and residential/ nursing care. CNWL had commenced a review of day care provision, which was currently on two sites, and a proposal had beendeveloped with a view to re-configuring services to include day assessment and treatment facilities.

5.23 There was a distinct lack of a joint strategic framework that would inform the direction and model of services for older people with mental health

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5 needs. Staff, partners and service users highlighted specifically the lack ofspecialist nursing homes, respite and day care for older people with mentalhealth needs, and those requiring intermediate care. Current provisionindicated that older people with mental health needs did not have fair and equal access to services and therefore similar outcomes to those usinggeneric older people’s services.

5.24 It was imperative that senior council managers engaged with CNWL in a timely manner, to develop a strategic framework that would lead to fully integrated health and social care service for older people with mentalhealth needs. Council managers were committed to this and plans were in place to do so.

5.25 Overall there remained many areas for development in respect of the rangeand balance of provision. Few day services operated outside of normaloffice hours. We formed the view that there was a need to extend therange of available options for older people in addition to continually monitoring and ensuring effectiveness and quality of provision. In doing so we are mindful of the degree and pace of change that needed to occur,in addition to capacity amongst partnerships, and resource and commissioning implications.

Safeguarding Older People

5.26 The council had a Protection of Vulnerable Adults Policy (POVA) that was developed in line with ‘No Secrets’ guidance. It was anticipated that a revised policy, which would be impact assessed against the Race Relations (Amendment) Act, would be in place in early 2006 subject to appraisalagainst the recently launched Association of Directors of Social Services(ADSS) Safeguarding Adults Standards.

5.27 A multi-agency Adult Protection Committee (APC) had been in operationsince July 2004 and we heard that this was functioning effectively. Social Services staff had benefited from single agency Adult Protection trainingand partnerships with NHS colleagues had led to joint funding of multi-agency training. Multi-agency training, which linked to the single assessment process, was scheduled for roll out in January 2005. Additionally, a practitioners sub-group had recently been implementedand this was beginning to provide a forum for a range of professionals across commissioning, provider teams and other partners to support each other and to share good practice in relation to POVA.

5.28 Multi-agency work with the police had led to the development of terms ofreference for conducting serious case reviews. One such review took place in August 2005, the recommendations of which would go to the APC.

5.29 In the absence of a permanent Adult Protection Co-ordinator, the councilrecognised that levels of awareness, monitoring of referrals and analysis of

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5 reports had not been robust. A full time adult protection coordinator had been in post since October 2004. We saw evidence that the post holder had been actively working with teams to increase awareness and to address theareas of previous concern.

5.30 At a service level we found that investigations were taking place on a multi-agency basis and strategy and protection planning was undertakenfollowing referral, involving all relevant parties.

5.31 There was much scope to further improve the data collection and analysis of such referrals. A new system for tracking referrals had been developed since April 2005 and as a consequence of previous poor monitoring, the council could not provide data prior to November 2004. Evidence provided by the council at the time of the inspection showed that for theperiod November 2004 to the same period in 2005, there were 99 such referrals and 75 of these cases involved older people. Due to ongoing technical difficulties with the new database the council was unable to say in how many cases abuse was established.

5.32 Despite management action to address previous poor monitoring,inspectors remained concerned about the lack of data collection, monitoring and analysis in respect of POVA cases. Urgent managementaction was required to address these concerns.

Collaborative Working

5.33 At an operational service level, social services were increasingly working collaboratively with health and other parts of the council and other agencies. Care managers had operational links to voluntary organisationsand day centres to facilitate communication. Some 74 per cent of the 1,396 people being supported through the council Supporting People (SP) arrangements were older people. The council’s SP arrangements had received a positive judgement in the 2005 inspection conducted by the Audit Commission. In recognition that 90 per cent of its population, manyof whom are elderly, were owner-occupiers, the Urban Living Directoratewas administering small repair grants, a handy-man scheme, home safety grants and an energy efficiency scheme.

5.34 The older people’s housing review identified gaps in the range of housing provision for older people, with specific reference to extra care facilities.The single ‘very sheltered’ unit was serving older people well. We sent pre inspection questionnaires to staff with care managementresponsibilities, and 43 staff responded. Of those respondents 22 said thatarrangements with housing for supporting older people were poor or very poor. This suggested that there was further scope to improve and build ongood practice.

5.35 Care management staff had operational links to each ward at Northwick Park Hospital and this too was enabling effective early discharge planning.

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5 We did hear that there were occasions when hospital ward staffmisunderstood the function of Section 2 and 5 notices, and referrals to care management teams were sometimes at short notice. This indicatedthere was a need for managers to carefully monitor discharge planning arrangements and processes.

Quality Assurance

5.36 There were systems in place to ensure that providers, and thoseresponsible for care management, managed and monitored services to ensure that they were of good quality, responsive to need and promotedindependence. These systems were becoming increasingly effective. The contracts team led on monitoring the overall quality of commissionedservices and reported their findings to strategic and operational managerson a regular basis.

5.37 Within operations, quality assurance was provided through a number of mechanisms including line management supervision, oversight ofcasework and regular auditing of assessments and care plans and complaint feedback. Although some of the files we examined had been audited, the tick-box approach lacked an assessment of the quality of work, and wider themes had not been identified. Performanceimprovement and monitoring was also incorporated into business planning processes and the linked set of cascaded balanced scorecards. A quality strategy for care management was in draft and being consulted on at thetime of the inspection and it was anticipated that this would improvequality processes.

5.38 The council commissioned Age Concern to conduct a Home CareSatisfaction survey every 6 months. Additionally, we noted that someproviders were particularly pro-active in quality monitoring, reporting back to the council when they recognised over-provision of service. In day care services quality systems had been put in place, and these had beendevised by service users. We were told that the feedback the council hadreceived from users suggested the quality of care was good and improving.

The Needs of Carers

5.39 Services to identify and support carers were developing from a low starting point under the lead officer for carer issues. Few of the carers involved in the inspection said their needs had been separately assessed and carers assessments had been completed for one of the 13 cases we examined. Most carers we met were not aware of the range of servicesavailable to support them and those they care for. They clearly needed to have better links to the council and between themselves to access support, share information and keep abreast of developments. Despite concerns, carers spoke highly of the lead officer for carers and felt that thingsimproved and they had felt more engaged.

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55.40 The council’s out-run performance in relation to services for carers (2004-

05) was poor when compared with its comparator group. This indicator measured the number of carers in receipt of a service. This may indicate that there are low numbers of carers assessments carried out by the service. The council had plans to improve performance during the period 2005-06.

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Quality of Services for Users and Carers

6STANDARD 3: QUALITY OF SERVICES FOR USERS AND CARERS

Older people and their carers benefit from convenient and person centred services, through effective caremanagement arrangements.


the overall process of care management produced quality outcomes;

a consumer friendly response was given to users and carers;

assessment and care planning worked well;

care plans played an important part;

there were effective monitoring and review arrangements; and

an accessible Direct Payments scheme was being promoted.

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6

STANDARD 3: Quality of Services for Users and Carers


Most service users who responded to the pre-inspection questionnaire said they got helpquickly after a decision was made to provide theservices.

Management action had ensured an improvedresponse for users at the first point of contact.

All care managers were trained to conductfunctional assessments for simple equipment.

People with visual impairments could accessassessment and registration services in a timelymanner.

A refreshed care management manual for AdultSocial Care provided a robust set of procedures.

Increasingly, the Harrow Rehabilitation Team(HART) were making direct emergency referralsto domiciliary care providers.

User held records were being piloted in HART.

Single assessment processes were rolled out tofew General Practitioner surgeries and as aconsequence most District Nurses were not usingthe FACE tool.

The overall standard of assessments wasvariable, some were descriptive and lackedanalysis.

The average waiting time for non-urgentOccupational Therapy (OT) assessments waseight weeks and rising.

Case recording did not consistently includedecisions made in supervision.

Although some of the files we examined hadbeen audited, the tick-box approach lacked anassessment of the quality of work, and widerthemes and issues had not been identified.

Care plans were often fragmented and lackedfocus on intended outcomes.

There were unacceptable delays in conducting reviews particularly in West team.

Direct Payments amongst older people wereincreasing steadily and there remained scope for improvement.

RECOMMENDATIONS

The council and partner agencies should urgently complete the full implementation of the singleassessment process and ensure there is a robust system for monitoring the effectiveness of its operation.

The council should work with partners to improve the overall quality of services for older people and carers by:

- addressing waiting times for occupational therapy (OT) assessments; and

- addressing waiting tmes for conducting reviews.

The council should ensure that the quality of care management assessments are improved and that care plans are more focussed on intended outcomes.

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6The Process of Care Management

6.1 The council had introduced new referral and care management systems. A new Community Care Care Management Procedures manual, which was consistent with single assessment process and the new IT system Framework-I had recently been introduced. Care management procedures and processes were clear and comprehensive. The two teams responsible for older people’s services included care managers, Customer Support Officers (CSOs) and district nurses working jointly although health andsocial care staff were not co-located. Interviews with staff and serviceusers confirmed that care management and assessment processes had improved considerably over the past 18 months to two years. The following quote from a service user however, suggested that managementneeded to continually monitor and review service user satisfaction withprocesses.

‘I understand why my file has to be reopened and a new social worker appointed as each new situation arises, but it makes for delay in contacting someone to deal with each new question’.

Referral and Initial Assessment

6.2 Most service users who responded to the pre inspection questionnaire said they got help quickly after a decision was made to provide the services.This was born out by performance indicators, which showed that progresshad been made in reducing waiting times for assessments, in particular, commencing 80 per cent of assessments within 48 hours of first contact with social services. This was being facilitated by well-trained and competent CSOs. Referrals were appropriately prioritised using FairAccess to Care Services (FACS). Cases involving adult protection were afforded high priority and where referrals indicated risk or urgency there was scope for an interim care package to be put in place prior to fullassessment. Referral and initial assessment processes were safe andeffective.

6.3 It was impressive that all care managers were trained to conduct functional assessments for simple equipment, backed up by advice from trained OTs, and this too was helping to improve response times.

6.4 Despite improvements in performance which placed Harrow in band two, waiting times relative to other Outer London boroughs were still too long and well below the Outer London average. There were also significant waiting times for OT assessments. At the time of the inspection theaverage waiting time for non-urgent OT assessments was eight weeks and rising. Management should develop an action plan to address such delays.

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6Assessment and Care Planning

6.5 The council and health partners had jointly appointed a project manager to provide focus and drive for the implementation of the Single AssessmentProcess (SAP) since January 2004. SAP had been rolled out to all assessment and care management teams and within HART. At the time ofthe inspection only social services staff were consistently using the accredited FACE tool for overview assessments. This involved a paper-based assessment which then had to be entered onto Framework-I. Three General Practitioner (GP) surgeries had rolled out SAP and as a consequence most District Nurses were not using the FACE tool. OT’s conducted specialist assessments.

6.6 The council had taken a gradual and pragmatic approach to SAP implementation however, it must be noted that they had not met the required target date for implementation. To some extent this had been informed by the challenges of engaging some health partners who were less than convinced that SAP offered a solution, specifically in the Acute Hospital Trust and primary care. It was envisaged that phase two of the implementation programme in April 2006, would afford designated healthstaff the ability to access and input data to the system.

6.7 We were mindful that at the time of the inspection Framework-I had been rolled out for four weeks. To their credit staff had already begun to put their initial frustrations into perspective, seeing some of the added value the system will bring to case management processes. Despite this however, we judged that whilst some progress had been made in respect of SAP, the council was some way off from achieving a system that was effective in assessing the needs of older people in a way that wasconsistently timely, responsive and avoided duplication through streamlining of the assessment process. Areas for further developmentincluded:

developing a coherent strategic approach to SAP;

the need to extend the use of trusted/ accredited assessments;

to fully engage primary care and other key professional staff in completing overview assessments;

roll out multi-agency SAP training; and

to reduce paperwork and the number of files an older person has; and

6.8 We examined 13 case files in detail. The overall standard of assessmentswas variable, some were descriptive and lacked analysis. Assessment paiddue attention to risk and service user aspirations. We heard evidence thatsome multiple assessments were still being made. Although some of the

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6 files we examined had been audited, the format that included a check-listapproach lacked a full assessment of the quality of work, and wider issues had not been identified.

6.9 There had been steady progress in assessments of new clients aged 65 andover and performance was in band three. User held records were beingpiloted in care management and the HART team. Some adjustments had already been made based on feedback through monitoring, however the council had not yet conducted a full evaluation of the benefits.

Care Planning

6.10 Care plans that we examined on files were often fragmented and did not give the whole picture of needs presented and the intended outcomes. We saw that care plans did not always include the informal carer’s role,neither did they make reference to services already being provided, perhaps by Health. We saw evidence on files where service users had signed and been given copies of their care plan.

6.11 The council’s performance against the percentage of people receiving a statement of their needs and how they will be met had improved from 83 per cent in 2003-04 to 95 for the period 2004-05. Performance was in band three and slightly higher than the Outer London average.

Monitoring and Reviewing Arrangements

6.12 Numbers of people receiving a review of services had decreased from 2003-04, and at band two remained well below the Outer London average. There were fourteen reviewing officer posts across the older people’s service. Data provided by the council at the time of the inspectionsuggested that significant numbers of reviews remained outstanding in older people’s teams as at 22 November 2005. These figures did not include reviews due but not yet migrated onto the new Framework-Idatabase. We were told that the West team had had less additional resources than the East team in the lead-in period to the introduction of Framework-I. The following provides a breakdown of reviews outstanding as recorded on Framework-I:

West Team- 353; and

East Team-112.

6.13 We were aware that performance had been affected by a range of factorsand these included staff absence, increased numbers of carers reviews and some unqualified staff being on professional social work training. Staffwere actively working through the backlog but were challenged by other competing priorities.

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66.14 Regular and timely reviews should ensure that services continue to meet

assessed service user need and that services continue to be deployedappropriately. We concluded that further management action was required to ensure the timeliness of reviews.

Direct Payments

6.15 The council had had a direct payments scheme in place since the late 1990’s. The scheme was run in partnership with Harrow Association of Disabled People (HAD) under a Service level Agreement (SLA) with thecouncil.

6.16 A Direct Payments Co-ordinator had been permanently employed by the council and this was helping to carry forward the related work plan. Revised policy guidance, which was at the draft stage, at the time of theinspection; aimed to provide a far more flexible approach to the scheme. It was proposed that the policy would provide the framework for one off payments as well as ongoing provision and direct payments for carers. The co-ordinator was providing support to care management teams and actually visited teams each week to assist staff and raise the profile of thescheme. Training opportunities had improved and recently there had been a launch of the revised policy.

6.17 We saw evidence that direct payments had been used to enable some older people to purchase culturally specific services, demonstrating that care managers were actively promoting the scheme.

6.18 Performance indicators for 2004-05 showed that 41 older people were using direct payments which placed the council’s performance in band three. At the time of the inspection however, we were told that some 47older people were now using the scheme. The outer London average was 60.

6.19 The council had recognised the need to ensure that older people received support commensurate to their specific needs in respect of using direct payments and planned to commission more user group specific support. Whilst most staff we met were committed to direct payments as a concept,they were also aware of some of the challenges and overall we formed the view that there was still work to do in terms of promoting the added value of such a scheme. The council had taken a helpful and flexible approach to direct payment processes, for instance they were paying for CriminalRecords Bureau (CRB) checks on care staff, and gave advice to service users on moving and handling and protection of vulnerable adults.

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Fair Access

7STANDARD 4: FAIR ACCESS

Social services acts fairly and with consistency about whom get what social care services, and how charging works.


information about getting social services was well publicised;

eligibility criteria helped create fair access;

access to services was equitable and consistent;

social services promoted access to services for people from minorityethnic groups;

social services respected and responded to cultural needs; and

the charging system was fair, transparent and avoided agediscrimination.

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7

STANDARD 4: Fair Access


A good range of information leaflets wereavailable at the department’s offices that we visited.

New information packs had recently beenintroduced for older people and carers.

A black and minority ethnic carers outreachworker had recently been appointed to promoteaccess of black and minority ethnic carers.

Staff told us that interpreting and translationservices were easy to access and operatedeffectively.

The MORI annual ‘Quality of Life in Harrow’survey ensured that the expressed views of blackand minority ethnic elders were effectivelycaptured.

There was effective work between the council,the Pension Service and a range of other keypartners to ensure income maximisation for olderpeople.

Some Customer Support Officers were multi-lingual and were trained to advanced levels ofBritish Sign Language. This was improvingaccess arrangements.

Care managers did not consistently explainwritten information to service users.

Some staff and some carers were not aware of the new information pack in Community Care.

There was some confusion about whether theOccupational Therapy (OT) Service was using Fair Access to Care Services (FACS) eligibilitycriteria to screen referrals.

Further work was needed to identify and meetthe needs of an increasingly diverse communitywithin the context of complex family andcommunity structures.

Advocacy services were not widely promotedand systems to monitor quality and outcomesfollowing use of advocacy services were notclear.

Data collection and analysis in respect ofcomplaints was poor.

Documentation about service users includingcare plans was not routinely translated for them into the appropriate community language.

Few of those responding to the pre inspectionquestionnaire knew how Social Services workedout charges for their services.

RECOMMENDATIONS

The council should ensure that where necessary, documentation about service users including care plans is routinely translated into the appropriate community language or format.

The council should improve data collection and analysis of complaints and develop mechanisms to support continuous improvement in this respect.

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7Information About Services

7.1 The public were well served by a wide range of accessible information and a new information booklet had recently been launched.

7.2 Customer Support Officers (CSOs) played a critical role in facilitating access to services. This group of staff had received good levels of trainingand support to help them assess eligibility and signpost callers whereappropriate. Some CSOs spoke main community languages and others were trained to advanced levels of British Sign Language (BSL).

7.3 The Sensory services team leaflets were available in a variety of formatssuch as Braille and tape. At the time of the inspection a video was beingmade to improve information further. All leaflets were being progressivelyre-designed and re-issued in accordance with the most up to date information.

7.4 The council had recently launched the ‘DisabledGo’ Website, a joint initiative funded by Harrow and Marks and Spencer, which provided information about access for disabled people. Some access staff did feel that access could be further improved by upgrading thetelecommunications system to allow callers who are queuing, to be toldwhere they are in the queue of calls. We did not however, hear of any evidence to suggest that response times needed improving.

7.5 The booklet used to inform prospective service users and family membersabout residential care, “Residential Care - What You Need to Know”, was available in 10 languages. The leaflet was well written and informative.Interpreting and translation services were easy to access and operatedeffectively. The new IT system Framework-I had the capacity to produce care plans and assessment summaries in a range of community languages.The Carers Strategy was available in seven community languages. Despite this some service users had not had documentation including care plans and letters, routinely translated into the appropriate community language,making users reliant on others who could read English.

7.6 The council commissioned Age Concern to provide advocacy services to older people. Our interviews with staff, examination of casework records and interviews with service users suggested that advocacy was underused and awareness levels amongst staff, service users and carers could be improved.

7.7 We judged that there was scope to further improve information about services, specifically in terms of promoting information awareness, caremanagers consistently arranging the translation of relevant information,explaining written information and indeed refreshing such information for service users. The following quote is used to demonstrate the need to remind service users of basic relevant information.

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7‘I expect I have been told most of these things originally but have losttrack of many of them over 2 years’.

Fair Access

7.8 We saw evidence of care management staff using FACS to determineeligibility. Despite budget pressures care managers said they weregenerally always able to provide a service for people who met the criteriaand there was evidence of CSOs appropriately signposting those deemedineligible, elsewhere.

7.9 Assessments were variable and many remained largely service rather thanneeds driven. At a case level reviews closely scrutinised the package ofcare within the FACS framework. With the exception of the care of older people with mental health needs, services resulted in most people being treated fairly and avoided age discrimination.

7.10 The council recognised the need to utilise intelligence gained from itscommunity profile the ‘Vitality Profile’ published in April 2004, in order to better understand the extent to which similar outcomes were being achieved where older people had comparable needs. Initial analysis of thegeographical distribution of older people had taken place a year ago andthis suggested no particular inequity in access. However, we were mindfulthat the West team had almost three times the number of outstanding reviews as the East team. This required further analysis.

Emergency Services

7.11 The Emergency Duty Team (EDT) was shared with London Borough of Barnet and was available weekdays from 5pm-9am and at weekends. Staff reported being well supported by senior officers and local managementarrangements.

7.12 The council’s EDT had access to emergency care packages for olderpeople. Flexible home care packages were increasingly being offered wherever possible to meet the individual service users requirements.Harrow Assessment and Rehabilitation Team (HART) and District nurseshad access to domiciliary care agencies outside of office hours, howeverwe concluded that this was currently underused.

7.13 The range of services to respond to emergencies also included:

Harrow Assessment and Rehabilitation Team (HART);

day time duty service in East and West teams;

Crossroads flexible sitting service; and

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7Helpline- offered an emergency response.

Access to Services for People from Minority Ethnic Groups

7.14 The council had published a corporate Race Equality Scheme with anaction plan and a corporate Equalities Scheme. The scheme had been approved by Cabinet in June 2002 and was revised annually. In its selfassessment the council placed itself on level 2 of the Equalities standard and was working toward level 3, equality impact assessments had not beencompleted across all service areas.

7.15 Strategically, the council had carried out work that confirmed older peoplereceiving services and assessments were representative of the localpopulation. The MORI annual ‘Quality of Life in Harrow’ survey had alsoprovided intelligence for the council. Operationally, we saw evidence thatstaff recorded the ethnicity of older people and carers. We saw good caseexamples where service users’ cultural needs had been taken into accountand effectively met. Performance was in band three for the 2004-05 performance assessment framework. However, overall we concluded that further work was necessary to assess and evaluate the quality of serviceexperienced by black and minority ethnic and faith based groups.

7.16 Harrow was a rich mixture of diverse communities and the council had responded by providing some culturally specific services for Asian and Chinese communities. Some specialist provision was grant funded withone-off direct payments. However, the council now had to work with partners to formulate a comprehensive joint commissioning plan thatwould respond to the ever increasing and complex needs of a large, diverse ethnic minority population. This should be underpinned by sound financial planning. Given the maturity and size of some of the local ethnic minority communities, inspectors were concerned about the level of progress in this respect to date.

Charging for Services

7.17 The council’s charging policy had been revised in 2002 in light of Department of Health (DOH) Fairer Charging guidance. The need toreview and update the policy in light of the anticipated changes regarding direct payments in the Government’s White Paper was recognised by managers.

7.18 Charging for services was managed through a dedicated team located within the council’s Business Connections Directorate which in turn link closely to area based Business Managers. Business Managers were part of

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7 the Community Care Department, with local team based administrationand financial support.

7.19 There was effective work between the council, the Pensions Service and arange of other key partners including the voluntary sector to ensure income maximisation for older people. This was leading to an increasinglyrobust approach to benefit maximisation and a newly developed WelfareBenefits Strategy provided further opportunity to develop a systematic approach to benefits work with key partners across sectors.

7.20 Responses to the pre-inspection questionnaires from older people and carers indicated that few knew how social services worked out charges fortheir services.

‘I didn’t know I had to pay, I thought services were paid for out of rates’.

‘I don’t know about the charges. Ask the one who brought me here fromNorthwick Park Hospital.

The Complaints system

7.21 The London Borough of Harrow was committed to making feedback fromolder people and carers an integral part of the way it monitored and evaluated its services. This was evidenced through a range of recent and anticipated developments, as it had been recognised that this was an area for further development. Some of these included:

increasing the capacity of the complaints team;

making amendments to the complaints leaflet to include a tear-offform for feedback;

devising a laminated poster explaining how to make representations; and

a recently developed interim joint complaints protocol with the National Health Service (NHS).

7.22 In our pre-inspection questionnaire, from a total of 48 service user respondents, 31 said they did know how to complain.

7.23 Despite the increasing range of mechanisms through which older people and carers could comment about services, we remained concerned that data collection and analysis in respect of complaints was poor.

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Cost and Efficiency

8STANDARD 5: COST AND EFFICIENCY

Social services commissions and delivers services to clear standards, covering both quality and costs by themost effective, economic and efficient means avaliable.


there was a commissioning strategy to achieve a balance of services;

financial management was effective;

the key elements for good commissioning were in place; and

the council’s approach to Best Value resulted in improvements in services.

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8

STANDARD 5: Cost and Efficiency


The Community Care Budget was ring-fencedfor adult services.

Financial regulations and contract procedureswere in place that set out managementresponsibility for budgets.

There was a consistent and structuredrelationship between contract monitoring andcare management staff.

There was an awareness of unit costs.

Feedback from service users had resulted in some service changes.

The arrangements for monitoring of domiciliarycare services were effective.

The community care budget was projecting an overall overspend.

Budgets had not yet been re-aligned to promotenational and local priorities.

The current Joint Older People’s Strategy –June2005, did not set out clearly and comprehensively commissioning intentions forolder people’s services and associatedpurchasing plans.

The potential of the Vitality Profile to informcommissioning and service planning had not yetbeen fully realised.

Some voluntary and independent sectorproviders of home and community support didnot feel sufficiently engaged in commissioningdiscussions.

The competitiveness of service provision had notbeen tested in terms of value for money.

RECOMMENDATIONS

The council should ensure that service provision demonstrates value for money.

The council should work with key partners to ensure that:

- the Joint Commissioning Strategy sets out in precise detail the required balance of services, therequired service shifts and associated purchasing plans.

The council should more effectively use the Vitality Profile to proactively inform commissioningpriorities. This should both increase the range of available options and address known gaps including:

- services to meet the needs of diverse communities black and minority ethnic older people;

- the range of available supported housing options for older people;

- specialist services for deaf/blind older people; and

- older people with mental health needs.

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8Commissioning Strategy

8.1 The People First Directorate had a Joint Commissioning Strategy and thisset out a baseline of resources across health and social care and the local and national agenda which will inform service modernisation. At the timeof the inspection the existing strategy was about to be refreshed with a view to further enhancing the use of local needs analysis.

8.2 Notwithstanding the significant financial challenges facing the local healtheconomy and potential challenges of the future configuration of PrimaryCare Trusts in London and patient led commissioning, the council wasincreasingly articulating a broad direction of travel for services from a very low starting base.

8.3 Despite the council’s efforts, older people and particularly carers seen during the inspection would welcome opportunities to be more involved in strategic planning and commissioning discussions.

8.4 Notable gaps in service provision included; preventative services,responding more effectively to the needs of diverse communities, nursing care provision and increased housing options for older people with the use of assistive technology.

8.5 The council’s performance for 2004-05 against key indicators was variable and suggested that the balance of service provision was not yet sufficiently broad and varied. There was a need to get a better balancebetween residential care services and services that promotedindependence. Unit costs of intensive social care were high and aboveaverage for Outer London. We were pleased to see that the council was in the process of reviewing the balance between spot and block contracts in line with Gershon efficiency savings. Unit costs of residential and nursing care were low and significantly below that of the Outer London average. The council estimated efficiency savings of £580,000, largely through better procurement procedures.

8.6 The Joint Commissioning Strategy would need to spell out precise joint priorities and targets for older people and include associated purchasingplans from both partner organisations. It would also need to set out in detail the required balance of services and service shifts required.

Financial Management

8.7 Revised financial regulations and contract procedures had been introducedduring 2004-05 and this had led to increasingly clear and robust systems to support devolved budget management. Managers were aware of unit costs and were using this intelligence to manage budgets effectively.

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88.8 Budgets had not yet been re-aligned to promote national and local

priorities although this was anticipated to happen shortly. There had been increased investment in older people’s services over recent years, howeverthe overall Community Care budget had presented a financial challenge because of cost-pressures in Learning Disability Services. Action planswere in place to manage budget pressures and councillors and senior managers had agreed to ring fence the overall Community Care budget.

8.9 Plans to further increase the robustness of budget management and business planning processes included:

implementation in September 2006 of the new Systems Application and Process (SAP) which will support the proposed ‘One Stop Shop’;

the implementation of the Framework-I finance module in September2006 which will interface with single assessment process;

recently appointed Group Accountant posts in Community Care;

‘Harrow Rules’ compulsory training programme for Group and Service Managers which included five modules one of which was finance (rolled out in Sept 2005);

a budget managers’ newsletter; and

budget surgeries piloted by Children’s Services will be rolled out across Community Care.

8.10 In view of the significant risk posed through the current financial and capacity issues facing the PCT, the council had in place costed contingency plans to manage any potential risk.

8.11 To increase the wider community’s awareness of the council’s budget setting process a Budget Assembly event had taken place in October 2005.Some 220 members of the public attended. This event which was published in ‘Public Finance’ November 11-17 2005, enabled local residents to have their say about where they wanted the council to set its priorities in respect of five key policy areas including adult social care.We were pleased to note that a group of 30 residents who attended the day have agreed to continue to meet with officers with a view to strengthening community involvement and awareness.

Key Elements for Commissioning

8.12 Commissioning was undertaken through the Joint Commissioning Unit which was jointly funded and jointly managed by the council and PCT. A dedicated Joint Commissioning Manager for Older People’s Services wasa part of the team.

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88.13 The council had used data from its Vitality Profile to inform its Joint

Commissioning Strategy. The profile provided needs analysis and identification of the numbers and profile of people currently using services, in addition to predicted trends. We formed the view this intelligence had not yet been used to its full potential, particularly in respect of services for diverse communities.

8.14 We found variable degrees of engagement with the independent sector in the planning and commissioning of services at a local level. Specifically,home and community support providers did not feel sufficiently engaged in commissioning discussions.

8.15 Arrangements for the monitoring of residential, nursing care and domiciliary care services were effective. The council had recognised the need to work with homecare providers in order to develop outcomesfocussed contracts.

The Council’s Approach to Best Value

8.16 The Health and Social Care Scrutiny Sub-Committee had an extensiveannual programme of ‘Scrutiny Reviews’ that had largely replaced thecouncil’s former programme of specific and cross-cutting ‘Best Value Reviews’. We saw evidence that a review of domiciliary care services, forinstance, had led to improvements in specialist provision to Asiancommunities. Other reviews had included delayed transfers of care andservices for carers.

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9STANDARD 6: MANAGEMENT AND RESOURCES

Social services have management and accountability structures that commission and provide effective services.


organisation and management arrangements were effective;

management information and policies and procedures supported management and all staff;

councillors have clear responsibilities;

the size, stability and skills of the workforce was appropriate to deliversocial services’ responsibilities; and

the workforce reflected the ethnic and cultural diversity of the peopleit served.

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9

STANDARD 6: Management and Resources


Within the council there was clear accountabilityfor partnership arrangements.

The new Director of Adult Community Care was providing clear and focussed leadership.

Staff felt well engaged in change processes andfelt able to influence service development.

Staff were hard working and committed topromoting independence and improvingoutcomes for older people.

Council members we met were committed, wellinformed and engaged in strategic planning,scrutiny arrangements and performancemonitoring.

There was a comprehensive inductionprogramme in place, and business plans wereembedded with the use of IPAD appraisals.

Staff supervision processes were good.

Training opportunities were actively promoted,in particular:

- for aspiring black and minority ethnicmanagers; and

- unqualified care managers.

Staff felt they had good support from and access to management at all levels.

There was a range of projects designed to improve data capture and business processes. Itwas anticipated that the benefits would bedelivered in subsequent financial years through:

- Framework-I;

- the Business Transformation Partnershipwith CAPITA; and

- the ELMS equipment control system.

Some protocols were in place but there was aneed to develop a range of jointly agreedprotocols covering interfaces with otheragencies.

Despite council efforts there was no jointworkforce strategy and there was very little jointtraining.

Approximately half of the older people’s caremanagement workforce was unqualified.

The council’s middle and senior managementworkforce did not reflect the wider community’sethnic profile.

RECOMMENDATIONS

The council should continue to drive forward the range of projects designed to improve data captureand support business processes, ensuring these are rolled out in a timely manner.

The council should work with key partners to deliver a borough-wide inter-agency workforce plan ensuring that this links to the refreshed Commissioning Strategy. This should ensure that the workforce is sufficient in size, appropriately skilled and qualified.

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9Organisation and Management Arrangements

9.1 In 2002, the council began a major programme of re-structuring, and wasnow organised into three major directorates. One of these, People First,had responsibility for delivering the full range of education and social services functions. A new senior management structure was in place with Directors of Children’s Services (DCS), Adult Community Care (DACC), Learning and Community Development, and Strategy who reported to an Executive Director. Both the Director of Children’s Services and Directorof Adult Community Care (DACC) were designated as statutory director posts.

9.2 Within Community Care, three Group Managers held responsibility for the entire range of provided services and the assessment and care managementservices to older people and those with physical / sensory disabilities, and learning disabilities and people with mental health problems.

9.3 There was evidence of staff feeling effectively engaged in a renewed energy and transformation process under the clear and focussed leadershipof the Director of Adult Community Care. Operational staff feltsufficiently empowered to contribute to the process of change and service development and they had good and supportive access to managers up to and including the Director.

9.4 Both the Director of Adult Community Care and the Chief Executive ofthe PCT were relatively new in post and it was evident that both had shown a commitment to improving services for older people and strengthening partnerships. The Chief Executive of the PCT had recentlywritten a paper setting out a framework for older people’s services reconfiguration. The Director of Service Improvement was driving forward a strategic review of care pathways for older people with localhealth partners with a view to developing a whole systems approach that would better utilise each organisation’s limited resources, whilst ensuringsufficient focus on the needs of older people and other specialist concerns. As a result staff across organisations reported a clearer and more energetic lead on these key issues

9.5 We judged that management arrangements provided benefits in terms of clarifying senior management accountability for service delivery and partnerships. Not withstanding these sound arrangements it remainednecessary to implement and realise the potential of the Health and SocialCare Integration Board. This would establish broad overall governance and offer additional transparency for delegated authority, and financialcontrol.

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9Management Information

9.6 Managers recognised the need to improve data accuracy both for internal and external consumption in order to more effectively evidence improvedperformance.

9.7 The council had recently formed a major partnership agreement withCapita for a 10-15 year corporate development programme which would radically overhaul the council’s core business and information systems,and establish new ‘first contact’ arrangements across all major service areas. The range of projects designed to improve data capture and business processes also included Framework-I and the ELMS equipment stores’stock order and control system. It was anticipated that the benefits would be delivered in subsequent financial years.

9.8 The Framework-I core client information system had been live for four weeks at the time of the inspection. All staff had received training on the workflow component of the system. The council was steadily increasing its server and network capacity to ensure all staff had access toFramework-I. We did hear from some staff that the implementation ofFramework-I had been poor in their opinion with respect to the training offered to staff which was carried out by trainers with no previous social care knowledge. Additionally, there were some initial implementationchallenges such as the inability to print documents that had caused somefrustrations amongst staff. Concerns had been addressed by managerswhen they arose. Overall though staff were beginning to see the added value of Framework-I and we considered that the migration of data to thenew system had been good.

9.9 There were some procedure guidance documents in place but there was a need to develop a range of jointly agreed protocols covering interfaces with other agencies.

Councillors’ Responsibilities

9.10 Senior councillors that we met were well informed about the issues facing social care services for older people and had a grasp of the very complexand challenging operating environment. In 2004 the council’s Health and Social Care Scrutiny and Overview Committee commissioned a review of home care services and this had resulted in an action plan to address its recommendations. It was clear to us that senior managers felt well supported by councillors.

9.11 There was a designated older people’s champion whose work was raising the profile of older people and social care, generally amongst the

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9 electorate and other key partners. We did however, consider that there wasa need to further clarify and provide focus to the role of the champion.

Human Resource Management

9.12 There was a draft Community Care Workforce Strategy, however it had not taken full account of workforce issues such as those facingoccupational therapy shortages. It was clear that there was scope to moreeffectively engage appropriate staff and key managers in developing such a strategy. Additionally, approximately half of the older people’s care management workforce was unqualified and we considered that moreeffective workforce planning would provide the focus and address this inequity in a more systematic way. Despite council efforts there was no joint workforce strategy with health that would project future workforceneeds.

9.13 Staff whom we met were hard working and committed to promotingindependence and improving outcomes for older people. Staff morale was good, and despite the absence of a coherent workforce plan, staff turnover (three per cent annually) and sickness rates remained low.

9.14 Training opportunities were actively promoted within the council, in particular for aspiring black and minority ethnic managers and unqualified care managers. Management had ensured that most provider services staff held a minimum of National Vocational Qualification 2 (NVQ). However access to other training for such staff was less readily available and ratheruncoordinated. The council had substantially increased the number of assessed social work practice learning days per whole time equivalent social worker.

9.15 Joint training including health and social care staff was limited.Positively, some 50 per cent of training places on courses such asprotection of vulnerable adults and moving and handling were taken up by private and voluntary sector agencies. There was clearly a need to developbetter strategic partnerships that would facilitate joint training andworkforce planning arrangements.

9.16 There was a comprehensive induction programme in place, and business plans were becoming increasingly integrated with the use of IPADappraisals. Staff that we met spoke highly of the induction programme on offer. Staff supervision and support processes were good and supervisors often did joint visits with less experienced care managers or in complexcases. Caseloads were manageable, however there was a need to formulatea consistent approach to caseload weighting.

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9Workforce

9.17 The workforce to first line management level reflected the ethnic composition of the local community. The council had recognised theadded benefits of ensuring its middle and senior management workforce better reflected the wider community’s ethnic profile. In recognition of this 50 per cent of places available on Certificate in Management Training courses (CMT) and 40 per cent on Diploma in Management Studies (DMS), had been ring-fenced for aspiring black and minority ethnicmanagers. Positively, as a result of the People First middle managementreview the numbers of black and minority ethnic managers had risen from five per cent to 11 per cent at the time of the inspection.

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Standards and Criteria

ASTANDARD 1: NATIONAL PRIORITIES AND STRATEGIC OBJECTIVES

The council is working corporately and with health and other agencies to ensure the delivery of national priorities and objectives for social care, the National Service Framework for Older People and their ownlocal strategic objectives.

Criteria

1.1 Social services1 has a clear strategy for responding to the national objectives for social services and the national priorities guidance (so far as they concern older people and carers) and the social care and partnershipelements of the National Service Framework for Older People and the NHS Plan.

1.2 Social services, with key partner organisations, is implementing this strategy and has clear performance improvement plans in place to ensureprogress.

1.3 The council has established local objectives and performance measures for social services for older people. These complement national objectives andpriorities promote Best Value principles and contribute to local Public Service Agreements.

1.4 Social services plans social care services for older people:

involving and consulting users and carers;

in collaboration with health organisations, other parts of the council and other agencies; and

1 Criteria and standards that start with “Social services…” use the phrase to refer to:the social services department in the council; or (in councils with social services responsibilities that do not have a traditional social services department) to that part of the council that carries out social services powers and duties; or (where those powers and duties have been delegated to another body such as a care trust or joint agency team)to senior officers and councillors who are accountable for those powers and duties.

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Athrough local strategic partnerships and an appropriate range of planning mechanisms.

1.5 The council and health organisations are co-operating to developappropriate working and joint financial arrangements.

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A

STANDARD 2: EFFECTIVENESS OF SERVICEDELIVERY AND OUTCOMES

Older people receive social services that promote independence and support them to make the most of their own capacity and potential.

Criteria

2.1 Service users and their carers experience services that:

actively promote independence and seek to reduce dependency;

respond to service users’ identified needs and achieve agreed outcomes;

seek to maintain the dignity of service users; and

are reliable, timely, flexible, accessible, non-intrusive, supportive of informal arrangements and adaptable to changing needs.

2.2 The range of services available is sufficiently broad and varied to meetservice users’ and carers’ needs and includes;

relevant specialist focus including meeting mental health, sensory impairment, learning and physical disability needs;

availability outside office hours;

intermediate care, including rehabilitation (particularly following a stay in hospital) and acute preventive services (particularly preventionof avoidable hospital, residential and nursing home admissions); and

general prevention, addressing longer term risks and promotion of healthy ageing.

2.3 Older people are safeguarded against abuse, neglect or poor treatmentwhilst receiving social care.

2.4 Social services works collaboratively with health, housing, other parts of the council and other agencies to provide seamless services.

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A2.5 Both service providers and those responsible for care management

services manage and monitor their services to ensure that they are of good quality, responsive to need and promote independence.

2.6 Social services encourages and supports older people who are carers, and all carers, in their caring role.

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A

STANDARD 3: QUALITY OF SERVICES FOR USERS AND CARERS

Older people and their carers benefit from convenient and person centred services, through effective caremanagements.

Criteria

3.1 Service users and their carers experience services that are of good quality,timely and responsive to their needs through a coherent and integrated care management process.

3.2 Referral and initial response systems, are convenient and consumer friendly for service users and carers, and recognise and respond to risk.

3.3 Assessment and care planning arrangements:

promote independence, social inclusion and choice, and view users holistically;

are timely, understandable and needs-led;

prevent avoidable hospital admission, facilitate timely hospital discharge and rehabilitation, and minimise the need for long term care;

effectively combine health and social care issues involving all relevant professionals;

involve users and carers as active participants and contributors, and provide access to independent advocacy where appropriate;

address the full range of the social care needs of the local population of older people, including mental health needs, physical disability and sensory impairment;

include risk assessment and contingency planning to manageemergencies; and

contribute to systems social services use to identify and monitor the difference between presenting and eligible needs.

3.4 Care plans are:

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Acomprehensive and build on strengths as well as addressing and clarifying eligible needs;

make clear the intended outcomes of each element; and

given to service users and carers in accessible formats.

3.5 Monitoring and review arrangement:

systematically check the effective implementation of care plans;

regularly consider whether users’ needs and continued eligibility forsupport have changed;

re-assess whether the type and volume of services are still providing the best outcomes and maximising independence; and

ensure care management staff hold reviews within the required timeperiods.

3.6 Older people have the option of using a flexible and comprehensive Direct Payments scheme and social services supports them and minimisesoperational barriers.

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A

STANDARD 4: FAIR ACCESS

Social services acts fairly and with consistency about who gets what social services, and how charging works.

Criteria

4.1 Social services with its partners produces and distributes comprehensiveinformation to the public in various formats. This covers the nature, range and types of services provided and how to access them.

4.2 Eligibility criteria:

inform existing and potential service users and carers about what sorts of people with what kinds of needs qualify for what types of services;

help fieldworkers to carry out effective assessments and then matchservices to assessed needs; and

result in everyone being treated fairly and avoids age discrimination.

4.3 Older people have fair and equal access to services and those with similarneeds are assured of similar access and outcomes regardless of where they live (consistency).

4.4 Older people benefit from access to services at times that best meet theirneeds, and for emergencies out of office hours can also contact duty workers.

4.5 Social services is proactive about promoting access to services for peoplefro minority ethnic groups. The council has published a Race Equality Scheme clarifying how it promotes racial equality for older people, in particular by identifying service outcomes and monitoring the impact of itspolicies.

4.6 Social services respects and responds to specific social care needs thatarise from older people’s cultures and lifestyles.

4.7 The system for charging is transparent, fair and consistent and it avoids age discrimination.

4.8 When service users and carers want to comment about their services, there is an effective mechanism for listening to them and they know how to access it. The complaints system works well for users and carers, and is linked to mechanisms to support continuous improvement.

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ASTANDARD 5: COST AND EFFICIENCY

Social services commissions and delivers services to clear standards, covering both quality and costs, by themost effective, economic and efficient means available.

Criteria

5.1 Social services has a commissioning strategy and is achieving an effectivebalance of services for older people which are flexible, of defined quality and cost effective.

5.2 There is clear management accountability for budgets, with financial and managerial responsibility aligned as closely as practicable and supported by robust systems.

5.3 Social services knows the unit costs of directly provided and commissioned services for older people and uses this information to decide on the balance of provision within a mixed market, manageresources efficiently and ensure sustainable provision of good quality responsive services.

5.4 Social services has in place the key elements for good commissioning:

needs analysis that develops an understanding of supply, demand,other poorly represented population needs and market purchasing power;

strategic planning that develops an informed commissioning strategy in consultation with key participants;

contract setting and market management that ensures access to stableand sustainable provision, responsive to delivering social services’ commissioning objectives; and

contract monitoring that ensures compliance while promoting quality and partnership.

5.5 The council has a coherent approach to Best Value to drive improvementsin services. This includes agreeing with its partners on applying Best Value principles to joint services.

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A

STANDARD 6: MANAGEMENT AND RESOURCES

Social services has management and accountability structures that commission and provide effective services.

Criteria

6.1 Social services has an organisation structure for services for older people and their carers which includes:

clear accountability for partnership arrangements with otherorganisations;

expertise in managing change effectively; and

effective alignment of in-house provider functions (where they exist)with commissioning plans, to maximise benefits for users.

6.2 Organisation and management are supported and informed by:

IT and administrative systems that provide management information,serve care managers’ operational needs and facilitate appropriate inter-agency communication; and

policies and procedures for staff including jointly agreed protocols covering interfaces with other agencies.

6.3 Councillors have clear responsibilities for social services for older peopleand their carers, including arrangements for the review of policy and effective acrutiny arrangements for performance.

6.4 Social services ensures that the workforce delivering the council’s social services responsibilities is of sufficient size, stability and experience; that all staff are appropriately skilled, qualified and supervised; and promotesthe uptake of training for staff of all involved organisations.

6.5 Social services monitors the composition of its workforce as part of anequal opportunities strategy to ensure that the workforce profile reflectsthe composition of the local community.

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B

Inspection Background and Method

Inspection Background and Method

1.1 The inspection was part of the third phase of a national programme of inspection of services for older people. The first phase looked at the extent to which councils were addressing the new national policy agenda as far as older people were concerned. In the second phase the emphasis shifted to examining the extent to which policy objectives were being met and services were being re-shaped around the needs of individuals. The thirdphase continues to look at the development of services and in particular at the measurable improvements in outcomes being achieved.

1.2 An inspection design team created the inspection methodology. The standards and criteria were refined in the light of comments from a reference group of people from within and outside the Department of Health. Since then they have been amended to reflect the developingpolicy agenda.

1.3 The standards and criteria and the measuring tool that inspection teamsuse to evaluate each council’s social care services for older people. (See appendix A).

Inspection Method

1.4 Before the inspection fieldwork, inspectors studied available informationon Harrow Council’s performance and asked social services to completethe picture by writing a position statement and giving us their ownevaluation of their performance in relation to the standards and criteria.We were sent relevant documents to explain and support this evaluation.

1.5 We also conducted three pre-fieldwork questionnaire surveys to gain further information from fieldworker’s service users and carers.

1.6 A questionnaire was sent to 100 service users and 48 replied. We sent out 50 questionnaires to carers and received 15 responses. Questionnaires were also sent out to fieldworkers, 45 were returned.

1.7 The results from these questionnaires alerted the inspection team to areasrequiring exploration through the fieldwork phase. Where appropriate, results have been reproduced in this report.

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B1.8 We used a range of other sources to gain pre-fieldwork intelligence about

Harrow Council. This included reading previous inspection reports. We looked at a range of published data including the Performance AssessmentFramework. We also wrote to various other agencies working closely withsocial services.

1.9 During the course of the inspection, we travelled round Harrow and metand spoke with service users, carers a wide range of staff from social services and the council, and representatives of health organisations, voluntary organisations and private sector service providers.

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C

Schedule of Inspection Fieldwork Activity

1.1 While we were in Harrow Council we had meetings with the following people:

chief executive;

executive director;

director of adult community care;

councillors;

service users;

carers;

project officers;

joint commissioning manager;

enabling manager housing development;

team leaders;

fieldworkers;

continuing care co-ordinator Harrow PCT;

older people’s champion;

receptionist;

business manager;

risk manager;

group managers;

service managers;

GP Elliott Hall Practice Hatch End;

consultant psycho-geriatrician;

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Chead of therapies NWLH NHS Trust;

policy officers;

customer support officers;

complaints officers;

contracts officers;

team support;

occupational therapists;

external consultant; and

co-ordinators.

1.2 We visited:

Carers Support Group;

Harrow Trans-Age Project;

Harrow Weald Park (Sheltered Housing Unit) Tenants Group;

POP Panel Reference Group;

Watkins House (Sheltered Housing Unit) Tenants Group; and a

Welfare Benefits Project Workshop.

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Results from User Questionnaires

D1.1 We asked 100 service users a range of questions about their experiences of

services in Harrow. We received 48 replies. The numbers given are actual returns.

Making Contact Always Usually Sometimes Never Not Stated

Is your care manager (or social worker) easy to contact?

22 16 6 0 4

Are the staff who provideyour care services easy tocontact?

21 15 4 1 7

Source: CSCI Survey of Service Users

Your Involvement Always Usually Sometimes Never Not Stated

Are you asked what you think about the servicesyou receive?

7 13 11 15 2

Do staff treat you with respect? 36 10 0 0 2


Your Involvement(continued) Yes No Not

Applicable Don’t Know Not Stated

Do social services stafftake note of any important matters relating to your race, culture or religion?

15 2 23 3 5


Informing You Always Usually Sometimes Never Not Stated

Are you given written information about the services you receive, in the form you need?

17 13 6 7 5

Are you told what is happening at each stage? 16 12 11 5 4


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DInforming You

(continued) Yes No Not Stated

Do you know how to make a complaint?

31 13 4

Do you know that you can see your records if you wish?

24 21 3


Informing You (continued) Yes No Not Applicable Not Stated

Do you know that, if you wish, you could have an interpreter/translator?

12 1 32 3

Do you know that, if you wish, you could have a friend/advisor/ advocate to support you?

24 6 13 5

Do you know how social services workout the charges for your services?

19 18 8 3

Do you think the charges are fair for the services you get?

25 4 14 5


Quality of service Yes No Not Applicable Not Stated

Did you get helpquickly after a decision was madeto provide theservices?

40 3 2 3


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DQuality of service Always Usually Sometimes Never Not Stated

Were you involved in deciding about the servicesyou receive?

28 12 1 3 4

Are changes made to fit in with your needs? 24 14 4 0 6

Are you satisfied with the quality of the services you receive?

24 16 4 0 4

Have you had the servicesthat you agreed with your care manager?

29 9 3 1 6

Have the services helpedyou? 29 12 2 0 5


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E

Results from Carer Questionnaires

1.1 We asked 50 carers a range of questions about their experiences ofservices in Harrow. We received 15 responses. The numbers given are actual returns.

Carer Assessment Yes No Not Stated

Do you know that you can have a separate assessment of your needs as a carer?

10 5 0

Source: CSCI Survey of Carers

Carer Assessment(continued) Yes No Don’t Know Not Stated

Have you had a separatecarer’s assessment? 5 4 5 1


Carer Assessment(continued) Yes No Not


If yes, has the carer’sassessment resulted in more support for you?

5 0 4 0 6

Are you satisfied with the outcome of your assessment?

5 1 4 0 5


Making contact Always Usually Sometimes Never Not Stated

Are the care manager(s)easy to contact? 6 8 1 0 0

Are the staff who providecare services (yours and those for the person you support) easy to contact?

6 5 3 0 1


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EYour involvement Always Usually Sometimes Never Not Stated

Are you asked what you think about the services? 3 4 4 4 0

Are you invited to and enabled to attend meetingsabout your care and that ofthe person you support?

2 2 2 8 1

Do staff treat you with respect? 9 4 1 1 0


Your involvement(continued) Yes No Not


Do social services stafftake note of any important matters relating to race,culture or religion?

5 1 8 1 0


Informing you Always Usually Sometimes Never Not Stated

Are you given written information about the services you and the person you supportreceive, in the form you need?

7 4 2 1 1

Are you told what is happening at each stage? 7 5 1 1 1


Informing You (continued) Yes No Not Stated

Do you know how to make a complaint? 11 3 1

Do you know that you can see your records if you wish?

7 7 1


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E

Informing You (continued) Yes No NotApplicable Not Stated

Do you know that, if youwish, you could have an interpreter/translator?

5 1 8 1

Do you know that, if youwish, you could have a friend/advisor/advocate to support you?

5 4 5 1

Do you know how socialservices work out the charges for your services?

7 6 1 1

Do you think the chargesare fair for the servicesyou and the person you support get?

6 3 3 3


Quality of service Yes No Not Applicable Not Stated

Did you get help quicklyafter a decision was madeto provide the services?

13 1 0 1


Quality of service Always Usually Sometimes Never Not Stated

Were you involved in determining the servicesyou receive?

7 4 2 1 1

Are changes made to fit in with changing needs? 5 6 1 1 2

Are you satisfied with the quality of the services you receive?

6 5 1 1 2

Have you had the servicesthat you agreed with your care manager?

7 4 2 0 2

Have the services helpedyou? 8 4 0 0 3


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Results from Staff Questionnaires

F1.1 We asked staff working in assessment and care management a range of

questions about their experiences of working with older people in Harrow.All the questions referred to work with other people. We sent out 82 questionnaires and received 43 responses. The numbers are the actual responses.

Your Opinion of the Following: Very Good Good Poor Very Poor Not Stated

Arrangements for hospitaladmission and discharge 3 26 9 0 5

Arrangements with healthand social services for work with older people in the community.

1 32 4 1 5

Arrangements with housing for work with older people

0 11 21 1 10

Arrangements for assessment and care planning

11 28 0 1 3

Out of hours work 2 15 1 0 25

Available services 2 35 3 0 3

Arrangements for rehabilitation and promoting independence

10 22 6 0 5

Available publicinformation on services for older people

4 33 4 0 2

Source: CSCI Survey of Staff

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urin

g ad

equa

te re

pres

enta

tion

of B

ME

com

mun

ities

, and

vo

lunt

ary

sect

or a

genc

ies.

Im

plem

ent a

nd m

onito

r in

conj

unct

ion

with

all

stak

ehol

der g

roup

s.

Rev

iew

exi

stin

g m

echa

nism

s w

ith th

e Pr

ovid

er F

orum

, an

d en

sure

this

is li

nked

in

to th

e Pa

rtner

ship

Boa

rd

and

broa

der g

over

nanc

e st

ruct

ures

. R

epor

t on

outc

ome.

Cha

ir of

the

Old

er

Peop

le’s

Pa

rtner

ship

Bo

ard.

April

200

6 Ap

ril 2

006

June

200

6 Ju

ne 2

006

87

Rec

omm

enda

tion

Initi

al C

ounc

il Po

sitio

n K

ey A

ctio

ns

Lead

Per

son

Tim

e-fr

ame

Prog

ress

2.

Effe

ctiv

enes

s of

Ser

vice

Del

iver

y an

d O

utco

mes

2.

3 Th

e co

unci

l sho

uld

ensu

re

the

timel

y de

velo

pmen

t of

an e

ffect

ive

boro

ugh-

wid

e jo

int p

lann

ing

fram

ewor

k an

d st

rate

gy to

add

ress

the

need

s of

old

er p

eopl

e w

ith

men

tal h

ealth

nee

ds.

(par

agra

ph 5

.22)

Initi

al s

copi

ng a

nd o

ptio

n ap

prai

sal w

ork

is a

lread

y un

derw

ay w

ith s

enio

r C

NW

L st

aff.

2 ne

w jo

int p

osts

hav

e re

cent

ly b

een

recr

uite

d to

.

Con

tinue

cur

rent

sco

ping

an

d op

tion

appr

aisa

l wor

k.

Dev

elop

pre

ferre

d ap

proa

ch

and

cons

ult /

see

k fo

rmal

ap

prov

al a

s ap

prop

riate

. D

evel

op in

to a

fully

sco

ped

and

cost

ed s

ervi

ce-

inte

grat

ion

proj

ect,

and

a se

cure

form

al a

gree

men

t.

Gro

up M

anag

er,

Old

er P

eopl

e’s

Serv

ices

.

July

200

6 D

ecem

ber

2006

2.4

The

coun

cil s

houl

d en

sure

th

at th

ere

are

impr

ovem

ents

in th

e ov

eral

l ef

fect

iven

ess

of s

ervi

ce

deliv

ery

and

outc

omes

by:

•

wor

king

with

par

tner

s to

ad

dres

s th

e cu

rrent

op

erat

iona

l fra

gmen

tatio

n of

the

Inte

grat

ed

Com

mun

ity E

quip

men

t Se

rvic

e (IC

ES);

(par

agra

ph

5.15

) •

map

ping

the

leve

l of n

eed

amon

gst d

eaf/b

lind

olde

r pe

ople

and

add

ress

ing

such

nee

d; a

nd (p

arag

raph

5.

21)

• en

surin

g th

e co

ntin

ual

deve

lopm

ent o

f sup

port

serv

ices

for c

arer

s.

(par

agra

ph 5

.39)

The

wor

k to

furth

er d

evel

op

the

ICES

ser

vice

is

alre

ady

map

ped

out,

and

alte

rnat

ive

(sin

gle)

site

s ha

ve b

een

expl

ored

. Si

ngle

line

-man

agem

ent o

f th

e IC

ES s

ervi

ce a

nd o

f O

Ts is

at D

irect

or le

vel.

N

eeds

-map

ping

wor

k fo

r de

af /

blin

d ol

der p

eopl

e ha

s be

en c

ompl

eted

. A

new

spe

cial

ist S

Wer

pos

t ha

s be

en e

stab

lishe

d an

d re

crui

ted

to.

A C

arer

s St

rate

gy is

alre

ady

in p

lace

, but

wor

k to

re

view

and

furth

er d

evel

op

this

is n

ow b

eing

sco

ped.

Iden

tify

a ne

w s

ingl

e si

te fo

r th

e IC

ES s

ervi

ce.

Dev

elop

a fu

ll pr

ojec

t pla

n to

im

plem

ent o

ther

requ

ired

impr

ovem

ents

. R

epor

t to

OPP

B.

Dev

elop

det

aile

d pr

opos

als

for r

espo

ndin

g to

iden

tifie

d ne

eds

of d

eaf /

blin

d pe

ople

. R

evie

w a

nd d

evel

op th

e lo

cal C

arer

s St

rate

gy in

co

njun

ctio

n w

ith a

ll st

akeh

olde

rs, i

n lin

e w

ith

furth

er G

over

nmen

t gu

idan

ce, a

nd in

the

light

of

futu

re p

ropo

sals

for

Spec

ial G

rant

fund

ing.

Gro

up M

anag

er,

Adap

tatio

ns,

Equi

pmen

t, Te

leca

re

Serv

ices

. Te

am M

anag

er,

Sens

ory

Nee

ds

Team

. Pr

even

tion

and

Car

ers

Stra

tegy

M

anag

er.

To b

e co

nfirm

ed

April

200

6 Se

ptem

ber

2006

.

2.5

The

coun

cil s

houl

d im

prov

e its

dat

a co

llect

ion

and

mon

itorin

g of

adu

lt pr

otec

tion

case

s.

(par

agra

ph 5

.26)

The

colle

ctio

n of

the

data

re

quire

d fo

r thi

s pu

rpos

e is

no

w p

rovi

ded

with

in th

e ne

w ‘F

ram

ewor

k-I’

appl

icat

ion.

Mon

itor c

ompl

ianc

e w

ith n

ew

reco

rdin

g / d

ata

colle

ctio

n re

quire

men

ts w

ithin

the

core

IT s

yste

m.

Spec

ify, d

evel

op a

nd v

erify

re

quire

d re

ports

. Es

tabl

ish

proc

ess

for r

egul

ar

pres

enta

tion

of s

umm

ary

repo

rts to

Adu

lt Sa

fegu

ardi

ng B

oard

.

Safe

guar

ding

Ad

ult s

Co-

ordi

nato

r.

On-

goin

g th

roug

hout

20

06 /

07

Augu

st 2

006

88

Rec

omm

enda

tion

Initi

al C

ounc

il Po

sitio

n K

ey A

ctio

ns

Lead

Per

son

Tim

e-fr

ame

Prog

ress

3.

Qua

lity

of S

ervi

ces

for U

sers

and

Car

ers

2.6

The

coun

cil a

nd p

artn

er

agen

cies

sho

uld

urge

ntly

co

mpl

ete

the

full

impl

emen

tatio

n of

the

sing

le a

sses

smen

t pro

cess

an

d en

sure

ther

e is

a

robu

st s

yste

m fo

r m

onito

ring

the

effe

ctiv

enes

s of

its

oper

atio

n. (p

arag

raph

6.6

)

SAP

rolle

d-ou

t in

Com

mun

ity

Car

e w

ithin

‘Fra

mew

ork-

i’.

Impl

emen

tatio

n of

SAP

w

ithin

the

NH

S be

yond

the

curre

nt p

ilot

impl

emen

tatio

n in

spe

cific

G

P pr

actic

es, r

equi

res

prep

arat

ion

of a

PC

T Bo

ard

repo

rt, a

nd a

via

ble

mea

ns fo

r ele

ctro

nic

info

rmat

ion

exch

ange

ac

ross

dis

para

te IT

sy

stem

s, in

the

cont

ext o

f th

e cu

rrent

roll-

out o

f new

na

tiona

l IT

syst

ems

with

in

the

NH

S.

The

BTP

prov

ides

cap

acity

w

ithin

Pha

se 3

to

prog

ress

. Pl

ans

for P

hase

2 o

f the

‘F

ram

ewor

k-i’

roll-

out w

ill al

low

for s

ome

optio

ns in

re

gard

to o

peni

ng a

cces

s to

that

app

licat

ion

by

som

e he

alth

pr

ofes

sion

als.

Neg

otia

te w

ith s

enio

r loc

al

NH

S m

anag

ers

to a

gree

vi

able

app

roac

hes

to

exte

ndin

g im

plem

enta

tion.

C

ontin

ue to

wor

k w

ith N

HS

oper

atio

nal m

anag

ers

and

prof

essi

onal

sta

ff to

im

plem

ent

and

supp

ort a

n ag

reed

app

roac

h.

Dev

elop

det

aile

d pr

ojec

t pl

an, l

inke

d to

pos

sibl

e ex

tend

ed ro

ll-ou

t of P

hase

2

of th

e ‘F

ram

ewor

k-i’

appl

icat

ion,

and

BTP

Ph

ase

3.

Gro

up M

anag

er,

Old

er P

eopl

e.

On-

goin

g th

roug

hout

20

06 /

07

2.7

The

coun

cil s

houl

d w

ork

with

pa

rtner

s to

impr

ove

the

over

all q

ualit

y of

ser

vice

s fo

r old

er p

eopl

e an

d ca

rers

by

: •

addr

essi

ng w

aitin

g tim

es

for o

ccup

atio

nal t

hera

py

(OT)

ass

essm

ents

; and

(p

arag

raph

6.4

) •

addr

essi

ng w

aitin

g tim

es

for c

ondu

ctin

g re

view

s.

(par

agra

ph 6

.12)

Subs

tant

ial h

ead-

way

is

bein

g m

ade

in th

e la

st

quar

ter o

f 200

5 / 0

6 to

re

duce

thes

e ba

ck-lo

gs.

Addi

tiona

l res

ourc

es h

ave

been

mad

e av

aila

ble

to

help

redu

ce th

e ba

ck-lo

g of

revi

ews

in W

est a

rea.

Rev

iew

per

form

ance

dur

ing

the

last

qua

rter i

n bo

th

area

s.

Rep

ort t

o O

PPB.

R

epor

t to

PDPB

. R

evie

w.

Prov

ide

mon

thly

act

ivity

re

ports

to T

eam

M

anag

ers.

Serv

ice

Man

ager

s, O

P Se

rvic

es; a

nd

OT

Serv

ice

Man

ager

.

April

200

6 Ju

ne 2

006

July

200

6 M

onito

ring

on-

goin

g th

roug

hout

20

06 /

07

89

Rec

omm

enda

tion

Initi

al C

ounc

il Po

sitio

n K

ey A

ctio

ns

Lead

Per

son

Tim

e-fr

ame

Prog

ress

2.

8 Th

e co

unci

l sho

uld

ensu

re

that

the

qual

ity o

f car

e m

anag

emen

t ass

essm

ents

ar

e im

prov

ed a

nd th

at c

are

plan

s ar

e m

ore

focu

ssed

on

inte

nded

out

com

es.

(par

agra

ph 6

.8)

I-PAD

app

rais

al s

yste

m is

in

plac

e, a

nd fi

le a

udit

wor

k id

entif

ies

hot s

pots

whe

re

furth

er s

taff

deve

lopm

ent

wor

k is

mos

t req

uire

d.

ACM

qua

lity

assu

ranc

e fra

mew

ork

is b

eing

de

velo

ped.

Dev

elop

File

Aud

it, a

nd u

se

to id

entif

y pr

iorit

y ar

eas

for

deve

lopm

ent w

ork

/ un

derta

ke tr

aini

ng n

eeds

as

sess

men

t. Im

plem

ent A

CM

Qua

lity

Assu

ranc

e fra

mew

ork.

Pl

an a

nd d

eliv

er u

p-da

te

train

ing

as re

quire

d.

Stre

ngth

en o

ngoi

ng

man

agem

ent s

uper

visi

on

proc

esse

s to

mai

ntai

n cl

ear f

ocus

. M

onito

r per

form

ance

.

Serv

ice

Man

ager

s,

Old

er P

eopl

e;

with

mon

itorin

g by

Gro

up

Man

ager

, Old

er

Peop

le.

June

200

6 Ju

ne 2

006

Sept

embe

r 20

06

Mon

itorin

g on

-go

ing

thro

ugho

ut

2006

/ 07

4. F

air A

cces

s 2.

9 Th

e co

unci

l sho

uld

ensu

re

that

whe

re n

eces

sary

, do

cum

enta

tion

abou

t se

rvic

e us

ers

incl

udin

g ca

re p

lans

is ro

utin

ely

trans

late

d in

to th

e ap

prop

riate

com

mun

ity

lang

uage

or f

orm

at.

(par

agra

ph 7

.5)

Cur

rent

Car

e M

anag

emen

t pr

oced

ures

pro

vide

that

tra

nsla

ted

Car

e Pl

ans

are

rout

inel

y of

fere

d to

thos

e w

hose

firs

t lan

guag

e is

not

En

glis

h.

Take

-up

is o

ften

limite

d to

th

ose

who

are

abl

e to

read

in

that

lang

uage

. C

ounc

il w

ide

Acce

ss G

roup

is

in p

lace

.

Esta

blis

h cl

eare

r rec

ordi

ng /

repo

rting

pro

cess

with

in

the

‘Fra

mew

ork-

i’ sy

stem

fo

r mon

itorin

g pr

actic

e,

reco

rd th

e ex

tent

of t

ake-

up ./

reas

ons

for n

ot d

oing

so

. Pr

ovid

e qu

arte

rly re

ports

on

impa

ct.

Con

sult

Use

r For

um.

Serv

ice

Man

ager

s,

Old

er P

eopl

e.

June

200

6 M

onito

ring

on-

goin

g th

roug

hout

20

06 /

07

2.10

Th

e co

unci

l sho

uld

impr

ove

data

col

lect

ion

and

anal

ysis

of

com

plai

nts

and

deve

lop

mec

hani

sms

to s

uppo

rt co

ntin

uous

impr

ovem

ent i

n th

is re

spec

t. (p

arag

raph

7.

21)

Cur

rent

arra

ngem

ents

are

ha

ndic

appe

d by

lack

of a

ro

bust

ele

ctro

nic

data

base

sy

stem

for r

ecor

ding

co

mpl

aint

s.

De-

brie

fing

mee

tings

are

he

ld ro

utin

ely

for e

ach

indi

vidu

al c

ompl

aint

, So

me

com

plai

nts

info

rmat

ion

is ro

utin

ely

circ

ulat

ed b

ut

this

doe

s no

t allo

w fo

r id

entif

icat

ion

of tr

ends

or

broa

der s

trate

gic

issu

es.

Iden

tify

pref

erre

d op

tion

for

rout

ine

elec

troni

c re

cord

ing

of c

ompl

aint

s, in

co

njun

ctio

n w

ith c

orpo

rate

co

lleag

ues

and

BTP

team

. Id

entif

y pr

efer

red

optio

ns fo

r br

oade

r mon

itorin

g di

scus

sion

s, a

nd

cons

ider

atio

n of

stra

tegi

c se

rvic

e im

prov

emen

t is

sues

.

Serv

ice

Man

ager

, C

ompl

aint

s.

Tim

e-fra

me

to

be id

entif

ied

with

in B

TP

roll-

out

plan

s.

April

200

6

90

Rec

omm

enda

tion

Initi

al C

ounc

il Po

sitio

n K

ey A

ctio

ns

Lead

Per

son

Tim

e-fr

ame

Prog

ress

5.

Cos

t and

Effi

cien

cy

2.11

Th

e co

unci

l sho

uld

ensu

re

that

ser

vice

pro

visi

on

dem

onst

rate

s va

lue

for

mon

ey. (

para

grap

h 8.

5)

Wor

k ha

s st

arte

d to

ben

ch-

mar

k co

sts,

dra

win

g on

Au

dit C

omm

issi

on p

rofil

es

and

com

para

tor

info

rmat

ion.

Rep

ort o

n ou

tcom

es o

f VFM

be

nch-

mar

king

. C

onsi

der a

ltern

ativ

es fo

r co

mm

issi

onin

g fo

r do

mic

iliary

car

e se

rvic

es.

Gro

up M

anag

er,

Old

er P

eopl

e –

in c

onju

nctio

n w

ith C

ontra

cts

Man

ager

.

To b

e co

nfirm

ed.

2.12

Th

e co

unci

l sho

uld

wor

k w

ith

key

partn

ers

to e

nsur

e th

at:

• th

e Jo

int C

omm

issi

onin

g St

rate

gy s

ets

out i

n pr

ecis

e de

tail

the

requ

ired

bala

nce

of s

ervi

ces,

the

requ

ired

serv

ice

shift

s an

d as

soci

ated

pur

chas

ing

plan

s. (p

arag

raph

8.6

)

The

Join

t Com

mis

sion

ing

Stra

tegy

is c

urre

ntly

bei

ng

revi

sed,

and

thes

e ar

eas

have

bee

n id

entif

ied

as

key

requ

irem

ents

. A

Stra

tegi

c cr

oss-

care

C

omm

issi

onin

g G

roup

has

be

en e

stab

lishe

d in

pla

ce

sinc

e Fe

brua

ry 2

006.

Ref

resh

the

Join

t C

omm

issi

onin

g St

rate

gy

in c

onju

nctio

n w

ith a

ll re

leva

nt s

take

hold

ers.

D

raw

upo

n em

ergi

ng

natio

nal c

omm

issi

onin

g gu

idan

ce fo

r fur

ther

de

velo

pmen

t of l

ocal

co

mm

issi

onin

g pr

actic

e.

Join

t C

omm

issi

onin

g M

anag

er, O

lder

Pe

ople

.

To b

e co

nfirm

ed.

2.13

Th

e co

unci

l sho

uld

mor

e ef

fect

ivel

y us

e th

e Vi

talit

y Pr

ofile

to p

roac

tivel

y in

form

co

mm

issi

onin

g pr

iorit

ies.

Th

is s

houl

d bo

th in

crea

se

the

rang

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92

HARROW COUNCIL

CORPORATE ANTI-FRAUD POLICY

AND CORRUPTION STRATEGY

1.0 FOREWARD

1.1 The United Kingdom public sector maintains high standards of probity and has a good reputation for protecting public finances. Sound systems of public accountability are vital to effective management and in maintaining public confidence. Harrow Council shares these high standards and is committed to protecting the public funds entrusted to it. The minimisation of losses to fraud and corruption is essential for ensuring that public resources are used for their intended purpose, that of providing services to the citizens of Harrow.

1.2 The public is entitled to expect Harrow Council to conduct its business with

integrity, honesty and transparency and demand the highest standards of conduct from those working for it. This Corporate Anti-Fraud Policy and Corruption Strategy outlines the Council’s commitment to creating an anti-fraud service & culture and maintaining high ethical standards in its administration of public funds. It also outlines the mechanisms in place to prevent, detect and investigate fraudulent activity.

2.0 INTRODUCTION 2.1 Although there is no precise legal definition of fraud, the term is used to describe

such acts as deception, bribery, false accounting, forgery, extortion, corruption, theft, conspiracy, embezzlement, misappropriation, false representation, concealment of material facts and collusion.

2.2 For the purposes of this policy the definition of fraud falls into a number of different

categories, which are:-

• Theft Dishonestly appropriating the property of another with the intention of permanently depriving them of it (Theft Act 1968). This may include the removal or misuse of funds, assets or cash.

• False Accounting

Dishonestly destroying, defacing, concealing or falsifying any account, record or document required for any accounting purpose, with a view to personal gain or gain for another, or with intent to cause loss to another or furnishing information which is or maybe misleading, false or deceptive. (Theft Act 1968).

• Bribery and Corruption

The offering, giving, soliciting or acceptance of an inducement or reward that may influence the actions taken by the authority, its members or officers (Prevention of Corrupt Practices Acts 1889 and 1916).


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• Deception

Obtaining property or pecuniary advantage by deception (Section 15 and 16 of the Theft Act 1968) and obtaining services or evading a liability by deception (Section 1 and 2 of the Theft Act 1978)

• Collusion

The term collusion describes any case in which someone incites, instigates, aids and abets, conspires or attempts to commit any of the crimes listed above.

2.3 The policy defines roles and responsibilities for dealing with the threat of fraud and

corruption, both internally and externally and it applies to:-

• Members • Employees • Contractors • Consultants • Customers • Suppliers • Service end users

2.4 In all its dealings, the Authority will adhere to the seven principles of public life set out in the Nolan Committee’s report on Standards in Public Life.

• Selflessness

Holders of public office should take decisions solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their families, or their friends.

• Integrity

Holders of public office should not place themselves under any financial or other obligation to outside individuals or organisations that might influence them in the performance of their official duties.

• Objectivity

In carrying out public business, including making public appointments, awarding contracts, or recommending individuals for rewards and benefits, holders of public office should make choices on merit.

• Accountability

Holders of public office are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate to their office.

• Openness

Holders of public office should be as open as possible about all the decisions and actions that they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands. Openness requires an inclusive approach, an outward focus and a commitment to partnership working.

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• Honesty

Holders of public office have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest.

• Leadership

Holders of public office should promote and support these principles by leadership and example.

3.0 THE CORPORATE FRAMEWORK The Council takes ultimate responsibility for the protection of its finances and those that are administered on behalf of the Government. The Council recognises that fraud and corruption are costly in terms of reputational risk and financial loss. The Corporate Framework which underpins the Council has a number of components that exist to protect the Council against fraud and corruption. These are:-

• Members Code of Conduct This contains guidance on pecuniary and non-pecuniary interests, confidentiality, access to documents and meetings, relationships between members and officers, gifts and hospitality, Contract Procedure Rules and Financial Regulations and Standards, and the Constitution. Also included is the code of practice for dealing with contraventions of Section 114 of the Local Government Act 1988 (‘financial irregularities’).

• Code of Conduct for Council Employees

This covers general standards; financial and non-financial interests; relationships with colleagues, managers, councillors, contractors, the press and the public; health and safety; care of money and property; political neutrality and political restrictions; and responsibilities of Directors and Chief Officers.

• Register of Interests, Gifts and Hospitality This is covered in both of the above Codes and illustrates clear advice when dealing with any situations concerning interests, gifts and hospitality

• The Council Constitution, financial regulations and standards The Council Constitution sets out how the Council will manage its affairs. Financial Regulations provide the framework within which the Council manages its finances and safeguards it assets. They are issued by the Council and are binding on all employees. Financial Standards are part of Financial Regulations, and define the minimum standards required to provide effective and efficient financial arrangements.

• Internal Audits & controls These are undertaken by the Authority’s internal audit department in accordance with the requirements of the Accounts and Audit Regulations 1996 and associated professional guidelines. Reviews of control systems are conducted across all departments of the Council and coverage is determined using an objective risk based process. The reviews provide assurance on the effectiveness of internal controls, and alert managers to system weaknesses in order that corrective action can be taken to minimise risk. Ongoing advice on

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risk management and control improvement is also provided. An annual report on coverage and key findings is submitted to the Overview and Scrutiny Committee. See Appendix 1 for role and responsibility split between IA and CAFT.

• External Audits External audits are carried out by Deloitte and Touche in accordance with the provisions of the Audit Commission Act 1998, the Accounts and Audit Regulations 1996, and the accompanying Code of Audit Practice. The external auditor undertakes a planned programme of work across the Authority, including an annual review of the Authority’s arrangements for preventing and detecting fraud and corruption. The External Auditor presents an annual report on coverage and key findings to the Cabinet and to the Overview and Scrutiny Committee.

• Independent External Inspection The Authority is subject to regular inspection by a number of external agencies and the Local Ombudsman. These provide further independent evidence on the adequacy of systems and may highlight irregularities for further investigation. The work of the Benefits Fraud Inspectorate is particularly relevant here in terms of benefit administration.

• Contract Procedure Rules These promote good purchasing and public accountability and deter fraud corruption. It also covers basic principles, officer responsibilities, competition requirements for purchase, disposal and partnership arrangements and waivers of contract procedure rules. Further detailed advice can be sought from the Procurement Department.

• Participation in the National Fraud Initiative (NFI) As part of the annual external audit process, the Audit Commission requires the Authority to participate in the National Fraud Initiative (NFI). The Authority provides data from its computer systems, which is matched with that of other authorities and agencies, to identify possible fraud. Details of matches are returned to the Authority where further internal investigations are undertaken to identify and pursue cases of fraud and irregularity.

• Whistleblowing The Authority has a whistleblowing policy enabling staff to report concerns about a more senior officer, or a Councillor, without the fear of resultant victimisation, whilst protecting officers and members from uninformed or vexatious allegations. Details of the procedure can be found in Harrow policies index 3.36. Whistleblowers are also protected by the Public Interest Disclosure Act 1998.

• Money Laundering policy There have recently been significant changes to the legislation concerning money laundering (the Proceeds of Crime Act 2002 and the Money Laundering Regulations 2003), which have broadened the definition of money laundering and increased the range of activities caught by the statutory framework. As a result, the new obligations now impact on certain areas of local authority business and require local authorities to establish internal procedures to prevent the use of their services for money laundering.

• Corporate Induction

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Information concerning fraud and corruption are included under the Corporate Induction process and employees are provided with details of what constitutes fraud, how they can report it and what support they expect from the authority if they whistleblow.

• The Corporate Anti-Fraud Team (CAFT)

The Corporate Anti-Fraud Team l investigate allegations of fraud and corruption involving the authority, its customers, suppliers, members, contractors, consultants and service end users. The work will be closely co-ordinated with Internal Audit so that the framework in place to deal with fraud is robust and thorough. See Appendix 1 for roles and responsibility split between IA and CAFT.

• NAFN The National Anti-Fraud Network is the central point of contact authorities to exchange information across the country and obtain intelligence via on investigation queries.

• Fraud Response Plan The fraud response plan details instructions required at the point of discovery of fraud, to whom the fraud should be reported, how the authority investigates, securing evidence, guidance surrounding contact with employees under suspicion, interviewing, when to contact the police, guidance about the recovery of assets and how to mitigate the threat of future fraud by taking appropriate action to improve controls.

• The Regulation of Investigatory Powers Act 2000 (Procedure) The Council has a policy surrounding the conduct of surveillance and accessing communications data. It provides clear direction in terms of roles, responsibilities and legal obligations when considering this action. Further advice can be sought from Legal Services or CAFT on this matter.

• Prosecution Policy CAFT is responsible for drafting the Housing & Council Tax Benefit prosecution policy and for the Corporate policy on matters of fraud and corruption. Advice should be sought from them concerning these policies.

• Effective recruitment and selection procedures The Council’s Recruitment and Selection Procedure (Harrow policies index 1.05) ensures that staff are appointed on merit and provides controls to eliminate the appointment of unsuitable persons:

• Effective disciplinary procedures

The Council’s disciplinary procedures are contained in the policy which can be found at 3.02 in Harrow’s policy index.

• Harrow Strategic Partnership The Crime and Disorder Act 1998 requires the Metropolitan Police Service and other specified bodies to undertake prescribed steps in a crime reduction initiative for London. As a result, partnerships have been developed with London local authorities, with the aim of identifying areas where increased liaison can reduce levels of crime, and enhance the effectiveness of fraud and corruption investigation in the public sector. This is achieved through

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intelligence sharing, the development of partnership protocols, crime prevention and training.

The Council believes that countering fraud and corruption is the responsibility of everyone in the organisation and not just those involved in Internal Audit, or the Corporate Anti-Fraud Team. Fraud prevention and detection is an integral part of delivering services and fraud threats need to be considered alongside other service factors. 4.0 THE FRAUD RISKS

The Council is responsible for administering public finances including direct income and expenditure and those activities that we administer on behalf of Central Government. Those seeking to defraud the Council may target these sources of income and expenditure and valuable assets. The Council will be watchful in all of these areas and will be proactive in prevention, detection, investigation and providing solutions. The Council will not be afraid to meet a difficult challenge head on and confront uncomfortable situations where it is felt appropriate.

4.1 Members Members are expected to act in a manner which sets an example to the community whom they represent and to the staff of the council who deliver services.

Members will comply with the Members Code of Conduct. This contains guidance on pecuniary and non-pecuniary interests, confidentiality, access to documents and meetings, relationships between members and officers, gifts and hospitality, Contract Procedure Rules and Financial Regulations and Standards, and the Constitution. Also included is the code of practice for dealing with contraventions of Section 114 of the Local Government Act 1988 (‘financial irregularities’).

After approving an Anti-Fraud Corruption Policy and Strategy, members will be expected to play an important role through leading by example and supporting it. The Council has an established Standards Committee which has independent representatives within its memberships, to examine member misconduct. Allegations about members that are received by either IA or CAFT will be referred to the Monitoring Officer immediately. The Monitoring Officer may use the services the CAFT for the purposes of any investigations. All allegations of fraud and corruption made against our Members will be fully investigated in accordance with the provisions of the Local Government Act 2000. 4.2 Employees Our employees are the first line of defence against fraud and corruption. They are expected to conduct themselves in ways which are beyond reproach, above suspicion and fully accountable. It is the responsibility of directors and managers to be aware of the appropriate financial and other anti-fraud regulations and to be responsible for ensuring compliance to them by the staff for which they are responsible.

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We acknowledge that our systems are vulnerable from attack from within the authority, particularly by those intent on gaining knowledge of control weaknesses through their official position. Prevention is far better than cure and managers must establish and maintain systems of internal control ensuring that the Council’s resources are properly applied on the activities intended. This includes the responsibility for the prevention and detection of fraud, corruption and financial malpractice. IA will ensure that sound and effective audit is undertaken of the Council systems and processes. The CAFT will provide the Council’s Investigation Service. The two branches of the operation will work closely in a seamless manner to assist management to implement appropriate controls and provide solutions to control failures. Advice & assistance will be provided by IA and CAFT to Human Resources relating to the recruitment process, staff conduct and the disciplinary process. The Council’s Recruitment and Selection Procedure ensures that staff are appointed on merit and provides controls to eliminate the appointment of unsuitable persons:

• Applicants are required to complete an application form and declare any

criminal convictions that are not spent. Where appropriate applicants are also required to declare all past offences or pending prosecutions and may also be subject to a police check.

• Applicants are required to produce documentary evidence of any qualifications they claim to hold. If doubt arises as to the authenticity of a qualification, this will be verified with the examination board /professional body. The CAFT can provide assistance in this area.

• Written references are requested for all successful applicants, one of which must be obtained from the most recent/relevant employer. The Council’s fidelity insurance guarantee requires that applicants for posts with responsibility for money, goods, accounts, or computer programming/operation of financial systems must provide satisfactory references from all employers during the previous 3 years. If doubt arises as to the authenticity of references then further checks should be carried out to confirm. The CAFT can provide assistance in this area.

• Applicants who are offered appointments are required to provide proof of eligibility to work in the UK prior to commencing employment. Any suspicions concerning documentation confirming eligibility to work in the UK or identity documentation should be referred to the CAFT for further enquiries to be made.

• New staff are required to provide a National Insurance number which is validated in accordance with Department for Work and Pensions procedures.

The Council actively encourages employees to whistleblow on colleagues who are suspected of committing fraud. The Whistleblowing policy provides further details on how employees can utilise the protection offered by the Public Interest Disclosure Act 1998. All employees, the public and members are encouraged to contact IA or the CAFT with any suspicion of fraud, corruption, financial malpractice or the abuse of official position.

CAFT will utilise all methods to detect fraud. This includes datamatching, open source research, surveillance and intelligence led investigations.

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CAFT is charged with the responsibility of working in partnership with IA leading the fight against fraud and corruption. The team reports to the Director of Business Services, Executive Director of Business Development and the Chief Executive and is authorised to investigate allegations of fraud and corruption. All personnel employed by or on behalf of the Council have a duty to assist with an investigation. Failure to do so maybe considered a breach of trust or failure to comply with financial regulations which could lead to disciplinary action. Those that commit fraud against the Council will be subject to disciplinary action, or prosecution or civil action or all of the afore mentioned where deemed appropriate. We will also recommend disciplinary action against those that commit fraud against other Local Authorities, the Department for Works and Pensions or any other agency administering public funds.

4.3 Contractors and suppliers

Those organisations employed to work on behalf of the Council are expected to maintain strong anti-fraud principles. Our contract partners will be expected to have adequate recruitment procedures and controls when they are administering fiancé on behalf of the Council. We expect our partners to have controls in place to minimise fraud and to provide access to their financial records as they relate to our finances, and their staff will be required to assist fully in any investigation. We will seek the strongest available sanctions against contractors that commit fraud against the Council or who commit fraud against public funds. We will request that the organisation takes necessary action against the individual and we will require them to be removed from the Harrow account. 4.4 The Public & External Organisations Members of the public receive financial assistance and benefits from the Council through a variety of sources. These include Council Tenancies, Temporary Accommodation, Renovation and other housing related grants, Housing and Council Tax Benefit, Council Tax discounts, Right to Buy discounts, Parking concessions, and Student awards. At some time or another these areas have been subject to attack by those intent on committing fraud which means that there is less money available for those in genuine need. Historically, Housing Benefit has received significant attention from Investigation personnel due to the sheer scale of the financial support the scheme receives from Central government. Projects such as the National Fraud Initiative, the Housing Benefit Matching Service and Partnership working with agencies like the DWP, HMRC and the Pensions Service have strengthened the good work already being done. Nevertheless it is recognised that the above mentioned areas require the same focus but will perhaps not receive the same volume of cases in terms of investigations as Housing Benefit. The same principles of investigations will apply across the board where fraud and corruption is alleged.

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All applications for financial or other assistance will be verified to the highest standard and all data available to the Council will be used to corroborate information provided by applicants for the purposes of preventing and detecting fraud. All staff involved in assessing applications will be provided ongoing fraud awareness training. Fraud trends will be analysed to identify high risk areas and this will be supported by pro-active fraud drives based upon that analysis. Information exchange will be conducted where allegations are received within the framework of the Data Protection Act 1998 for the purposes of preventing and detecting crime. The Council will make full use of its statutory powers including the power to enter business premises and obtain information regarding benefit customers and the authority to seek information from financial institutions and utilities companies in respect of benefit claims. We will apply appropriate sanctions in all cases where it is felt that fraud or attempted fraud has been perpetrated against the authority. These will range from official warnings to crown court prosecution. We will also seek to recover any monies obtained fraudulently, including freezing assets, confiscation orders, civil recovery and general debt recovery. We will use the Council’s Legal Services Department, the Department for Work and Pensions Solicitors Branch and the Crown Prosecution Service to bring offenders to justice. Prosecutions will not be limited to Housing and Council Tax Benefit fraud cases but will include any area within the Council where there is evidence to indicate a fraud related offence has been committed. As a deterrent, we will publicise our successful sanctions through the Council’s Communications Department and in the local press where the law allows us to do so. Any suspicion of fraud and corruption should be referred to CAFT using the appropriate referral forms found on the intranet and website. Public referrals can be made via the website www.harrow.gov.uk or by sending information through to [email protected] .

5.0 PROSECUTION POLICY Where evidence of fraud and corruption is found involving appropriate sanctions will be sought in line with the prosecution policy which is based upon the Evidential and Public Interest Test for consistency. The Code of Crown Prosecutors is also used as The benchmark for achieving sound evidence to pursue a potential prosecution. See Prosecution Policy.

6.0 REPORTING AND PUBLICITY

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Incidents of fraud and corruption are reported through the following mechanisms:

• Overview and Scrutiny Committee

The Overview and Scrutiny Committee considers the circumstances of all significant irregularities, and can report on, and make recommendations to, the Cabinet or other appropriate body. Accordingly, the Chief Internal Auditor reports individual cases on a six-monthly basis, with an annual report summarising volumes and values and identifying trends. Similarly the Director of Business Services will submit regular reports to the Committee on the activities of the CAFT.

• Audit Commission

The Authority reports annually to the Audit Commission on identified cases of fraud and corruption.

• Publicity

Where appropriate, the Authority will publicise actions taken to identify fraud and corruption, and the outcomes of prosecutions.

7.0 CONCLUSION Harrow has in place a robust network of systems, policies and procedures to assist in the fight against fraud and corruption. It is determined to that these arrangements will keep pace with future developments, in both preventative and detection techniques regarding fraudulent and corrupt activity affecting its operation or related responsibilities. The anti-fraud policy and corruption strategy provides a comprehensive framework for tackling fraudulent and corrupt acts against the authority. The approval of the policy by the Corporate Management Team Members and Cabinet demonstrates Harrows commitment to protecting public funds and minimising losses to fraud and corruption. Having made this commitment it is vital that Chief Officers put in place arrangements for disseminating the policy and promoting awareness throughout their departments.

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Appendix 1 – Key Roles and Responsibilities

AUDIT AND RISK FUNCTION CORPORATE ANTI-FRAUD TEAM FUNCTION Audits of the council’s overall anti-fraud arrangements.

Drafting/updating of anti-fraud and corruption strategy including financial irregularities, fraud response plan and investigation guidelines.

Audits of the council’s investigation arrangements (CAFT).

National Anti Fraud Network liaison, fraud/scam alerts, police liaison/protocols, bulletins, newsletters.

Systems based anti-fraud reviews in high risk areas.

National Fraud Initiative investigations and co-ordination.

Investigation of irregularities which appear to stem from errors or system weaknesses.

Investigation of irregularities which appear to stem from fraud, theft, deception, bribery and corruption or collusion. To include internal and external cases and any surveillance/RIPA activities.

Systems advice on fraud prevention and detection.

Advice and guidance on fraud investigation, awareness raising activities.

Reporting to Audit Committee on irregularities arising from systems weaknesses.

Reporting to Audit Committee on cases of fraud, theft, deception, bribery and corruption or collusion. Benchmarking and trend analysis.

Assisting external audit in their annual review of anti-fraud arrangements.


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24th February 2006

LONDON BOROUGH OF HARROW

DRAFT ANTI-MONEY LAUNDERING POLICY

1.0 INTRODUCTION 1.1 There have recently been significant changes to the legislation concerning

money laundering (the Proceeds of Crime Act 2002 and the Money Laundering Regulations 2003), which have broadened the definition of money laundering and increased the range of activities caught by the statutory framework. As a result, the new obligations now impact on certain areas of local authority business and require local authorities to establish internal procedures to prevent the use of their services for money laundering.

1.2 In general terms money laundering involves the “cleaning” of illegal

proceeds in order to disguise their criminal origin. The proceeds of criminal activity, usually cash are introduced into the financial system where they are laundered enabling them to leave the system appearing to come from a legitimate source.

1.3 There are three stages to a money laundering process:- 1.3.1 Placement :-the disposal of the cash proceeds derived from illegal

activities in order to convert it into a non -cash asset; 1.3.2 Layering :-the carrying out of a number of transactions with no

purpose other than to create a structure of complex layers of financial transactions in order to conceal the source of funds; and

1.3.3 Integration :-returning the proceeds to the economy; now originating from a legitimate source

1.4 Prior to February 2003 money laundering was limited to the laundering of

the proceeds of indictable crimes, drugs and terrorism. The 2002 Act extends the predicative offence from laundering criminal property to any criminal conduct :-

1.4.1 Criminal Conduct is conduct which constitutes an offence in any part of the UK or would constitute an offence in any part of UK if it occurred there (Section 340 (2) 2002 Act)

1.4.2 Property is Criminal Property if it constitutes a persons benefit from criminal conduct or it represents such a benefit (in whole or part and whether directly or indirectly) and the alleged offender knows or suspects that it constitutes or represents such a benefit (Section 340(3) 2002 Act)

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2.0 SCOPE OF THE POLICY 2.1 This Policy applies to all employees of the Council and aims to maintain

the high standards of conduct which currently exist within the Council by preventing criminal activity through money laundering.

2.2 The Policy sets out the procedures which must be followed (for example

the reporting of suspicions of money laundering activity) to enable the Council to comply with its legal obligations.

2.3 Failure by a member of staff to comply with the procedures set out in this

Policy may lead to disciplinary action being taken against them. Any disciplinary action will be dealt with in accordance with the Council's Disciplinary Policy and Procedure.

3.0 WHAT IS MONEY LAUNDERING? 3.1 There are five main categories of offence:

• Concealing, - you commit this offence if you conceal, disguise, convert, or transfer criminal property or remove it from the England Wales Scotland or Northern Ireland.

• Arrangements - you commit an offence if you enter into or become

concerned in an arrangement which you know or suspect facilitates (by whatever means) the acquisition, retention, use or control of criminal property by or on behalf of another person.

• Acquisition use and possession - you commit an offence if you acquire, use or have possession of criminal property.

• Failure to disclose - it is an offence not to report knowledge or

suspicion of money laundering where you acquired such knowledge or suspicion in the course of the regulated sector.

• Tipping Off - Prejudicing an investigation by informing a suspect or

third party that a report has been made is an offence. (This could be done inadvertantly.)

3.2 Potentially any member of staff could be caught by the money laundering

provisions if they suspect money laundering and either become involved with it in some way and/or do nothing about it, or tip off.

3.3 The Guidance Note gives practical examples. This Policy sets out how

any concerns should be raised.

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3.3 Whilst the risk to the Council of contravening the legislation is low, it is extremely important that all employees are familiar with their legal responsibilities: serious criminal sanctions may be imposed for breaches of the legislation.

4.0 WHAT ARE THE OBLIGATIONS ON THE COUNCIL? 4.1 Organisations conducting “relevant business” must:

• appoint a Money Laundering Reporting Officer (“MLRO”) to receive disclosures from employees of money laundering activity (their own or anyone else’s);

• implement a procedure to enable the reporting of suspicions of money

laundering;

• maintain customer identification procedures in certain circumstances; and

• maintain record keeping procedures.

4.2 Not all of the Council’s business is “relevant” for the purposes of the

legislation: it is mainly the accountancy, audit services carried out by Financial Services, revenue and income collection services and the financial, company and property transactions undertaken by Legal Services. However, the safest way to ensure compliance with the law is to apply them to all areas of work undertaken by the Council; therefore, all staff are required to comply with the reporting procedure set out in section 6 below.

4.3 The following sections of this Policy provide further detail about the

requirements listed in paragraph 4.1. 5.0 THE MONEY LAUNDERING REPORTING OFFICER 5.1 The officer nominated to receive disclosures about money laundering

activity within the Council is Hugh Peart. He can be contacted as follows:

Name:- Hugh Peart – Director of Legal Services Address:- Room 116 Civic 1 Chief Executive's Department Borough Secretariat & Legal Committee Services Tel: 020 8424 1287

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E-mail – [email protected] 5.2 In the absence of the MLRO, the Section 151 Officer is authorised to

deputise for him. The current Section 151 Officer, Myfanwy Barrett can be contacted as follows:-

Name: Myfanwy Barrett – Director of Finance and Business Strategy Address:- First Floor Civic 6 Business Development Financial & Business Strategy Tel: 020 8420 9269 E-mail – [email protected]

6.0 DISCLOSURE PROCEDURE

Reporting to the Money Laundering Reporting Officer 6.1 Where you know or suspect that money laundering activity is taking/has

taken place, or become concerned that your involvement in a matter may amount to a prohibited act under the legislation, you must disclose this as soon as practicable to the MLRO. The disclosure should be within “hours” of the information coming to your attention, not weeks or months later. SHOULD YOU NOT DO SO, THEN YOU MAY BE LIABLE TO PROSECUTION.

6.2 Your disclosure should be made to the MLRO using the proforma report

attached at Appendix 1. The report must include as much detail as possible, for example:

• Full details of the people involved (including yourself, if relevant), eg

name, date of birth, address, company names, directorships, phone numbers, etc;

• Full details of the nature of their/your involvement;

If you are concerned that your involvement in the transaction would amount to a prohibited act under the Money Laundering Legislation then your report must include all relevant details, as you will need consent from the National Criminal Intelligence Service (“NCIS”), via the MLRO, to take any further part in the transaction - this is the case even if the client gives instructions for the matter to proceed before such consent is given.

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You should therefore make it clear in the report if such consent is required and clarify whether there are any deadlines for giving such consent e.g. a completion date or court deadline;

• The types of money laundering activity involved if you are able to

identify them from the categories in section 3.1 above.

• The dates of such activities, including: whether the transactions have happened, are ongoing or are

imminent;

• Where they took place; • How they were undertaken; • The (likely) amount of money/assets involved; • Why, exactly, you are suspicious - the NCIS will require full reasons;

along with any other available information to enable the MLRO to make a sound judgment as to whether there are reasonable grounds for knowledge or suspicion of money laundering and to enable him to prepare his report to the NCIS, where appropriate. You should also enclose copies of any relevant supporting documentation

6.3 Once you have reported the matter to the MLRO you must follow any directions he may give you. You must NOT make any further enquiries into the matter yourself: any necessary investigation will be undertaken by NCIS. Simply report your suspicions to the MLRO who will refer the matter on to the NCIS if appropriate. All members of staff will be required to co-operate with the MLRO and the authorities during any subsequent money laundering investigation.

6.4 Similarly, at no time and under no circumstances should you voice any

suspicions or raise suspicions by your actions to the person(s) whom you suspect of money laundering, even if the NCIS has given consent to a particular transaction proceeding, without the specific consent of the MLRO; otherwise you may commit a criminal offence of “tipping off” see 3.1 above.

6.5 Do not, therefore, make any reference on a matter/person under suspicion

to a report having been made to the MLRO - should the customer exercise their right to see the file, then such a note will obviously tip them off to the report having been made and may render you liable to prosecution. The MLRO will keep the appropriate records in a confidential manner.

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Consideration of the disclosure by the Money Laundering Reporting Officer

6.6 Upon receipt of a disclosure report, the MLRO must note the date of

receipt on his section of the report and acknowledge receipt of it. He should also advise you of the timescale within which he expects to respond to you.

6.7 The MLRO will consider the report and any other available internal

information he thinks relevant eg:

• reviewing other transaction patterns and volumes; • the length of any business relationship involved; • the number of any one-off transactions and linked one-off

transactions; • any identification evidence held;

and undertake such other reasonable inquiries he thinks appropriate in order to ensure that all available information is taken into account in deciding whether a report to the NCIS is required (such enquiries being made in such a way as to avoid any appearance of tipping off those involved). The MLRO may also need to discuss the report with you.

6.8 Once the MLRO has evaluated the disclosure report and any other

relevant information, he must make a timely determination as to whether:

• there is actual or suspected money laundering taking place; or • there are reasonable grounds to know or suspect that is the case; and • whether he needs to seek consent from the NCIS for a particular

transaction to proceed. 6.9 Where the MLRO does so conclude, then he must disclose the matter as

soon as practicable to the NCIS on their standard report form and in the prescribed manner, unless he has a reasonable excuse for non-disclosure to the NCIS (for example, if you are a lawyer and you wish to claim legal professional privilege for not disclosing the information).

6.9.1 Where the MLRO suspects money laundering but has a reasonable

excuse for non-disclosure, then he must note the report accordingly; he can then immediately give his consent for any ongoing or imminent transactions to proceed.

6.9.2 In cases where legal professional privilege may apply, the MLRO must

liaise with the legal adviser to decide whether there is a reasonable excuse for not reporting the matter to the NCIS.

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6.9.3 Legal professional privilege will usually arise in regard to litigation. The Court of Appeal judgement in the case of Bowman v Fels 2005 excludes certain activities from the scope of the arrangement offence

6.9.3.1 these are litigation from the issue of proceedings and securing

of injunctive relief or a freezing order to its final disposal by judgement

6.9.3.2 however :- 6.9.3.2.1 sham litigation created for the purpose of money laundering

remains within the ambit of the arrangement offence 6.9.3.2.2 although the litigation may be outside the ambit of the

arrangement offence the property remains criminal property and any dealings with property may amount to an arrangement offence or any other offence which would require reporting to NCIS

6.9.4 Although legal professional privilege may apply in certain circumstances

procedures should remain in operation for the forestalling and prevention of money laundering

6.9.5 Where consent is required from the NCIS for a transaction to proceed,

then the transaction(s) in question must not be undertaken or completed until the NCIS has specifically given consent, or there is deemed consent through the expiration of the relevant time limits without objection from the NCIS.

6.10 Where the MLRO concludes that there are no reasonable grounds to

suspect money laundering then he shall mark the report accordingly and give his consent for any ongoing or imminent transaction(s) to proceed.

6.11 All disclosure reports referred to the MLRO and reports made by him to

the NCIS must be retained by the MLRO in a confidential file kept for that purpose, for a minimum of five years.

6.12 The MLRO commits a criminal offence if he knows or suspects, or has

reasonable grounds to do so, through a disclosure being made to him, that another person is engaged in money laundering and he does not disclose this as soon as practicable to the NCIS.

7.0 CUSTOMER IDENTIFICATION PROCEDURE 7.1 From 1 March 2004, where the Council is carrying out relevant business

(accountancy, audit, revenue/income collection and certain legal services) and:

a) forms an ongoing business relationship with a customer; or

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b) undertakes a one-off transaction involving payment by or to the

customer of 15,000 Euro (approximately £10,000) or more; or c) undertakes a series of linked one-off transactions involving total

payment by or to the customer(s) of 15,000 Euro (approximately £10,000) or more; or

d) it is known or suspected that a one-off transaction (or a series of

them) involves money laundering;

then this Customer Identification Procedure must be followed before any business is undertaken for that customer. Please note that unlike the reporting procedure, the customer identification procedure is restricted to those operating relevant business, ie Financial Services, revenue/income collection and Legal Services.

7.2 In the above circumstances, staff in the relevant unit of the Council must

obtain satisfactory evidence of the identity of the prospective customer, as soon as practicable after instructions are received (unless evidence of the customer has already been obtained). This applies to existing customers, as well as new ones, but identification evidence is not required for matters entered into prior to 1 March 2004.

7.3 Once instructions to provide relevant business have been received, and it

has been established that any of paragraphs 7.1 (a) to (d) apply, evidence of identity should be obtained as follows:

Internal Customers:

7.3.1 Appropriate evidence of identity for Council departments will be signed, written instructions on Council headed notepaper or an email on the internal Groupwise email system at the outset of a particular matter. Such correspondence should then be placed on the Council’s customer file along with a prominent note explaining which correspondence constitutes the evidence and where it is located.

External Customers: 7.3.2 The MLRO will maintain a central file of general customer identification

evidence regarding the external organisations to whom Financial Services and Legal Services provide professional services. Please check Appendix 2 for current external clients (if any) You should check with the MLRO that the organisation in respect of which you require identification is included in the MLRO’s central file and check the precise details contained in relation to that organisation. If the organisation is not

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included in the central file, you should discuss with the MLRO. You should also then obtain the following additional evidence:

7.3.2.1For external customers, appropriate additional evidence of identity will be

written instructions on the organisation’s official letterhead at the outset of the matter or an email from the organisation’s e-communication system. Such correspondence should then be placed on the Council’s customer file along with a prominent note explaining which correspondence constitutes the evidence and where it is located (and including a reference to a search of the MLRO’s central file, if undertaken).

7.3.3 With instructions from new customers, or further instructions from a

customer not well known to you, you may wish to seek additional evidence of the identity of key individuals in the organisation and of the organisation itself.

7.4 In all cases, the evidence should be retained for at least five years from

the end of the business relationship or transaction(s). 7.5 If satisfactory evidence of identity is not obtained at the outset of the

matter then the business relationship or one off transaction(s) cannot proceed any further.

8.0 RECORD KEEPING PROCEDURES 8.1 Each unit of the Council conducting relevant business must maintain

records of:

• customer identification evidence obtained; and • details of all relevant business transactions carried out for customers

for at least five years. This is so that they may be used as evidence in any subsequent investigation by the authorities into money laundering.

8.2 The precise nature of the records is not prescribed by law however they

must be capable of providing an audit trail during any subsequent investigation, for example distinguishing the customer and the relevant transaction and recording in what form any funds were received or paid. In practice, the business units of the Council will be routinely making records of work carried out for customers in the course of normal business and these should suffice in this regard.

8.3 Where ever possible copies of verification evidence of customer

identification should be kept in a separate location additional to the customer identification information on the customer files

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9.0 CONCLUSION 9.1 The legislative requirements concerning anti-money laundering

procedures are lengthy and complex. This Policy has been written so as to enable the Council to meet the legal requirements in a way that is proportionate to the risk to the Council of contravening the legislation.

9.2 The Council will provide and update training for all relevant staff in respect

of its procedures to prevent and identify money laundering 9.3 Should you have any concerns whatsoever regarding any transactions

then you should contact the MLRO.

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APPENDIX 1

CONFIDENTIAL

Report to Money Laundering Reporting Officer

To: Money Laundering Reporting Officer From: ………………………………………… [insert name of employee] Directorate: ………………………………………. Ext/Tel DETAILS OF SUSPECTED OFFENCE: Name(s) and address(es) of person(s) involved: [if a company/public body please include details of nature of business] Nature, value and timing of activity involved: [Please include full details eg what, when, where, how. Continue on a separate sheet if necessary]

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Nature of suspicions regarding such activity: [Please continue on a separate sheet if necessary] Has any investigation been undertaken (as far as you are aware)? [Please tick the relevant box]

Yes No

If yes, please include details below:

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Have you discussed your suspicions with anyone else? [Please tick the relevant box]

Yes No

If yes, please specify below, explaining why such discussion was necessary: Have you consulted any supervisory body guidance re money laundering? (e.g. the Law Society) [Please tick the relevant box]

Yes No

If yes, please specify below: Do you feel you have a reasonable excuse for not disclosing the matter to the NCIS? (e.g. are you a lawyer and wish to

Yes No

claim legal professional privilege?) [Please tick the relevant box]

If yes, please set out full details below: Are you involved in a transaction which might be a prohibited act under sections 327- 329 of the Act and which

Yes No

requires appropriate consent from the NCIS? [Please tick the relevant box]

If yes, please enclose details in the box below: Please set out below any other information you feel is relevant:

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Signed:…………………………………………………… Dated:………………………………… Please do not discuss the content of this report with anyone you believe to be involved in the suspected money laundering activity described. To do so may constitute a tipping off offence, which carries a maximum penalty of 5 years’ imprisonment.

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THE FOLLOWING PART OF THIS FORM IS FOR COMPLETION BY THE MLRO Date report received: ……………………………………………… Date receipt of report acknowledged: …………………………………. CONSIDERATION OF DISCLOSURE: Action plan: OUTCOME OF CONSIDERATION OF DISCLOSURE: Are there reasonable grounds for suspecting money laundering activity?

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If there are reasonable grounds for suspicion, will a report be made to the NCIS? [Please tick the relevant box]

Yes No

If yes, please confirm date of report to NCIS: …………………………………………………………… and complete the box below: Details of liaison with the NCIS regarding the report: Notice Period: …………………….. to ……………………….. Moratorium Period: …………………….. to …………………… Is consent required from the NCIS to any ongoing or imminent transactions which would otherwise be prohibited acts?

Yes No

If yes, please confirm full details in the box below: Date consent received from NCIS: ………………………………………………………… Date consent given by you to employee: ………………………………………………….

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If there are reasonable grounds to suspect money laundering, but you do not intend to report the matter to the NCIS, please set out below the reason(s) for non-disclosure: [Please set out any reasonable excuse for non-disclosure] Date consent given by you to employee for any prohibited act transactions to proceed: ………………………………………………… Other relevant information: Signed:…………………………………………………… Dated:…………………………………

THIS REPORT TO BE RETAINED FOR AT LEAST FIVE YEARS COUNCIL EXTERNAL CLIENTS APPENDIX 2

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Appendix C

AUDIT AND RISK FUNCTION CORPORATE ANTI-FRAUD TEAM FUNCTION Audits of the council’s overall anti-fraud arrangements.

Drafting/updating of anti-fraud and corruption strategy including financial irregularities, fraud response plan and investigation guidelines.

Audits of the council’s investigation arrangements (CAFT).

National Anti Fraud Network liaison, fraud/scam alerts, police liaison/protocols, bulletins, newsletters.

Systems based anti-fraud reviews in high risk areas.

National Fraud Initiative investigations and co-ordination.

Investigation of irregularities which appear to stem from errors or system weaknesses.

Investigation of irregularities which appear to stem from fraud, theft, deception, bribery and corruption or collusion. To include internal and external cases and any surveillance/RIPA activities.

Systems advice on fraud prevention and detection.

Advice and guidance on fraud investigation, awareness raising activities.

Reporting to Audit Committee on irregularities arising from systems weaknesses.

Reporting to Audit Committee on cases of fraud, theft, deception, bribery and corruption or collusion. Benchmarking and trend analysis.



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HARROW COUNCIL

CORPORATE ANTI-FRAUD RESPONSE PLAN

1.0 INTRODUCTION Harrow Council is committed to protecting the public funds with which it has been entrusted. Minimising the losses to fraud and corruption is an essential part of ensuring that all of the Council's resources are used for the purpose for which they are intended, namely the provision of high quality services to the citizens of Harrow. The Council has a range of policies and procedures that facilitate this process. These include the: Anti Fraud and Corruption Policy; Prosecution Policy; Money laundering Policy, Whistle Blowing Policy; Surveillance Policy (RIPA) which form equally important parts of the Council's overall strategy. The public is entitled to expect the Council to conduct its affairs with integrity, honesty and openness, and demand the highest standards of conduct from those working for it and with it. This document is intended to provide direction and help to officers in dealing with suspected cases of theft, fraud and corruption. It also gives direction to others wanting to report matters of concern involving these things. Although there is no precise legal definition of fraud, the term is used to describe such acts as deception, bribery, false accounting, forgery, extortion, corruption, theft, conspiracy, embezzlement, misappropriation, false representation, concealment of material facts and collusion. 2.0 THE COUNCIL’S RESPONSE The Council's Financial Regulations require that matters involving any financial irregularities are referred to Internal Audit for investigation. These matters are taken seriously and additional action, such as disciplinary proceedings will be taken where evidence of irregularities are found.

The Corporate Anti-Fraud Team deal with allegations of fraud and corruption involving the Council and Internal Audit deals with reviews of internal control systems. The Corporate Anti-Fraud Team can be contacted confidentially on 020 8424 1644 option 4. Referrals can also be made by visiting www.harrow.gov.uk or by e-mailing [email protected] .

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The Council also provides a means of reporting concerns through Whistleblowing

3.0 THE INVESTIGATION PROCESS Where offences are suspected, investigations are carried out up to a criminal standard of proof. The purpose of any investigation is to establish the facts in an equitable and objective manner. The process will involve the use of authority or delegated powers to: Screen allegations or information to gauge their credibility Secure all evidence Interview suspects Interview witnesses Take statements Liaise with departments or other agencies (including the police) 4.0 FURTHER ACTION Where evidence of offences or irregularities is found, the Council will consider taking further action. The Corporate Anti-Fraud Team will: Compile a report of its findings for submission to the department concerned, and/or Human Resources with a view to them deciding whether disciplinary action is appropriate. Where appropriate, liaise with legal services and consider possible sanction action against offenders including prosecution. Contact the police in order for them to consider taking criminal action in more serious cases. Advise departments on how to address procedural weaknesses identified during an investigation. Where appropriate obtain compensation orders in criminal cases. Taking Civil proceedings in order to obtain a judgement. Making deductions from housing benefit payments. Making arrangements for voluntary payment.

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5.0 REPORTING SUSPICIONS If fraud or corruption is suspected, then the matter should be reported without delay. Officers should report to a line manager at the outset and retain all evidence. However, if it is thought they might be involved or there maybe a conflict of interest, the matter should be reported directly to a more senior officer or: The Corporate Anti-Fraud Team on 020 8424 1644 option 4. A report can also be made via the Council's web site visiting www.harrow.gov.uk or by e-mailing [email protected]. Suspicions surrounding financial irregularities should be referred through to Internal Audit on x6843 6.0 ROLES AND RESPONSIBILITIES (WHO DOES WHAT) Chief Finance Officer The Director of Finance & Strategy has overall responsibility for the Councils response to fraud and financial controls under Section 151 of Local Government Act 1972. Monitoring Officer The Director of Corporate Governance to the Council is responsible for reporting to full Council in the event of any possible illegality coming to his attention. Managers All managers are responsible for maintaining internal control systems and for ensuring that the Authority’s resources are properly applied in the manner, and on the activities, intended. This includes responsibility for the prevention and detection of fraud and other illegal acts. Guidance can be found within Financial Regulations and Standards. Employees Each member of staff is responsible for his/her own conduct, and for contributing towards the safeguarding of corporate standards. This will include such areas as declaration of interests, private working, whistleblowing, etc. Guidance on these areas can be found in Financial Regulations and the Code of Conduct for Council Employees. Internal Auditors Audit and Consultancy Services are responsible for the independent appraisal of control systems, and for assisting managers in the investigation of irregularities (see Financial Standards 8 and 12).

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Corporate Anti-Fraud Team The Corporate Anti-Fraud Team will investigate allegations of fraud and corruption involving the authority, its customers, suppliers, members, contractors, consultants and service end users. The work will be closely co-ordinated with Internal Audit so that the framework in place to deal with fraud is robust and thorough. External Auditors External Audit have specific responsibilities for reviewing the stewardship of public money and for assessing the adequacy of arrangements in place to prevent and detect fraud and corruption. Members Each member of the Council is responsible for his/her own conduct, and for contributing towards the safeguarding of corporate standards, as detailed in the Members Code of Conduct. 7.0 OVERALL OBJECTIVES The Council's overall objective is to identify and maintain good practices, address weaknesses in current processes and introduce improved systems for the management of those processes. In short - continuous improvement. The end result is that of minimising the amount of fraud and corruption that is currently within the system and significantly reduce the opportunity for fraud or corruption to occur in the future.

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COUNCIL TAX COLLECTION

AND

RECOVERY POLICY 2005


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CONTENTS COUNCIL TAX COLLECTION AND RECOVERY POLICY........................................ 2 1. Our Aims And Objectives And How We Will Achieve Them ............................ 2 2. Issuing Bills And Adjustment Notices .............................................................. 3 3. Paying The Annual Bill By Instalments And The Schemes On Offer ............... 4 4. Payment By Direct Debit ................................................................................. 4 5. Types Of Payment........................................................................................... 4 6. Methods Of Payment....................................................................................... 5 7. Bills Issued For Part Of The Year .................................................................... 5 8. Council Tax Benefit ......................................................................................... 5 9. Issuing Reminders .......................................................................................... 5 10. Reasons Why We Need To Issue Reminders ................................................. 6 11. What Sort Of Payment Do We Expect At This Stage? .................................... 7 12. Special Payment Arrangements ...................................................................... 7 13. Summons ........................................................................................................ 7 14. Costs ............................................................................................................... 8 15. Joint And Several Liability ............................................................................... 8 16. What Happens at Court ................................................................................... 8 17. Once We Have Obtained A Liability Order ...................................................... 9 18. Absconders.................................................................................................... 10 19. Conclusion..................................................................................................... 11 20. Appendix ..……………………………………………………………………...….12

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LONDON BOROUGH OF HARROW REVENUES SERVICE

COUNCIL TAX COLLECTION AND RECOVERY POLICY

This document gives details of the service the Section gives to ensure that the Council Tax is charged to the correct persons and that any discounts and exemptions that are appropriate are applied fairly. It details the methods of payments that are available and the action that the Division will take and the processes it will use to recover late or non-payment of Council Tax. This is a public document and is available to view either from the Revenues Office at the Town Hall, Civic 6, or from our Web page at http://www.harrow.gov.uk. We will also demonstrate our commitment to offering a quality service, at the most reasonable cost, whilst working within the parameters of the legislation covering the collection and recovery of Council Tax, the Human Rights Act, the Data Protection Act, any other Act relevant to our business, or any Council Policy e.g. Valuing Diversity, Equal Opportunities and Social Inclusion. The Collection and Recovery Policy takes account of the need to improve/maintain collection rates, the changing circumstances and needs of our residents and the problems associated with and faced by a London Borough such as Harrow. Our working procedures are fully documented and regularly updated and we have CharterMark accreditation that demonstrate our dedication in this area.

1. Our Aims And Objectives And How We Will Achieve Them 1.1 To issue documents in a timely manner and to the correct person(s). To assist

us we will:

• issue enquiry forms • our staff will make visits to properties • use external records, for example Land Registry

Telephone Directories, other Local Authorities and Government bodies, Tracing Agencies, Bailiff companies, Courts

• use internal records, as appropriate e.g. Electoral Register, and as allowed for in the Local Government Finance Act or other relevant legislation

• answer all enquiries fully and within the Council's targets 1.2 To ensure that the amount of the charge is correct. To help us we will:

• encourage customers to apply for any relevant discount or exemption • issue enquiry forms • carry out regular discount reviews • work together closely with the Benefits Service

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1.3 To ensure that all our documents are clear, concise, informative and produced in the most cost effective manner. To help us we will:

• obtain Plain English Crystal Mark accreditation wherever possible • make bills/leaflets/letters/forms available in various languages and Braille

as appropriate • ensure that printing, enveloping and despatch/postage are produced and

carried out in the most cost effective and efficient way 1.4 To make it as easy as possible for our customers to pay we will ensure that:

• we offer various methods and periods of payment • we answer our customer's queries fully so that they can maintain their

payment schedules • we will use discretion when considering repayment arrangements in some

exceptional circumstances • our telephone lines, operated by our colleagues in First Contact, are open

9am to 5pm. They will also make appointments to see customers outside normal working hours, and make home visits

1.5 To ensure that we have well-trained and informed staff. To help us we will:

• keep all our procedures well documented • train our staff and give regular feedback via supervision sessions and

appraisal • monitor performance and quality check input and output • we will ensure that our staff are kept updated on Welfare Benefits changes

and issues and that they promote the uptake of Housing and Council Tax Benefit

1.6 To ensure that we liaise with Advice Agencies to give our customers the best information and assistance. To help us we will:

• attend regular meetings with various Agencies, for example Citizens

Advice Bureaux and the Valuation Office • review this policy when appropriate, ensuring that it acknowledges any

changes in legislation or Council policy • deal with specific cases as referred to us by any Agency, working together

to ensure the best outcome

2. Issuing Bills And Adjustment Notices

• We issue our annual bills in mid March prior to the financial period 1 April to 31 March.

• When a customer tells us that he/she has occupied a property we will send a bill and give the statutory number of instalments.

• When a customer tells us that he/she has vacated we will issue a closing account and process any refund as appropriate.

• Where there is a change in circumstance or an amendment to the amount due or the instalment amounts we will issue an adjustment notice.

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3. Paying The Annual Bill By Instalments And The Schemes On Offer 3.1 The rules for paying by instalments are set out in the Administration and

Enforcement Regulations. These say that when a bill is issued before the 30 April of the financial year for which the Tax is due, then the bill will be payable by 10 uninterrupted monthly instalments, and the Council can decide those dates (this is known as the Statutory Scheme).

3.2 However, the Council can also make an agreement with the taxpayer to pay

by more or less than the statutory 10 payments. We therefore also offer quarterly, half yearly and annual schemes, in which case the Council receives its money faster than by the Statutory Scheme. We will allow any taxpayer to pay by any of these methods where applicable.

4. Payment By Direct Debit 4.1 This is our preferred method of payment. We are able to offer various

payment dates over 10 or 12 months, on the 1st, 5th, 10th, 15th, 20th & 25th of each month. We can set up a Direct Debit over the phone. It is widely accepted as being the most efficient form of payment. The costs to the Council of processing a direct debit payment are much lower than other forms payment. This method is also very secure and, once set up by the taxpayer, it means there is no chance of payment not being made because the taxpayer has forgotten to pay, or mislaid his/her instalment booklet. Because of the savings we make it means that we can offer those customers 12 payments, payable at the end of the month if requested, giving an extra 2 months to pay.

4.2 Details of the amounts and the dates that each instalment is due are set out

on the annual bill and will begin on 1 April and finish on 1 January. We have selected the 1st of the month, along with most other Councils, as our payment date for the Statutory Scheme because this means that we can take prompt action within the same month if an instalment is missed. This ensures that the tax is collected promptly and our costs of collection are kept to a minimum. The costs of late payment ultimately rebound on all our taxpayers.

5. Types Of Payment 5.1 Our customers can pay in a variety of ways. We will accept any of the

following:

• Direct Debit • Cash/Cheque • Standing Order • Debit/Credit card • Postal Order • Euros

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6. Methods Of Payment 6.1 We will accept payment by any of the following:

• Direct Debit • Post • Cashiers Office at Town Hall, Civic 1 • AllPay Card • 24hr Telephone Payment Line • Internet • Bank/Post Office

6.2 The methods and types of payment we offer are clearly explained on our bills

and on the Web site. We send instalment books or payment cards with every annual bill and first bill. If a customer mislays their book or payment card we can issue a replacement, free of charge.

7. Bills Issued For Part Of The Year 7.1 When a first bill is sent out later than 30 April, for example when someone

moves in part way through the financial year, then the payment period will be shorter and there will be fewer instalments.

8. Council Tax Benefit 8.1 When a customer is in arrears and contacts us because they are unable to

pay, we will encourage them to apply for Council Tax Benefit if they have not already done so.

8.2 We will apply the same recovery process whether a customer is in receipt of

Benefit or not. If a new application for Benefit is made, or a customer’s circumstances have changed, we will continue to collect the instalments as they appeared on the last bill. Once Benefit is awarded, we will reduce the remaining instalments, or if the account is overpaid for the year, issue a refund.

8.3 We will withdraw from recovery action in cases where it is apparent that the arrears accrued whilst the customer was waiting for a benefit application to be assessed, (except in cases where there is a delay due to the customer failing to provide information).

9. Issuing Reminders And Cancellation of Instalments 9.1 The instalment date of the 1st of the month reflects our commitment to

maximise income at the lowest cost. It is imperative that payments are received by the due date in order to achieve this goal. Late payment causes cash flow problems, and eventually leads to an increase in the Council Tax payable by all taxpayers in the following year.

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9.2 We follow a strict recovery programme, and reminders are timetabled monthly. We can amend this timetable, adding to or removing from dates as required. This enables us to manage workloads, resources and collection requirements more effectively.

• If a customer does not pay an instalment by the due date we will issue a

reminder. We will ask the customer to pay the missed instalment by a given date, normally 14 days after the date on the reminder, and to ensure that future payments are made by the due dates.

• If the missed instalment is received by the given date we will not take any further action; but if it remains unpaid then we will cancel the instalments and issue a summons for the full year's tax. (Case Example 1, Appendix 1)

• If the instalment is received by the given date, but another instalment is not paid, then we will send a second reminder. If the missed instalment is received by the given date we will not take any further action; but if it remains unpaid then we will cancel the instalment arrangement and issue a summons for the full year's tax.

• If the account is brought up to date but falls behind for a 3rd time then we

will not send you any further reminders. Instead, our automated system will simply cancel the instalments immediately, and issues a summons for the full year's tax.

9.3 Therefore we will issue a maximum of 2 reminders during any financial year. A reminder will ask for the missing instalment(s) to be paid, (Case Example 2,Appendix 1) and advise customers of the consequences of

not paying as requested. 10. Reasons Why We Need To Issue Reminders 10.1 Many of our customers do not make payments by the due dates. Whilst we

acknowledge that late or non payment happens for many different reasons we will chase all overdue payments diligently, whatever the payment method. Wherever an instalment remains unpaid we will issue the appropriate Reminder.

10.2 Some customers wait until they receive a Reminder before making a

payment, some deliberately evade paying for as long as possible and some are unable to pay because they do not have the funds available. Some customers dispute the Tax they are being asked to pay or the amount they owe and some ignore all communication from us. There are also those customers whose personal circumstances or poor health cause them problems.

10.3 It is the customer's responsibility to make sure that instalments are paid on

time. We will always send a Reminder before sending a Summons, but non-receipt of either is no excuse for missing payments and cannot be used as a reason for non-payment.

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11. What Sort Of Payment Do We Expect At This Stage? 11.1 If a taxpayer receives a reminder then we will expect payment by the due date

given on the notice. If the taxpayer cannot pay the missed instalment(s) then we may make a short-term arrangement for the amount to be paid later in the month or with the next instalment.

12. Special Payment Arrangements 12.1 In some very exceptional circumstances, such as cases of extreme hardship,

and depending on the information available to us, we may agree to spread the amount over a longer period. We will confirm any such arrangement in writing. If these arrangements are not paid then we will tell the customer and cancel them.

12.2 When we make a special payment arrangement we look at the individual

circumstances of the taxpayer, for example whether they are on Benefit, what type, whether they live alone or there are other family members present in the household. In discussing an affordable amount we will also consider whether there is more than 1 year's charge outstanding, vulnerability, those on a low income, whether there is a health problem or if the customer satisfies us that they cannot pay as requested for some other compelling reason.

12.3 Some cases are referred to us by the Advice Agencies. When making any

payment arrangements we will take account of the information being provided and the problems experienced by some sections of the community.

12.4 We will insist that payment arrangements will only be accepted if payment is

made by Direct Debit, unless the customer does not have a suitable type of bank account. If this is the case we will take this into consideration, and come to some agreement about how the repayments will be made.

12.5 Although we will attempt to collect the tax in the year that it is due, we accept

that some customers will not be able to do this. We will therefore endeavour to ensure that we strike a balance between the affordability of repayments and the period that we expect payment in, whilst making arrangements that do not allow the debt to increase.

13. Summons 13.1 Some customers do not pay when we send a Reminder and it is therefore

necessary to issue a summons. We are required to go to Court and make a Complaint stating that the Tax remains unpaid. If the Court agrees then the summons is issued. This work costs the Council extra money to administer and we also have to pay the Court a fee for each summons issued. These costs are added to the Council Tax account. When we send a summons we provide information regarding this and we ask the customer to contact us to discuss payment if they cannot pay in full.

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13.2 We will expect payment of the full balance plus costs before the date of the hearing of the summons. In some cases we may make an arrangement for payment as described in section 12. (See Case Examples 3, Appendix 1).

14. Costs 14.1 As the recovery of a debt progresses to different stages then additional costs

will be incurred. The more action that is required the higher the costs will be. Any payments made on to an account will be posted to clear the costs first. Costs will rarely be waived unless we have made a mistake or there is some compelling reason for so doing, e.g. where we haven't dealt with a customer's letter or complaint that would significantly affect the amount payable, or where it is evident that full payment was received before the issue of the summons.

15. Joint And Several Liability 15.1. Where there is a joint occupation, for example joint tenants or owners, or

partnerships for example husband and wife, then we will look to both parties to pay the charge. The law says that each party will be liable both for their own share of the charge and for the whole charge (called "jointly and severally liable"). All our bills and other communications will be addressed to all the liable persons in the property.

15.2. Where the charge is not being paid we will take action for recovery of the debt

against any or all of the parties. We will endeavour to make arrangements for payment with any or all of the parties, but where we cannot make satisfactory arrangements we may continue our action against any or all of the parties.

16. What Happens at Court 16.1. When we issue a summons we tell the taxpayer when the summons will be

heard and where. We add on the costs of the summons and we ask for payment in full by the hearing date. A bench (panel) of lay Magistrates or a District Judge will conduct the hearing. We provide information with the summons that tries to answer as many enquiries as possible.

16.2. We have specialist officers who conduct the Court Hearings. They are

experienced and have worked consistently hard with the Court staff and officials over a period of time to ensure that the proceedings run as smoothly as possible and that they conform to the Legislative requirements in every respect.

16.3. The taxpayer is not required to attend, but if he/she wants to dispute the

charge or wants to speak to the Court then they can and we do not discourage attendance.

16.4. The Court will give an audience to anyone who wishes to appear, however,

unless the taxpayer has a valid defence then the Court is obliged to grant a Liability Order. There are very few valid defences available. Most often the

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customer is not disputing that the debt is owed, but merely wants to make an arrangement to pay. The Court cannot make payment arrangements, but it may ask the Council to consider making one.

16.5. If the taxpayer is disputing a liability and the Court is satisfied that there may

be a case to consider then it may grant an Adjournment to a later date to give the Council an opportunity to investigate.

16.6. If the Court is satisfied that the summons was properly served, and the

amount remains unpaid then it will grant a Liability Order. An additional fee is charged for this.

16.7. We will send adequate staff along to the Court to deal with enquiries from

anyone who turns up at the Hearing, and to discuss payment arrangements. Whilst we will try to answer as many enquiries as possible unfortunately, the Court does not have the facilities available for us to conduct in-depth discussions and therefore it is often necessary to arrange to speak to the taxpayer at another time. We usually agree to get back to the customer on our return to the office.

17. Once We Have Obtained A Liability Order 17.1 Once we have a Liability Order we will send a letter to the taxpayer advising

him/her that they have 14 days in which to pay or we will take further action. We also have the authority to ask the taxpayer certain questions about their income and employment status. To obtain this information we send a "Request for Information" form. Any information that we receive is used to establish what appropriate steps to take next, and is not divulged to any other party, except the Court if appropriate. We also offer the taxpayer another opportunity to make an arrangement and ask them to contact us if they have any enquiries. The order gives us the power to recover the debt using any of the following methods:

• Attachment of Benefits (i.e. Job Seekers Allowance, Pension Credit,

Income Support). If a taxpayer is receiving one of these Benefits then we will usually ask for regular deductions to be made. However, this does not stop us from asking for additional payments after considering the circumstances in each case. When a subsequent liability order is granted we will usually ask for deductions to be made and this attachment will be placed in a "queue" to be started once the current order is paid.

• Attachment of Earnings If the taxpayer is in paid employment and we have

the employer's details then we will ask the employer to make deductions from salary. Where there are arrears due for more than 1 financial period the Order will be made on the oldest debt first. The law allows us to make up to 2 Orders at a time and in some cases we will do this.

• Bailiff Collection In the absence of any useful information about the

taxpayer's circumstances or employment then we will issue the account to the bailiff. We employ one firms of bailiffs. The bailiff will visit the premises

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with the aim of gaining payment. For every visit or action that the bailiff takes a fee will be charged. The bailiff companies are required to follow our "Code of Conduct" and work within our guidelines, they are obliged to adhere strictly to our terms and conditions of contract.

The bailiff is empowered to make arrangements on our behalf if they think

it appropriate. A bailiff may remove goods to be sold at auction or might return the case saying there are no goods to remove ("Nulla Bona").

We will ensure as far as possible that the information the bailiff holds is up-to-date and accurate. The bailiff is expected to operate in a fair and consistent manner and any complaints we receive are treated very seriously and investigated thoroughly.

• Charging Order Where a taxpayer owns a property and we have been

unsuccessful at obtaining payment in any other way, then we will consider taking an action to obtain an order forcing the sale of the property to cover the debt and the costs of the action. This is a last ditch attempt to collect and the procedure is protracted, but in some cases this is the only available action left open to us.

• Bankruptcy We will make a petition for the bankruptcy of some taxpayers.

Again this is a protracted, expensive and time consuming exercise, however we have found it to be successful and in some circumstances this is the only appropriate action we can take to secure payment. The costs of this type of action can be claimed from the debtor.

• Committal If payment is not received then we may decide that the

appropriate way forward is to take the case back to Court and ask for an investigation to be made into the debtor's means. This action is only used in cases where bankruptcy or charging orders are not appropriate, and in cases where the bailiff has attempted to collect the debt but has been unsuccessful. Before taking this action we will advise the taxpayer of our intention and again we will give him/her another opportunity to come to some arrangement regarding payment. We will again also ask for information of employer and income.

As a last resort we will issue a summons requiring the debtor to attend and explain to the Court why the tax remains unpaid. The Court will hold a full investigation into the means and circumstances of the debtor and will decide whether there has been inability, neglect or refusal to pay. The Court can make an arrangement for the repayment of the debt over a certain period, it can remit the debt, or it can impose a prison sentence of up to 90 days.

18. Absconders 18.1 We will use whatever records are legally available to us, from various sources

in order to trace customers who have vacated a property without leaving a

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forwarding address. Any costs incurred by us will be passed on to the customer.

19. Conclusion 19.1 The action we take is not meant to punish the individual concerned. Our

intention is to secure payment of the Council Tax in an efficient and cost effective way, whilst still offering choices to the customer. We will always act in accordance with the Law.

19.2 We will, as far as possible, ensure that the action we take is reasonable and

we will consider what alternatives are available in exceptional or compelling cases.

19.3 We will continue to work towards collecting the maximum amount of Council

Tax, whilst aiming to strike a balance between the Council's need to improve the collection rate, our obligations towards all our customers and satisfaction of the Council's policies and Government requirements.

Revenues Service Compiled: June 2005 To be reviewed by: June 2008 Contact: Fern Silverio – Group Manager Revenues Telephone 020 8 416 6818 / 0208 424 1412

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20. Appendix 1 Case Examples 1. Ms. A receives his annual bill in March and his instalments run from 1 April to

1 January.

• She pays her April instalment on 1 April, but does not pay her 1 May instalment.

• We send a reminder on 16 May asking for payment by 30 May. • She still does not pay. On 1 June the instalment facility is cancelled and

the full amount for the year becomes payable. We send a summons on 3 June.

If the full amount on the summons is not paid by the Court hearing date, we will ask for a liability order and if successful, examine the options for further recovery.

___________________________________________________________________ 2. Mr. B receives his annual bill in March and his instalments run from 1 April to

1 January.

• He pays his April instalment on 20 April, after we send out a reminder on 17 April.

• He pays May, June and July on time but pays his August instalment on 21 August after we send out another reminder on 17 August.

• He does not pay the September instalment. Although no further reminders will be sent, our automated system cancels the instalment arrangement and the full amount for the year becomes due.

If we receive the full amount within 7 days, no further action is taken and the instalment arrangement resumes next year. Otherwise a summons is issued.

3. Mrs. C has been sent a summons. She does not appear at Court on the

hearing date and a liability order is granted.

• We send her a letter advising that a liability order has been granted and warning that further recovery action will be taken in fourteen days, unless full payment is made.

• She contacts us and cannot afford to pay the whole amount. She is in employment.

• She explains why she cannot pay in full and we agree that an arrangement is appropriate in this case.

We will ask for payment up to date in a lump sum and ask her to return the information request with his employer’s details. We will arrange a direct debit to pay the remainder of the tax plus costs over an agreed period. Providing the direct debit payments go through as expected, no further action is taken and the direct debit continues next year. If the direct debit is cancelled or payments are unpaid, we will make an attachment of earnings based on the employer’s details.

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REVENUES SERVICE

BUSINESS RATES COLLECTION AND

RECOVERY POLICY 2005

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CONTENTS BUSINESS RATES COLLECTION AND RECOVERY POLICY................................. 1 1. Our Aims And Objectives And How We Will Achieve Them ............................ 1 2. Issuing Bills And Adjustment Notices .............................................................. 2 3. Paying The Annual Bill By Instalments And The Schemes On Offer ............... 2 4. Payment By Direct Debit ................................................................................. 2 5. Types Of Payment........................................................................................... 3 6. Methods Of Payment....................................................................................... 3 7. Bills Issued For Part Of The Year .................................................................... 3 8. Issuing Reminders .......................................................................................... 3 9. Reasons Why We Need To Issue Reminders ................................................ 4 10. What Sort Of Payment Do We Expect At This Stage? .................................... 5 11. Special Payment Arrangements ...................................................................... 5 12. Summons ........................................................................................................ 5 13. Joint And Several Liability ............................................................................... 5 14. What Happens at Court ................................................................................... 5 15. Once We Have Obtained A Liability Order ...................................................... 6 16. Absconders...................................................................................................... 7 17. Costs ............................................................................................................... 7 18. Conclusion....................................................................................................... 8

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LONDON BOROUGH OF HARROW REVENUES SERVICE

BUSINESS RATES COLLECTION AND RECOVERY POLICY This document gives details of the service the Division gives to ensure that the Business Rates is charged to the correct persons and that any discounts and reliefs and exemptions that are appropriate are applied as determined by the Law. It details the methods of payments that are available and the action that the Division will take and the processes it will use to recover late or non-payment of Business Rates. We will also demonstrate our commitment to offering a quality service, at the most reasonable cost, whilst working within the parameters of the legislation covering the collection and recovery of Business Rates, the Human Rights Act, the Data Protection Act, any other Act relevant to our business, or any Council Policy e.g. Valuing Diversity and Equal Opportunities. The Collection and Recovery Policy takes account of the need to improve and maintain collection rates, the changing circumstances and needs of our ratepayers and the problems associated with and faced by an urban Borough such as Harrow. Our working procedures are fully documented and regularly updated and we have CharterMark accreditations that demonstrate our dedication in this area.

1. Our Aims And Objectives And How We Will Achieve Them 1.1 To issue documents in a timely manner and to the correct person(s). To assist

us we will:

• ensure our staff will make visits to properties • use external records, for example Land Registry

Telephone Directories, other Local Authorities and Government bodies, Tracing Agencies, Bailiff companies, Courts, Internet

• use internal records, as appropriate, planning, borough valuer, and as allowed for in the Local Government Finance Act or other relevant legislation

• answer all enquiries fully and within the Council's targets 1.2 To ensure that the amount of the charge is correct. To help us we will:

• encourage customers to apply for any relevant exemption or relief • carry out regular reviews in respect of charitable, Small Business Rate

Relief and empty properties • work together closely with the Valuation Office

1.3 To ensure that all our documents are clear, concise, informative and produced

in the most cost effective manner. To help us we will:

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• obtain Plain English Crystal Mark accreditation wherever possible • ensure that printing, enveloping and despatch/postage are produced and

carried out in the most cost effective and efficient way 1.4 To make it as easy as possible for our customers to pay we will ensure that:

• we offer various methods of payment • we answer our customer's queries fully so that they can maintain their

payment schedules • we will use discretion when considering repayment arrangements in some

exceptional circumstances • our telephone lines are open 9am to 5pm. We will also make appointments

to see customers outside normal working hours. 1.5 To ensure that we have well-trained and informed staff. To help us we will:

• keep all our procedures well documented • train our staff and give regular feedback via supervision sessions and

appraisal • monitor performance and quality check input and output

2. Issuing Bills And Adjustment Notices

• We issue our annual bills in mid March prior to the financial period 1 April to 31 March.

• When a customer tells us that he/she has occupied a property we will send a bill and give the statutory number of instalments.

• When a customer tells us that he/she has vacated we will issue a closing account and process any refund as appropriate.

• Where there is a change in circumstance or an amendment to the amount due or the instalment amounts we will issue an adjustment notice.

3. Paying The Annual Bill By Instalments And The Schemes On Offer 3.1 The rules for paying by instalments are set out in the Administration and

Enforcement Regulations. These say that when a bill is issued before the 30 April of the financial year for which the Rate is due, then the bill will be payable by 10 uninterrupted monthly instalments, and the Council can decide those dates (this is known as the Statutory Scheme).

3.2 We offer quarterly, half yearly and annual schemes, in which case the Council

receives its money faster than by the Statutory Scheme. 4. Payment By Direct Debit 4.1 This is our preferred method of payment. Direct Debit payments are due on

the 1st of each month. It is widely accepted as being the most efficient form of payment. The costs to the Council of processing a direct debit payment are much lower than other forms payment. This method is also very secure and,

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once set up by the ratepayer, it means there is no chance of payment not being made because the ratepayer has forgotten to pay, or mislaid the instalment booklet.

4.2 Details of the amounts and the dates that each instalment is due are set out

on the annual bill and will begin on 1 April and finish on 1 January. We have selected the 1st of the month, along with most other Councils, as our payment date because this means that we can take prompt action within the same month if an instalment is missed. This ensures that the rate is collected promptly and our costs of collection are kept to a minimum. The costs of late payment ultimately rebound on all our ratepayers.

5. Types Of Payment 5.1 Our customers can pay in a variety of ways. We will accept any of the

following:

• Direct Debit • Cash/Cheque • Debit/Credit card • Bank Giro • Euros

6. Methods Of Payment 6.1 We will accept payment by any of the following:

• Direct Debit • Post • Cashiers Office at Town Hall, Civic 1 • 24hr Telephone Payment Line • Internet • Bank

6.2 The methods and types of payment we offer are clearly explained on our bills

and on the Web site. We send instalment books with every annual bill and first bill for non-Direct Debit payers. If a customer mislays their book we can issue a replacement, free of charge.

7. Bills Issued For Part Of The Year 7.1 When a first bill is sent out later than 30 April, for example when someone

moves in part way through the financial year, then the payment period will be shorter and there will be fewer instalments.

8. Issuing Reminders And Final Notices 8.1 The instalment date of the 1st of the month reflects our commitment to

maximise income at the lowest cost. It is imperative that payments are

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received by the due date in order to achieve this goal. Late payment causes cash flow problems.

8.2 We follow a strict recovery programme, and reminder notices are timetabled

monthly. We can amend this timetable, adding to or removing from dates as required. This enables us to manage workloads, resources and collection requirements more effectively.

• If a customer does not pay an instalment by the due date we will issue a

reminder. We will ask the customer to pay the missed instalment by a given date, normally 7 days after the date on the reminder, and to ensure that future payments are made by the due dates.

• If the missed instalment is received by the given date we will not take any further action; but if it remains unpaid then we will cancel the instalments and issue a summons for the full year's charge.

• If the instalment is received by the given date, but another instalment is not paid, then we will send a second reminder. If the missed instalment is received by the given date we will not take any further action; but if it remains unpaid then we will cancel the instalment arrangement and issue a summons for the full year's charge.

• If the account is brought up to date but falls behind for a 3rd time then we

will not issue a further notice but our automated system will cancel the instalments immediately which will be followed by the issue of a summons for the full year's tax.

8.3 Therefore we will issue a maximum of 2 reminders during any financial year.

A reminder will ask for the missing instalment(s) to be paid, and advise customers of the consequences of not paying as requested.

9. Reasons Why We Need To Issue Reminders 9.1 Many of our customers do not make payments by the due dates. Whilst we

acknowledge that late or non payment happens for many different reasons we will chase all overdue payments diligently, whatever the payment method. Wherever an instalment remains unpaid we will issue the appropriate Reminder.

9.2 Some customers wait until they receive a Reminder or Final before making a

payment, some deliberately evade paying for as long as possible and some are unable to pay because they do not have the funds available. Some customers dispute the amount they are being asked to pay or the amount they owe and some ignore all communication from us.

9.3 It is the customer's responsibility to make sure that instalments are paid on

time. We will always send a Reminder before sending a Summons, but non-receipt of either is no excuse for missing payments and cannot be used as a reason for non-payment.

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10. What Sort Of Payment Do We Expect At This Stage? 10.1 If a Rate payer receives a reminder then we will expect payment by the due

date given on the notice. If the ratepayer cannot pay the missed instalment(s) then we may make a short-term arrangement for the amount to be paid later in the month or with the next instalment.

11. Special Payment Arrangements 11.1 In some very exceptional circumstances, such as cases of extreme hardship,

and depending on the information available to us, we may agree to spread the amount over a longer period. When we make a special payment arrangement we look at the individual circumstances of the case. We will confirm any such arrangement in writing. If these arrangements are not paid then we will tell the customer and cancel them.

12. Summons 12.1 Some customers do not pay when we send a Reminder and it is therefore

necessary to issue a summons. We are required to go to Court and make a Complaint stating that the charge remains unpaid. If the Court agrees then the summons is issued. This work costs the Council extra money to administer and we also have to pay the Court a fee for each summons issued. These costs are added to the Business Rates account. When we send a summons we ensure information is provided asking the customer to contact us to discuss payment if they cannot pay in full.

12.2 We will expect payment of the full balance including Court costs before the

date of the hearing of the summons. In some cases we may make an arrangement for payment, but again this will be based on the individual circumstances of the case.

13. Joint And Several Liability 13.1 Where there is a joint occupation, for example joint tenants or owners, or

partnerships for example husband and wife, then we will look to both parties to pay the charge. The law says that each party will be liable both for their own share of the charge and for the whole charge (called "jointly and severally liable"). All our bills and other communications will be addressed to all the liable persons in the property.

13.2 Where the charge is not being paid we will take action for recovery of the debt

against any or all of the parties. We will endeavour to make arrangements for payment with any or all of the parties, but where we cannot make satisfactory arrangements we will continue our action against any or all of the parties.

14. What Happens at Court

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14.1 When we issue a summons we tell the ratepayer when the summons will be heard and where. We add on the costs of the summons and we ask for payment in full by the hearing date. A bench (panel) of lay Magistrates or a District Judge will conduct the hearing. We enclose information with the summons that tries to answer as many enquiries as possible.

14.2 We have specialist officers who conduct the Court Hearings. They are

experienced and have worked consistently hard with the Court staff and officials over a period of time to ensure that the proceedings run as smoothly as possible and that they conform to the Legislative requirements in every respect.

14.3 The ratepayer is not required to attend, but if he/she wants to dispute the

charge or wants to speak to the Court then they can and we do not discourage attendance.

14.4 The Court will give an audience to anyone who wishes to appear, however,

unless the ratepayer has a valid defence then the Court is obliged to grant a Liability Order. There are very few valid defences available. Most often the customer is not disputing that the debt is owed, but merely wants to make an arrangement to pay. The Court cannot make payment arrangements, but it may ask the Council to consider making one.

14.5 If the ratepayer is disputing a liability and the Court is satisfied that there may

be a case to consider then it may grant an Adjournment to a later date to give the Council an opportunity to investigate.

14.6 If the Court is satisfied that the summons was properly served, and the

amount remains unpaid then it will grant a Liability Order. An additional fee is charged for this.

14.7 We will send adequate staff along to the Court to deal with enquiries from

anyone who turns up at the Hearing, and to discuss payment arrangements. Whilst we will try to answer as many enquiries as possible unfortunately, the Court does not have the facilities available for us to conduct in-depth discussions and therefore it is often necessary to arrange to speak to the ratepayer at another time. We usually agree to get back to the customer on our return to the office.

15. Once We Have Obtained A Liability Order 15.1 Once we have a Liability Order we will immediately move to recover the debt

using any of the following methods: • Bailiff Collection In the absence of any useful information about the

ratepayer's circumstances we will issue the account to the bailiff. We employ one firm of bailiffs. The bailiff will visit the premises with the aim of

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gaining payment. For every visit or action that the bailiff takes a fee will be charged. The bailiff companies are required to follow our "Code of Conduct" and work within our guidelines; they are obliged to adhere strictly to our terms and conditions of contract.

• The bailiff is empowered to make short-term arrangements on our behalf if

they think it appropriate. A bailiff may remove goods to be sold at auction or might return the case saying there are no goods to remove ("Nulla Bona").

• We will ensure as far as possible that the information the bailiff holds is up-

to-date and accurate. Any complaints we receive are treated very seriously and investigated thoroughly.

• Bankruptcy and Liquidation We will make a petition for the

bankruptcy/liquidation of some ratepayers. Again this is a protracted, expensive and time consuming exercise, however we have found it to be successful and in some circumstances this is the only appropriate action we can take to secure payment. The costs of this type of action can be claimed from the debtor.

• Committal If payment is not received then we may decide in some

circumstances that the appropriate way forward is to take the case back to Court and ask for an investigation to be made into the debtor's means. This action is only used in cases where bankruptcy or charging orders are not appropriate, and in cases where the bailiff has attempted to collect the debt but has been unsuccessful. Before taking this action we will advise the ratepayer of our intention and again we will give him/her another opportunity to come to some arrangement regarding payment.

• As a last resort we will issue a summons requiring the debtor to attend and

explain to the Court why the tax remains unpaid. The Court will hold a full investigation into the means and circumstances of the debtor and will decide whether there has been inability, neglect or refusal to pay. The Court can make an arrangement for the repayment of the debt over a certain period, it can remit the debt, or it can impose a prison sentence of up to 90 days.

16. Absconders 16.1 We will use whatever records are legally available to us, from various sources

in order to trace customers who have vacated a property without leaving a forwarding address. Any costs incurred by us will be passed on to the customer.

17. Costs 17.1 As the recovery of a debt progresses to different stages then additional costs

will be incurred. The more action that is required the higher the costs will be. Any payments made on to an account will be posted to clear the costs first.

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Costs will rarely be waived unless we have made a mistake or there is some compelling reason for so doing, e.g. where we haven't dealt with a customer's letter or complaint that would significantly affect the amount payable, or where it is evident that full payment was received before the issue of the summons.

18. Conclusion 18.1 Our intention is to secure payment of the Business Rate in an efficient and

cost effective way, whilst still offering choices to the customer. We will always act in accordance with the Law.

18.2 We will, as far as possible, ensure that the action we take is reasonable and

we will consider what alternatives are available in some cases. 18.3 We will continue to work towards collecting the maximum amount of Business

Rates, whilst aiming to strike a balance between the Council's need to improve the collection rate, our obligations towards all our customers and satisfaction of the Council's policies and Government requirements.

Revenues Service June 2005 Fern Silverio Group Manager - Revenues Contact Telephone: 0208 416 6818 / 0208 424 1412

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Rent Arrears Control and Recovery Procedure This procedure should be read in conjunction with the ‘Provision and Management of Rent Recovery and Arrears Control’ Method Statement Sections 2.1, 2.2 and 2.3 of the Context Housing System User Manual.

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Index Page(s) 1. Performance Indicators 1 2. Summary 2 3. Responsibilities 3 4. Process Flow Charts 4 -9 5. Housing Benefit 10

6. Sign Up 11

7. Monitoring Process 12-13

8. Pre-Notice Seeking Possession Contract 14-15

9. Notice of Seeking Possession 16-17

10. Starting Possession Proceedings 18

11. Court Hearing 19

12. After the Court Hearing 20-21

13. Panel 22

14. Eviction Application 23-24

15. Eviction 25

16. Performance Monitoring 26

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1. PERFORMANCE INDICATORS • To collect 99% of the gross rent due. • To ensure that current rent arrears are less than 3.8% of the gross rent due. • To ensure that 100% of cases with 4 or more weeks rent owing or £30, whichever is the

greater, have a valid Notice Seeking Possession

• To ensure that 100% of cases with 9 or more weeks rent owing or £200, whichever is the greater, have been referred to Legal Services.

• To visit 100% of all tenants with an expired Housing Benefit claim within 5 working days of

notification by the Housing Benefit Team that the claim has expired. • To forward completed Housing Benefit forms to the Housing Benefit Team within 1

working day of receipt. • To review 100% of arrears cases in accordance with the review schedule to determine the

need for action. • To seek to make contact with 100% of tenants before a Notice of Seeking Possession is

served.

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2. SUMMARY

Effective rent arrears control and recovery is critical as it ensures that the Housing Division’s income is maximised and tenant’s therefore receive the best possible services.

It is also a critical area of work in terms of external assessment of the Tenant Services Team’s performance.

This procedural note refers to secure tenants. It provides guidance on the principles and best practice for the recovery of current rent arrears. Critical points to note are: • The approach to arrears should be firm but sensitive.

• Early action is essential

• Every effort should be made to achieve personal contact

• The message to the tenant must be clear and unambiguous

• Actions should be timely and clearly recorded

• All available remedies should be used and eviction should be considered a failure • Consideration should be given to the specific circumstances of each tenant but only

in exceptional cases should the control/recovery process not be pursued.

• If you think there is a good reason to deviate from our usual approach because of the circumstances of the tenant, discuss the case with the AHM.

The arrears control/recovery process is shown in flow chart form on pages 4-9 The procedure will differ for non-secure tenants. If in doubt ask your manager.

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3. RESPONSIBILITIES Each Housing Management Officer (HMO) is responsible for monitoring and taking the appropriate action in respect of the following debts:

• Current rent arrears • Housing Benefit overpayments ( Separate procedure notes to be issued) • Transferring tenant arrears ( Separate procedure notes to be issued)

The Assistant Housing Managers (AHM) are responsible for • Monitoring HMO’s arrears activity output on a weekly basis including visits after a

Housing Benefit claim has expired. • On alternate weeks, monitoring for cases with 4 weeks or more rent owing without a

valid NSP and cases with 9 weeks or more rent owing which haven’t been referred to Legal Services, immediately advising the HMO of remedial action to be taken.

• Carrying out an arrears review with each HMO according to the schedule and

agreeing with the HMO what action needs to be taken

The Housing Manager is responsible for monitoring arrears trends on a weekly and monthly basis against key performance indicators, and reporting performance on the Cabinet Information Circular and Government returns.

Primary responsibility for arrears control and recovery on each patch rests with the HMO.

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4. Rent Arrears Control/Recovery Process Flow Charts

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Process Chart 1 - Sign Up to Notice of Seeking Possession

Sign Up

AR3 2 Weeks arrears

or £20

Serve NSP 4 weeks arrears or £30No contact at service –

Visit again

NSP Expiry

No agreement/arrears

not reducing

Agreement made/arrears

reducing

Monitor

Refer to

Court Immediately

Refer to Court if

agreement broken

Go to Process Chart 2

AR2 1 Weeks arrears

or £10

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Process Chart 2 - Starting Possession Proceedings

Previous Possession Order ?

Yes No

If two or more PO’s have been obtained in

the last five years seek an Outright

Order

Seek a Suspended Order provided an

agreement is in place by the time of the

hearing

Refer to the next Panel for

authorisation to evict

Refer to Panel before Court if an agreement

is not made or is made and not kept

Court Hearing


Withdraw Case?

Only if account clear on the day of

the hearing.

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Process Chart 3 - After the Hearing

Outright Order

Forthwith

Apply for Warrant

immediately

In x days

Monitor for vacation/ return of

keys

Apply for warrant if vacant

possession not given by agreed

date

Evict

Suspended Order

Write confirming terms of Order

Monitor Weekly

First breach of order – confirm

tenancy has ended and give 14 days to make up missed payments


Court Hearing


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Process Chart 4 - Tolerated Trespasser

Payments brought up to date at end of

14 days?

No

Refer to Panel

Only withdraw if account

cleared

Panel

Write confirming

Panel decision

Yes

Monitor and refer to Panel

immediately if a further payment is

missed


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Process Chart 5 - After Panel

Payments made at the agreed rate?

No Yes

Monitor weekly

Apply for warrant

immediately a payment is missed

Application to suspend the

warrant ?

Yes

No

Evict

Suspended?

No Reapply for warrant first breach

Yes

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5. HOUSING BENEFIT

It is crucial that Housing Benefit is maximised. A check of entitlement should be made each time a tenant is seen. If they are not receiving Housing Benefit a form should be completed.

The Housing Benefit Team will notify the HMO when a tenant fails to renew a claim. The HMO shall visit the tenant within five working days to obtain a completed form. If this visit is unsuccessful further visits shall be made until a completed form is obtained or it is established that the tenant does not wish to re-apply for benefit, whilst at the same time moving through the arrears recovery stages. The HMO shall assist the tenant to obtain back-dating by, if necessary, drafting a request for back-dating. The request should be factual. No tenant who comes to the office seeking advice on their claim or assistance to complete a form shall be sent to the Housing Benefit Office. Instead the HMO will ensure that everything possible is done to maximise the tenant’s HB entitlement. Every effort should be made to get a tenant to complete a form while they are at the office but if they insist on taking a form away to complete they should be told clearly what the consequences will be if they fail to return the form or supporting evidence. If a tenant’s arrears rise because they fail to properly claim Housing Benefit the HMO shall immediately proceed to the next stage of the arrears recovery process. If at any stage in the arrears control/recovery process the HMO is satisfied that the tenant has done everything to claim Housing Benefit and the arrears are due solely to a delay in assessment they should encourage the Housing Benefit Team to assess the claim as quickly as possible and discuss with the AHM if it is appropriate to defer moving to the next stage of the process.

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6. SIGN UP

The officer signing up a new tenant shall:

• Ensure that they understand they are responsible for payment of the rent and / or claiming any Housing Benefit they are entitled to.

• Explain how the rent and any other charges are made up and which elements will

not be covered by Housing Benefit.

• Tell them how they can pay their rent and give them a copy of the leaflet.

• Tell them what will happen if they fail to pay their rent and / or claim Housing Benefit and give them a copy of the leaflet.

• Explain to them that if it is a joint tenancy that they are liable both individually and

jointly for paying the rent / arrears.

• Make every effort to have them complete a Housing Benefit form before they sign the Tenancy Agreement and make clear that they must provide any supporting information they do not have with them as quickly as possible. If they refuse to complete a Housing Benefit form stress that they are liable for the full rent until such time as they make a valid claim.

• Pass the completed Housing Benefit Form to the HMO on the day of the sign up

with details of any information not provided.

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7. MONITORING PROCESS

Recording Arrears Action

This section explains the steps each HMO should follow every week to effectively monitor their rent arrears cases using Context. Context provides a framework for recovery action. The system can generate a range of standard letters and record information relating to each case. The information can be recorded in two ways:

Action Screen – The HMO will use this screen to record the following events:

NSP Notice of Seeking Possession (Number, Period NSP Effective) LEG Date of Referral to Legal Services HEA Hearing Date for Possession Order ADJ Adjourned Hearing Date ORD Final Outcome of Order (Decision, Costs) PAN Panel date EVIC Eviction (Date, Comments)

Entries on the Action Screen and letters produced will generate a diary entry.

Diary Screen – Officers will use this screen to record all contact with the tenant and other interested parties, using the agreed coding system. Simple information should be recorded in the comments fields. All arrears action must be recorded on Context including tailored letters. Letters generated from Context but not sent should be deleted and not just torn up as this skews the monitoring records. For lengthier reports, e.g. a full arrears interview, an entry should be made indicating that full details are on the house file. Arrears Monitoring The following steps shall be taken by each HMO on Wednesday of every week:. 1. Check each case over £1000, generating the appropriate letter as each case is

looked at and/or preparing the file for a visit.

2. Check each case in band £500 - £999, generating an appropriate letter from

Context (if one is available) as each case is looked at and/or preparing the file for a visit.

If the case requires a tailored letter or advice from a manager, details should be kept on a list to be worked on once all cases have been reviewed.

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3. Check each case in band £100- £499, generating an appropriate letter from Context (if one is available) as each case is looked at and/or preparing the file for a visit.

Again, if the case requires a tailored letter or advice, details should be kept on a list to be worked on once all cases have been reviewed.

4. Return to the list of cases requiring a tailored letter or advice and work through it systematically from the highest arrears case to the lowest until the list is completed.

In some instances it may not be possible to review each case/complete all of the necessary actions on a Wednesday, in which case the process should continue into Thursday, with visits made before the following Wednesday

Wednesday’s should not be used for any work other than reviewing arrears cases unless agreed with a manager. This should only happen in exceptional circumstances. If an HMO is on leave on a Wednesday then the review of all cases should take place immediately on their return, taking precedence over other work unless agreed by a manager in exceptional circumstances.

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8. Pre-Notice of Seeking Possession Contact An AR2 letter should be sent when the account falls into arrears of one week’s rent or £10, whichever is the greater. An AR3 letter should be sent when the account is in arrears by two weeks rent or £20, whichever is the greater, inviting the tenant to an interview. The aim of the interview is to provide advice if the tenant is having financial difficulties, to ensure that Housing Benefit is maximised and to agree a reasonable repayment plan. Details of the household make-up, employment, income and debts should be properly recorded on an arrears interview sheet in every case. An arrears interview sheet should be completed at each interview where more than 4 weeks have passed since the last contact. If the tenant fails to attend the interview a telephone call or home visit should be made. If no agreement is made, or is made and broken, and the arrears are not reduced, a Notice of Seeking Possession (NSP) shall be served (see Section 9) in all but the most exceptional circumstances and by agreement of the Assistant Housing Manager. Before service of an NSP the HMO shall arrange repossession of any garage the tenant may rent from the Council. The tenant should be notified in writing of such action and be given a reasonable amount of time to make alternative arrangements, usually no more than 14 days. The notification can be included with the NSP.

Repayment Plans The following guidelines should apply when agreeing a repayment plan: • The greater the arrears the more we should expect the tenant to pay each

week/month to reduce them, subject to the following: • If the tenant is living on Job Seekers Allowance (and Child Benefit in the case of a

family) then the minimum acceptable payment is £2.70 per week.

• If the tenant is eligible for partial Housing Benefit then the minimum repayment we will accept is £ 6.00 per week.

• If the tenant is not eligible for Housing Benefit then the minimum repayment we will

accept is £10.00 per week.

• You should seek to maximise the repayment sum but make sure the agreement is realistic. It must take account of other debt repayments, although paying the rent / arrears has to be the tenant’s priority.

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At each stage of the arrears recovery process it is important that agreements are confirmed in writing, stating explicitly:

• the current arrears, • the amount to be paid each week to reduce them, • the first payment date,

• the payment intervals if not weekly

• what we will do if the agreement is broken

If an agreement is broken then the HMO will proceed to the next stage of the arrears recovery process. There will be no deviation from this except in exceptional circumstances agreed by the AHM.

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9. NOTICE OF SEEKING POSSESSION

A Notice of Seeking Possession shall be served on all cases where there are 4 or more weeks rent owing or £30 arrears, whichever is the greater. A Notice Seeking Possession must: • Show the full names of all tenants • Show a date for proceedings being a Monday four weeks or more after the date of

service • Be signed and dated by a delegated officer (normally the Assistant Housing

Manager) • Be copied and the copy kept on file endorsed with the date and method of service • Be served by hand

NB: An NSP should not be served with a date for proceedings between 20 and 31

December. All NSP’s must be accompanied by the letter (AR4) which most closely addresses the tenant’s circumstances. This may mean producing a tailored letter if they need to be given particular information. The purpose of the NSP is to give the tenant a formal warning that we are considering possession proceedings. Every effort should be made to interview the tenant when serving an NSP and to agree a repayment plan (See section 8 above). If the tenant is not at home when the NSP is served then, unless they make contact by phone or letter and agree a satisfactory repayment plan and / or complete a Housing Benefit form, at least two further visits should be made to the property before the date of expiry of the NSP. NB Once an NSP has been served and it is still valid, it will not be permissible to use earlier Context letters e.g. an AR3 as this sends the wrong message to the tenant. If there is no suitable later Context letter then a tailored letter should be produced which refers to the action already taken e.g. service of the NSP. If, on the date for proceedings on the NSP,: • A satisfactory agreement has not been made • An agreement has been made but broken

• And the arrears have not reduced

Legal Services should be instructed to seek a Possession Order

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If an agreement has been reached and the arrears are reducing then the case will be monitored. If the agreement is broken the case should be referred to Legal Services (see Section 10). If the HMO receives confirmation from the Housing Benefit Team that a tenant has submitted a claim and all supporting evidence, the Housing Benefit Team shall be asked to assess the claim urgently in view of the pending possession proceedings. Unless the Housing Benefit Team can confirm that all of the arrears will be covered by Housing Benefit the proceedings should be issued. An NSP is valid for 12 months from the date for proceedings and Court proceedings can be started at any time during the 12 months. It, 11 months after this date the matter has not been referred to Court but there are still arrears of more than four weeks of the net rent on the account, a fresh NSP should be served.

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10. Starting Possession Proceedings

The HMO shall prepare the ‘Instruction to Legal Services’ and pass it to the Housing Manager with the file and appropriate letter to be sent to the tenant. Where a suspended Possession Order is to be sought the appropriate letter will usually be an AR6. In preparing the case for referral to Legal Services the HMO will consider the past conduct of the tenancy in relation to rent arrears. If, in the last five years, two or more Possession Orders have been obtained against the tenant, Legal Services shall be instructed to seek an Outright Possession Order and the case referred to the next Housing Management Panel for authorisation to evict. If there has been no more than one Possession Order against the tenant in the last five yeas then they shall be advised that we will be seeking a suspended Possession Order provided they reach and maintain a reasonable agreement to repay the arrears. If no such agreement is made or is made and not kept the case shall be referred to the Housing Management Panel before the Court hearing. If the tenant has an Contents Insurance Policy with the Council it should be cancelled at the same time as the ‘Instruction to Legal Services’ is prepared. The tenant should be notified in writing and given 14 days to make alternative arrangements. Once Legal Services have been instructed to seek a Possession Order the HMO shall continue to monitor the case weekly and where there is no agreement in place to reduce the arrears visit at least twice more between the referral to Legal Services and the day of the hearing. An AR8 letter shall also be sent unless an outright Possession Order is to be sought. Once the date of the Court hearing is known, an AR10 letter shall be sent by the HMO within two working days of notification of the hearing date.

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11. COURT HEARING The HMO shall usually represent the Council together with a representative of Legal Services. As the HMO will take all cases for that hearing s/he should familiarise herself/himself with the details of each case in time to discuss any queries with the appropriate HMO. It is essential that the HMO dress in an appropriate fashion so that the Council has the respect of the Court. At the Court, the HMO shall, if possible, speak to the tenant before the Hearing and if appropriate reach an agreement (in consultation with the legal representative). The HMO shall discuss expected costs in each case with the legal representative before the Hearing and instruct the legal representative about any variation from the usual level of costs. Generally we should seek to recover all our costs.

Where a Possession Order is made the HMO shall ensure that the order includes: • The current arrears figure • The sum(s) to be paid by the tenant • The payment intervals • And, critically, the date on which they must make the first payment.

Withdrawal / Adjournment In general cases will only be withdrawn if the tenant’s account is clear on the day of the hearing and in all withdrawn cases we shall seek to recover our full costs. If, on the day of the hearing, the arrears are under £200, and an agreement is being kept, then it may be appropriate to adjourn an application for a suspended Possession Order, whilst still seeking our costs. Both steps should be agreed with the AHM.

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12. AFTER THE COURT HEARING

The steps to be taken after the hearing depend on the type of order obtained but in all cases the HMO shall write to the tenant confirming the exact terms of the order within two working days of the hearing and monitor the case weekly.

Order for possession forthwith (outright order)

If an order for possession forthwith is obtained the HMO shall immediately apply for the Eviction Warrant to be executed and where possible a cheque for the appropriate sum should be raised by Legal Services prior to the court date so that an application can be made at the court immediately after the hearing. Order for possession in X days (outright order) If an order for possession in a certain number of days (usually 14 or 28) is made against a tenant, the letter sent to them should tell them to return the keys on or before that date, giving clear instructions about how to do so. The HMO shall then monitor the property and if there is clear evidence (see Abandoned Property procedure) that the tenant has vacated but not notified us the HMO shall agree with the AHM if it is appropriate to take ‘peaceful possession’ of the property, notifying Legal Services when they have done so. If the tenant does not vacate by the date set down in the Order Legal Services shall immediately be instructed to arrange a date for the Eviction Warrant to be executed by the Court Bailiff. Suspended Possession Order In most cases the Court will make an Order requiring the tenant to pay the arrears in instalments.

Following the possession hearing the HMO will monitor the rent account closely. If the arrears are reduced in accordance with the terms of the Order then no further action will be necessary unless there is a change in circumstance, i.e. the Housing Benefit claim stops. If the terms of the Order are not kept the secure tenancy will be at an end (S82 Housing 1985 and Thompson v Elmbridge [1987] WLR 1425). Regardless of when the breach occurs the tenancy ends on the date specified in the order, e.g. it applies retrospectively, so if a tenant breaches an order a year after the ‘date for possession’ it is that date that should be entered on the memo generated with the AR14 letter (see below). An eviction warrant could be sought. In the event of non-compliance with an Order the tenant shall immediately be sent a letter notifying them they no longer have a tenancy (AR14). In the majority of cases the former tenant will be invited to bring their payments up to date and resume payments in accordance with the terms of the Possession Order and if they do so they will be allowed to remain in occupation as a Tolerated Trespasser. (Burrows v Brent

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[1996] 1 WLR 1448). They will no longer enjoy the rights of a secure tenant but will be allowed to remain in occupation for so long as the correct payments are received. If the tenant has not brought their payments up to date in accordance with the terms of the Order within 14 days of the letter being sent to them the case should be referred to the next Housing Management Panel. Even if they bring their payments back into line with the Order before the next Panel meeting the case shall still be referred to show that further breaches will not be tolerated. In some cases, following a breach of the terms of an Order, it will clearly be desirable not to offer the former tenant the opportunity to remain as a Tolerated Trespasser. In reaching this decision the HMO will consider: • The past payment history including former tenancies • The level (if any) of under-occupation

Where the former tenant is not going to be allowed to remain in occupation they will be notified immediately in writing (AR16 IE). The case shall be referred to the next Housing Management Panel if it has not already been considered. When the agreement of the Housing Management Panel has been obtained Legal Services shall be instructed to obtain the Eviction Warrant. IMPORTANT NOTE In the case of Burrows v Brent 1996 it was established that a secure tenancy which ends following the breach of an Order can be revived by the Court making an Order varying the date on which possession is due to the given. The Courts power to do so comes from Housing Act 1985, S.85. Either party can make an application. When a tenant has paid their arrears in full they can ask the Court to discharge the Order and, if it has ended, revive their tenancy. Where a tenant has cleared their arrears they shall be sent a letter confirming what they need to do (ARx). The Council can also apply to have an Order discharged or the date for possession varied and may wish to do so in some circumstances. Generally, however, it will be left to the occupant.

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13. HOUSING MANAGEMENT PANEL The Housing Management Panel is chaired by the Head of Housing and Environmental Health Services, who has delegated authority to authorise evictions. Legal Services should not be instructed to apply for an Eviction Warrant unless the case has been considered by the Panel. The Panel can consider a case either before or after a Possession Order has been made. If we are seeking an outright Order the case should always be considered by the Panel before the hearing. The tenant shall be advised in writing that their case is to be referred to the Panel (AR16). The AHM will, at least three weeks before the date of the Panel, notify in writing Social Services and the Housing Benefit Manager so that their comments can be incorporated into the report. The HMO will prepare and submit the draft report no later than 7 days before the date for circulation of the reports. The report shall contain details of the household including financial circumstances and a brief history of the conduct of this and earlier tenancies. It shall also contain the recommendation of the AHM. In most cases the recommendation will be that the occupant be evicted if they do not make up the short fall in their payments at an agreed rate whilst maintaining future payments as set out in the Order. So, for example, if on the date the report is circulated to the Panel Members, the occupant is £350 out of line with the terms of the Order the recommendation would read: ‘It is recommended that unless Miss X makes future payments in accordance with the terms of the Order and makes good the existing short fall by paying an extra £X per week for the next X weeks, she be evicted. Alternatively the recommendation might say that she had to make good the shortfall as a lump sum payment by a certain date. This will depend on what has been agreed with her before the Panel meeting. If she has made up the shortfall by the time of the Panel meeting then the recommendation should be that she makes future payments in accordance with the terms of the Order. Where no agreement has been reached the reasons for this should be stated in the report and a reasonable recommendation put forward. The nominated Members and appropriate Ward Councillors shall be notified in writing of the Panel’s decision by the Housing Manager within one working day of the Panel meeting and no action shall be taken on the decision before 14 days from the date of the notification letter have elapsed. The tenant shall be notified of the decision in writing by the HMO at the expiry of the 14 day period (AR18).

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14. EVICTION APPLICATION

If the arrears are not reduced at the specified rate following the decision of the Panel or it has been agreed by the Panel that the Eviction Warrant shall be obtained immediately, the HMO shall prepare a memorandum to Legal Services for signature by the Tenant Services Manager and the occupant should be notified in writing (AR20). When the Court issues the Eviction Warrant it will normally notify the occupant of the time and date of the eviction. The HMO will be notified by Legal Services and shall then write to the occupant (AR22) with a copy to the Housing Assessment Manager. The HMO shall also notify Social Services that an Eviction Warrant has been applied for. In many cases the occupant will make an offer to reduce the arrears at some point after they receive confirmation that an Eviction Warrant has been applied for and before the date set for the eviction. All occupants in this situation shall be advised that we will only consider withdrawing an application if the account is cleared in full including the rent for the week the payment is to be made. An offer of full payment shall be discussed with the AHM who will decide if it should be accepted. In a limited number of cases it might be decided that we would prefer to regain possession of the property rather than have the money eg where the tenant is under – occupying and / or has a very poor payment record. If it is agreed that an Eviction Warrant is to be withdrawn Legal Services shall only be instructed to do so once the HMO has satisfied him/her self that the arrears have been paid in full by cash, bankers draft or building society cheque. A personal cheque is not acceptable. If the occupant proposes partial payment of the arrears they shall be advised that we intend to enforce the Eviction Warrant and that they may wish to take legal advice. If they subsequently make an application to suspend the Eviction Warrant based on partial payment of the arrears the AHM shall consider their application and past payment record and decide if it is appropriate to agree to the suspension. If the suspension can be agreed without an officer attending court, Legal Services should be instructed to do so. If the offer made in the application to suspend the Eviction Warrant is not acceptable the HMO shall attend the hearing to present our case. If it appears that the Judge is minded to suspend the Eviction Warrant then the HMO shall seek the best terms possible and ensure that the Order clearly states the level of the arrears, what payments the occupant must make and an exact date on which the payments should start. The HMO shall write to the tenant(s) confirming the exact terms of the suspension within one working day of the hearing (AR24). A suspension of an Eviction warrant does not revive the tenancy and the occupant remains a Tolerated Trespasser.

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On the first occasion the terms of the suspension are broken the Eviction Warrant shall immediately be applied for.

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15. EVICTION

If the occupant is thought to be violent the HMO shall inform the Court Bailiff who may arrange for the Police to attend. The HMO shall also arrange for a joiner to attend to gain access/change the lock. Where the property may be vulnerable to squatting arrangements shall be made to have it multi secured at the time of the eviction. It is the duty of the Bailiff to evict all those persons they find on the premises not just the persons who are a party to the proceedings (Lord Widgery 1975). The HMO shall sign for possession from the Bailiff. Every effort should be made to find the former tenant’s forwarding address. An inventory shall be made of the possessions. If the occupant is present an agreement should be sought about the possessions. If the occupant agrees to their disposal s/he should confirm this in writing. If not the HMO shall decide if the goods are of no value and are not worth storing and if so s/he shall advise the AHM who should also inspect the goods. If the AHM agrees, they should be disposed of, having first been photographed. If the goods are to be stored but are of little value they should be placed in a Council garage. If the possessions are valuable they should be placed with Council’s storage contractor and a Section 41 Notice served (see separate procedure note). Following an eviction the keys shall be passed immediately to the Voids Control Officer.

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16. PERFORMANCE MONITORING

Interim Monitoring Each week the AHM’s will check for cases with more than 4 weeks et rent owing or £30 arrears, whichever is the greater, without an NSP and cases with more than 9 weeks rent owing or £200,whichever is the greater, that have not been referred to Legal Services, instructing the HMO to take the appropriate action immediately.

Arrears Reviews The AHM’s will carry out a review with each HMO according to the schedule. Prior to the review the HMO will generate the arrears report from Context and note on the report the action taken to date including the terms of any Court Order. S/he will also arrange for the files to be gathered. At the review the AHM will consider each case with particular regard to earlier decisions (if any) and will agree with the HMO what action, if any is required in each case. The AHM shall keep a record of each case considered at the review. Arrears Analysis Figures Each Tuesday, following the balance run, the Admin team will generate a report from Context showing the latest arrears figures. This report will be used by HMO’s and their managers to identify trends in the arrears and corrective action necessary.

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London Borough of Harrow Housing Benefits Section April 2005

OVERPAYMENTS POLICY

POLICY OBJECTIVES

1 To ensure

compliance with The HB/CTB (General) Regulations 1987 and The CTB (General)

Regulations 1992 (HB/CTB Regns) and best practice in the decision, notification and recovery of overpayments

that the recovery of overpayments is maximised

that discretionary decisions re recoverability and recovery rates are reasonably made

that effective recovery methods are used

that claimants are notified about overpayment decisions in the prescribed manner

that claimants know their rights to request a review or appeal against overpayment decisions

that operational procedures satisfy internal and external audit considerations, and are being followed accurately

that performance targets seek continuous improvement

support for the Council’s Vision and Corporate Strategic Priorities 2002-2006

POLICY STATEMENT

2.1 The Council is committed to operating a policy for the decision, notification and recovery of overpayments which is fair and equitable, and which complies with the HB/CTB Regns and best practice. The Council recognises that effective recovery of overpayments is not achieved if debtors do not believe that operational procedures have been accurately followed, and they have been given the opportunity to make representations about their circumstances.

2.2 The Council takes account of all relevant information when making discretionary decisions about overpayments relating to recoverability and rate of recovery. The Council does not operate blanket procedures that would result in their discretion being fettered; nor does it ignore relevant information that would assist making good quality discretionary decisions.

2.3 The Council ensures that claimants and landlords know their rights to request a review or appeal against decisions relating to overpayments, within the HB and CTB (Decision-Making and Appeals) Regulations 2001 (DMA Regns). Where review and appeal rights are available to debtors the Council actively promotes their use as a speedy and effective way to resolve disputes.

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2.4 The Council provides for internal checks and quality control mechanisms to ensure the correct application of this policy. The Council also ensures that counter fraud operational procedures satisfy internal and external audit considerations. Policies and strategies are adopted by the Council, who require their decisions to be applied consistently on behalf of the community.

2.5 The Council takes in to account Department of Work and Pensions guidance regarding all

aspects of overpayments in the Housing Benefit/Council Tax Benefit overpayment Guide. The guide is available to all staff.

2.6 The Council seeks maximum recovery of overpayments, while giving consideration to

Department for Work and Pensions (DWP) guidance, relating to the rate of recovery for different claimant circumstances. Attempting to recover overpayments at inappropriate rates promotes resistance to the debt, resulting in costly administrative procedures and avoidable anxieties amongst already vulnerable members of the community.

2.7 All targets are reviewed every year with a view to improving performance across the

Benefits Service. The Council is committed to achieving top quartile performance across all HB/CTB Best Value Performance Indicators – see Benefits Service Policy and Strategy.

2.8 The Council will seek to reduce the amount of overpayments created by processing at least

95% of notified change of circumstances before the first pay-day following the date that information was received. The Council will also utilise all methods to remind claimants and stakeholders of their obligations to keep us informed of changes of circumstances. The Council will also ensure full compliance with changes to the revised VF and SAFE scheme, particularly with regard to high-risk interventions.

2.9 The Council reviews this policy every year.

STRATEGY 3 Background to overpayments 3.1 HB/CTB Regns are complex and those governing benefits overpayments are even more

so. They cause deep concern for claimants who are often in financial hardship; and the poor administration of overpayments costs the Council in subsidy loss.

3.2 The correct maintenance of a benefit claim depends on claimants keeping the Council up-to-date about changes to their income, savings and household circumstances, at the time changes occur. This is frequently not the case, thus overpayments occur. In many cases the claimant assumes that the change has already been notified by other agencies such as the DWP, or may not be aware that the change affects their benefit entitlement. A small number of overpayments are caused by fraudulent claims.

3.3 Because overpayments occur where claimants receive low income, the potential for successful recovery is low, and many repayment agreements are long term at low recovery rates. The sooner overpayments are dealt with the more successful recovery can be. The council aims to reduce overpayments created as the most successful method of reducing the outstanding debt.

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4 Summary of strategic elements

4.1 The policy objectives above are potentially conflicting, therefore a balance must be struck

between deciding whether it is reasonable to recover an overpayment and the need to maximise recovery. The following sections set out the elements of the strategy to achieve the policy objectives, with their service standards, specifically covering the following issues

Section 5 – Legal duties – apply the HB/CTB Regns to identify and create

overpayments

Section 6 – Financial responsibilities – seek to maximise recovery and minimise costs

Section 6 – Financial responsibilities – allocate the correct subsidy classification to each overpayment

Section 6 – Financial responsibilities – increase those overpayments that contribute to the annual Security Against Fraud and Error threshold (SAFE)

Section 6 – Financial responsibilities – observe proper control of debts to be written-off

Section 7 – Recoverability and recovery – decide whether an overpayment is to be recovered

Section 7 – Recoverability and recovery – ensure that recovery rate decisions do not cause undue hardship

Section 8 – Recovery methods – use effective legal procedures

Section 9 – Decision notices – notify claimants within the regulations that an overpayment has occurred, whether it is recoverable, and how recovery is proposed

Section 10 – Claimant and landlord rights – make claimants aware of their rights to request a review or appeal against overpayment decisions

Section 11 – Quality Control – ensure decision-makers make accurate decisions

Section 12 – Policy performance – set challenging and realistic performance targets

Policy performance – monitor performance and report to Members

STRATEGIC ELEMENTS 5 Legal duties

5.1 The following HB/CTB legislation covers overpayment identification, creation and recovery

methods. The Acts and regulations referred to are as follows: HB/CTB – Housing Benefit & Council Tax Benefit (General) Regulations 1987 & 1992

respectively SSA 1997 – Social Security (Administration) Fraud Act 1997 CS, P & SSA 2000 – Child Support, Pensions and Social Security Act 2000

HB/CTB Regn 75 – Duty to notify changes of circumstances

The duty upon claimants to report changes of circumstances, in writing

HB/CTB Regn 98 – Meaning of overpayment Overpayment means any amount which has been paid by way of benefit and to which there was no entitlement under these Regulations

HB/CTB Regn 99 – Recoverable overpayments

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Any overpayment is recoverable unless it is caused by official error and the claimant or the person to whom the benefit was paid could not reasonably be expected to know they were being overpaid. An official error is a mistake, an official error is a mistake, an act or omission, made by the LA, or Jobcentre Plus.

HB/CTB Regn 101 – Person from whom recovery may be sought A recoverable overpayment may be recovered from the claimant, the person to whom the benefit was paid and in certain circumstances the claimant’s partner.

CS, P & SSA 2000 s.71 – Recovery from person to whom benefit was paid HB/CTB Regn 102 – Method of recovery HB/CTB Regn 105 – Recovery of overpayments from prescribed benefits

A recoverable overpayment is recoverable via any lawful method, and via deductions from on-going entitlement to certain state benefits

SSA 1997 s.16 – Method of recovery Recovery may be made from prescribed benefits including benefit payments to a landlord for tenants that the overpayment does not relate to (blameless tenant legislation)

HB/CTB Regn 103 – Diminution of capital Regn 104 – Sums to be deducted in calculating recoverable overpayments

How to calculate a net overpayment

HB/CTB Regn 77 – Notification of decisions Written decision notice where an overpayment has occurred, whether it is recoverable and from whom recovery is sought. The decision notice must also include the right for a ‘person affected’ to request a written statement setting out the reasons for these decisions, and the matters set out in Schedule 6 to the HB/CTB Regns

HB/CTB Schedule 6 – Matters to be included in the decision notice Prescribes the legal decision notice to be sent to the person from whom recovery is sought and any other person affected by the decision

DMA Regns 16 – 23 – Rights of appeal and procedure for bringing appeals Prescribes which decisions can be appealed; the procedure to be followed by claimants or landlords; the procedure to be followed by LA's; the procedures during The Appeals Service tribunals (TAS)

5.2 In summary, LA’s administering and paying benefit are under a legal duty to

make decisions on all relevant changes of circumstances

make legal decisions on whether individual overpayments are recoverable

exercise discretion in deciding whether to recover overpayments

exercise discretion about from whom to recover, by which method and at what rate

send prescribed notifications to claimants/landlords informing them of the decisions made

give claimants and landlords the right to request a review or appeal against overpayment decisions

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6 Financial responsibilities Allocate the correct subsidy classification to each overpayment 6.1 To ensure the correct subsidy is claimed the net overpayment must be calculated correctly.

The Council offers underlying entitlement when a claim is cancelled to enable the customer to reduce the outstanding overpayment. Checks are also made to stop un-cashed cheques to reduce the outstanding overpayment.

6.2 Most benefit paid out from the General Fund is claimed back from the DWP and the DTLR

through the annual HB/CTB Subsidy Claim. The HB/CTB Subsidy Regns act as an incentive for LA’s to minimise the creation of overpayments and to maximise recovery of overpayments. The standard rate of subsidy for properly paid benefit is 100%.

6.3 Overpayments caused by claimant error and claimant fraud attract 40%. If the local

authority overpayments created in year are below the threshold for 2005/6 then the Council receives 100% subsidy. If they are between the lower and upper threshold then 40% subsidy is awarded, if they are above the upper threshold then no subsidy will be awarded on any of the local authority errors. Overpayments not fully recovered therefore become a direct charge on the General Fund, which is, in part, serviced from Council Tax income. The Council keeps all of the recovered overpaid benefit and offsets it against the reduced subsidy received.

6.4 Operational procedures include mechanisms to prevent the creation of overpayments, for

example procedures are in place to prevent the creation of future overpayments where changes to claimant circumstances are known in advance. Not creating these overpayments reduces the burden on the General Fund, and ultimately, taxpayers.

6.5 Training and quality check procedures identify any errors made when allocating subsidy

classifications to overpayments. Seek to maximise recovery and minimise costs 6.6 Operational procedures ensure that total repayment is requested when the overpayment is

created, with instructions on how to negotiate an instalment profile if required. The instalment profile proposed is the maximum permitted by law (from April 2004 rates will be £8.40 weekly + 50% of any income disregarded for benefit purposes; unless the claimant has been prosecuted for fraudulently claiming benefit, in which case the legal maximum is £11.20 weekly + 50% of any income disregarded for benefit purposes). Debtors are encouraged to discuss reduced instalment profiles rather than pay nothing at all. They may also choose to pay higher instalments.

6.7 Fraud overpayments are prioritised to ensure debtors make regular repayments at an

acceptable rate.

Increase those overpayments that receive SAFE rewards

6.8 From April 2004 thresholds for SAFE are to be abolished and rewards will only be made for

cases of fraud or overpayments found as a result of the Council’s action.

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6.9 Operational procedures seek to investigate claimant fraud, by responding to referrals from

staff, the public and outside agencies – see Counter-Fraud Policy and Strategy. 6.10 Administration Penalties are considered in all appropriate fraud cases. When this option is

accepted by the customer recovery is prioritised, and usually paid in one payment. 6.11 Any overpayments taken to County Court attract a SAFE reward. This is taken in to

account when a debt is considered for court.

Observe proper control of debts to be written-off 6.12 The Council recognises that where a proven, recoverable overpayment debt is deemed to

be unrecoverable, regular write-off of debts is good business practice.

6.13 The Council seeks to minimise the cost of write-offs to local CT payers by taking all necessary actions to ensure that debts are proven and actively pursued. All proven recoverable debts are subject to the full recovery and legal procedures outlined in this policy.

6.14 All proven, recoverable debts which are considered appropriate for write-off are agreed and

authorised in accordance with the Council’s Corporate Governance rules – see overpayment write-off procedure.

6.15 Although a decision may be made to write-off a debt, the Council reserves its right to

recover any debt that has been written off should it become possible and cost effective to recover in future.

6.16 Write-offs would normally be considered appropriate only where one or more of the

following arises

the Council is unable to trace the debtor, after using appropriate tracing facilities

the debt is not cost effective to pursue

there is insufficient evidence to pursue the debt

the debtor is suffering a deteriorating physical or mental illness, and the adverse effect of recovering the debt may have on the claimant is detailed in writing by their doctor/consultant

the debtor has died and there are no funds in the estate, evidenced by a written statement secured from the Executors confirming there are no funds in the estate

the debtor is declared bankrupt, supported by a letter from the Official Receiver confirming the date the debtor was made bankrupt and proof that the Council are not a priority debt and that it will not be repaid. In cases of bankruptcy, the Council seeks to register the debt as part of the Winding Up order in all cases

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6.17 Overpayments that are not proven or deemed to be not-recoverable in accordance with this policy are not raised as debts. Rather, separate operational procedures identify and authorise the non-recovery of these not-recoverable overpayments.

7 Recoverability and recovery

Decide whether an overpayment is to be recovered 7.1 The HB/CTB Regns ensure that

overpayments are identified and created with clear reasons and evidence before

recovery can be considered

overpayments are treated as recoverable unless they are caused by an error, or delay by the LA or the DWP, which the claimant could not reasonably have been aware of

LA’s have wide discretion whether or not to recover recoverable overpayments, taking into account the circumstances of the person who the overpayment is to be recovered from.

7.2 If an overpayment is unrecoverable under the law or it can not be recovered by the Council

it will be considered for write-off. The procedure for writing off an Housing Benefit/Council Tax Benefit overpayment is available to all staff.

7.3 When making a decision not to recover the overpayment, the Council reserves its right to

seek recovery at a later date, particularly where misleading information informed the decision not to recover.

Who recovery is to be sought from

7.4 In most cases, recovery is sought from the claimant. In occasional cases, recovery is sought from the landlord or letting agent. This is particularly where they continue to accept HB/CTB payments beyond the end of occupation by the claimant.

7.5 Recovery will not be sought from the person to whom Housing Benefit was paid if that

person reported suspected fraud and subsequent Council action resulted in an overpayment.

7.6 To give debtors the opportunity to discuss repayment rates an evening debt recovery team

will be set up in 2006 This corporate debt team will telephone debtors owing Council Tax and sundry debts as well as Housing Benefit overpayments. This will offer an increased level of service to customers that work as well as resulting in increased recovery.

Recovery methods 8.1 Recovery will only be considered once all outstanding disputes and appeals have been

resolved. 8.2 All Council Tax Benefit overpayments will be added to the council tax account and the tax

payer billed for the outstanding sum.

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8.3 The Council seeks to facilitate easy and mutually satisfactory repayment rates, offering instalment arrangements where appropriate. Overpayments for claimants who still receive benefit are normally recovered from their ongoing entitlement

8.4 Otherwise, debtors receive an invoice requesting full settlement. In the majority of cases, it is not possible for the debtor to settle in full and they can request an instalment profile.

8.5 Repayment is typically arranged by the following methods

for claimants still receiving benefit, by deduction from ongoing entitlement each week

CTB overpayments are recovered by debiting the CT account, by law

by payment in full/instalment by cheque, postal order or cash at the Civic Centre;

by telephone using a debit/credit card

standing orders and credit/debit card mandates are available

8.6 Recovery from prescribed benefits is considered as a method of recovery in all cases. This may be:

From ongoing Housing Benefit in borough

From ongoing Housing Benefit entitlement out of borough

From other Department of Work and Pensions benefits

In the case of a landlord, from other tenant’s Housing Benefit

8.7 Blameless tenant legislation is implemented where other recovery methods have been unsuccessful. This enables the debt to be recovered from another tenant’s Housing Benefit if it is paid to a landlord that was previously overpaid.

8.8 Landlords ad registered social landlords are supplied with a debt list showing the

outstanding Housing Benefit overpayments they have. Any queries can be directed to the benefit team or raised at one of the landlord/housing association forums.

8.9 Recovery will be made from the claimant’s rent account if a credit is held on the account.

Checks are made between the benefit team and Housing to monitor this arrangement. 8.10 Housing Benefit overpayments can be taken to county court when all other methods of

recovery have failed.

8.11 Due to the costs of legal action, it is in the Council and claimant’s best interest to reach agreement as the claimant is responsible for repaying the debt and also for any costs incurred where the Council is successful. On the other hand, the Council wishes to avoid excessive and abortive legal costs where an action is likely to fail

8.12 Legal recovery action does not start without giving the debtor an opportunity to reach a mutually acceptable agreement. The Council will take legal action where agreement is not reached, and against wilful non-payers and persistent defaulters.

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8.13 The Council will typically pursue the most appropriate of the following legal actions once the Court has issued an order:

an attachment to earnings order where an employer must deduct payments from salary

or wages

a charging order which attaches a legal charge to the property owned by the debtor – ie when the claimant sells or wills their dwelling the Council is an incumbent on any equity released

a warrant of execution which authorises a bailiff to seize goods of the debtor and sell them (also known as distraint)

8.14 Whilst distraint is an option available to the Council through the Courts, the Council does

not believe that it is an effective remedy against the majority of people who have been overpaid benefit and who receive low income. In such cases distraint is not recommended. However, there are occasions where it is a realistic option, particularly for example, in cases where benefit fraud has been committed by people on high incomes, and the Council considers that distraint is a valid and realistic option.

9 Decision notices

Notify claimants that an overpayment has occurred, whether it is recoverable, and how recovery is proposed

9.1 Claimants and ‘persons affected’ who are asked to repay overpayments must receive the

prescribed Decision Notice set out in Schedule 6 of the HB/CTB Regns . The HB/CTB Regns also specify that this decision notice be sent within 14 days of the decision being made. The Council issues decision notices within 2 days of the decision being made.

9.2 Sch 6 prescribes the following information be included in all decision notices. Operational procedures ensure that the Council includes this information is its decision notices.

the fact that there is a recoverable overpayment

the reason why there is a recoverable overpayment

the amount of the recoverable overpayment

how the amount was calculated

the benefit periods to which the recoverable overpayment relates

the amount of deduction from ongoing entitlement to benefit, if recovery is proposed by this method

the method of recovery for any Council Tax Benefit overpayment

the person’s right to request a written statement setting out the LA’s reasons for its decision on any matter relating to the overpayment, and the manner of its delivery and time scale prescribed

the person’s right to ask for an explanation, or to request a review of or appeal against the decision, the manner in which they must be made and time scale prescribed

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if the overpayment is recoverable from a landlord, and recovery is to be made from a different claimant’s Housing Benefit then the landlord must be informed of this

any other appropriate matter 9.3 Where recovery is not proposed from ongoing entitlement to benefit an invoice is issued to

the person from whom recovery is sought, and the covering letter explains the repayment methods – see 8 Recovery methods above.

10 Claimant and landlord rights

Make claimants and landlords aware of their rights to request a review and appeal of overpayment decisions

10.1 When deciding and seeking recovery overpayment, decision-makers do this with sensitivity

and respect for claimant rights. 10.2 Operational procedures ensure that the Council

examines the circumstances of each case and makes decisions in accordance with the

HB/CTB Regns

advises claimants and landlords of their rights – See 9 Notification of an overpayment above

applies reasonable discretion in deciding whether an overpayment is recoverable in accordance with this policy and best practice

10.3 DWP guidance states that “it is important to recognise that there is a right under the law to

appeal and LA’s should not filter or obstruct the process in any way”.

10.4 Operational procedures make claimants and other persons affected aware of their rights to request a review or appeal against overpayment decisions. These rights are contained in all decision notices relating to overpayment decisions. Operational procedures provide for requests for a review or appeal to be actioned according to the DMA Regns.

10.5 Operational procedures aim to reply to requests for an explanation, review or appeal against overpayment decisions within 10 days. As well as the appropriate response depending on the request, all replies contain the following information

the right to appeal further, how and when to do this

a simple and clear form for submitting a further appeal

direct telephone numbers to contact the Overpayments team

10.6 Claimants and persons affected may appeal outright when receiving a decision. If the

Council does not revise or supersede its original decision in favour of the claimant or landlord the appeal is automatically submitted, by law, to TAS for a Tribunal hearing.

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10.7 Tribunal hearings are judicial, though less formal than court hearings. A legally qualified

Chairman hears the appeal. The Tribunal may exceptionally comprise a Member with financial expertise. All tribunal Chairmen and Members are independent of the Council.

10.8 Operational procedures ensure that any decision by TAS is actioned on the same or following working day, unless the Council intends to appeal against the TAS decision. If the Council intends to appeal against the TAS decision the prescribed procedures and time-limits are strictly observed.

11 Quality Control and Internal Check Ensure the Council makes accurate decisions 11.1 The Council has sound and comprehensive mechanisms to ensure the quality of

overpayments work through regular training of staff, and through the Quality Checking Procedure.

11.2 Decision makers receive training and refresher training throughout the year in response to

Circulars issued by the DWP, best practice guidance issued by any government department, benchmarking intelligence that suggests good practice, responding to complaints, errors found through the Quality Checking Procedure and changes in the HB/CTB Regns .

11.3 Training is provided via dedicated subject training courses, and during fortnightly Benefits

Section Meetings. 11.4 Operational procedures provide for a daily check of 4% of work done within the Benefits

Section. Errors made by decision makers are brought to their attention, and amendments are made to their decisions when the reason for the error has been understood. Decision makers are provided with the opportunity to discuss any error identified to reinforce their knowledge.

11.5 The overall work of the Benefits Section is independently monitored by Internal Audit to

provide assurance to the Council that procedures are adequate, appropriate and can be audited for financial probity.

11.6 Internal Audit has an annual plan to monitor the work of the Benefits Section. Any

recommendations made in their reports are actioned within timetables accepted by them. 12 Policy performance Set challenging and realistic performance targets 12.1 The Council calculates all overpayments within 7 days of receiving written notification of the

change that results in the reduction of benefit. 12.2 The Local Authority is required to set targets for overpayment recovery performance, and

make annual returns for publication nationally. This is Best Value Performance Indicator

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79b (BVPI). The PI for overpayment recovery will change from April 2005 to better reflect the Council’s performance.

12.3 The Council cannot set an official target for 2002-03 until the DWP review of BVPI 79b is

concluded. However, using the formula as understood by the Council, a recovery target of 60% was set internally. An internal target for 2003-04 will also be set whether or not the DWP review the formula for BVPI 79b.

12.4 By March 2006 the Council will:

Recover 50% of overpayments

Reduce the level of outstanding overpayments by 10%

Reduce the age of the outstanding debt to 90 days

Monitor performance and report to Members 12.5 Performance of the above targets is monitored regularly and analysed to explain deviation

from expected outcomes. This is done by the maintaining of records showing overpayments created and recovered.

12.6 Reporting of performance is made to Members and Senior Officers on a monthly basis. 12.7 The Housing Benefit Service is delivered within a robust performance management system

that assist both individual and team performance.

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1

PROPOSED OUTLINE FOR A SUNDRY DEBTORS CREDIT POLICY

1. INTRODUCTION The Director of Finance & Business Strategy has responsibility, under Section 151 of The Local Government Act 1972, for administration of the financial affairs of the Council. One such area of administration is that relating to Income Collection delegated to the Director of Business Services and it is this, which is covered by this Policy. Financial Regulations covering this area are to contained in Section 4: Accounting and financial Systems, regulations 18 to 34

2. OBJECTIVES OF POLICY

The function and objectives of this Credit Policy are to protect the Council’s investment in debtors by:

Good control of debt Prompt query resolution Timely raising of invoices Valid invoices Stopping of Services Prompt recovery action Good write-off policy Authority levels Management Reporting and Performance Measurement Good management of the Sundry Debtors Data Base Consistency of approach Cost effectiveness

3. RESPONSIBILITY FOR POLICY

Director of Business Services (Overall) Group Manager, Exchequer (Compliance of FR’s, Policy, Procedures) Principal Officer, Income & Accounts Payable (Collection) Collection Team (Issue of all invoices and credit notes) Heads of Departments (advance payments for services/speedy raising of accounts) Invoice Initiators (accuracy of debt details) Members

4. NEW ACCOUNTS Wherever possible and appropriate income should be obtained in advance or at the point of supplying goods or services as this improves the authority’s cash flow and also avoids the time and cost of administering debts. Any such systems must be approved by the Director of Business Services.

The Director of Business Services, together with the relevant Executive Director or Director where appropriate, is responsible for ensuring that there is a separation of duties between the person responsible for identifying income due and the person responsible for collecting the income.

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2

Staff in some Directorates are authorised to input invoice details in the debtors system. All other staff must complete a request for a Sundry Debtors Invoice to be raised and forward it to the Income section in Business Services.

5. PAYMENT TERMS The standard is 10 Days but client departments may agree other terms following discussions with the Corporate Debt team i.e. PCT agreed terms of 30 days, Service Charges 28 days.

6. BILLING Requests to raise an invoice must be within 2 days of the charge becoming known Invoice should raised and sent to customers within 72 hours No abbreviations Clarity of Content Supporting documents accurately filed for future use Quality of Charge (evidence) Times of Service/provision Contact Purchase Order No Proforma Correct Customer Name of Invoice Raiser Name of Collector Periodic Income Accounts (i.e. Quarterly Billing)

7. METHODS OF PAYMENT Cash Cheques Direct Debits Credit Cards Debit Cards Standing Order Internet Automated Telephone Post Office Pay Point Giro’s Postal Orders

8. ACCOUNT COLLECTION

Accounts divided according to Pareto Proactive for Major Reactive System for Minor 3 days overdue 1st Letter 10 days overdue Final Demand 17 days overdue Notice of Proceedings 24 days overdue - legal

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9. QUERIES Disputes must be resolved must be resolved by the appropriate Service managers/ Budget Holders in the following timescales:

Incorrect Charge - 3 days Sub Standard Works – 14 days Work not carried out - 14 days Missing PO’s or Contact - 14 days Missing Support Documentation - 14 days Denies liability - 14 days On benefit – 14 days Goods not received – 14 days

A dispute is not resolved unless it meets one of the following conditions

Customer is correct and gets full credit Customer is partly correct and gets partial credit and agreed Customer is incorrect and accepts the charge Customer is not correct but does not accept the situation but the department is prepared to sue

10. AMENDMENTS/CREDIT NOTES

The Income section (Business Services) issues all invoices and credit notes - credit notes to replace a debt can only be issued to correct a factual inaccuracy or administrative error in the calculation and/or billing of the original debt.

Staff in Directorates must not agree to amend invoices or issue credit notes without the prior knowledge/involvement of the Income Team. Any changes must be implemented by the Income Team. Similarly, staff in the Income Team must not agree to amend invoices or issue credit notes without consulting the Directorate.

11. STOP AUTHORISATION

The circumstances when an account can be placed on stop (if appropriate) must be in accordance with Financial Regulations/Standing orders.

12. ACCOUNTS SUBJECT TO LITIGATION

Once the invoice has had full Dunning (reminder letters) the Corporate debt recovery team will decide on whether invoice should be referred to Legal Services/Bailiffs.

13. DEBT WRITE OFF The Director of Business Services is responsible for writing off bad debts where necessary. All requests for write off must be accompanied by a brief report giving the reasons for the request and supporting documentation. Write offs are subject to approval as follows: For each item up to £10,000 Director of Business Services For each item up to £25,000 Portfolio Holder with responsibility for Finance

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For items above £25,000 Cabinet A quarterly report will be submitted to Cabinet summarising write offs below £25,000.

Legal should advise where in their opinion the debt is not recoverable Where no legal action has been taken, the collection team advises department to authorise

write off Write offs must be actioned within 6 weeks of the recommendation but within the financial year

of that recommendation which ever is the shorter Split by Reason

14. BAD DEBT PROVISION

The bad debt provision is reviewed each year as part of the closure of accounts process.

< 30 days 0.00% 30 to 60 days 7.50% 60 to 90 days 15.00% 90 to 180 days 50.00% 180 to 365 days 75.00% >365 days 100.00%

15. RECEIVERSHIPS/LIQUIDATION/BANKRUPTCY/CEASED TRADING Such debts should be written off as soon as a proof of debt has been lodged

or Such debts should be removed to a “Bad Debt” section of the Sales ledger for reporting on

independently from the active ledger

16. PERFORMANCE MEASUREMENT

Aged Debt Analysis (13 month comparison) Overdue (as percentage of annual revenue) Unallocated Cash as a percentage of cash receipts (specify percentage) Credit Note to invoice Ratio Analysis of Credit Notes by Reason Code Ageing of Outstanding Disputes Cash Offset Analysis (maybe) Ledger Movement Analysis (maybe) Days Revenue Outstanding (DRO) (definitely)

17. MANAGEMENT REPORTING Age Debt Analysis (365) Age Debt Analysis (Trends) Age Debt Analysis Turnover Details (number of invoices raised in a period) Cash received in period Monthly management report which should contain the following:-

o Value of Invoices Raised o No. of invoices o Value of Credit Notes Raised o No. of Credit Notes o Value of Write-off

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o No of Write-offs o Value of:

Cash received Transfers to any Bad Debt Section not held within the sales ledger

o Value of: Ledger balance Unallocated cash Extended Credit Current Debt 1 month overdue 2 months overdue 3 months overdue 3= months overdue

o Number and value of Outstanding Queries o Number and value of accounts in legal/debt recovery agent/liquidation/bankruptcy o Days Revenue Outstanding or cash target for the new month

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Bad Debt Provision Rate Card < 30 days 0% 30 – 60 days 7.5% 60 – 90 15% 90 – 180 50% 181 – 365 75% >365 100%

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Appendix B

Harrow Council Financial Regulations

Financial Regulations – May 2004 1Appendix B SECTION 1: INTRODUCTION .........................................................................3

Status ............................................................................................................3 Roles and Responsibilities ............................................................................3

SECTION 2: RISK MANAGEMENT AND INTERNAL CONTROL ...................6 Risk Management .........................................................................................6 Internal Control .............................................................................................7 Internal Audit .................................................................................................8 External Audit ................................................................................................9 Preventing Fraud And Corruption ...............................................................10

Section 3: BUDGET PREPARATION AND MANAGEMENT .........................12 Medium Term Revenue and Capital Budget Strategy .................................12 Budget Management and Budget Monitoring ..............................................13

Section 4: ACCOUNTING AND FINANCIAL SYSTEMS ................................17 Financial & Accounting Policies, Records & Returns ..................................17 Trading Accounts ........................................................................................18 Insurance ....................................................................................................18 Income ........................................................................................................19 Ordering And Paying For Work, Goods And Services ................................21 Payments To Employees And Members .....................................................26 Imprest And Petty Cash Accounts ..............................................................27 Bank Accounts ............................................................................................28 Retention of Documents .............................................................................28

Section 5: PROPERTY AND RESOURCES ..................................................30 Asset Management .....................................................................................30 Treasury Management ................................................................................31 Pension Fund Investment ...........................................................................31 Trust Funds, Funds Held For Third Parties And Other Voluntary Funds .....31

Section 6: PROJECTS, PARTNERSHIPS AND EXTERNAL FUNDING .......33 Projects and Partnerships ...........................................................................33 Public Finance Initiative (PFI) and Local Improvement Finance Trust (LIFT) ....................................................................................................................34 External Funding .........................................................................................35 Work For Third Parties ................................................................................36 Work by Third Parties .................................................................................36

Appendix 1 – Associated Policies and Detailed Guidance .............................37 Financial Regulations – May 2004 2Appendix B Financial Regulations – May 2004 3 SECTION 1: INTRODUCTION Status 1. Financial regulations provide the framework for managing the authority’s financial affairs. They apply to every member and officer of the authority and anyone acting on its behalf. They are an

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integral part of the Council’s Constitution and should be read in conjunction with those sections of the Constitution that cover Contract Procedure Rules and Officer Delegations. 2. Failure to comply with these financial regulations may result in disciplinary action. Roles and Responsibilities 3. The Director of Financial and Business Strategy is the Council’s Chief Finance Officer under Section 151 of the Local Government Act 1972. The Chief Finance Officer is responsible for the proper administration of the Council’s financial affairs. 4. Under Section 114A of the Local Government Finance Act 1988 the Chief Finance Officer must make a report if it appears that �� the executive is about to make a decision which involves or would involve unlawful expenditure �� the executive has taken or is about to take a course of action which would be unlawful and likely to cause a loss or deficiency on the part of the authority �� the executive is about to enter an item of account the entry of which is unlawful �� the expenditure of the authority incurred in a financial year is likely to exceed the resources available to meet that expenditure 5. Such a report should be prepared in consultation with the Chief Executive and the Monitoring Officer. 6. In relation to the budget, under Section 25 of the Local Government Act 2003 the Chief Finance Officer must report to the authority on the robustness of the estimates and the adequacy of proposed reserves. There is also a requirement to carry out budget monitoring and to take action to deal with any matter arising. Appendix B

7. The role of the Chief Finance Officer is defined in detail in the Council’s Constitution.

8. The Director of Financial and Business Strategy is responsible for maintaining a continuous review of financial regulations and submitting any material additions or changes necessary to the full Council for approval. The Director of Financial and Business Strategy will also issue and maintain more detailed notes of guidance and practice notes from time to time, as required to supplement these Financial Regulations, with which all Members and staff of the Council shall comply.

9. In particular the Financial Regulations are supported by detailed guidance on budget preparation, budget monitoring, closure of accounts, and the use of purchasing cards. See Appendix 1 for more details.

10. The Financial Regulations are also supported by a detailed scheme of delegation which sets out limits for authorising financial transactions.

11. The Director of Financial and Business Strategy is responsible for reporting, where appropriate, breaches of the financial regulations to the Council and/or to the Executive members.

12. Responsibility for the day to day management of financial services and related activities is located as follows:

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Director of Financial and Business Strategy

Director of Business Services

Director of Organisational Effectiveness and HR

Director of Professional Services

Budget strategy

Accounting

Treasury management

Pension investment

Procurement

Audit and Risk Management

Creditors and Debtors

Corporate Fraud

Insurance

Cashiers

Revenues and Benefits

Mortgages

Payroll

Pension administration

Asset Management

Financial Regulations – May 2004 4Appendix B

13. Responsibility for corporate governance is shared between the Director of Financial and Business Strategy, the Director of Organisational Performance, the Director of Organisational Effectiveness and HR, and the Borough Solicitor (the Council’s monitoring officer).

14. The Director of Business Services is responsible for the collection of council tax and business rates, the operation of the Housing Benefit system, and assessments.

15. Executive Directors and Directors are responsible for ensuring that all staff in their departments are aware of the existence and content of the authority’s financial regulations and other internal regulatory documents and that they comply with them. They must also ensure that an adequate number of copies are available for reference within their departments. Where a Chief Officer employs a consultant or external contractor to undertake any function which might otherwise be undertaken by a direct employee of the Council, the individual(s) concerned must act in accordance with these Regulations and must be made aware by the appropriate Chief Officer of this requirement.

16. Executive Directors and Directors may delegate responsibilities set out in these regulations, but remain accountable for their operation. Delegations must be in writing and maintained in line with the corporate standard.

17. All members and staff have a general responsibility for taking reasonable action to provide for the security of the assets under their control, and for ensuring that the use of these resources is legal, is properly authorised, provides value for money and achieves best value.

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Financial Regulations – May 2004 5Appendix B Financial Regulations – May 2004 6 SECTION 2: RISK MANAGEMENT AND INTERNAL CONTROL Risk Management 1. All organisations face risks to their people, property, finances, services, reputation and continued operations. Risk management is about systematically identifying and actively managing these risks. It is an integral part of good business practice and is essential to securing the Council’s assets and to ensuring continued financial and organisational well being. 2. Risk can be mitigated by �� transferring the risk to a third party, eg through insurance �� implementing additional controls to minimise the likelihood of the risk occurring and/or minimising its potential impact (eg through regular inspection and continuous monitoring of identified key risk areas) �� establishing and regularly testing business continuity and disaster recovery procedures to deal with the consequences of events and minimise potential disruption. 3. Harrow Council has identified its key strategic risks and is developing detailed risk registers and action plans for each Directorate. These will be monitored on a regular basis. 4. The Director of Financial and Business Strategy is responsible for preparing and promoting the authority’s risk management policy and strategy, securing the endorsement of the Council, and maintaining the strategic risk register. 5. Executive Directors and Directors are responsible for ensuring that there is a continuous review of exposure to risk within their departments, maintaining detailed risk registers and action plans, and maintaining business continuity plans. 6. It is essential that risk management is incorporated into business processes in line with corporate guidelines. These processes include budget preparation and service planning, budget monitoring and performance management, programme and project management, procurement and contract management. Appendix B

Internal Control

7. Internal control refers to the systems devised by management to guard against risk and promote achievement of objectives. More specifically, internal controls promote:

(a) achievement of business objectives and performance standards.

(b) compliance with plans, policies, procedures, codes of conduct, laws and regulations.

(c) the reliability, integrity, timeliness and usefulness of information.

(d) the legality of transactions and compliance with approved budgets and procedures.

(e) the safeguarding of people, property, finances, services, continued operations and reputation.

8. Internal controls are an essential part of the Council’s risk management arrangements and should be reviewed on a regular basis. Control systems should provide for clarity of policies, objectives, targets, responsibilities and accountabilities, and appropriate

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authorisations and approvals, separation of duties, level of internal check, management information and physical safeguards.

9. The Director of Financial and Business Strategy is responsible for assisting the authority in putting in place an appropriate control environment and effective internal controls which provide reasonable assurance of effective and efficient operations, financial stewardship, probity and compliance with all applicable statutes, regulations and codes of practice.

10. Executive Directors and Directors are responsible for establishing, maintaining, monitoring and reporting on systems of internal control which guard against risk and promote the achievement of objectives.

11. The Account and Audit Regulations 2003 require the publication of a Statement of Internal Control with the financial statements from 2003/04 onwards. The statement represents the end result of a review of internal control and risk management, and includes a description of the internal control environment, the review process, and any significant issues. The Committee responsible for internal control should seek to satisfy itself that it has obtained sufficient, relevant and reliable evidence to support the disclosures made. Following approval the statement is signed by the Chief Executive and the Leader of the Council.


Internal Audit

12. Internal audit is an independent appraisal function that advises management on the effectiveness of their systems of internal control. The Group Manager (Audit and Risk) is the Council’s Chief Internal Auditor.

13. The key features of internal audit are:

(a) it is independent of service operations in its planning and operation.

(b) it has sufficient organisational status to facilitate effective discussion and negotiation of the results of its work.

(c) it utilises risk based methodologies in planning and delivering its work and does not have undue limitations placed on its scope.

(d) the Group Manager (Audit and Risk) has direct access to senior managers, elected members and the external auditor as appropriate.

(e) internal auditors comply with guidance issued by professional bodies.

14. Internal auditors have the authority to:

(a) access authority premises at reasonable times.

(b) access all assets, records, documents, correspondence and control systems.

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(c) receive any information and explanation considered necessary concerning any matter under consideration.

(d) require any employee of the authority to account for cash, stores or any other authority asset under his or her control.

(e) access records belonging to third parties, such as contractors, when required (note that contracts should specify access rights)

(f) directly access the senior managers and elected members where appropriate.

15. The Director of Financial and Business Strategy provides professional advice on the strategic and annual audit plans prepared by the Group Manager (Audit and Risk), which take account of the characteristics and relative risks of the activities involved.

16. Executive Directors and Directors are required to notify the Group Manager (Audit and Risk) of new areas of risk which may need to be subject to audit review and ensure that internal auditors are given access at all reasonable times to premises, personnel, documents and assets and


provided with information and explanations that the auditors consider necessary for the purposes of their work.

17. Executive Directors and Directors are also required to consider and respond promptly to recommendations in audit reports, ensure that agreed actions arising from audit recommendations are carried out in a timely and efficient fashion and in line with the timescale agreed with the Group Manager (Audit and Risk), and report on progress.

External Audit

18. The Audit Commission appoints the Council’s external auditor.

19. The basic duties of the external auditor are defined in the Audit Commission Act 1998 and the Local Government Act 1999. Duties are carried out in accordance with the code of audit practice issued by the Audit Commission. This requires the auditor to review and report upon:

(a) the financial aspects of the audited body’s corporate governance arrangements.

(b) the audited body’s financial statements which must ‘present fairly’ the financial position of the authority.

(c) aspects of the audited body’s arrangements to manage its performance, including the preparation and publication of specified performance information and compliance in respect of the preparation and publication of the BVPP.

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20. The Director of Financial and Business Strategy facilitates the development of the annual audit plan, leads on any negotiations related to the annual audit fee and advises the full Council, Executive and Executive Directors and Directors on their responsibilities in relation to external audit and issues arising from the annual audit letter.

21. Executive Directors and Directors are required to ensure that external auditors are given access at all reasonable times to premises, personnel, documents, and assets, and provided with information and explanations which the external auditors consider necessary for the purposes of their work.

22. Executive Directors and Directors are also required to consider and respond promptly to recommendations in audit reports, ensure that agreed actions arising from audit recommendations are carried out in a timely and efficient fashion and in line with the timescale agreed with the external auditor, and report on progress.


Preventing Fraud And Corruption

23. The Council is responsible for substantial public funds and other assets and has a duty to demonstrate the highest standards of probity and stewardship in the day to day management of its affairs. It is therefore essential to develop and maintain an anti-fraud culture and to create a working climate in which all staff and elected members remain alert to the potential for fraudulent or corrupt behaviour against the Council from outside or inside the organisation and are aware of the mechanisms available for the confidential reporting and investigation of any reported instances.

24. The key controls regarding the prevention of financial irregularities are that:

(a) the authority has an effective anti-fraud and corruption policy and maintains a culture that will not tolerate fraud or corruption.

(b) internal control systems exist which minimise the risk of fraud and corruption occurring.

(c) all members and staff act with integrity and lead by example.

(d) senior managers are required to deal swiftly and firmly with those who defraud or attempt to defraud the authority or who are found to be corrupt.

(e) high standards of conduct are promoted amongst members by the standards committee.

(f) a formal code of conduct is established and widely publicised and, as part of this, a register of interests is maintained.

(g) whistle blowing procedures are in place and operate effectively.

(h) legislation including the Public Interest Disclosure Act 1998 is adhered to.

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25. The Council’s whistle blowing policy can be found on the intranet under Organisational Development, Personnel Policies.

26. The Director of Financial and Business Strategy is responsible for developing and maintaining an anti-fraud and corruption policy and ensuring that effective internal controls are in place to minimise the risk of fraud, corruption and financial irregularities.

27. The Director of Business Services is responsible for the corporate fraud team and ensuring that effective procedures are in place to identify fraud and investigate promptly any suspected fraud. The team investigates cases of both internal fraud and external fraud.


28. Executive Directors and Directors must ensure that where financial impropriety is discovered or suspected, the Director of Business Services and the Group Manager (Audit and Risk) is informed immediately and take all necessary steps to prevent further loss and to secure records and documents against removal or alteration. Executive Directors and Directors must ensure the full co-operation of senior management in any investigation and instigate the authority’s disciplinary procedures where the outcome of an audit investigation indicates improper behaviour.


Section 3: BUDGET PREPARATION AND MANAGEMENT

Medium Term Revenue and Capital Budget Strategy

1. Harrow Council is a complex organisation responsible for delivering a wide variety of services. The budget is the financial expression of the authority’s plans and policies and it is essential that resources are directed towards service priorities.

2. The Council prepares a medium term revenue and capital budget strategy each year which covers a three year period. The budget preparation cycle commences in the summer. The medium term capital and revenue budget strategies and Housing Revenue Account are agreed by Cabinet for consultation in December and, following consultation, approved in February when council tax and rents are set.

3. The budget preparation process is aligned to service planning. In broad terms the timetable is as follows:

May/June Budget guidance issued

June/July High level service plans prepared

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September Current medium term budget strategy revised

Development of capital programme including preparation of business cases and feasibility studies as appropriate

October Critical challenge

December Draft medium term capital and revenue budget strategies and draft medium term HRA reported to cabinet, based on estimated resources available

January Consultation with stakeholders

February In year revenue budget, capital programme and HRA approved, together with medium term plans. Council tax and rent levels set


4. The Director of Financial and Business Strategy is responsible for issuing guidance to Executive Directors and Directors, co-ordinating the budget process, and ensuring that it is integrated with service planning and that there is effective consultation with Members, officers and other stakeholders. The Director of Financial and Business Strategy is ultimately responsible for ensuring that a legal budget is approved by the Council. It is illegal for an authority to budget for a deficit. Under the Local Government Act 2003 the Director of Financial and Business Strategy is required to comment on the robustness of the budget and adequacy of reserves.

5. The Director of Financial and Business Strategy is responsible for ensuring that detailed controls are established for the creation of new reserves and any disbursements there from.

6. The Director of Financial and Business Strategy is responsible for providing advice on available funding options including central government grants, options for borrowing and other ad hoc opportunities as they arise.

7. Executive Directors and Directors are responsible for responding to the guidance, meeting deadlines, and identifying issues and risks which have an impact on the budget over the three year planning period. They should have regard to Corporate priorities, statutory requirements, spending patterns and pressures revealed through the budget monitoring process, and should ensure that the revenue costs of proposed capital schemes and any capital costs relating to revenue decisions are identified.

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Budget Management and Budget Monitoring

8. The general format of the revenue budget will be approved by the full Council following recommendation by the Cabinet and having considered the advice of the Director of Financial and Business Strategy. The capital programme including a list of schemes and the source of funding will be approved by the Cabinet.

9. A detailed Budget Book will be published at the start of each financial year. The format of the budget book determines the level of detail to which financial control and management will be exercised. There is a page for each service area, for instance Street Cleansing, that analyses the budget by subjective headings such as employees, premises and supplies and services.

10. Executive Directors and Directors must ensure that there is a clear allocation of responsibility for revenue budgets at cost centre level and capital schemes within their areas. Budget responsibility should be

Financial Regulations – May 2004 13Appendix B Financial Regulations – May 2004 14 aligned as closely as possible to the decision making that commits expenditure. 11. Executive Directors and Directors have authority to incur expenditure on the approved policies and activities of the Council where financial provision exists in the approved budget for the year. 12. In general a revenue budget is available for the year in question and overspends or unspent balances will not be carried forward. However, in exceptional circumstances the Cabinet may agree to carry forward an overspend or unspent balances from one year to the next. Unspent balances will only be carried forward where: �� The Council’s revenue budget is not overspent in total �� The item in question is a high priority �� There is a good reason for delay in carrying out the activity/project �� The cost cannot be accommodated within the new year budget �� If the activity/project is grant funded, the terms and conditions allow the unspent/unclaimed grant to be carried forward UVirement Policy 13. A virement is a transfer during the year between the budget headings shown in the budget book. For instance a virement is a transfer between premises and supplies and services in a particular service area or between service areas. 14. Adjustments within a particular subjective heading in a particular service area do not constitute virements (eg, transfer from stationery to printing within Street Cleansing). Adjustments to one particular budget line across cost centres in the same Directorate do not constitute virements (eg, transfer from stationery in Street Cleansing to stationery in Public Conveniences). Appendix B

15. The Council’s virement policy for revenue budgets and capital schemes is set out below:

Virement Approval Required

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Revenue virements and changes to approved capital schemes up to £100,000

Executive Director

£100,000 and above Cabinet (or Portfolio Holder Decision where the matter is urgent)

Notes:

i) where a virement is moving funds from one Executive Directorate to another, both Executive Directors must approve the transfer

ii) where a virement exceeds both £10,000 and 25% of either of the budgets concerned the Director of Financial and Business Strategy should be notified

iii) where a new capital scheme is to be added to the programme or an existing capital scheme is to be deleted from the programme Member approval must be sought

16. Where new grants/funds are secured during the year the relevant expenditure and income budgets should be adjusted and significant changes (over £100,000) should be included in the budget monitoring reports to Cabinet. Such adjustments do not constitute virements.

Budget Monitoring

17. The Director of Financial and Business Strategy is responsible for reporting the financial position relative to the revenue budget and capital programme to the Corporate Management Team and the Cabinet on a regular basis. However, budgetary control is a continuous process that holds designated managers accountable for defined elements of the budget and enables ongoing review and adjustment of budget targets during the course of the financial year.

18. Executive Directors and Directors are responsible for ensuring that they manage expenditure within the budget available. Overspends and underspends relative to the approved budget may occur for a variety of reasons but should be closely monitored and corrective action taken by


managers as soon as a potential problem is identified. Where an overspend in one area can be offset by an underspend in another area a virement is required.

19. Executive Directors and Directors should ensure that a monitoring process is in place to review performance levels/ levels of service in conjunction with the budget and is

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operating effectively. Budget monitoring should reflect the level of risk associated with particular budgets.

20. The draft development and delivery of the capital programme is managed through the Capital Forum which is chaired by the Director of Strategy, Urban Living, and includes representatives from each service area, the Director of Financial and Business Strategy, and corporate finance representatives. This group develops the draft programme for future years relative to the Council’s asset management plans, monitors progress on current schemes, and recommends action where slippage or potential overspending is identified.

21. Executive Directors and Directors should ensure that credit arrangements, such as leasing agreements, are not entered into without the prior approval of the Director of Financial and Business Strategy and, if applicable, approval of the scheme through the capital programme.

22. Executive Directors and Directors should consult the Director of Financial and Business Strategy on proposals to bid for external funding to support expenditure that has not already been included in the approved revenue budget or capital programme (see section on External Funding).


Section 4: ACCOUNTING AND FINANCIAL SYSTEMS

Financial & Accounting Policies, Records & Returns

1. Maintaining appropriate financial systems and proper accounting records is one of the ways in which the authority discharges its responsibility for stewardship of public resources. All the authority’s transactions, material commitments and contracts and other essential accounting information must be recorded completely, accurately and on a timely basis. All prime documents must be retained in accordance with legislative and other requirements.

2. The Director of Financial and Business Strategy is responsible for the preparation of the authority’s statement of accounts, in accordance with proper practices as set out in the Code of Practice on Local Authority Accounting in the United Kingdom: A Statement of Recommended Practice (CIPFA/LASAAC), for each financial year ending 31 March. Detailed guidance is issued to Executive Directors, Directors and Finance Managers each year to ensure that the relevant information is collected and that the statutory deadline is achieved.

3. The accounts are subject to external audit, the objective of which is to provide assurance that the accounts have been prepared properly, that proper accounting practices have been followed and that high quality arrangements have been made for securing economy, efficiency and effectiveness in the use of the authority’s resources.

4. The Council will appoint a Committee with specific responsibility for approving the statutory annual statement of accounts. This may be an ad hoc committee.

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5. The Director of Financial and Business Strategy is responsible for implementing appropriate accounting policies which comply with statutory requirements and codes of practice and ensuring that they are applied consistently. The accounting policies are set out in the statement of accounts which is prepared as at 31 March each year. The Director of Financial and Business Strategy is also responsible for determining the accounting procedures and records for the authority. Where these are maintained outside the finance department, or outside the Authority, the Director of Financial and Business Strategy must approve the controls to be applied in consultation with the Executive Director concerned.

6. The Director of Financial and Business Strategy is responsible for ensuring there is adequate separation of duties in evidence in the accounting procedures.


7. Executive Directors and Directors must adhere to the accounting policies and guidelines approved by the Director of Financial and Business Strategy, supply information as and when required, and ensure that the advice of the Director of Financial and Business Strategy is sought on the development and implementation of any localised systems of costing, accounting and financial control. All local systems must be integrated with the central accounting system as far as possible and reconciled to the central accounting system on a regular basis.

8. Executive Directors and Directors must ensure that the organisational structure reflects an appropriate segregation of duties to provide adequate internal controls and to minimise the risk of fraud or other malpractice.

9. Executive Directors and Directors should maintain adequate records to provide an audit trail leading from the source of income/expenditure through to the accounting statements and ensure the secure retention of all documents and vouchers with financial implications for the periods stipulated by the Director of Financial and Business Strategy.

Trading Accounts

10. In some areas, for instance financial services provided to Schools, the Council operates trading accounts. This means that the costs and income from charges relating to the service are ring-fenced in the accounts. Any surplus or deficit is added to a reserve each year.

11. The Director of Financial and Business Strategy is responsible for ensuring that trading accounts are treated properly in the Council’s accounts.

12. Executive Directors and Directors are responsible for ensuring that, in line with the Local Government Act 2003, charges are set to recover costs without building up significant surpluses, and that any changes in take up of the service which could result in a deficit are reported at an early stage. All charges must be reviewed on a regular basis.

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Insurance

13. The Council maintains insurance cover to deal with the financial consequences of any incident which may give rise to a claim being made by/against the Council or result in financial cost or loss which may not otherwise be provided for. The extent to which the council “self insures” is informed by the perceived risk and the Council’s claims history.

14. The Director of Business Services is responsible for effecting corporate insurance cover, through external insurance and internal funding, and negotiating all claims in consultation with other officers, where necessary.


15. Executive Directors and Directors should notify the Director of Business Services immediately of any loss, liability or damage that may lead to a claim being made by/against the Council. Executive Directors and Directors should ensure that employees, or anyone covered by the authority’s insurances, do not admit liability or make any offer to pay compensation that may prejudice the assessment of liability in respect of any insurance claim. It is imperative that officers comply with the timescales for investigating claims and the insurer’s conditions. Failure could directly affect the authority’s ability to make or defend a claim or could result in financial penalties being imposed on the authority.

16. Executive Directors and Directors should notify the Director of Business Services promptly of all new risks, properties or vehicles that may require insurance, and of any alterations or disposals affecting existing insurances.

17. Executive Directors and Directors should consult the Director of Business Services and seek legal advice on the terms of any indemnity that the authority is requested to give.

Income

18. Responsibility for the collection of all income due to the Council lies with the Director of Business Services. Receovery processes are covered by the Corporate Debt, Housing Rents, Penalty Charge Notices, Housing Benefit Overpayment and Council Tax/NNDR Recovery Policies (March 2006 versions)

19. The Council collects substantial amounts of income from fees and charges and effective income collection systems are necessary to ensure that all income due is identified, collected, receipted and banked properly, and that VAT is correctly accounted for.

20. Wherever possible and appropriate income should be obtained in advance or at the point of supplying goods or services as this improves the authority’s cash flow and

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also avoids the time and cost of administering debts. Any such systems must be approved by the Director of Business Services.

21.

22. The Corporate Account Receivables section (Business Services) issues all invoices and credit notes - credit notes to replace a debt can only be issued to correct a factual inaccuracy or administrative error in the calculation and/or billing of the original debt.


23. The Director of Business Services, together with the relevant Executive Director or Director where appropriate, is responsible for ensuring that there is a separation of duties between the person responsible for identifying income due and the person responsible for collecting the income.

24.. The Corporate Account Receivables section issues reminders at key stages in the process. Where income is outstanding after at least 30 days the Income Team may consider legal action, using bailiffs or referring the case to a debt recovery agent. The Corporate Account Receivables section should notify the relevant officer in the Directorate of the proposed action. All costs for legal action, bailiffs or debt recovery agents should be recovered from the debtor wherever possible – if this is not possible recovery costs will be charged to the originating service.

25. Staff in Directorates must not agree to amend invoices or issue credit notes without the prior knowledge/involvement of the Income Team. Any changes must be implemented by the Income Team. Similarly, staff in the Income Team must not agree to amend invoices or issue credit notes without consulting the Directorate.

26. The Director of Business Services is responsible for writing off bad debts where necessary. All requests for write off must be accompanied by a brief report giving the reasons for the request and supporting documentation.

27. Write offs are subject to approval as follows:

For each item up to £10,000 Director of Business Services

For each item up to £25,000 Portfolio Holder with responsibility for Finance

For items above £25,000 Cabinet

28. A quarterly report will be submitted to Cabinet summarising write offs below £25,000.

29. Where invoices are writtenoff, the cost will be met by the originating service.


30. Executive Directors and Directors are responsible for ensuring that all income due is identified and that either the invoice details are input into the system or a request to

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raise a Sundry Debtors Invoice is submitted to the income team in Business Services in a timely manner.

31. Executive Directors and Directors are responsible for ensuring that any cash or cheques received by their staff are stored securely whilst in their possession and passed as soon as possible to the Director of Business Services, or as he or she directs, to the authority’s bank or National Giro account, and properly recorded.

32. Income must not be used to cash personal cheques.

33. Income must not be used to make other payments on behalf of the Council.

34. Executive Directors and Directors must notify the Director of Financial and Business Strategy of any contracts, leases or other arrangements entered into, which involve the payment of money to the Council.

Ordering And Paying For Work, Goods And Services

35. The authority’s procedures are designed to ensure that services obtain value for money from their purchasing arrangements. These procedures should be read in conjunction with the authority’s procurement policy and contract procedure rules.

36. The Council has set a local target for the payment of supplier invoices within 30 days of receipt and this is monitored as a performance indicator. Suppliers may impose penalties for late payment where certain conditions are satisfied.

37. Every officer and member of the authority must declare any links or personal interests that they may have with suppliers and/or contractors if they are engaged in contractual or purchasing decisions on behalf of the authority, in accordance with appropriate codes of conduct.

Purchasing Cards

38. Purchasing cards are the council’s preferred method for buying works, goods and services as they remove much of the processing associated with orders and invoices.

39. Each Directorate has a number of card holders and authorisers. Key controls are built into the system through card limits, merchant categories, defined suppliers, and other measures.


40. The Director of Financial and Business Strategy is responsible for issuing guidance on the use of purchasing cards, issuing the cards themselves, and, together with the relevant Executive Director or Director where appropriate, ensuring that there is a separation of duties between the person authorising the transaction and the cardholder.

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41. Misuse of a purchasing card constitutes gross misconduct and could result in dismissal.

42. Executive Directors and Directors are responsible for ensuring the cards are operated in a responsible manner and that they are only used where there is sufficient budget available to cover the cost of the transaction. All lost or stolen cards must be reported to the Group Manager (Procurement and Community Links) immediately.

43. The purchasing card accounts are settled through the bank on a monthly basis. Detailed statements are provided to enable cardholders to check transactions and coding.

Purchase Orders

44. Where a transaction cannot be effected through a purchasing card a purchase order must be raised.

45. Official orders must be in a form approved by the Director of Financial and Business Strategy and must be issued for all work, goods or services to be supplied to the authority, except for supplies of utilities, periodic payments such as rent or rates, petty cash purchases or other exceptions specified or agreed by the Director of Financial and Business Strategy. Standard terms and conditions must not be varied without the prior approval of the Director of Financial and Business Strategy.

46. Executive Directors and Directors are responsible for ensuing that unique pre-numbered official orders are used for all goods and services, other than where specific exceptions have been formally agreed; for ensuring that no orders are issued for goods or services where the cost is not covered by an approved budget; and for maintaining proper records to support all transactions.

47. Commitments should be entered onto the Finance System by Finance staff or administrative staff and cancelled once the invoice has been processed. This is extremely important as it ensures that the finance system gives a true picture of the amount of expenditure incurred and the balance remaining against each budget head.

48. Official orders must not be raised for any personal or private purchases, nor must personal or private use be made of authority contracts.

Financial Regulations – May 2004 22Appendix B Financial Regulations – May 2004 23Appendix B

Creditor Payments

49. As noted above the purchase card accounts are settled directly with the bank.

50. Where a purchase order has been raised, the supplier will normally send an invoice to the originating Directorate.

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51. Some staff in Directorates are authorised to input invoice details directly on to the creditors system. They then send batches of invoices to the payments team in Business Services. All other staff must complete an invoice certification slip and send it with the invoice and a copy of the purchase order to the payments team in Business Services.

52. For large Corporate contracts (eg, BT and Pertemps), the supplier sends a spreadsheet to the Procurement Team listing all transactions in place of individual invoices. The spreadsheet is forwarded to the Payments team and uploaded into the creditors system.

53. Payment of all invoices and corporate contracts is made by the Accounts Payable Team. The preferred method of payment for invoices is BACS and all suppliers/contractors are asked to complete a BACS form.

54. The Accounts Payable Team will issue vouchers to contractors as required under the Construction Industry Scheme.

55. Payment must not made unless a proper VAT invoice (or spreadsheet in an approved format) has been received, checked, coded and certified for payment, confirming:

(a) that the invoice matches the order

(b) receipt of goods or services

(c) that the invoice has not previously been paid.

(d) that prices and arithmetic are correct and accord with quotations, tenders, contracts or catalogue prices.

(e) correct accounting treatment of tax.

(f) that the invoice is correctly coded.

(g) that discounts have been taken where available.

(h) that appropriate entries will be made in accounting records.

56. The Director of Business Services, together with the relevant Executive Director or Director where appropriate, is responsible for ensuring that


there is a separation of duties between the person authorising the invoice and the person authorising the payment.

57. Executive Directors and Directors are responsible for ensuring that suppliers are requested to provide invoices for goods, services and works in a timely manner.

58. With regards to contracts for works, Executive Directors and Directors should document and agree with the Director of Financial and Business Strategy the systems and procedures to be adopted in relation to certification of interim and final payments.

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59. Where a payment under a contract varies from the value specified in the contract, documentation must be obtained to explain the variation, approved as necessary, and retained on file to provide a full audit trail.

Use of Consultants

60. Executive Directors and Directors must ensure that their staff are familiar with the Council’s guidelines on use of consultants and understand the distinction between employment and a contract for consultancy services. If a consultant is brought in to cover a vacant post or carry out a role similar to that of a member of staff then it is likely that the Council will be required to treat them as employed for tax purposes and pay them via the payroll. In these circumstances the Council’s recruitment policies should be applied.

61. Where a consultant is required to carry out a project which has a clear start and end date and is described in a brief or specification, and where the consultant will be taking on the risk and providing their own premises, equipment and insurance etc, then it is likely that the work will be governed by a contract and the consultant will be paid via the creditors system. In these circumstances the Council’s contract procedure rules should be applied. The insurance requirements must be clear in the documentation supporting the contract and evidence that the policy is in place should be obtained from the consultant.

62. Executive Directors and Directors must ensure that where payments are to be made to consultants other than through the Council’s payroll system, that there is a clear justification for this and that there are no tax implications that may arise.

63. In circumstances where it is unclear whether the use of a consultant is employment or a contract for services, Executive Directors and Directors must consult the Payroll Manager.

Financial Regulations – May 2004 25Appendix B Financial Regulations – May 2004 26 UTaxation (CIS and VAT) 64. The Director of Financial and Business Strategy is responsible for providing information to the Inland Revenue in relation to the Construction Industry Tax Deduction Scheme as required and advising Executive Directors and Directors of their responsibilities under the scheme. 65. The Director of Financial and Business Strategy is responsible for completing the monthly return of VAT (inputs and outputs) to HM Customs & Excise. 66. Loans, leasing or rental agreements must not be entered into without prior agreement from the Director of Financial and Business Strategy. Payments To Employees And Members 67. Staff costs are the largest item of expenditure for most services. It is therefore important that payments are accurate, timely, made only where they are due for services to the authority and that payments accord with individuals’ conditions of employment. It is also important that all payments are accurately and completely recorded and accounted for and that members’ allowances are authorised in accordance with the scheme adopted by the full Council. 68. In addition, the Council is accountable to the Inland Revenue for

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making accurate deductions from payments to staff and may be subject to penalties for non-compliance. 69. The Director of Organisational Effectiveness and HR is responsible for payroll and pension administration. This includes: �� ensuring that arrangements are in place for the secure and reliable payment of salaries, wages, pensions, compensation or other emoluments to existing and former employees on the due date and in accordance with agreed certification procedures �� recording and making arrangements for the accurate and timely payment of tax, superannuation and other deductions; and completing Inland Revenue returns �� ensuring that arrangements are in place for payment of all travel and subsistence claims or financial loss allowance. �� ensuring that arrangements are in place for paying members travel or other allowances upon receipt of the prescribed form, duly completed and authorised. Appendix B Financial Regulations – May 2004 27 70. Executive Directors and Directors are responsible for ensuring that �� appointments are made in accordance with the regulations of the authority and approved establishments, grades, scales of pay and approved budget levels. �� all appointments, terminations or variations which may affect the pay or pension of an employee or former employee, are notified promptly and in the form and to the timescale required and properly authorised by the line manager and staff nominated by the Director of Organisational Effectiveness and HR �� adequate and effective systems and procedures are operated, so that: • payments are only authorised to bona fide employees. • payments are only made where there is a valid entitlement. • conditions and contracts of employment are correctly applied. • employees’ names listed on the payroll are checked at regular intervals to verify accuracy and completeness. 71. Executive Directors and Directors should give careful consideration to the employment status of individuals employed on a self-employed consultant or subcontract basis. The Inland Revenue applies a tight definition for employee status, and in cases of doubt, advice should be sought from the Payroll Manager. (see section on use of consultants above) Imprest And Petty Cash Accounts 72. An imprest or petty cash account must only be used where it is not appropriate to use a purchasing card or purchase order for the goods or services in question. It is the responsibility of Executive Directors and Directors to ensure that systems are in place to monitor and control this. 73. Imprest and petty cash accounts can facilitate: • urgent purchases where officers are unable to obtain goods or services in a timely manner to allow the continued delivery of the service • Very minor items of expenditure where it would not be cost effective to use a purchasing card or purchase order 74. The council has a single petty cash account operated by Cashiers (Business Services). There are a number of imprest holders across the Council. The establishment of, and procedures for the operation of, imprest accounts must be approved by the Director of Business Services. Appendix B

75. Officers must complete an official petty cash voucher to draw cash or a cheque from petty cash or an imprest account. Supporting documentation must be attached including VAT receipts and the voucher should be authorised to confirm that the expenditure is reasonable and there is sufficient budget provision to cover the expenditure.

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76. Where the sum required exceeds £100 in cash or £250 by cheque the voucher must be countersigned by a Director. Where the sum required exceeds £500 the voucher must be countersigned by the Director of Business Services or an Executive Director.

77. Where claims are taxable they will be reimbursed via the payroll rather than in cash. Detailed advice on taxable benefits can be obtained from the payroll manager.

78. Imprest holders must reconcile their accounts on a monthly basis or prior to seeking reimbursement. Imprest holders should seek reimbursement from the main petty cash account through Cashiers using the standard documentation and attaching supporting information. A certificate of value must be completed once a year and the cash/receipts must be produced on demand.

79. Imprest accounts must never be used to cash personal cheques or to make personal loans and the only payments into the account should be the reimbursement of the float and change relating to purchases where an advance may have been made on an exceptional basis.

Bank Accounts

80. The Director of Financial and Business Strategy is responsible for opening all bank accounts and agreeing the associated mandates.

81. The Director of Business Services is responsible for managing the banking contract and the day to day administration and reconciliation of accounts.

82. Staff must not open accounts in the name of the Council, Members or officers unless they are acting on the instructions of the Director of Financial and Business Strategy. Opening an unauthorised bank account is a disciplinary offence.

Retention of Documents

83. Documents such as orders, supplier invoices, sales invoices, statements, vouchers, and working papers should be filed promptly and in a logical order (by date, reference number, or alphabetically as appropriate) such that they can be easily located. Documents that are to be archived must


be stored in the boxes provided and the boxes must be clearly marked with the contents, date of archiving, and destruction date so that they can be easily retrieved if required.

84. Certain records such as mortgages, bonds, stocks and other holdings, insurance, contracts, pension information and transfer values should be held indefinitely. Documentation relating to PFI contracts should be retained for the period of the contract plus 12 years. Other contract documents including the final account where

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the contract is under seal should be retained for 12 years. The majority of accounting records should be retained for a period of 6 years following audit.


Section 5: PROPERTY AND RESOURCES

Asset Management

1. The authority holds substantial assets in the form of property, vehicles, equipment, furniture and other items.

2. Each year the Council produces asset management plans (AMPs) for Schools, Housing and Corporate assets. These plans show the number and value of the assets held, how assets are used and whether they are operational or non-operational, running costs, the condition of assets and the maintenance required. The plans inform the Council’s capital and revenue budget strategy and disposals policy.

3. The Asset Management Plans are supported by detailed asset registers. The registers are used as a day to day management tool and to provide information for the Council’s accounts and insurance purposes.

4. It is important that assets are safeguarded and used efficiently in service delivery, and that there are arrangements for the security of both assets and information required for service operations.

5. Equally important are the arrangements for the disposal of assets at the end of their useful lives, partly in order to ensure that the best price is obtained where an asset may have some residual value but, more importantly, to ensure that legal and environmental issues are addressed, especially in relation to redundant computer equipment.

6. The Director of Professional Services, Urban Living, is responsible for corporate asset management. Although, as noted above separate asset management plans are produced for Schools and Housing. Executive Directors and Directors must ensure that a detailed asset register is maintained; ensure the proper security of all buildings and other assets under their control and maintain an effective system of stock control where appropriate.

7. The Director of Financial and Business Strategy provides guidance on the form of records to be kept for stocks and stores and write-off and disposal procedures to be followed when assets are disposed of at the end of their useful lives.

8. All Council assets should be clearly identified, and marked as property of the Council where appropriate. No Council asset should be subject to personal use by an employee without prior authorisation.


Treasury Management

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9. The Council has adopted the CIPFA Code of Practice on Treasury Management. An annual strategy is prepared and approved by the Cabinet, and a half year position and outturn report are also provided to Cabinet. The objective is to minimise risk whilst maximising the return on investments.

10. Within the approved strategy the Director of Financial and Business Strategy is responsible for treasury management decisions on a day to day basis. In particular the Director of Financial and Business Strategy is responsible temporary borrowing, investing or financing and the management of all money and capital market transactions in connection with cash and funding resources of the council. The Director of Financial and Business Strategy is also responsible for raising, repaying and renewing loans as required. All money in the hands of the Council is aggregated for the purposes of treasury management.

11. The Director of Financial and Business Strategy is responsible for putting in place proper arrangements for the preparation, authorisation and implementation of treasury management transactions.

12. Executive Directors and Directors should ensure that loans are not made to third parties and that interests are not acquired in companies, joint ventures or other enterprises without the approval of the Director of Financial and Business Strategy who will be responsible for seeking approval of the Executive where appropriate.

Pension Fund Investment

13. The Director of Financial and Business Strategy is responsible for pension fund investment and makes recommendations to the Pension Fund Investment Panel about the appointment of the actuary, investment adviser, and external fund managers. The Director of Financial and Business Strategy provides regular reports to the Pension Fund Investment Panel on the performance of the fund and any regulatory matters.

Trust Funds, Funds Held For Third Parties And Other Voluntary Funds

14. The Director of Financial and Business Strategy is responsible for trust funds and ensures that funds are only drawn down for the purposes intended by the Trustees and that accounts are prepared and audited each year.


15. All trust funds, funds held for third parties and other voluntary (unofficial) funds must be approved by the Director of Financial and Business Strategy. A voluntary fund is defined as any fund, other than an official fund for the Council, which is controlled wholly or in part by an officer by reason of his or her employment by the Council. Such funds should be separately identified but managed in line with the Council’s financial regulations.

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Financial Regulations – May 2004 32Appendix B Financial Regulations – May 2004 33 Section 6: PROJECTS, PARTNERSHIPS AND EXTERNAL FUNDING Projects and Partnerships 1. It is essential that detailed financial and legal advice is sought at an early stage for all major projects and partnerships. This will ensure that the full implications for the Council are taken into account. 2. Executive Directors and Directors should ensure that their staff are familiar with the Project Management guidelines. 3. The Council participates in a number of partnerships with other public agencies, private companies, community groups and voluntary organisations. Some partnerships are formally constituted and some are less formal. However, it is essential that the full implications are explored and approval is obtained before any commitment or agreement is entered into. The following issues should be addressed �� Is a partnership the best vehicle for achieving the desired outcome? �� What are the objectives of the partnership and are they consistent with the Council’s priorities? �� What is the legal status of the partnership and how will it be governed? �� What is the liability of the Council and the other partners? �� Are the roles and responsibilities clear? �� What are the risks and how will they be managed and monitored? �� How will the performance of the partnership be monitored and how will success be measured? �� How will the partnership be funded and who is responsible for the financial management, accounts and audit arrangements? �� Are there any taxation issues? �� Is there a robust business case? Appendix B Financial Regulations – May 2004 34 �� How will goods and services required by the partnership be procured? �� What are the resource implications in terms of staff, premises etc? 4. Once a full appraisal of the proposed partnership arrangements has been conducted Executive approval should be obtained. 5. A partnership arrangement must not be used as a means of avoiding the procurement rules. 6. Executive Directors and Directors must ensure that the full implications of any partnership are explored and that Finance and Legal staff are consulted at an early stage. Public Finance Initiative (PFI) and Local Improvement Finance Trust (LIFT) 7. A PFI scheme is one where the local authority is purchasing a capital intensive service from the private sector over the period of a long term contract, normally between 25 to 30 years. The authority pays for the service as and when it is received in accordance with the contract. Payments will vary depending on the contractor’s performance and or the usage/delivery of the service. The contractor takes responsibility for investing in the capital asset, financing that investment and then managing the facility. The balance of risk between the provider and the local authority is determined such that the risk lies with the party that can best control it, but there should be sufficient risk transfer to the provider to ensure that the asset should not be included on the balance sheet of the local authority. The Government provides revenue support through PFI credits for the funding of the capital element of the project through an annual grant. 8. A LIFT scheme involves the establishment of a company by local authorities and health authorities. The aim of LIFT is to replace old and inadequate buildings with new and refurbished health related services. LIFT is specifically designed to encourage greater integration of service delivery within the primary and community care sector. LIFT is fundamentally

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about engaging a partner to deliver a stream of accommodation and related services through a supply chain established following a competitive tendering exercise. Local authorities may transfer facilities by transferring land to the LIFTCo and take back premises on long term leases. Appendix B Financial Regulations – May 2004 35 9. Both PFI and LIFT projects require detailed preparation including for instance development of a business case, option appraisal, legal advice. Both should be identified at an early stage, built into the medium term budget strategy, and developed through using robust project management framework. The Director of Financial and Business Strategy and Borough Solicitor must be involved at the outset. External Funding 10. The Council bids for funds from a number of UK and European programmes. Each funding regime is subject to rules and regulations and the process for submitting applications and drawing down funding varies. 11. It is important to ensure that key conditions of funding and any statutory requirements are complied with and that the responsibilities of the Council are clearly understood. 12. Executive Directors and Directors should: �� Ensure that all applications for funding are consistent with the Council’s priorities and approve them in principle before detailed work commences �� Ensure that the Council’s project management framework is applied and that a project initiation document (start form) is completed where appropriate �� Consult the relevant Directorate Finance Manager when preparing applications to ensure that full costs are identified including any match funding required, and ongoing commitments are taken into account �� Notify the Funding Officer of all applications for £100,000 and above to be submitted �� Ensure that the application is signed off by the Director of Financial and Business Strategy or an appropriate officer in the Directorate �� Where applications are successful, ensure that the expenditure and income budgets are amended as necessary (adjustments in excess of £100,000 should be reported to Cabinet as part of the regular budget monitoring) �� Ensure that the rules and regulations for the particular funding stream are complied with at application stage and throughout the life of the project Appendix B Financial Regulations – May 2004 36 �� Ensure that all requirements relating to the delivery of outputs and spend are met in line with the approved bid or project plan �� Ensure that all funding notified by external bodies is claimed, received and properly recorded in the authority’s accounts; and notify the Income Team of receipts due to the Authority as appropriate �� Check the audit requirements and notify Corporate Finance of any claims that must be audited by the Council’s external auditor Work For Third Parties 13. Executive Directors and Directors must ensure that work for third parties is approved and covered by a suitable contract or agreement so that the responsibilities of each party are clear. Financial and legal advice should be sought at an early stage. This will ensure that the Council only carries out work that is within its legal powers, and that financial issues such as insurance and taxation are properly considered. 14. Where work for third parties is approved, the expenditure and income budgets should be amended as necessary (adjustments in excess of £100,000 should be reported to Cabinet as part of the regular budget monitoring). 15. Executive Directors and Directors must provide appropriate information to the Director of

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Financial and Business Strategy to enable a note to be entered into the Statement of Accounts where necessary. Work by Third Parties 16. Executive Directors and Directors must ensure that work carried out by third parties (for instance the Arms Length Management Organisation) for the Council is approved and covered by a suitable contract or agreement so that the responsibilities of each party are clear. Financial and legal advice should be sought at an early stage. This will ensure that the organisation only carries out work that is within the relevant legal powers, and that financial issues such as responsibility for managing budgets, insurance and taxation are properly considered. 17. Where work by third parties is approved, the expenditure budgets should be amended as necessary (adjustments in excess of £100,000 should be reported to Cabinet as part of the regular budget monitoring). Appendix B

Appendix 1 – Associated Policies and Detailed Guidance

Associated Policies

Financial Regulations section Policy Lead Officer

General Continuous review of Financial Regulations


1 Roles & Responsibilities

Scheme of Delegation Executive Directors and Directors

2 Risk Management and Internal Control

Risk Management Strategy

Group Manager (Audit and Risk)


Anti-Fraud and Corruption Policy



Whistleblowing Policy and Procedure

Group Manager (Audit and Risk)


Fraud Investigation guidelines


3 Budget Preparation and Management

Medium term budget strategy


4 Accounting and Financial Systems

Accounting Policy Director of Financial and Business Strategy

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5 Property and Resources

Asset Management Director - Professional Services (Urban Living)

5 Property and Resources

Treasury Management policy and practices

Group Manager (Corporate Finance)


Detailed Guidance

Financial Regulations section

Guidance Lead Officer

2 Roles & Responsibilities

Scheme of Delegation Executive Directors and Directors


Budget preparation Director of Financial and Business Strategy


Budget Monitoring (revenue and capital)

Group Manager (Corporate Finance)


Closure of Accounts Group Manager (Corporate Finance)


Debt Management Policy Group Manager (Exchequer)


Use of Purchasing Cards Group Manager (Procurement and Community Links)


Payment of Invoices Group Manager (Exchequer)


Imprest and Petty Cash Group Manager (Exchequer)


Employment of Consultants Group Manager (Operational HR)

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Expenses and travel and subsistence allowances

Group Manager (Operational HR)


Management of the Banking Contract and Operation of Bank Accounts

Group Manager (Exchequer)


Retention of documents Group Manager (Audit and Risk)


5 Property and Resources Stocks and stores Group Manager (Audit and Risk)

Financial Regulations – May 2004 39

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Appendix A Children and Young People’s Plan – relationship to other plans (Extracted from Guidance on children and young people’s plan, Every Child Matters: Change for Children (DfeS))


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Appendix B CYPP CONSULTATION

SUMMARY OF GROUPS/ORGANISATIONS CONTACTED Harrow College Harrow Police Church of England –Diocese of London Board for Schools Westminster Diocese Education Service United Synagogue Head Office All schools in Harrow LEA Alpha Prep School Buckingham College Harrow School Innellan House School John Lyon School Orley Farm School Peterborough & St Margaret’s School Quainton Hall School Reddiford (Prep) School Community Linkup Refugees in Effective & Active Partnership (REAP) Harrow Carers Centre MIND in Harrow Harrow Consortium for Special Needs Harrow Association of Voluntary Services BIAS (Brent Irish Advisory Service) Childrens’ Strategy Development Group, Northwick Park Hospital Harrow Museum St Dominics 6th Form College Alexandra Ave Tenants’ & Residents’ Association (TRA) Cottesmore TRA Kenmore Park TRA Milton Rd TRA Pinner Hill TRA Thomas Hewlett TRA Antoneys Close TRA Grove Community Association Eastcote Lane TRA Northolt Rd TRA Honeybun Residents’ Association Kingsfield Residents’ Association RADA Harrow Council for Racial Equality Young Jains Pinnstarts FC Harrow & Wembley Sea Cadet Corps Headstone Manor FC Shaftesbury Youth Club The Furqan Academy Hare Krishna Youth Forum Hindu Swayamsevak Sangh Headstone Manor Youth FC Harrow St Mary's Youth FC Thomas Hewlett Community TRA Grove Community Association Kingsfield Residents Association Survive and Save Club and Harrow Voluntary Youth Workers' Forum

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SUMMARY OF GROUPS/ORGANISATIONS CONTACTED Youth United 5th Queensbury Brownies Sangeet Vishwabharti Harrow Volunteer Police Cadets 3rd Stanmore Brownies Harrow & Wealdstone District Scouts 23rd Harrow Scout Group Kenton Maccabi Jewish Youth Jewish Lads and Girls Brigade Kidsklubb V H Whizz Kids Somali Cultural Association 1st Hatch End Scout Group Kol Chai Hatch End Jewish Community Nower Hill Shokatan Youth Group Middle Sex New Synaggue Belmont Synagogue Middlesex New Synagogue Shree Digamber Jain Association Siddhashram Shakti Centre Sri Gayathri Matha Temple Stanmore & Canons Park Synagogue Academy of Punjabi Heritage Asiana Youth Badminton Group Anglo-Indian Circle Asian Foundation for Help Asian Talking Newspaper Asian Parents Group Association of Black Citizens Bohra Community Centre for Armenian Info & Advice Council for Christains and Jews Black History Month Forum/Steering Group Edgware Masorti Synagogue Gandhi Bapu Memorial Trust Harrow African Caribbean Association Harrow Afro-Caribbean Society Harrow Black Parents’ support Group Harrow Bangla School Confederation of Indian Organisations Egware & District Reform Synagogue Greek Parents’ Association Harrow Asian Action Group Harrow Muslim Education Society/Euro Pakistan Soc Harrow Interfaith Council Harrow Tamil association Harrwo Zoroastrian Group Islamic Centre Husayni Madrasah School Inner Circle Club Harrow Muslims Collective Harrow Muslim Community Welfare Organisation Indian Volunteers for Community Service Islamic Academy of Harrow

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SUMMARY OF GROUPS/ORGANISATIONS CONTACTED Kenton Synagogue Middlesex Eckankar Satsang Society Khalsa college North London Somali Association Lohan Community North London Brahmin Society North London Pakistani Welfare Association Qing Hua Chinese School Schoool of Cultrural heritage Sikh Cultural & Welfare Society of Harrow Sri Lanka Islamic Association Uk Asian Women’s Conference Vishna Karma Youth Assocation Young Sri Lankans of Harrow Harrow Probation Office Harrow Mencap Harrow Primary Care Trust PEC Harrow Young Persons’ Centre Harrow Citizens’ Advice Bureau Harrow Crossroads South Harrow & Roxeth Residents’ Association Harrow Association for the Blind London Underground Harrow Leisure Harrow Talking Newspaper for the Blind Samaritans of Harrow Family Welfare association National Childbirth Trust Loud and Clear Harrow Gingerbread Gingerbread Ealing & Harrow Citzenry Diabetes UK Harrow Parents’ Support Group & Dyspraxia Trust Harrow and District Chinese assocation Harrow Parents’ Assoc for Hearing Impaired Child Voluntary Sector Resource Centre British Polio Association Harrow Somali Women’s Action Group South Sudan Women’s Concern Harrow Centre for Volunteering Harrow Epilepsy Support Group Patients’ Association Rastafarian Community Foundation for Youth & development Multiple Sclerosis Society (Harrow & District) Foundation Youth Centre British Heart Foundation Christchurch Lads/Girls Brigade Harrow Pre-School Learning alliance Kingfisher Swimming School for Disabled People Parkside Athletic Club Save the Children Fund North Harrow Neighbours

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SUMMARY OF GROUPS/ORGANISATIONS CONTACTED African Caribbean People’s Association Pinner Sector Police Working Group Somali Family Support Group Musilm Education Learning Disability SDG Madhata Youth & Community Netmums Woodcottes Youth Club Harrow Asian Hearing Impaired/Deaf Group Borough of Harrow Scout Assocaition Hyperactive Children’s Support Group South Harrow Methodist Youth Club/Roxeth Dis Scout Harrow Federation of PT Associates Afghan Assocaition of London (Harrow) Ealing Family Association Harrow School of Gymnastics Harrow Special Olympics Harrow Iranian Community Association National Autistic Society (NASH) Parkinson’s Disease Society Russian Immigrants’ Society Wealdstone Active Community Kurdish Association Harrow Begalee Association Indian Association of Harrow Harrow Kuwaiti Community Association Pakistan Society of Harrow Swahili Cultural Associatio Hillingdon Chinese Community Association Harrow Family Learning Network Harrow Youth & Community Project Harrow Agenda 21 Environmental Forum Harrow Blind Social Club Harrow Tamil School Association Harrow YWCA Horn of Africa Welfare Refugee Group NSPCC (Harrow & Brent) Harrow Association of Somali Voluntary Organisations Harrow Association of Disabled People Carers’ Support Harrow Anti-Racist Alliance Kenyan Society of London Khoja Shia Ithna-Asheris Muslim Mahatma Gandhi Foundation UK Shree Digambur Jain Association Womens’ Aid Harrow East African Welfare Development Concern

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SUMMARY OF GROUPS/ORGANISATIONS CONTACTED COMPLETED CIRCULATION – SCHOOLS/OTHER ORGANISATION DETAILS All schools in Harrow LEA Hard copies distributed to heads on 15/9/05

Electronic copies sent via Gold Bulletin on 19/9/05

Alpha Prep School 21 Hindes Road Harrow HA1 1SH Posted 16/9/09

Buckingham College Hindes Road Harrow HA1 1SH Posted 16/9/09

Harrow School Harrow-on-the-Hill Harrow HA1 3HT Posted 16/9/09

Innellan House School 44 Love Lane Pinner HA5 1NB

John Lyon School Middle Road Harrow HA2 0HN Posted 16/9/09

Orley Farm School South Hill Ave Harrow on the Hill Harrow HA13NU Posted 16/9/09

Peterborough & St Margaret’s School

Common Road Stanmore Middx HA7 3JB Posted 16/9/09

Quainton Hall School Hindes Road Harrow HA1 1RX Posted 16/9/09

Reddiford (Prep) School 38 Cecil Park Pinner HA5 5HH Posted 16/9/09

United Synagogue Head Office Leonie Lewis [email protected] Emailed 15/9/09

Westminster Diocese Education Service

Edmund Adamus, Head of Pastoral Affairs [email protected] Emailed 16/9/09

Church of England – Diocese of London Board for Schools

Geoff Edwards [email protected] Emailed 15/9/09

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Appendix C

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1

Harrow Children and Young People’s Plan

Three-Year Plan

2006-2009

COMMITTEE DRAFT @ 23.02.06 Text Only Version

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WELCOME TO HARROW’S CHILDREN AND YOUNG PEOPLE’S PLAN

Page Number Acknowledgements 2 Welcome 3 The London Borough of Harrow: setting the scene 3 Facts and figures about children in Harrow 4 Harrow’s approach to providing services for children 5 and young people What children and young people have told us. 7 Snapshots of our services in Harrow 10 Change for children-what more do we want? 13 Making a difference? 14 Turning plans into action-how will we know change is taking place? 27 ANNEXES I The Children and Young People’s Strategic Partnership 31 II Useful websites 33 ACKNOWLEDGEMENTS Our thanks go to the numerous and various people who have contributed to this plan and tried so hard to help it be a map for the journey to the future. We would also like to acknowledge the fact that we were so impressed with the Children and Young Person’s plan for York that we followed the same format. Thank you.

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WELCOME This document sets out our shared vision for achieving a community where all our children and young people enjoy the highest quality of life. It is an honest attempt to plan the future in a context where we cannot be sure about what changes might affect us and what resources we might have. This plan is important because it brings together the priorities that will guide our decision-making and our actions for the next three years. The plan will be reviewed during the year and an updated plan published each year in April. There are some things in this plan that we must do because it is the law and the law requires us to protect the most vulnerable first. There are other actions that we want to do because they will improve the quality of life for all. Nonetheless, we will strive to deliver the best for children and young people in Harrow. The Children and Young People’s Plan looks at where we are now, what could be better (the key priorities) and shows how we plan to improve things. It contains both initiatives aimed at all Harrow’s children and young people as well as some targeted approaches for those who are particularly vulnerable. It also recognises that children with disabilities need support to access all the same services as other children as well as needing some specialist help. Many of the ideas within the plan are the direct result of issues or concerns raised by children or young people themselves. We know there is more work to do. The Children and Young People’s Plan 2005 is just a beginning and will evolve over time. This plan is a living document – it will be reviewed annually in consultation with children and young people, parents, carers, community, faith and voluntary groups as well as partners and other stakeholders. THE LONDON BOROUGH OF HARROW: SETTING THE SCENE Harrow is situated in the northwest of London where the green belt, covering one fifth of the 19 square miles of the borough, blends into the urban density of this vibrant world city. The borough is just 12 miles and 15 minutes away from central London with excellent road and rail links to the rest of the country. Thus, Harrow is well placed to participate in and contribute to the prospects and demands of London life including an exciting future as host of the world Olympics in 2012. The population of Harrow, which currently stands at 210,700, is increasing and becoming more diverse. 42% of its residents and 62% of school and college pupils belong to minority ethnic groups. In fact, the last census (2001) showed that Harrow is the fifth most diverse authority in the country. A third of the population was born outside the United Kingdom. All these factors have created a vibrant and rich cultural mix but they also set challenges for the

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borough in meeting the many different needs and expectations of the local population. Harrow is an area that combines the fast pace of a lively business and commercial centre with prosperity and achievement. It also has pockets of under-achievement and poverty. For example, Harrow has a high level of car ownership (75%) whilst in some wards car ownership is as low as 40%. Average unemployment rates are amongst the lowest in London so Harrow is seen as relatively affluent. However, there are areas in the borough where unemployment is high, incomes are low and people experience a range of social and health inequalities. These circumstances can harm the health and general well being of children and young people and affect how they behave and perform at school. It is essential that every possible step be taken to overcome the impact of disadvantage on all our children and young people. FACTS & FIGURES ABOUT CHILDREN IN HARROW The diagram below shows the numbers of children and young people the Harrow plan needs to embrace. Services for All 0-19 year olds

Most Targeted services

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HARROW’S APPROACH TO PROVIDING SERVICES FOR CHILDREN AND YOUNG PEOPLE Like all other parts of the country, Harrow is striving towards closer working between the statutory agencies i.e. the Council, Health and Police; and with the voluntary sector; in order to provide better services that are more efficient and cost effective. Harrow is moving towards a “Children’s Trust” approach where all services to children are delivered from a single, integrated body that has more simplified management and more careful monitoring of achievements to ensure that they are delivered to the new standards defined by central government. As well as linking up services better, we will also be considering how to integrate more services and focus on preventing problems before they affect the lives of children. This new approach will be developed and delivered through a group called the Children and Young People’s Strategic Partnership (CYPSP). It is part of the Harrow Strategic Partnership and has special oversight for the needs of children and young people. This group has committed itself to promoting the well being of all children and young people in Harrow through:

Providing vision, leadership, innovation and strategic guidance

Working in partnership with other agencies in the wider community

Ensuring that every child matters and is able to learn, be healthy, stay safe, enjoy and achieve their potential, contribute to and be able to expect future economic well-being.

HOW DOES THE HARROW CYPSP WORK AND HOW CAN IT HELP CHILDREN AND YOUNG PEOPLE? The CYPSP Board provides leadership and holds the overarching view and general accountability for the delivery of the agreed Harrow plan for services to children and young people. It reports to the Harrow Strategic Partnership, which represents all the main public, voluntary and private sector organisations in Harrow. The main work of the CYPSP is carried out in seven groups made up of staff from all the key service areas that are in a position to actually make things happen. The group focus on Every Child Matters (ECM) issues to help Children and Young People:

Being Healthy

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Staying Safe

Enjoying and achieving

Making a Positive Contribution

Achieving Economic wellbeing A sixth group is working on the development of the Children’s Trust Approach. The seventh group is addressing the requirements of the National Service Framework for Children, Young People and Maternity Services (the standards for health for children). The Children and Young People’s Plan (CYPP) will be important for everyone working in children’s services because it will identify the most important actions needed to be done each year and to which everyone can work. Each service will then be required to organise itself to tackle these and their service plan will give the details of how they will do so. The CYPSP will use the plan to assess how well the professionals do and to guide future service developments. The CYPSP does not work alone. Alongside its work are a whole range of activities involving children, young people and their parents and carers in shaping their own services. These include one-off events such as the Euphoria Event and the Youth Conference. We are also building on the ongoing work with the Youth Council, youth surveys, development of special Internet websites and a host of other initiatives. The comments and ideas we receive from young people are fed back into our service planning and have already influenced this document and helped to set the priorities in it. Extended Schools and Children’s Centres We want to make our services easier to access, be locally based and able to meet religious and cultural needs. Children’s Centres and Extended Schools will become the underpinning network for delivering the changes for children in this Children and Young People’s Plan. The network of nine Children’s Centres will become the base for multi-agency delivery of services. They will provide frontline health and social services, which are more accessible to local communities. We will be working together with partners to enable schools to become a focal point for local communities by providing extended opening times, access to support for parents and children and increased community use. By identifying and supporting clusters of schools and service partners we are developing

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extended services, which will have a positive impact on the outcomes for children. WHAT CHILDREN AND YOUNG PEOPLE IN HARROW HAVE TOLD US This section summarises what children and young people in Harrow had to say about the 5 Every Child Matters’ outcomes. In future, we will get better at working together through the new Young People’s Participation Strategy. Health services could reach out to more young people by using:

Using the Internet, e-mail and text messaging Use doctors, parents and schools and send leaflets off to schools and

shops Make it so that they care about who the person is, not just the problem Put out big posters on the road and other places Do things like the Euphoria event again and put more information out

about it They had enough drugs education in secondary school – possibly too

much – but would like to learn more about the effects of alcohol, however primary pupils would like to learn more about how to recognise drugs and the law

Do more groups where girls can talk and have fun Meet in youth centres More information about ‘sex’. For example: Where to go for advice, who

to contact. Also free contraception should be given. More opportunities to discuss the emotional aspects of relationships

and how to cope with change Being Healthy

We want more local indoor, youth-focussed facilities, including sport, where we can feel safe and warm

We need more for young people over 12 especially in the east of the borough. We want more floodlit multi-game areas. Physical activity programmes should include things like dancing classes.

We want to be able to walk to provision and not have to travel longer distances. We want better provision for additional facilities such as kick about areas, skateboard parks, basketball hoops and “free” play areas where there is a sheltered and safe area to be used. Toilets and water taps in parks.

There should be different activity zones open to all children and young people of all ages-should include more adventurous play.

More organised activities would be good. We want more good quality sports facilities that are clean and well

maintained. More support for young people with mental health problems.

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Staying Safe

Children and young people don’t feel safe using public transport Improve lighting and have more adult workers in parks. Places where

we cannot be seen by other people in the park are scary and should be made easier to see from other parts of the parks

Improve transport. Free School Buses Clean up graffiti and vandalism quicker Information and support for young victims of crime

Enjoying and Achieving Young children tell us

They like good quality toys and equipment. They like playing in nice places with good people who look after them and their friends.

They like spending time with their parents and doing things like swimming and doing family activities together. They like interesting places like libraries, learning all together but not in school and workshops.

Older children and young people tell us

There is a lack of local services. We don’t want to leave our local patch to participate in sport and recreation. We want to use our schools after hours to play sport. We want the leisure facilities to act as our community hub.

More fun and sport activities especially more adventurous equipment for older youth and spaces to swim not just lane swim. We want to use weights but it is too expensive or the youth hours are during school time.

Easy access to facilities. People aged 14-15 years should be provided with ID cards, for buses,

cinemas etc. There should be more youth clubs and more information on existing

youth clubs. Also there should be better communication, advice and information of services. Youth Clubs need to look at those people over 13 years.

More advertisements of existing services. Cheaper services and facilities.

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Making a Positive Contribution? Young children told us:

They enjoy quality time with their parents and families. They like feeling safe and secure within the family unit. They like helping in family life.

Older children and young people said:

We would like to help Harrow Council in deciding on new activities and facilities.

Join student advisory group to have a voice beyond school. Prime Minister, MPs and local Councillors to listen to young people’s

voices. Newsletters written by youth for youth. Youth Council information should be passed onto all young people, so

that young people can have a feedback. More youth conferences. School Councils need to be more effective. There should be more

chances to meet at conferences. More opportunities for voluntary work.

Achieving Economic Well-being?

Local vocational courses are limited and pathways not clear. Financial support needed to access youth services. More flexible school curriculum for those not doing GCSEs

What would make Harrow a better place?

More winter facilities. Especially sport. There should be ice-skating rinks.

Improve leisure activities. Such as boxing, karate, go-karting. More football clubs.

There should be personal advice centres outside of school. Better publicity about what’s on locally through a young person’s web-

site

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SNAPSHOTS OF SERVICES IN HARROW… The services for children and young people in Harrow have many strengths that have been recognised through inspections, comparisons with other authorities and the like. However, we are not complacent and we know that there are also a number of issues we need to change. The following observations are examples of the feedback that has helped us view our performance and ourselves more objectively. Harrow Council has been forward-looking by introducing a new structure to improve collaboration across departments and agencies, said the Commission for Social Care Inspectorate (CSCI). It is anticipated that it will improve the quality and range of services that children and young people receive. The new structure includes a new Directorate called “People First”, with single management of social care services for children by a appointing a Director of Children’s Services. This is recognised as an early step towards the future mapped out by the recent Children Act, 2004.

Harrow Council has successfully raised the profile of children’s services and increased the money spent on them in recent years (CSCI).

Wealdstone Centre opened in November 2004. It houses Wealdstone Library, the health services, Youth and Connexions services, a café which provides a training facility for individuals with disabilities and other public facilities. It has significantly increased library membership.

The 2005 Self assessment of 14-19 provision noted the development and strengthening of consortium arrangements to improve student choice. These have the potential to widen the range of vocational opportunities and address gaps related to entry, and levels 1 and 2 provision.

Families with children who have disabilities get good support from a scheme developed with partners in the voluntary sector. The Family Link Scheme, which is a dedicated fostering service to provide respite care and a sitting service during the day, It was praised by inspectors.

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Young people leaving care are getting a good service, said the Commission for Social Care Inspectorate (CSCI). It was impressed by the council’s leaving care team, which works with young people who have been “Looked After” by the Council and who are moving on to independent lives at 16+. All young people had a pathway plan and an allocated a personal adviser. The council had done particularly well in developing a process for engaging and involving children and young people. Resources had been committed to make this happen and it was clear that parents and staff were able to engage and contribute also. Young people confirmed that they had a positive experience of transition.

Some parks and open spaces have been revitalised as part of the Council’s environmental improvement programme said the Audit Commission.

Sports and leisure provision is patchy. The Audit Commission found that comments from users were mixed. For example, a wide range of facilities is provided at Harrow Leisure Centre, which is centrally located within the borough. It provides well-used catering facilities and a crèche, and there are plans to further improve these features. However, the centre is not able to deal with the various cultural needs that exist within the borough where many require separate facilities for males and females. There is a lack of built facilities elsewhere in the borough; a lack of capacity within the existing facilities to cope with increasing demand; a lack of access for sports development activities during peak periods in the leisure centre programmes; and poor outdoor sports provision.

The voluntary and community sector do a lot in Harrow but this work is not given the recognition it deserves. We need to engage more effectively with these individuals and groups and help them build capacity to ensure that their strengths are used to improve service delivery across the borough.

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The Youth Offending Team has a skilled and dedicated workforce and achieving well against its targets. It has been successful in reducing re-offending and is contributing to making Harrow a safer Borough

Such insights have helped us to choose initiatives to help children and young people better.

A new ward for babies was opened at Northwick Park Hospital. In autumn 2005, Harrow PCT launched the Newborn Hearing Screening Programme. This will identify babies with permanent hearing impairment as early as possible and help them sooner. This will include family-friendly approaches and services will be delivered on a multi-agency basis.

Jack’s Place, the Children’s ward at Northwick Park Hospital was re-furbished by private donations and officially opened by Sir Nigel Crisp on 10th September 2004. Professor Al Aynsley-Green, the Children’s Commissioner for England described the service as “leading the rest of the country” in terms of meeting the Children’s’ National Service Framework (NSF). “Jack’s Place” has 12 single rooms in a ward for 27 children. Each bed has Internet access. There are additional facilities for child patients such as a co-located gym and a sensory room to de-stress children.

Academic achievement by young people in Harrow is amongst the best in the country. It is the highest performing; non-selective mainland authority and 2005 results at GCSE were its best ever. However, 39.5% of 16 year olds have not achieved a Level 2 qualification.

A shortage of vocational courses has prompted the opening of the new Harrow Skills Centre in September 2005. It is an important step towards meeting the needs of young people who are more motivated by a focus on the kind of job they want to do in the future.

Three Children’s Centres in place with another six planned to be operating by 2008.

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Some Extended Services are being delivered in clusters of schools with plans for all clusters working to partners to be deliver extended services by 2010.

CHANGE FOR CHILDREN-WHAT MORE DO WE WANT? In some key areas, improvements are needed if we are to deliver change for children. We also know that if we get better at “partnership” we can achieve more. So…

We will develop the leadership and management capacity of the Children & Young People’s Strategic Partnership.

We will complete work already in progress in children’s health services to prevent problems or catch them at an early stage. This will mean working with parents to assess needs early and will also involve a wide range of professional staff.

We will review budgets for children’s services across the agencies and ensure they are based on clear analysis of future need and focus on the top priorities for children and young people in Harrow. We will also pool budgets where possible and appropriate to improve service delivery.

We will improve our understanding of the local needs of children and young people by organising the collection of data so that it is specific about children and young people and we can match it up with data from other agencies and draw out the local issues.

We will deliver the new national service standards including the successful implementation of the improvement plan for our maternity services.

We will ensure that all pupils, families and the local community can

access the Harrow extended services in or around their local school.

We will move towards delivering multi-agency services for children and young people and their families from local sites situated in the heart of communities.

We will improve the range of learning choices at 14-19 to ensure that

more students, particularly those below level 2, are motivated to participate, develop and achieve in learning or employment.

We will develop a co-ordinated approach for engaging children and young people in service development.

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We will work with the voluntary sector better and use their skills and influence more effectively.

We know that we cannot afford to do everything we wish to upgrade indoor and outdoor leisure facilities. We will develop partnerships and a strategy to secure funding so that all children and young people can benefit from healthy lifestyles.

MAKING A DIFFERENCE? We know we need to understand the specific local issues about our children and young people as well as working on the national priorities. We want to sharpen our knowledge over the next three years and get better at sharing this information with our partners. This will enable us to work to the same objectives at the same time. Our plans are based on an analysis of our shared understanding of need and this is summarised below. BEING HEALTHY We found…

On average, residents are amongst the healthiest in London but closer examination shows that there are inequalities in health outcomes amongst different groups and wards.

In 2002, Harrow was above the national and London averages for low

birth weight babies. The incidence of low birth weights is often associated with smoking in pregnancy and higher rates of child deaths. There are also increasing numbers of babies surviving with complex needs and requiring technological support. This places a greater responsibility and need for resources from services and families to support these children at home.

Only 61% of Harrow children under five have teeth free from active tooth decay and the government target is that it should be at least 70%. The majority of tooth decay in the 39% goes untreated.

Teenage sexual health causes some concern. Although teenage pregnancy is lower than the national average and the second lowest in London, there are some geographical pockets where the incidence is much higher. The Brent and Harrow statistics for 2002 showed the third highest rate of abortions in London. There is also a rise in sexually transmitted infections.

Access to healthy food is fundamental to good health but we found that a large number of children are not using their entitlement to free school

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meals. Furthermore, no school is able to meet the proposed school meal standards currently being introduced to help improve children’s nutrition. However, 100% of our First and First and Middle Schools take up the opportunity to be part of the school fruit and vegetable scheme - so children aged between 4 and 6 in LEA schools have the opportunity to have at least one piece of fruit a day.

Parents and adults working with children and young people exhibiting

signs of behavioural, emotional and social difficulties sometimes found access to early help and intervention difficult. This was contributing to the build-up of waiting lists and the complexity of cases.

Though the incidence of illicit drug use in Harrow is low the use of

alcohol, tobacco and cannabis can be seen as normal recreational activities amongst some young people. Children and young people are starting to use drugs at a younger age.

There are nearly 700 children in Harrow who care for members of their

families who are sick and this often affects their ability to benefit fully from learning and leisure opportunities.

A high proportion of young people being supported by the Youth Offending Team have been found to have experienced significant emotional crises in their earlier lives and they have not had access to specialist support to enable them to deal with these life events.

A recent cultural services inspection found that leisure and sports facilities are not suited to meeting the needs of some ethnic minority groups.

We want…

Women to have easy access to supportive, high quality maternity services designed around their individual needs and those of their babies.

No group or individuals to suffer disadvantages and inequalities in

health because of their social or ethnic background.

To make health advice and services, including dental services, available at locations sited in the community within easy distance of home so that young children and their families can find support for healthy childhoods easier to access.

To provide excellent hospital and community services for any child or young person who requires them, with timely consultation and treatment

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To promote health and well being, identifying needs and intervening early, enabling the development of trusting relationships between health, other practitioners and families.

Children, young people and families can access high quality services

that are coordinated around their individual and family needs and take account of their views.

All children and young people have access to timely, integrated, high quality mental health services to ensure appropriate assessment, treatment and support for them and their families.

Schools and other settings to be a central resource to promote healthy lifestyles, develop healthy living, build self-esteem, encourage children and young people to be active and help them make informed choices.

To do this we need to …

Coordinate a programme of action to include prevention and early intervention wherever possible including the provision of information on access to services and support to enable families to better care for their children that take account of the different needs of ethnic minority groups in Harrow.

For those children and young people who need hospital treatment we

will focus on making it a positive experience and one in which their views are listened to.

Complete the development of the 9 Children Centres so that every

community has access to high quality child-care and a range of tailored additional services, including dentistry, family health and midwifery, within their locality where this is not currently available.

To ensure that children and families can access advice on healthy

lifestyles and are supported in making healthy lifestyle choices particularly around, diet, exercise, smoking, alcohol, sexual health and drugs

Ensure that children and young people have access to mental health services when they need them by widening the reach and impact of Child and Adolescent Mental Health Services (CAMHS) programme in schools, in the criminal justice system and across the community.

Ensure that every school achieves the Healthy Schools Standard,

participates in the Sports Co-ordinator programme and is able to provide food that meets the new quality standard.

To increase the accessibility of advice on sexual health

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To ensure that schools, other settings and organisations work together to provide timely, accurate advice and information on substance use and misuse that meets the needs of all children and young people

Review the provision for leisure and sport within Harrow to ensure that

it is accessible to all groups and promote facilities within the community to engage all ethnic groups.

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STAYING SAFE We found…

Young people inform us of their two main concerns, bullying and fear of crime.

They prefer to learn ways of dealing with bullying themselves before

resorting to telling an adult.

E-Bullying (for example using text messaging, instant messaging on the computer) is particularly difficult to tackle and children and young people want support.

Young people have varying levels of knowledge about the dangers of

internet abuse. They cannot always rely on their parents and carers to help them. Nationally, research shows that some children will meet with strangers they met online without informing their parents.

Young people are more likely to be a victim of an offence than commit

a crime. Of those that experience crime, young males aged 14-25 are more likely to be victims than anyone else.

Young people experience racial harassment and need ways of getting

help and support reflecting the messages in the Stephen Lawrence enquiry report.

Younger children want safe, clean spaces to play in.

The numbers of children and young people whose names are on the

child protection register varies from month to month, but ranges from about 90-140. Those whose names are on the register for a second time are a particular concern, as it is an indicator of repeated deterioration in family circumstances.

Some children and young people who had been placed in public care

(Children Looked After by the Local Authority) had experienced several changes in the accommodation and home arrangements we had made for them.

Although this is rare in Harrow, older young people can become very

vulnerable, by running away from home frequently, or becoming involved in heavy drinking and/or drug misuse. They may become homeless and/or be involved in prostitution.

Nationally, Road traffic accidents are the biggest cause of death and

injury of children and young people nationally. Locally, there have been no fatalities in recent years.

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Family violence is harmful to children. This is not just about being “caught in the cross fire” but about witnessing, hearing or just being aware that a parent is being abused.

We want…

To continue raising awareness with parents, children and young people

on the dangers of internet, ( within the context of its obvious benefits) and the harm done by bullying, including e-bullying.

To ensure those working with children and young people are aware of

the use of digital and/or other materials, (cameras, videos and computers) in the abuse of children and young people.

To take action to support children suffering from racial harassment.

To reduce the fear of crime among children, young people and the

wider community

To have safe clean places for children to play in.

To keep the numbers of children whose names go on the register more than once, to nationally agreed levels.

To provide children looked after with stability and consistent support.

To reduce the risks posed to older young people who are vulnerable

because they frequently run away, are involved in substance misuse, are homeless and or are involved in prostitution.

To raise public awareness of the importance of ensuring children know

how to use the roads safely.

To ensure that all agencies , including voluntary agencies and faith groups are aware of the harmful effects of family violence on children.

To do this we need to….

The Local Safeguarding Children Board will continue working on an anti-bullying campaign, joining in the national anti-bullying campaign in anti-bullying week in November 2006 and writing up an anti-bullying strategy based on initiatives and ideas develop over 2004-2006. This will include e-bullying.

The Local Safeguarding Children Board will continue to raise

awareness on the dangers of internet abuse, targeting parents, children and young people and using as many media resources will allow.

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The Board will also form links with the Multi-agency Forum on racial harassment to raise awareness among children and young people that racial harassment is not acceptable, what to do if subjected to it and how to report it, using 3rd party reporting procedures.

Provide information and restorative justice to the victims of youth crime

Develop the Safer Schools scheme so that every high school has a

police officer to help maintain a safe learning environment and deal with crime as it affects members of the school community.

To re-focus our efforts on prevention, the Common Assessment

Framework described in Every Child Matters will be a single information gathering tool, for all agencies to use when a child has needs over and above universal services and requires multi-agency intervention. Working in partnership with parents, this will mean that they will not have to repeat their history to different professionals and the information is in one place and accessible. This will develop over 2006-2007 and will be fully implemented by 2008. They will also be provided with a “Lead Professional” who will co-ordinate services to the family, ensuring information is shared, and avoiding duplication.

Improve road safety through further provision of education in schools,

cycle paths and access to public transport for young people. Harrow Primary Care Trust and Northwick Park Hospital will lead the developing accident prevention group, which, as well as looking at accident prevention in general, also develops education programmes, some aimed at very young children. E.g. the Traffic club.

The New Harrow Project will make sure play areas are safe and secure

for children to use by inspecting park and play areas for safety every day, and, in housing estates every 2 weeks for safety.

Social care will create a team of social workers to work with children

looked after to provide them with stability and consistency and ensuring a focus on their health and education. With partner, including the voluntary sector, where appropriate, we aim to improve their life chances, and to ensure that they are actively engaged in decision-making whenever possible.

The Local Safeguarding Children Board will set up a panel of

experienced professionals to advise and support the work done with older young people who are vulnerable due to frequent running away from home, substance misuse, homelessness and/or prostitution.

The Board will also continue collaboration arrangements with Harrow

Domestic Violence forum, providing multi-agency training on the harmful effects on children.

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The Board will also build on the success of previous multi-agency training by providing an annual child protection training bulletin.

ENJOYING AND ACHIEVING We found…

Parents want access to advice and support at specific times in their child’s life in dealing with the newborn; the toddler at 18 months; starting school, moving on to the next school and leaving school.

Harrow’s GCSE and A Level results are amongst the best in the country with 60.5% of pupils achieving 5 or more A*-C grades in 2004. Of the 39.5% of students without level 2, 5% do not go on to education, training or employment. 37% have not achieved a level 2 qualification by the age of 19. This tells us that a significant number of pupils are not sufficiently motivated by the provision on offer to want to achieve to a higher level.

Our schools have approximately 1800 children who are refugees and

around 220 registered asylum seekers. Some of these children experience difficulties in learning due to language and emotional issues. They can also experience difficulty in accessing health services also.

Some parents find the organisation of schools in Harrow does not suit their preferred pattern of schooling. Harrow operates a First/Middle School system with secondary transfer at the end of Year 7, which differs from surrounding boroughs, and High Schools do not have Sixth Forms. Therefore, some parents choose schools outside the Harrow: an average net loss of 17% by year 11. In 2004, 44.3% chose post-16 destinations outside Harrow.

There is a surplus of places in Harrow schools. There are between 12% and 16% extra places in the primary schools and High Schools have 3% to 9% surplus places.

Community and Culture provide a range of services and activities which

are aimed specifically at engaging young people in Harrow. Art, music, sport and leisure are accessible to all and a wide variety of projects are provided across the Borough by the Music Service, the Arts Development Unit and Sports and Leisure Services and Library service however not all groups access this provision fully.

A recent audit (2005) showed that there are many shortcomings in our

indoor and outdoor leisure provision for children and young people. Those with disabilities have particular difficulties in using our playing fields as none conform to the standards for people with disabilities as set out in the legislation (Disability Discrimination Act, 2002). Many

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parents, grandparents and child carers had experienced difficulty in finding suitable play equipment in local parks.

We want…

All children to be ready to learn and achieve to their fullest potential and enjoy doing so from 3-19.

All three and four year olds to be able to benefit from 15 hours of high

quality free integrated childcare and learning per week by 2010.

All pupils to attain the best possible levels of achievement including identified groups of young people at risk of not achieving their potential.

All our schools to develop as extended schools to facilitate the increase of opportunities to their communities with additional services such as out of school activities; homework clubs; wrap-round childcare and access to learning and recreation activities for the wider community etc.

Children and young people to have access to sport and recreational

activities within easy reach of their home.

A school and college system that offers diverse provision to better meet the needs of the Harrow Community, including access to school-based Sixth Form courses.

To promote the active use of all Harrow Libraries to all children and

their families. To do this we need to …

Give all families access to help available locally and, based on school clusters and Children Centres, to enable them to prepare their children for learning and give them the social confidence to become fully participating citizens.

Embed the recently launched transition process which helps children

move smoothly and successfully from their early years setting to school.

Fund, deliver and promote access to a comprehensive training, advice and support and programme for every Foundation Stage practitioner and identify and support early years and childcare providers to prepare and undertake “Investors in Children” endorsed quality assurance mark for all child care providers.

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Minimise the risk of children going missing from education by having robust systems in place to monitor transition from school to school.

Promote the achievement and inclusion of identified groups of young people at risk of not achieving their potential, and encourage schools to identify and support these pupils. Ensure that training and knowledge about meeting the needs of all groups are embedded.

Work with schools and other settings to improve the academic

attainment of Children Looked After by reducing exclusions, improving attendance and creating flexible pathways and personalised learning opportunities.

Work with schools to promote a rich, relevant and inclusive curriculum

and develop a learning culture both within and across schools including the provision of personalised learning to ensure that learners receive their Harrow Curriculum Entitlement and achieve stretching targets.

Support schools in developing their provision for young people’s personal and social development and their enjoyment of recreation including the extension of use of outdoors and indoor leisure provision to the whole community.

Manage the process of removing surplus school places and work towards a reorganisation of schools to better meet the needs of the Harrow Community.

Develop a Sixth Form Collegiate with all High Schools and Colleges

working together to provide a broad range of opportunities post 16.

Work with our partners to market libraries to hard to reach groups, including teenagers, Children Looked After, refugees, asylum seekers and Travellers.

To ensure Libraries, Early Years and the Primary Care Trust deliver the

Bookstart programme to all children, aged 0 - 4 in Harrow.

To develop and deliver a range of targeted sports development initiatives, which seek to raise participants quality of life.

Improve the physical accessibility of indoor sport facilities by meeting

legal requirements for access and endeavoring to reduce other physical barriers.

Support or pro-actively develop partnerships with other organisations or

educational institutions that utilise outdoor sports facilities.

Improve targeting of arts development programme and cultural strategy implementation, particularly towards needs of priority groups including,

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children looked after and leaving care, disabled young people and those individuals who may benefit from engagement with the arts.

Promote the development of extended school provision in all schools

through cluster working and encourage schools to create increased opportunities for the local community to use their buildings and facilities.

MAKING A POSITIVE CONTRIBUTION We found…

Two thirds of Harrow schools have School Councils and young people like them.

Young people want more opportunities to spend their leisure time positively.

There are a higher percentage of pupils excluded from Harrow High schools in Years 9 to 11 than in similar areas. Many of these young people have been excluded as a result of their behaviour and many have special educational needs, such as communication difficulties, that may not have been identified and addressed.

The rate of offending is low overall. Re-offending rates are low and

have declined faster than the national average. However, the number of first timers into the youth justice system has increased. (APA letter 2005).

We want…

All our young people to feel confident and able to make a positive contribution that makes a difference to the community.

To create a positive image of young people to counteract that portrayed in the media by giving them a wide range of opportunities to volunteer and help others.

To reduce the numbers of young people coming in to the youth justice

system as well as the number of young people re-offending.

To engage children and young people in voluntary and community work.

All schools to have a school council so that all children and young

people, including vulnerable children and those in need, have a voice.

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All children and young people to be in school and enjoying their education.

To do this we need to…. Fully implement the Children’s Services Participation Strategy for

consultation with children and young people and their involvement including more Youth Conferences and events for children and young people.

Ensure that school have effective strategies to manage pupil behaviour and that staff have access to guidance, training and support for positive behaviour management.

Implement a borough-wide strategy for dealing with pupils who are excluded, or at risk of exclusion, involving a wide range of services.

Improve the effectiveness of interventions and support to reduce the

likelihood of offending and re-offending including timely and effective parenting support, access to mentoring programmes, and provision of restorative justice opportunities.

Further develop citizenship education, encouraging all schools to have School Councils and increase the variety and breadth of participation.

Make better use of websites and community centres for communications with and between children and young people.

Work with schools and the voluntary sector to find ways to engage

children and young people in charitable, voluntary and community work.

ACHIEVING ECONOMIC WELL BEING We found…

Children and young people living in Greenhill, Stanmore South, Marlborough, Wealdstone, Kenton East and Roxbourne wards are more likely to experience difficulty in achieving prosperity, health and economic success.

69% of registered homeless households have children in them.

Harrow has a high rate of young people moving on to further and higher education. 88% of students going on to full time studies after 16. However, only 55.7% attend colleges in Harrow for post 16 education and a downward trend is expected to continue.

Despite the overall academic successes and achievements of most

young people in the borough, 19% of our young people are vulnerable,

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or at risk of limited life chances, due to poor educational achievement and training.

39.5% of students have not achieved a Level 2 qualification at 16.

Many of these are white males.

Young people with physical disabilities who leave school at 16 lose access to much help and support provided in school settings. So this affects their ability to access opportunities in further education.

Around 300 young people aged 16 -19 are not in education,

employment or training. Some of these young people need settled accommodation and have their food and health needs met before they can focus on a return to learning/training.

8% of unemployed people in Harrow are aged 16-24 years old.

We want…

To provide targeted local services through the provision of Children’s Centres and Extended Schools.

To provide high quality careers advice and counselling the number of

young people who are not in education, employment or training.

All young people to have the opportunity to access higher education, vocational training or employment when they leave school or college to minimise the effects of disadvantage, such as homelessness, family breakdown and other difficulties.

To provide continuity of support for vulnerable young people including access to accommodation, continuing education and careers advice.

Parents and carers to be able to receive appropriate support so that

they can access training and gain employment.

To help the most disadvantaged families access recreation and leisure activities.

To do this we need to…. To develop a broader 14-19 curriculum, more flexible pathways and

personalised learning through collaboration between schools and colleges to engage and motivate young people. This should include a wider range of vocational courses and work-based opportunities at all levels using a variety of contributors, including Harrow Skills Centre.

Encourage young people to remain in school or college post 16 and to

further reduce the numbers of young people who are not in education, employment or training. They will be helped by a programme of career

262

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Draft

27

education from year 7 that enables them learn about the world of work and the opportunities that are open to them, and by independent information, advice and guidance at points of choice and transition.

Provide access to Connexions education, training and employment

advice to hard to reach young people such as through the YOT, Leaving Care and Tuition Centre.

Support schools to offer a range of additional services beyond the school day to help meet the needs of children, their families and their community . Ensure that vulnerable children and children with disabilities will be able to access all activities and services provided at a school

Improve the tracking of young people at risk at all stages in order to

ensure targeted support is timely, relevant and sufficient and preventative where possible.

Work with partner organisations to provide affordable housing and

ensure that the accommodation needs of vulnerable young people are met .

Ensure continuity of support to young people with disabilities who leave school so that they can move on to further education, training or work.

Increase resources and opportunities for sustainable sport and physical activities for low-income families.

Increase the diversity and flexibility of childcare provision so that parents with specific training and employment needs can use it when they need it.

263

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Draft

28

TURNING PLANS INTO ACTION-HOW WILL WE KNOW CHANGE IS TAKING PLACE? Priorities for 2006/7 Of course, there are many things we want to achieve and we know we cannot do them all at once! So we have decided that the real drive and focus for next year has to be… Being Healthy We know that good health in the early years enables a child to benefit from learning and is most likely to have good life chances as an adult. We will focus on giving all babies and young children a healthy start. Staying Safe We know that the key to safeguarding children and improving outcomes for Children Looked After is through maintaining a well-qualified and motivated multi-agency workforce. Enjoying and Achieving We will focus on identifying the groups of children who are not doing so well in their learning and our focus will be educational inclusion for all. This will be supported by organisational changes and the implementation the plans for the 14-19 strategy. Making a Positive Contribution… We want to implement the new co-ordinated strategy for the participation of children and young people in school and community life and in planning services. We want to reduce the number of pupils excluded from school. We want to reduce the number of young people entering the youth justice system Achieving Economic Well-being… As part of wider curriculum development to expand choice, we believe we need to focus on developing a network of vocational courses available through consortia of secondary schools and colleges so that we increase the number of 16/17 year olds staying on in education/training, particularly those from disadvantaged groups.

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29

We want to build stronger partnerships with local businesses and other employers How will we know we are making a difference? If we are to produce better outcomes for children, we need to be able to make judgements about how we are doing based on facts. The following dimensions can show us how well we are working together. These can then be used by the CYPSP to set targets and assess progress. This will give us a shared focus and a grasp on whether change is really happening.

Our targets and performance indicators… Being Healthy… OF= Outcomes Framework and LP= Local Priority

TARGETS & INDICATORS Infant mortality rates OF Obesity OF Death rates from suicide OF Undetermined injuries OF Access rates to CAMHS OF Conception rates OF Diagnostic rates of new episodes of STIs among 16-19 year olds OF Average alcohol consumption OF Children who are regular smokers OF Children consuming 5 portions of fruit a day OF Harm caused by illegal drugs OF Referrals to drug treatment services LP Staying Safe… Re-registrations on the child protection registrations OF Number of 0-15 year olds injured or killed in road traffic accidents OF % of 11-15 year olds who state they have been bullied in last 12 months

OF

Fear of crime and anti-social behaviour OF % under 16s looked after for less than 2.5 years & living in same placement for less than 2 years or placed for adoption

OF

Care cases completed in the courts within 40 weeks OF

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30

Enjoying and Achieving… Level of development reached at end of the Foundation Stage, including narrowing the gap in the 20% most disadvantaged areas

OF

Half days missed through absence OF % 7 year olds achieving L2+ at KS1 OF % 11 year olds achieving L4+ in English and Maths. Including floor targets

OF

Educational achievement of CLA compared with peers OF Take up of sporting opportunities by 5-16 year olds OF Take up of cultural & sporting opportunities among under 16s. OF % 14 year olds achieving L5+ in English & maths. Science and IT including floor targets

OF

% 16 year olds achieving equivalent 5 A*-C GCSEs including floor targets

OF

% of YOT clients in full-time education, training or employment LP Making a Positive Contribution… % Pupils in schools participating in election of school/college council members and mock general elections

OF

Voluntary and community engagement by young people OF Availability of local vocational courses LP Pupils leaving school without Level 2 qualifications LP Reduction in level of offending OF Crimes brought to justice OF Reduction in school exclusions (temporary and permanent) OF/LP % 10-19 year olds admitting to bullying a pupil in last 12 months OF % 10-19 year olds admitting to attacking, threatening or being rude due to skin colour, race or religion a pupil in last 12 months

OF

% 18-24 year olds who are self-employed, manage their own business, or have thought seriously about starting their own business

OF

% reduction in the number of first time entrants to the youth justice system

LP

% of victims of youth crime offered restorative justice and satisfied with the process

LP

% of parents of YOT client receiving parenting support programmes

LP

% of young people re-offending after a YOT intervention LP

266

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31

Achieving Economic Well-being… % young people aged 16-18 not in education, training or employment

OF/LP

% 19 year olds achieving L2+ in NVQ2 or equivalent OF/LP Young people with disabilities staying on to education and training LP % 18-30 year olds participating in higher education OF % social housing and vulnerable households in the private sector in a decent condition

OF

Cleaner, safer & greener public spaces and quality of the built environment in deprived areas

OF/LP

Level of material deprivation and low income OF % Children living in relative low-income households including children living in workless households

OF

Stock and take-up of childcare for all families OF OF= Outcomes Framework and LP= Local Priority

267

Appendix C

Draft

32

ANNEX 1

THE CHILDREN AND YOUNG PEOPLE’S STRATEGIC PARTNERSHIP

Structure

7 Implementation Teams based on ECM themes + Children’s Trust & NSF

The Harrow Strategic

Partnership (HSP) Board

Harrow Strategic Partnership (HSP) - produces Community Strategy

Children and Young People’s Strategic Partnership (CYPSP) – responsible for

Children and Young People’s Plan (CYPP)

Be Healthy Stay Safe

Enjoy & Achieve

Economic wellbeing

Contribute Children’s Trust

NSF

268

Appendix C

Draft

33

Membership CYPSP Board Chair: Paul Clark, Director of Children’s Services, LBH

Chairs of the Sub-Groups:

Be Healthy Jean Bradlow, Director of Public Health, HPCT Stay Safe Paul Wedgbury Betty Lynch

Enjoy & Achieve Heather Clements

Making a Positive Contribution Richard Segalov

Achieve Economic Wellbeing Barbara Field Extended Schools Programme John Kennedy

Delivery of NSF Paul Man nix, Clinical Director, NPHT

Children’s Trust Approach Paul Clark, Director of Children’s Services, LBH

Responsible Officer for CYPP: Mark Gillett

Children’s Trust Approach Project Officer: Betty Lynch

269

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Draft

34

ANNEX II USEFUL WEBSITES www.everychildmatters.gov.uk www.harrow.gov.uk/everychildmatters www.childhealthmapping.org.uk www.teachernet.gov.uk/extendedschools www.harrowkidz.org.uk

Children and Young People’s Plan 2006-2009

This information can be provided in your own language.

Tel. O20 8XXX XXXX

This publication is available in large print and on audiocassette This publication is also available on:

www.harrow.gov.uk/everychildmatters

270

Appendix C

Draft

35

271

272


APPENDIX A Profile of the Nower Hill Cluster Area

Ward % of

pupils Comments

Pinner South 20 Headstone North 17.8 Small pocket of high rate of auto crime

Pinner 13.2 Low attainment (5 or more GCSEs at grades A*-C) at age 16 compared to the rest of the borough Fifth highest ward, in the borough, of social rented housing High rate of auto crime compared to the rest of the borough Third highest rate, in the borough, of criminal damage

Headstone South 11.2 Other Harrow wards 27.27 Pupils from other wards are spread over the

remaining 17 wards in the borough Outside borough 10.1

Other key features • Statemented pupils = 2.3% average for the cluster • Special needs register = 13.8% average for cluster • Free School Meal (FSM) pupils = 7.5% average for the cluster • 32.8% of students in the Nower Hill Cluster have English as an additional language In total there are 21 wards in Harrow. In general Headstone North, Headstone South, Pinner and Pinner South wards do not stand out as areas of deprivation when compared to other parts of the borough. That is not to say that there are not pockets of need within these wards, and SOA 185 in Pinner graphically illustrates this. Under other headings, such as auto crime, Headstone North and Pinner wards stand out when compared to other wards in the borough. Only two of Harrow’s 137 SOAs are in England’s most deprived 20% - one of these is SOA 185 in Pinner.


273

Super Output Areas 23 out of the total 137 SOAs in Harrow were identified as the most deprived area in the borough. Using a thorough analysis of the data available a profile of each of these 23 areas has been developed. Only one SOA within the wards of Headstone North, Headstone South, Pinner and Pinner South falls within this analysis – SOA 185, in Pinner. SOA 185 – Pinner • 60% of households live in rented accommodation, mainly Council-owned. Across the

borough 25% of households overall live in rented accommodation. • 18% of households live in overcrowded accommodation, above the Harrow average

of 12%. • A higher proportion of children live in this area and a correspondingly lower

proportion of residents aged 60 and over, compared to the Harrow average. • Higher concentrations of residents from the ‘white’ groups. Fewer than 30% of

residents are from Black and minority ethnic groups, below the Harrow average of 41%.

• Considerably higher level of lone parent households with dependent children (16%) and more single person households (19%), other than single pensioner households, in this area. This compares with an average of 5.6% of lone parent households with dependent children and 12.5% single person (not pensioner) households in the borough.

• Of the 261 pupils in the area 91 (35%) were eligible for free school meals. This is considerable higher than the Harrow average (16.6%), which in turn is slightly higher than the national average.

• Residents in this area have poorer health in general. 19% of residents have a limiting long-term illness (12.1% of residents of working age), compared to 15% overall in Harrow (6.5% of working age).

• In 2001 unemployment was higher in this SOA (5.8%) compared to the Harrow average (3.1%).

• 8% of residents (aged 16-74) here are permanently sick/disabled and economically inactivity, considerably higher than the 3.4% average for Harrow.

• Over one-third of residents aged 16-74 do not have any qualifications, compared to just over 20% for Harrow residents.

• 40% of households in this area do not have access to a car, compared to 22% of households in the borough generally.

• Social care – the rates of provision for each of the service areas are all relatively high. The rate for both children’s services and services to adults are almost two and a half times the borough average; and the rate for older people’s services is almost twice the borough average.

• Densely populated area, with a population density between 80 to107 people per hectare.

274

Appendix B Rationale

‘EVERY CHILD MATTERS’

‘__ Change for Children in Schools’

‘Every Child Matters is the government’s vision for Children’s Services to help achieve the following five outcomes for children and young people: - Be healthy - Stay safe - Enjoy and achieve - Make a positive contribution - Achieve economic well-being’ (Summary of DfES Guidance – DfES 1089/2004, December 2004). By 2010 all schools will be expected to provide Access to the core offer of

high quality ‘wraparound’ childcare provided on the school site or through other local providers, with supervised transfer arrangements where appropriate, available 8.00 am – 6.00 pm all year round.

a varied menu of activities to be on offer such as homework clubs and study

support, sport (at least two hours a week beyond the school day for those who want it), music tuition, dance and drama, arts and crafts, special interest clubs such as chess and first aid courses, visits to museums and galleries, learning a foreign language, business and enterprise activities.

parenting support including information sessions for parents at key transition

points, parenting programmes run with the support of other children’s services and family learning sessions to allow children to learn with their parents.

swift and easy referral to a wide range of specialist support services such as

speech therapy, child and adolescent mental health services, family support services, intensive behaviour support, and (for young people) sexual health services. Some may be delivered on school sites.

providing wider community access to ICT, sports and arts facilities, including adult

learning. (DfES 1408-2005-DOC-EN ‘Extended Schools: Access to Opportunities and Services for All’ 2005)

275

Introduction All schools within the Nower Hill cluster have agreed and identified three focus areas that build upon our current position to enhance the opportunities for all our children to work towards the five outcomes within ‘Every Child Matters’. The Nower Hill cluster of schools propose to develop and share expertise, resources and facilities further within the cluster of schools, whilst maintaining a mutually supportive partnership with outside agencies. As a first initiative the cluster proposes to appoint a Cluster Co-ordinator to launch, oversee, manage and develop our project focussing on the following areas:

Counselling Family and Lifelong And Therapy Learning

Extra Curricular Initiates It is envisaged that once appointed, the Cluster Co-ordinator will be based at Nower Hill High School in the first instance. Analysis of current extended school activities indicates that while there are areas of strong development relating to extended school activities, the areas of Family and Lifelong Learning, i.e. family learning, adult and community learning, parenting; Counselling and Therapy, i.e. health and social care; and Extra Curricular Activities, i.e. study support, sports and arts could be expanded with the benefit of additional resource and priority given to these developments by the schools. Our aim is to make our cluster of schools an all round centre of educational excellence that makes a real difference within our community. Focus Area 1 – Family and Lifelong Learning Aim: To provide and promote opportunities for all within our community to access planned learning activities and support to the benefit of their own and their family’s well being. Productive partnerships with parents/carers are essential. Parental support and involvement in their child’s education has significant input upon pupil achievement at school. Study support impacts upon pupil achievement.

Every Child Matters

276

Focus Area 2 – Extra Curricular Activities to Support Social and Life Skills Aim: To provide and promote personal and social development and the enjoyment of recreation together with addressing the lack of facilities of this type within our cluster’s community. This focus area directly seeks to compensate for the lack of facilities for these types of recreational activity currently available within our cluster area. Provision of recreational activities also seeks to address the high rate of auto crime found in Pinner. Focus Area 3 – Counselling, Therapy and Support Aim: To further develop the provision of a comprehensive counselling and therapeutic service of support for all pupils and their parents/carers within our cluster’s community. Children’s emotional well-being and health is a key element in the drive to improve outcomes for children. Extra support for this area will bring more specialist services for children with emotional or mental health needs. This focus area promotes inclusion through targeted support, early intervention and preventative programmes.

277

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in

excl

usio

ns fr

om

scho

ol.

Indi

vidu

al

incr

ease

in p

upil

atta

inm

ent.

NH

HS

and

exte

nsio

n of

se

rvic

e av

aila

ble

to a

ll ot

her

scho

ols

Ever

y da

y du

ring

scho

ol

hour

s

• L

EAR

NIN

G M

ENTO

RS

Supp

ort f

or

lear

ning

and

po

sitiv

e be

havi

our

Prov

isio

n of

sw

ift

and

easy

refe

rral t

o sp

ecia

list s

uppo

rt se

rvic

es

Red

uctio

n in

ex

clus

ions

/dis

affe

ctio

n, in

crea

sed

acad

emic

ac

hiev

emen

t

Num

bers

at

tend

ing.

R

educ

tion

in

excl

usio

ns fr

om

scho

ol.

Indi

vidu

al

incr

ease

in p

upil

atta

inm

ent.

All s

choo

ls a

s ne

eded

W

ithin

sch

ool

day

• M

USI

C/D

ANC

E/AR

T

TH

ERAP

Y Pr

omot

ion

of

posi

tive

men

tal

and

emot

iona

l he

alth

Prov

isio

n of

sw

ift

and

easy

refe

rral t

o sp

ecia

list s

uppo

rt se

rvic

es

Supp

ort f

or

emot

iona

lly h

ealth

y ch

ildre

n

Num

bers

at

tend

ing.

R

educ

tion

in

excl

usio

ns fr

om

scho

ol.

Indi

vidu

al

incr

ease

in p

upil

atta

inm

ent.

Wes

t Hou

se o

nce

refu

rbis

hed

TBA

281

282


Appendix 1 Draft Local Implementation Plan Consultation Results This report covers the following:

1. Consultation methodology 2. Consultation comments received with a brief officer response; and 3. Key recommended changes to the report resulting from consultation

comments. 1. CONSULTATION METHODOLOGY

1.1 Consultation on the draft LIP ran from the beginning of March until 16 May 2005. A brief summary document of the draft LIP was produced to facilitate the consultation, and because of the length of the draft LIP, over 300 pages. 3,000 of these summary leaflets were printed and distributed along with 150 copies of the full draft LIP.

1.2 Details of the consultation methodology are as follows:

Consultation leaflet distribution

1.3 A mail shot of the leaflets took place on 7/8 March and included the following organisations: Harrow Stakeholder partnership database including:

Residents’ Associations Neighbourhood watches Scouts, brownies and guides groups Churches, synagogues, mosques etc Local Campaign groups Emergency services Colleges Companies Hospitals Clubs / societies: Youth, sports, women’s, ethnic groups, arts, medical, educational etc. Housing Associations Social service providers / health authorities

Businesses Bus Companies TAP members (Transport and air pollution group) Town Centre forum members POP (Partnership with Older People) members Town Centre shops Schools including private schools Bus and Rail liaison members


283

Traffic liaison representatives Living streets members NWL Chambers of Trade members Transportation consultees database Safer Harrow partnership (includes all emergency services)

Estimated total of above is 1800

1.4 Additional leaflets were sent to those in correspondence with transportation in the Council or visiting the Council.

Full Draft LIP distribution

1.5 200 full draft LIPs were printed and sent out to all statutory consultees. These included:

Neighbouring boroughs Emergency Services Strategic Rail Authority Network Rail The Highways Agency London Transport Users Committee Harrow Public Transport Users Association Harrow Association of Disabled People NWL Chamber of Commerce The Environmental Agency English Nature English Heritage Countryside Agency Transport for London

1.6 Copies of the draft LIP and the Strategic Environmental Assessment were also placed in all Harrow libraries and at the Civic Centre for the public to read.

1.7 The full draft LIP was also provided to members of the Environment and Economy scrutiny committee and to all Council officers who requested a copy.

1.6 In addition, the full draft LIP was sent to the two local MPs, Tony McNulty MP and to Gareth Thomas MP.

Newspaper advert

284

1.7 A quarter page advert for the LIP consultation was placed in the Harrow Times which is distributed widely throughout the borough. Further adverts were placed in the Harrow Times towards the end of the consultation to remind people to respond in time.

Electronic media

1.8 The draft LIP and the SEA were also live on the Internet and the Intranet throughout the consultation, with a direct way of responding provided online.

Consultation equality monitoring

1.9 The summary draft leaflet was sent to a wide variety of minority groups in the borough covering all major religions and ethnic groupings. In addition, there were requests to translate the summary document into Urdu and Gujarati and these translations were further distributed to all groups with a Pakistani or Indian connection.

Stakeholder meetings

1.10 During the consultation, meetings were held with the following groups:

Harrow Town Centre management forum LA21 (Transport and Air pollution sub-group) Cycling representative – LCC Living Streets representative Harrow Association of Disabled People POP – (Partnership with Older People) transport subgroup Harrow Public Transport Users Association Bus liaison meeting Rail liaison meeting Traffic liaison meeting Voluntary community sector forum Safer Harrow Management Group School head teachers

In addition a seminar was held for all interested councillors

Feedback

1.11 Consultation feedback numbers: Forms returned 48 Website replies 14

285

Letters/notes/emails 36 Total attendees at meetings 136 Total number of people contributing to consultation 234 TfL Feedback

1.12 TfL feedback was provided on 26 August. This was a detailed analysis of the document and as for all London Boroughs is 125 pages long.

286

2.0

CO

NSU

LTA

TIO

N R

ESU

LTS

2.1

A gr

eat d

eal o

f the

cha

nges

reco

mm

ende

d by

the

cons

ulta

tion

are

sim

ple

edito

rial c

hang

es. T

his

is p

artic

ular

ly s

o fo

r co

mm

ents

from

TfL

. Th

ese

have

not

bee

n in

clud

ed in

this

repo

rt.

2.2

This

repo

rt ad

dres

ses

cons

ulta

tion

resp

onse

s in

the

orde

r of t

he d

raft

LIP

chap

ters

. Fo

r eac

h ch

apte

r the

com

men

ts

rece

ived

from

the

publ

ic a

nd T

fL a

re re

porte

d se

para

tely

. A

ll co

mm

ents

hav

e as

soci

ated

offi

cers

’ rec

omm

enda

tions

. D

ocum

ent I

ntro

duct

ion

Rel

evan

t com

men

ts re

ceiv

ed fr

om th

e pu

blic

O

ffice

rs’ r

ecom

men

datio

n 1.

Inc

lude

a g

ener

al tr

ansp

ort v

isio

n th

at e

xten

ds b

eyon

d th

e 4

year

s of

the

plan

1. A

gree

and

to b

e de

velo

ped

base

d on

th

e lo

cal t

rans

port

stra

tegy

.

C

hapt

er 3

Bor

ough

Pol

icy

Stat

emen

t R

elev

ant c

omm

ents

rece

ived

from

the

publ

ic

Offi

cers

’ rec

omm

enda

tion

Gen

eral

1.

Rem

ove

refe

renc

es to

the

TfL

“cor

e” n

etw

ork

as n

o lo

nger

rele

vant

2.

Rem

ove

polic

ies

in s

uppo

rt of

wor

kpla

ce p

arki

ng

3.

Tax

wor

kpla

ce p

arki

ng to

enc

oura

ge w

alki

ng

1. A

gree

, will

rem

ove

and

rew

rite

rele

vant

pu

blic

tran

spor

t pol

icie

s –

see

revi

sed

publ

ic tr

ansp

ort p

olic

ies

in k

ey c

hang

es

sect

ion

2. A

gree

, will

rem

ove

and

rew

rite

rele

vant

po

licie

s –

see

key

chan

ges

sect

ion

3. U

nles

s do

ne re

gion

ally

, will

have

ne

gativ

e lo

cal e

cono

mic

impa

ct.

Ther

efor

e do

not

incl

ude

Jo

ined

up

Publ

ic P

olic

y 1.

Fac

ilitie

s fo

r mot

orcy

cles

sho

uld

be in

clud

ed in

pla

nnin

g ap

plic

atio

ns in

PE

3

1. A

dd a

dditi

onal

bul

let p

oint

to P

E3

– se

e ke

y ch

ange

s se

ctio

n R

ecom

men

d th

is is

car

ried

forw

ard

to n

ext

Loca

l Dev

elop

men

t Fra

mew

ork

287

2. M

otor

cycl

ists

are

of b

enef

it re

gard

ing

soci

al in

clus

ion

beca

use

they

are

so

muc

h ch

eape

r to

use

3. M

otor

cycl

ists

sho

uld

be c

ore

elem

ent o

f reg

ener

atio

n

4. L

evy

a bo

nd o

n de

velo

pmen

t to

pay

for t

he d

amag

e th

ey d

o to

the

pave

men

ts n

earb

y

2. A

gree

3.

Agr

ee a

nd re

writ

e Jo

ined

up

publ

ic

polic

ies

2 –

see

key

chan

ges

sect

ion

Rec

omm

end

this

is c

arrie

d fo

rwar

d to

nex

t Lo

cal D

evel

opm

ent F

ram

ewor

k 4.

Pla

nnin

g se

rvic

es w

ill lo

ok a

t way

s to

ad

dres

s th

is e

ither

thro

ugh

deve

lopm

ent

cont

rol p

roce

ss o

r bui

ldin

g co

ntro

l dat

a on

sta

rts.

Pu

blic

Tra

nspo

rt 1.

Lac

k of

coo

rdin

atio

n in

pub

lic tr

ansp

ort c

losu

res

by N

etw

ork

Rai

l and

LU

L (x

2)

2.

Pro

vide

she

lters

at r

eque

st b

us s

tops

too

3.

Inc

lude

pol

icy

to s

uppo

rt fil

ling

in a

ll bu

s st

op la

y-by

s

4.

Pub

lic s

houl

d be

invo

lved

in d

iscu

ssio

ns w

ith p

ublic

tran

spor

t ope

rato

rs

and

they

sho

uld

not h

appe

n be

hind

clo

sed

door

s

5.

Con

side

r pro

vidi

ng c

ount

dow

n in

form

atio

n at

bus

sto

ps

6. M

ore

CC

TV o

n bo

ard

buse

s

7. B

us d

river

s sh

ould

take

cas

h

8. I

ntro

duce

bus

ser

vice

bet

wee

n So

uth

Har

row

sta

tion

and

Nor

thw

ick

Park

1. A

gree

, and

incl

ude

reco

mm

enda

tion

to

prov

ider

s fo

r bet

ter c

omm

unic

atio

n –

see

new

pub

lic tr

ansp

ort p

olic

y in

key

ch

ange

s se

ctio

n 2.

Con

side

red

by T

fL o

n a

case

by

case

ba

sis

but p

rovi

ded

whe

re fe

asib

le

3. C

urre

nt p

olic

y is

to a

ttem

pt to

do

this

su

bjec

t to

the

impa

ct o

n ot

her r

oad

user

s. P

rogr

ess

doin

g th

is c

an in

crea

se

rapi

dly

whe

n ca

shle

ss b

oard

ing

oper

ates

and

bus

sto

ppin

g tim

e is

si

gnifi

cant

ly re

duce

d 4.

Har

row

Pub

lic T

rans

port

Use

rs’

Asso

ciat

ion

are

repr

esen

ted

at q

uarte

rly

bus-

liais

on m

eetin

gs w

hich

als

o in

volv

e Tf

L an

d H

arro

w C

ounc

il. A

lso

see

new

pu

blic

tran

spor

t pol

icy

in k

ey c

hang

es

sect

ion

5. E

xist

ing

polic

y su

ppor

ts th

is

6. B

orou

gh h

as n

o co

ntro

l of t

his

but

shou

ld a

dd s

uppo

rt fo

r it i

n fin

al L

IP

7.

Mos

t do,

but

this

is a

n is

sue

for T

fL

8.

Thi

s is

sue

will

be ra

ised

with

TfL

who

288

hosp

ital

9.

Ext

end

buse

s to

RN

OH

/ASP

IRE

(x2)

10. P

rovi

de c

ircul

ar m

ini b

us ro

utes

and

mor

e bu

s lin

ks b

etw

een

mai

n ro

ads

11

. Dire

ct b

us li

nks

are

need

ed fr

om N

orth

wic

k Pa

rk h

ospi

tal t

o M

ount

Ver

non

and

from

Nor

thw

ick

Park

Hos

pita

l to

Roy

al N

atio

nal O

rthop

aedi

c H

ospi

tal

12. B

ette

r lin

ks to

Nor

thw

ick

Park

hos

pita

l 13

. Intro

duce

bus

link

ing

train

and

und

ergr

ound

sta

tions

14

. Intro

duce

hop

per b

us s

ervi

ces

that

get

into

resi

dent

ial e

stat

es

15. B

uses

sho

uld

be re

quire

d to

adm

it pe

ople

at s

tand

s at

cem

eter

ies,

cr

emat

oria

, hos

pita

ls

16. N

eed

to re

view

the

effe

ctiv

enes

s of

bus

lane

s (x

2)

17. B

uses

sho

uld

be re

quire

d to

adm

it pa

ssen

gers

at t

erm

inal

sta

nds

18. N

etw

ork

Rai

l sho

uld

not c

urta

il jo

urne

ys to

Brig

hton

at C

laph

am J

unct

ion.

19

. All

stat

ions

in th

e bo

roug

h sh

ould

be

fully

acc

essi

ble

20. B

uses

driv

e to

o fa

st, t

oo a

ggre

ssiv

ely,

driv

ers

have

poo

r beh

avio

ur, t

here

ar

e no

t eno

ugh

of th

em, t

hey

som

etim

es d

rive

past

sto

ps a

nd th

e bu

ses

do

not h

ave

enou

gh s

eats

on

them

21

. Don

’t m

ake

zero

pro

visi

on o

f par

king

at s

tatio

ns th

e ul

timat

e go

al

22. T

oile

ts s

houl

d be

pro

vide

d at

inte

rcha

nges

and

sho

uld

be u

nloc

ked

23

. Don

’t le

t mot

orcy

cles

use

bus

lane

24

. Sho

uld

expe

rimen

t on

allo

win

g m

otor

cycl

es in

bus

lane

s (x

2)

25. S

houl

d co

nsid

er p

erso

n ca

paci

ty a

nd n

ot v

ehic

le c

apac

ity

are

resp

onsi

ble

for d

eliv

ery

of th

ese

serv

ices

– a

lso

see

Publ

ic T

rans

port

PT.1

3 re

writ

e in

repo

rt in

key

cha

nges

se

ctio

n 9.

As

abov

e 10

. As

abov

e

11. A

s ab

ove

12. A

s ab

ove

13. A

s ab

ove

14. A

s ab

ove

15. A

s ab

ove

16

. Thi

s is

pla

nned

to b

e do

ne

17. T

his

is T

fL is

sue

and

polic

y is

unl

ikel

y to

ch

ange

due

to d

river

bre

ak ti

mes

18. T

his

is a

n is

sue

for N

etw

ork

Rai

l, bu

t re

com

men

d LI

P re

fers

to b

enef

it of

se

rvic

e 19

. Sup

port

for t

his

is a

lread

y in

clud

ed

20. T

his

issu

e w

ill be

rais

ed w

ith T

fL b

ut

also

refe

r to

in fi

nal L

IP s

ee n

ew P

ublic

Tr

ansp

ort p

olic

y in

key

cha

nges

sec

tion

21

. Agr

ee a

nd s

ee re

vise

d PE

8 in

key

ch

ange

s se

ctio

n

22. In

prin

cipl

e ag

ree

to s

uppo

rt su

bjec

t to

secu

rity

impl

icat

ions

– s

ee re

vise

d PT

.8

in k

ey c

hang

es s

ectio

n 23

. Wai

ting

for T

fL re

sults

of p

ilot a

nd

guid

elin

es

24. A

s 23

25

. Thi

s is

larg

ely

done

in re

view

ing

sign

als

289

26. D

o no

t sup

port

artic

ulat

ed b

uses

by g

ivin

g co

nsid

erat

ion

to b

uses

26

. Thi

s is

an

issu

e fo

r TfL

, how

ever

the

exis

ting

netw

ork

wou

ld re

quire

co

nsid

erab

le w

ork

for t

hem

to b

e su

itabl

e, th

ough

whe

re c

apac

ity

dem

ands

this

they

sho

uld

be

cons

ider

ed.

Wal

king

1.

Add

ped

estri

an p

hase

s at

all

sign

als

2.

Upg

rade

the

cond

ition

s of

all

foot

way

s/Im

prov

e co

nditi

on o

f pav

emen

ts

boro

ugh

wid

e 3.

Dev

elop

mor

e w

alki

ng ro

utes

4.

Sho

uld

impr

ove

safe

ty fo

r ped

estri

ans

5. C

onsi

der a

ccid

ents

on

pede

stria

n pa

thw

ays

and

alle

yway

s 6.

Em

phas

ize

wal

king

net

wor

k an

d ac

ross

bor

ough

and

its

cont

ribut

ion

to

heal

thie

r liv

ing

(x2)

7.

Lin

k w

alki

ng to

tour

ism

and

loca

l eco

nom

ies

8. R

evie

w a

ll pe

dest

rian

cros

sing

s to

ens

ure

they

are

in p

edes

trian

des

ire li

ne

9.

Onl

y gu

ard

railin

g fo

r saf

ety

reas

ons

shou

ld re

mai

n th

e re

st s

houl

d be

1. T

he L

IP in

clud

es a

tim

etab

le fo

r rev

iew

s of

all

sign

als

rega

rdin

g pe

dest

rian

phas

es. T

he re

view

will

info

rm fu

ture

de

cisi

on. I

n lin

e w

ith th

e M

ayor

’s

Tran

spor

t Pol

icy,

On

‘A' R

oads

ther

e is

a

gene

ral p

resu

mpt

ion

in fa

vour

of

dist

ribut

ion.

On

othe

r roa

ds th

ere

is a

pr

esum

ptio

n in

favo

ur o

f acc

ess

and

amen

ity, p

artic

ular

ly fo

r res

iden

ts,

buse

s, p

edes

trian

s an

d cy

clis

ts a

nd

whe

re n

eces

sary

, bus

ines

s ac

cess

. 2.

Pro

gram

mes

are

incl

uded

3. A

lread

y in

clud

ed

4. A

lread

y in

clud

ed

5. T

his

is d

one

whe

re re

porte

d bu

t un

derre

porti

ng m

akes

it d

iffic

ult,

but w

ill m

onito

r rel

evan

t cor

resp

onde

nce

to

iden

tify

need

6.

Alre

ady

incl

uded

but

reco

mm

end

emph

asiz

e m

ore

7. A

gree

and

refe

r to

in fi

nal L

IP

8. T

his

is n

ot c

onsi

dere

d ne

cess

ary

for a

ll cr

ossi

ngs.

Can

inve

stig

ate

indi

vidu

al

case

s w

here

par

ticul

ar c

once

rns

are

rais

ed

9. A

gree

290

rem

oved

10

. Don

’t re

mov

e sa

fety

railin

g in

Sou

th H

arro

w

11. P

rovi

de b

ette

r map

s fo

r wal

king

12

. Use

mor

e te

chno

logy

on

cros

sing

s to

tell

whe

n w

alke

r has

com

plet

ed

cros

sing

13. R

evie

w s

igna

l tim

ings

, som

e of

them

are

too

long

and

del

ay tr

affic

14

. Mor

e do

g tid

y tin

s

10. O

nly

rem

ovin

g w

here

saf

ety

railin

gs a

re

unne

cess

ary

11. T

his

has

been

don

e an

d is

man

aged

by

tour

ism

sec

tion

in c

omm

unic

atio

ns

12. T

his

is b

eing

revi

ewed

as

part

of s

igna

l m

oder

nisa

tion

prog

ram

me

and

roll

out

of P

uffin

cro

ssin

gs

13. A

lread

y in

clud

ed

14. A

gree

, sho

uld

emph

asiz

e pr

ovid

ing

faci

litie

s fo

r tid

ier e

nviro

nmen

t C

yclin

g 1.

Add

ress

cyc

ling

on p

avem

ents

, ant

isoc

ial b

ehav

iour

, pav

emen

t par

king

an

d st

reet

clu

tter

2. E

nfor

ce a

gain

st c

yclis

ts ri

ding

on

pave

men

ts (x

5)

3. T

oo m

uch

park

ing

in c

ycle

lane

s

4.

Don

’t en

cour

age

child

ren

to c

ycle

to s

choo

l

5. I

ntro

duce

a s

choo

l cyc

le d

ay p

er w

eek

6. M

ore

park

s sh

ould

be

used

for c

yclin

g/Pr

ohib

it cy

clin

g in

par

ks

7. H

iera

rchy

in p

olic

y C

5 is

pro

blem

atic

and

will

caus

e cy

clin

g on

foot

way

s

8. C

onsi

der b

ike

cont

raflo

ws

(x2)

1.

Agr

ee a

nd im

prov

e by

pro

visi

on o

f be

tter d

edic

ated

faci

litie

s fo

r cyc

lists

and

by

enf

orce

men

t thr

ough

liai

son

with

po

lice

– se

e ne

w p

olic

y W

18 in

key

ch

ange

s se

ctio

n 2.

Agr

ee, s

houl

d be

dea

lt w

ith b

y m

ore

join

t tas

king

of p

olic

e –

see

addi

tiona

l po

licy

W18

in in

key

cha

nges

sec

tion

3. T

he c

ase

for f

urth

er p

arki

ng re

stric

tions

an

d/or

man

dato

ry la

nes

will

incr

ease

w

hen

netw

ork

is m

ore

deve

lope

d an

d cy

cle

num

bers

incr

ease

4.

Cur

rent

ly d

ecis

ion

for s

choo

l hea

d bu

t th

is is

par

t of M

ayor

’s T

rans

port

Stra

tegy

5.

A c

ycle

day

per

ann

um is

don

e as

par

t of

Bik

ewee

k. S

choo

ls a

re b

eing

en

cour

aged

to p

rom

ote

cycl

ing.

6.

Thi

s w

ill be

kep

t und

er re

view

7.

Thi

s is

onl

y do

ne w

here

pav

emen

ts a

re

suffi

cien

tly w

ide

8.

Agr

eed

and

curre

ntly

bei

ng c

onsi

dere

d in

Nor

th H

arro

w

291

9. O

nly

segr

egat

ed c

ycle

rout

es s

houl

d be

allo

wed

10

. Use

mor

e ve

rge

area

s fo

r par

king

to a

llow

road

to b

e cl

ear f

or c

yclis

ts (x

2)

11. C

yclin

g m

aps

shou

ld in

clud

e cy

cle

park

ing

info

rmat

ion

12. C

ycle

par

king

sho

uld

be c

over

ed (x

2)

13. O

ffer m

ore

train

ing

to a

dult

non

cycl

ists

(x2)

14

. Bet

ter c

ycle

par

king

faci

litie

s at

sta

tions

9. N

ot p

ract

ical

as

insu

ffici

ent h

ighw

ay

wid

th in

man

y lo

catio

ns.

Cur

rent

pol

icy

is to

seg

rega

te w

here

ver p

ossi

ble

10. C

ontra

ry to

bor

ough

pol

icy

on g

reen

en

viro

nmen

t 11

. Agr

ee s

houl

d be

don

e w

hen

repu

blis

hed

12

. Alre

ady

incl

uded

13

. Alre

ady

incl

uded

14

. Agr

ee

C

ar/M

otor

cycl

e U

se

1. I

ntro

duce

one

car

free

day

per

wee

k

2. I

mpr

ove

traffi

c si

gnag

e 3.

Be

mor

e fle

xibl

e re

gard

ing

park

ing

perm

its –

e.g

. pro

batio

n se

rvic

e

4. D

river

s sp

eed

too

muc

h an

d ha

ve a

n at

titud

e pr

oble

m

5. T

raffi

c is

too

fast

6.

Too

man

y ro

ad h

umps

7.

Elim

inat

e ro

ad h

umps

8.

Som

e ro

ad h

umps

are

too

seve

re

9. L

et m

otor

cycl

ists

use

adv

ance

sto

p lin

es a

s an

exp

erim

ent (

x2)

10. S

houl

d ha

ve m

otor

cycl

ing

stra

tegy

1. W

ould

impa

ct o

n lo

cal e

cono

my

and

amen

ity

2. A

lread

y in

clud

ed

3. N

eed

to b

alan

ce fl

exib

ility

with

ob

ject

ives

of z

ones

and

nee

d to

lim

it ab

use

of p

erm

it sy

stem

. 4.

Nat

iona

l pro

blem

– H

arro

w c

anno

t dea

l w

ith in

isol

atio

n al

thou

gh s

afet

y pr

ogra

mm

es s

eek

to a

ddre

ss it

at

spec

ific

loca

tions

5.

As

abov

e 6.

The

ir un

popu

larit

y an

d di

sadv

anta

ges

are

reco

gnis

ed b

ut th

ey h

ave

actu

ally

si

gnifi

cant

ly re

duce

d ac

cide

nts.

In n

ew

sche

mes

alw

ays

look

at a

ltern

ativ

es

7. T

his

wou

ld o

nly

be a

ppro

pria

te if

si

mila

rly s

ucce

ssfu

l spe

ed re

duci

ng

safe

ty m

easu

res

coul

d be

pro

vide

d, if

ac

cide

nt re

duct

ions

are

to b

e m

aint

aine

d 8.

Will

be a

djus

ted

durin

g re

surfa

cing

9.

Nee

ds to

be

regi

onal

or n

atio

nal

initi

ativ

e

10. N

ot re

quire

d as

LIP

will

be s

trate

gy fo

r al

l tra

nspo

rt an

d m

otor

cycl

es a

re

292

cons

ider

ed th

roug

hout

the

docu

men

t C

hang

ing

attit

udes

and

beh

avio

ur

1. E

xten

d tra

vel a

war

enes

s to

all

publ

ic b

odie

s an

d ut

ility

serv

ices

2. R

efoc

us tr

avel

aw

aren

ess

to p

rovi

ding

info

rmat

ion

need

ed fo

r vis

itors

3. S

houl

d cl

early

sta

te c

ar a

cces

s to

tow

n ce

ntre

is u

ndes

irabl

e 4.

Lin

k be

twee

n co

nges

tion

and

air p

ollu

tion

shou

ld b

e em

phas

ised

5.

Offe

nsiv

ely

loud

ste

reos

in c

ars

1. W

ill re

fer t

o tra

vel p

lans

for a

ll co

mpa

nies

but

diff

icul

t as

utilit

y se

rvic

es

are

not m

ajor

loca

l em

ploy

er in

Har

row

2.

Thi

s is

incl

uded

as

part

of tr

avel

pl

anni

ng

3. N

eed

to c

onsi

der e

cono

mic

s of

cen

tres

4. A

gree

and

to b

e be

tter e

mph

asiz

ed in

fin

al L

IP

5. P

olic

e is

sue

but n

oise

is re

ferre

d to

in

LIP

Ac

cess

ibilit

y 1.

Inc

lude

acc

essi

bilit

y po

licie

s 2.

Rt3

50 H

arro

w to

Wat

ford

sho

uld

take

Fre

edom

Pas

s (x

2)

3. C

ost e

ffect

iven

ess

of fr

eedo

m p

ass

shou

ld b

e re

view

ed

4.

Int

egra

te a

cces

sibi

lity

impr

ovem

ents

with

sta

tion

acce

ss im

prov

emen

ts

5. F

und

trave

l tra

inin

g of

peo

ple

with

lear

ning

dis

abilit

ies

6.

Do

not l

ower

trip

num

bers

for t

axic

ard

too

far (

x2)

1. A

gree

2.

Not

bor

ough

resp

onsi

bilit

y bu

t sho

uld

incl

ude

refe

renc

e to

it a

nd s

uppo

rt.

Cou

ncil

is o

bjec

ting

to R

t 350

with

draw

al

from

Har

row

. 3.

TfL

hav

e be

en c

ondu

ctin

g a

revi

ew,

loca

l rev

iew

not

nec

essa

ry

4. A

gree

5.

Agr

ee

6. L

ondo

nwid

e re

view

taki

ng p

lace

Hig

hway

Man

agem

ent

1. R

oad

wor

ks n

ot s

uffic

ient

ly c

oord

inat

ed

2.

Roa

d w

orks

nee

d be

tter a

dver

tisin

g al

ong

with

thei

r im

pact

on

publ

ic

trans

port

3. I

mpr

ove

road

mai

nten

ance

4.

Air

qual

ity im

pact

sho

uld

be d

one

on a

ll sc

hem

es

5. P

erm

its s

houl

d be

requ

ired

for s

kips

6. A

dd th

at m

otor

cycl

ists

cau

se n

eglig

ible

road

dam

age

1. W

ill be

add

ress

ed b

ette

r via

role

of n

ew

Traf

fic M

anag

er u

nder

the

new

dut

y co

nfer

red

on a

ll H

ighw

ay A

utho

ritie

s by

th

e Tr

affic

Man

agem

ent A

ct 2

004

2.

Agr

ee, t

his

shou

ld b

e in

clud

ed a

s pa

rt of

ne

w tr

affic

man

ager

role

3.

Alre

ady

incl

uded

4.

Tra

ffic

impa

ct is

con

side

red

for a

ll sc

hem

es w

hich

is a

pro

xy fo

r air

qual

ity

5. T

his

is a

lread

y th

e ca

se

6. Y

es, b

ut n

or d

o ca

rs

293

O

ther

com

men

ts re

leva

nt to

Cha

pter

3 re

ceiv

ed fr

om p

ublic

Po

sitiv

e N

egat

ive

Oth

er

1. P

leas

ed to

see

pla

n fo

r tow

n ce

ntre

im

prov

emen

ts

2. P

avem

ents

are

muc

h im

prov

ed

3. W

alki

ng ro

utes

are

ext

rem

ely

wel

com

e 4.

Cyc

ling

plan

s ar

e ve

ry w

elco

me

5. P

leas

ed to

see

exp

ansi

on to

sh

opm

obilit

y 6.

Ver

y pl

ease

d w

ith p

lan

7. P

leas

ed w

ith o

vera

ll po

licy

8. A

goo

d w

ell b

alan

ced

plan

9.

Goo

d w

e ar

e en

cour

agin

g w

alki

ng

and

cycl

ing

10

. Gen

eral

ly a

n ex

celle

nt tr

avel

pla

n

1. B

us la

nes

do n

ot w

ork

2.

Ris

ing

bolla

rds

in W

eald

ston

e ha

ve

not b

een

a su

cces

s 3.

Cyc

le la

nes

are

a w

aste

of m

oney

4.

Mos

t cyc

le la

nes

are

too

dang

erou

s as

they

are

not

phy

sica

lly

sepa

rate

d –A

lexa

ndra

Ave

is a

go

od c

ycle

lane

5.

Sho

rt cy

cle

lane

s ar

e da

nger

ous

espe

cial

ly w

hen

park

ed u

p 6.

Enf

orce

men

t aga

inst

pav

emen

t pa

rkin

g is

pie

cem

eal

7. D

ocum

ent i

s to

o lo

ng

8. T

oo m

uch

cong

estio

n

1. G

et c

ars

off t

he ro

ad

2. T

oo m

any

pare

nts

driv

ing

kids

to

scho

ol

3. S

choo

l Tra

nspo

rt pr

oble

m n

eeds

a

dras

tic s

olut

ion

4.

Don

’t as

sist

TfL

reve

nue

insp

ecto

rs

5. R

ewrit

e th

e do

cum

ent t

o gi

ve

prio

rity

to p

edes

trian

s an

d th

en to

cy

clis

ts e

tc.

6. D

o m

ore

to e

duca

te p

eopl

e ab

out

civi

c re

spon

sibi

lity-

thro

win

g aw

ay

rubb

ish

etc.

7.

Too

muc

h ru

bbis

h on

the

stre

ets,

pa

rticu

larly

out

side

Lid

ls

8. T

oo m

uch

stre

et c

lutte

r out

side

D

eben

ham

s

9. T

oo m

uch

stre

et c

lutte

r fro

m s

hops

C

urre

nt tr

affic

con

trol s

yste

m u

sed

in L

ondo

n do

es n

o m

eet t

he

purp

ose

of m

akin

g tra

ffic

mov

e sa

fely

and

exp

editi

ousl

y.

10. R

educ

ing

road

wid

ths

is b

ad fo

r tra

ffic

Buse

s ca

use

a lo

t of p

ollu

tion

11

. Don

’t in

clud

e bu

ses

as a

form

of

sust

aina

ble

trave

l 12

. TfL

sho

uld

mak

e bu

s su

rvey

pe

rform

ance

info

rmat

ion

publ

ic

294

Rel

evan

t com

men

ts re

ceiv

ed fr

om T

fL

Offi

cer R

ecom

men

datio

n 1.

Rec

omm

end

that

an

addi

tiona

l sec

tion

be a

dded

to c

hapt

er 3

to a

ddre

ss

the

dire

ct re

spon

ses

to th

e se

vera

l req

uire

d el

emen

ts o

f the

May

or’s

Tr

ansp

ort S

trate

gy.

2.

Rem

ove

refe

renc

es to

TfL

del

iver

ing

a co

re n

etw

ork

in p

ublic

tran

spor

t po

licie

s 3.

Inc

lude

pro

visi

on o

f im

prov

ed ta

xi fa

cilit

ies

at ra

il an

d un

derg

roun

d in

terc

hang

es

4. E

nsur

e lo

cal e

ngin

eerin

g w

orks

are

coo

rdin

ated

to m

inim

ise

netw

ork

disr

uptio

n

5. S

tate

sup

port

for t

arge

ting

illega

l min

icab

ope

ratio

ns

6.

Miti

gate

aga

inst

dis

rupt

ion

to th

e bu

s se

rvic

e w

hen

carry

ing

out h

ighw

ay

wor

ks

7. R

emov

e in

form

atio

n on

sup

port

for w

ork

plac

e pa

rkin

g as

no

long

er

rele

vant

8.

Use

car

par

ks a

t sta

tions

to e

ncou

rage

peo

ple

to p

ark

and

ride

on th

e ra

il ne

twor

k

9. P

rovi

de m

ore

info

rmat

ion

on p

rom

otin

g Sa

fer T

rave

l at N

ight

10. P

rovi

de m

ore

info

rmat

ion

on c

ycle

par

king

par

ticul

arly

at s

tatio

ns

1. A

gree

2. A

gree

– th

is is

no

long

er re

leva

nt

3. A

gree

and

see

pub

lic tr

ansp

ort p

olic

y PT

.6 re

writ

e in

key

cha

nges

sec

tion

4. A

gree

and

will

be in

clud

ed a

s m

ore

deta

ils p

rovi

ded

on T

raffi

c M

anag

emen

t Ac

t and

role

of n

ew T

raffi

c M

anag

er

5. A

gree

and

see

new

per

sona

l saf

ety

polic

y in

key

cha

nges

sec

tion

6. A

gree

7. A

gree

8. S

ugge

sted

rew

rite

of p

olic

y is

pro

vide

d in

key

cha

nges

sec

tion

9.

Agr

ee a

nd s

ee a

dditi

onal

pub

lic

trans

port

polic

y in

key

cha

nges

sec

tion

10

. Agr

ee

Cha

pter

4

TfL

sugg

est s

ome

rew

rites

but

this

mai

nly

invo

lves

pro

vidi

ng m

ore

deta

ils o

n ce

rtain

issu

es

Cha

pter

5

New

Har

row

Pro

ject

Tf

L su

gges

ted

that

this

info

rmat

ion

be m

oved

to a

sep

arat

e se

ctio

n in

the

Fina

l LIP

C

hapt

er 6

W

est L

ondo

n Tr

ansp

ort S

trate

gy

295

TfL

sugg

este

d th

at th

is in

form

atio

n be

mov

ed to

a s

epar

ate

sect

ion

in th

e Fi

nal L

IP

Cha

pter

7

LIP

prog

ram

mes

G

ener

al c

onsu

ltatio

n co

mm

ents

for p

rogr

amm

es

Rel

evan

t com

men

ts re

ceiv

ed fr

om c

onsu

ltatio

n (e

xclu

ding

TfL

) O

ffice

r Rec

omm

enda

tion

Publ

ic T

rans

port

1.

Bus

lane

out

side

Wic

kes

mak

es a

bad

situ

atio

n w

orse

2.

Bus

lane

at S

heep

cote

Roa

d ca

uses

road

rage

3.

Im

prov

e H

9/H

10 b

us s

ervi

ces

4. O

ne w

ay s

yste

ms

are

bad

for b

uses

, can

this

be

addr

esse

d

5. H

arro

w a

nd W

eald

ston

e bu

s ga

rage

is d

ange

rous

par

ticul

arly

in

the

even

ings

6. I

mpr

ovin

g Al

pine

Jun

ctio

n is

goo

d 7.

Prio

rity

to im

prov

e sa

fety

, rel

iabi

lity

and

serv

ice

leve

ls o

f bus

se

rvic

es

8. T

ram

s no

t nec

essa

rily

best

opt

ion

for f

utur

e, c

onsi

der m

ono-

rail

9. I

mpr

ove

secu

rity

and

acce

ss v

ia e

nhan

cem

ents

to p

edes

trian

ca

paci

ty a

t Har

row

and

Wea

ldst

one

stat

ion

10

. Bet

ter c

ross

ing

faci

litie

s ar

ound

Hea

dsto

ne L

ane

Stat

ion

1. D

isag

ree

but a

ll bu

s la

nes

will

be re

view

ed n

ext y

ear

2. A

ll bu

s la

nes

will

be re

view

ed n

ext y

ear s

ee 1

3.

Will

refe

r to

TfL

but n

ot b

orou

gh re

spon

sibi

lity

4. T

he o

ne-w

ay s

yste

m in

Tow

n C

entre

is d

ue to

be

revi

ewed

5.

Gar

age

is p

rivat

e pr

oper

ty.

Cou

ncil

cont

inue

s to

liai

se

with

ope

rato

rs re

gard

ing

adja

cent

hig

hway

issu

es.

Nee

d to

go

back

to th

is is

sue

at th

e qu

arte

rly li

aiso

n m

eetin

g an

d ag

ree

a jo

int p

rogr

amm

e of

act

ion

by th

e pr

oper

ty o

wne

r.

6. A

gree

7.

Agr

ee

8. T

his

is a

n is

sue

for T

fL n

ot C

ounc

il. T

he C

ounc

il is

not

a

publ

ic tr

ansp

ort o

pera

tor.

The

choi

ces

betw

een

vario

us m

odes

of t

rans

port

in th

e fu

ture

is c

ompl

ex a

nd

beyo

nd th

e sc

ope

of th

e LI

P.

9. H

as ju

st b

een

upgr

aded

and

this

is re

spon

sibi

lity

of

Net

wor

k R

ail.

Any

outs

tand

ing

issu

e w

ill be

con

side

red

as p

art o

f any

impr

ovem

ent p

rogr

amm

e id

entif

ied

by

NO

RP

(Nor

th O

rbita

l Rai

l Par

tner

ship

) stu

dies

. 10

. Agr

eed

and

incl

uded

Tr

affic

1.

We

shou

ld p

riorit

ise

pede

stria

ns a

nd ro

unda

bout

s m

ake

it di

fficu

lt to

cro

ss th

e ro

ads

2. I

ntro

duce

yel

low

box

junc

tion

at L

ondo

n R

d/M

arsh

Lan

e ju

nctio

n an

d at

Elm

Par

k/C

hurc

h R

d ju

nctio

n

1. P

robl

ems

are

reco

gnis

ed.

Rou

ndab

outs

not

nor

mal

ly

favo

ured

whe

re p

edes

trian

flow

s ar

e hi

gh.

2. F

irst o

ne h

as b

een

done

and

2nd

has

bee

n in

vest

igat

ed

and

keep

cle

ar m

arki

ngs

will

be im

plem

ente

d

296

3. K

ento

n R

oad/

Kent

on L

ane

need

s a

right

turn

filte

r 4.

Do

not r

ever

t sch

eme

by ro

ad w

iden

ing

at K

ento

n R

oad

– re

righ

t tu

rn

5. M

ini-r

ound

abou

ts c

ould

repl

ace

sign

als

at m

any

plac

es

6.

Enf

orce

spe

ed re

stric

tions

by

cobb

le s

tone

s as

in P

olan

d

7. I

ntro

duce

spe

ed c

amer

as a

t Cla

mp

Hill

to s

low

dow

n dr

iver

s 8.

Too

muc

h sp

eedi

ng a

long

Whi

tchu

rch

Lane

(x2)

9.

Int

rodu

ce s

peed

rest

rictio

ns in

Abe

rcor

n R

oad,

Sta

nmor

e

10. In

trodu

ce s

peed

rest

rictio

ns a

long

Hig

h Vi

ew in

Pin

ner

11

. Mor

e re

d lig

ht c

amer

as

- Par

ticul

ar p

robl

em is

Sta

nmor

e Br

oadw

ay c

ross

ing

12. In

trodu

ce a

loca

l con

gest

ion

char

ge

13. T

oo m

uch

cong

estio

n at

Fat

Con

trolle

r (x2

) 14

. Dea

l with

con

gest

ion

at E

astc

ote

Lane

, Nor

thol

t Roa

d,

Bess

boro

ugh

Roa

d

15. T

oo m

uch

traffi

c co

nges

tion

arou

nd U

xbrid

ge R

oad/

Hat

ch E

nd

16. T

ailb

acks

at U

xbrid

ge R

oad

Hat

ch E

nd a

nd a

t Grim

sdyk

e R

oad

junc

tion

17. M

ove

to o

ne s

ide

of s

treet

rest

rictio

ns to

aid

traf

fic fl

ow (x

2)

18. Im

prov

e tra

ffic

in S

tanm

ore

19. C

onsi

der S

udbu

ry H

ill/G

reen

ford

Roa

d ju

nctio

n as

con

gest

ion

hots

pots

3. B

eing

revi

ewed

and

sch

eme

to b

e in

clud

ed in

fina

l LIP

4.

Bei

ng re

view

ed a

nd in

clud

ed in

fina

l LIP

5.

Rou

ndab

outs

are

less

sui

tabl

e w

here

ped

estri

an o

r cy

cle

flow

s ar

e hi

gh

6.

Not

reco

mm

ende

d on

gro

unds

of c

ost,

disr

uptio

n du

e to

mai

nten

ance

and

gen

erat

e no

ise

7. L

ocat

ion

does

not

mee

t DfT

crit

eria

8.

Spe

ed c

amer

a is

bei

ng in

vest

igat

ed

9. T

raffi

c ca

lmin

g no

t app

ropr

iate

on

dist

ribut

or ro

ad a

nd

does

not

mee

t spe

ed c

amer

a cr

iteria

10

. Not

con

side

red

a pr

iorit

y in

vie

w o

f goo

d ac

cide

nt

reco

rd

11. W

ill be

inve

stig

ated

to s

ee if

mee

ts c

riter

ia

12. C

ould

hav

e si

gnifi

cant

adv

erse

impa

ct o

n lo

cal

econ

omy.

Not

cur

rent

pol

icy

13. W

ill be

add

ress

ed a

s pa

rt of

par

king

and

load

ing

revi

ew

14. N

orth

olt R

oad

and

Bess

boro

ugh

Roa

d be

ing

addr

esse

d by

par

alle

l ini

tiativ

e Pr

oble

m a

t Eas

tcot

e La

ne w

ill be

kep

t und

er re

view

15

. Bei

ng a

ddre

ssed

thro

ugh

Loca

l Are

a Ag

reem

ent a

nd

para

llel i

nitia

tives

. The

LAA

will

addr

ess

cong

estio

n is

sues

on

Uxb

ridge

Roa

d an

d G

rimsd

yke

Roa

d an

d G

rimsd

yke

scho

ol tr

avel

rela

ted

prob

lem

s 16

. Bei

ng a

ddre

ssed

by

Loca

l Are

a Ag

reem

ent a

nd p

aral

lel

initi

ativ

es. D

oubl

e ye

llow

line

s to

be

intro

duce

d sh

ortly

17

. Can

be

used

whe

re a

ppro

pria

te, p

rogr

amm

e in

clud

ed

in fi

nal L

IP

18. K

ey c

onge

stio

n is

sues

are

bei

ng a

ddre

ssed

thro

ugh

para

llel i

nitia

tives

19

. Loc

atio

n is

alre

ady

incl

uded

Mai

nten

ance

1.

Dev

elop

pro

gram

me

to m

aint

ain

path

way

s/al

leyw

ays

1. T

his

will

be d

one

as p

art o

f Hig

hway

Ass

et

297

2. S

houl

d re

new

pav

emen

t bet

wee

n R

ugby

Clo

se a

nd L

eys

Clo

se in

M

arlb

orou

gh H

ill 3.

Sho

uld

be a

bet

ter N

o Th

roug

h R

oad

sign

at t

op e

nd o

f Mid

dle

Roa

d on

Har

row

on

the

Hill

4. S

houl

d be

a b

ette

r sig

n at

top

of W

est S

treet

as

driv

ers

clai

m th

ey

can’

t see

sig

n

Man

agem

ent P

lan

2. H

as b

een

cons

ider

ed a

nd n

o w

orks

requ

ired

at th

is

time

3. S

igna

ge is

regu

late

d by

Dep

artm

ent f

or T

rans

port.

La

rger

sig

nage

cau

ses

a co

nflic

t with

this

bei

ng a

co

nser

vatio

n ar

ea.

Rev

ised

sig

nage

will

be

inve

stig

ated

. 4.

As

abov

e

Trav

el A

war

enes

s

1. C

ounc

il tra

vel p

lan

shou

ld e

ncou

rage

car

sha

ring

2. T

rave

l aw

aren

ess

need

s in

crea

sed

fund

ing

3. C

ounc

il sh

ould

set

an

exam

ple

and

havi

ng s

uch

a la

rge

car p

ark

does

n’t

1. T

his

is in

clud

ed

2. A

gree

and

Tra

vel A

war

enes

s po

st is

to b

e m

ade

perm

anen

t 3.

Not

ed.

Wal

king

1.

Pro

vide

mor

e be

nche

s/se

atin

g pa

rticu

larly

opp

osite

war

mem

oria

l in

Tyb

urn

Lane

2.

Pav

emen

ts n

ot re

paire

d w

ell e

noug

h pa

rticu

larly

aro

und

Whi

tchu

rch

Lane

(x2)

3. N

eed

safe

cro

ssin

g at

Pin

ner R

oad

and

Stat

ion

Roa

d ne

ar N

orth

H

arro

w

4.

Bel

mon

t Circ

le –

intro

duce

a b

us s

top

on s

outh

sid

e w

hen

impr

ovin

g th

e w

alki

ng a

cces

s

1. W

ill be

con

side

red

as p

art o

f maj

or re

deve

lopm

ent o

n fo

rmer

pos

t offi

ce s

ite

2. R

ecen

t wor

ks h

ave

addr

esse

d th

is

3.

Thi

s ha

s be

en c

onsi

dere

d bu

t no

solu

tions

cou

ld b

e fo

und

with

out s

igni

fican

tly in

crea

sing

con

gest

ion

4. W

ill be

con

side

red

298

Cyc

ling

1. N

ot e

noug

h cy

cle

park

ing

in H

arro

w T

own

cent

re

2. W

est H

arro

w R

ecre

atio

n G

roun

d ha

s pl

enty

of r

oom

for a

cyc

le

rout

e be

twee

n R

ayne

rs L

ane

and

cent

ral H

arro

w

3. S

ustra

ns ro

ute

6 sh

ould

be

men

tione

d in

pla

ns (x

2)

4. D

o no

t con

vert

roun

dabo

ut a

t Eas

tcot

e R

oad

– H

illing

don

boun

dary

to T

junc

tion

5.

Cyc

lists

sho

uld

not u

se ro

ute

A404

to G

rimsd

yke

Roa

d 6.

Con

side

r usi

ng B

elm

ont T

rail

for c

ycle

rout

e lin

k 87

(x2)

7. M

ake

Mea

d R

oad

to H

igh

St E

dgw

are

cycl

e se

ctio

n m

anda

tory

8. A

404

Low

land

s R

d/Ty

burn

Lan

e/Ke

nton

Rd

shou

ld b

e m

anda

tory

9. C

ourte

nay

Ave/

Har

row

Vie

w to

Hin

des

Rd

shou

ld b

e m

anda

tory

10. U

se B

oxtre

e R

oad

and

Elm

s R

oad

inst

ead

of A

410

Uxb

ridge

Rd

betw

een

Cou

rtena

y Av

e an

d C

lam

p H

ill fo

r cyc

lists

as

it is

less

bu

sy (x

2)

11

. Brin

g fo

rwar

d H

arro

w a

nd W

eald

ston

e to

Har

row

Tow

n C

entre

sc

hem

e 12

. Nor

th H

arro

w S

tatio

n R

oad

cycl

e sc

hem

e sh

ows

a fa

ilure

to

coor

dina

te c

yclin

g w

ith o

ther

nee

ds

1. C

urre

ntly

bei

ng a

ddre

ssed

2.

Thi

s is

pla

nned

and

is p

art o

f Loc

al C

ycle

Net

wor

k 3.

Agr

ee a

nd to

incl

ude

in fi

nal L

IP

4. A

gree

, loc

atio

n w

ill be

revi

ewed

for i

mpr

ovin

g co

nditi

ons

for c

yclis

ts

5. T

his

is a

use

ful l

ink

to th

e ex

istin

g cy

cle

netw

ork

6. T

his

has

been

con

side

red

but t

here

is a

con

flict

with

“g

reen

” iss

ues

7. W

ill be

con

side

red

in c

onju

nctio

n w

ith B

arne

t whe

n m

ore

of c

ycle

net

wor

k ha

s be

en im

plem

ente

d

8. W

ill be

con

side

red

whe

n m

ore

of c

ycle

net

wor

k ha

s be

en im

plem

ente

d 9.

As

abo

ve

10. T

he c

ycle

rout

e ne

twor

k ha

s be

en d

evel

oped

on

mai

n de

sire

line

s an

d sh

orte

st ro

utes

. C

yclis

ts c

an u

se

alte

rnat

ive

rout

es v

ia m

inor

road

s w

ithou

t add

ition

al

faci

litie

s.

11. A

gree

, tho

ugh

prog

ram

me

will

be d

elay

ed a

s a

resu

lt of

bu

dget

issu

es

12. T

he d

esig

n of

this

sch

eme

will

be re

view

ed

299

Acce

ssib

ility

1. A

Dro

p of

f/pic

k up

poi

nt a

t Har

row

and

Wea

ldst

one

stat

ion

wou

ld

be h

elpf

ul

2. T

here

is n

o ro

om to

exp

and

shop

mob

ility

in c

urre

nt lo

catio

n bu

t ot

her t

ypes

of e

xpan

sion

wel

com

e (x

2)

1.

Pro

blem

reco

gnis

ed b

ut in

adeq

uate

spa

ce a

t fro

nt fo

r fo

rmal

dro

p of

f. D

rop

off i

s pr

ovid

ed in

car

par

k

2. P

ropo

sed

to e

xpan

d se

rvic

e no

t loc

atio

n

Frei

ght

1. U

se re

ar s

ervi

ce ro

ad to

sup

port

busi

ness

es o

n th

e Br

oadw

ay –

th

is w

ould

redu

ce c

onge

stio

n

1.

To

be c

onsi

dere

d w

hen

revi

ewin

g pa

rkin

g an

d lo

adin

g

Envi

ronm

ent

1. H

ow is

air

qual

ity im

pact

bei

ng a

ddre

ssed

2.

Pro

vide

info

rmat

ion

on h

ow m

any

mea

ls o

n w

heel

s va

ns a

re

“gre

en”

1. T

raffi

c is

use

d as

a p

roxy

for a

ir qu

ality

and

is

cons

ider

ed b

efor

e pr

ocee

ding

2.

Agr

ee a

nd w

ill be

incl

uded

in L

IP

Gen

eral

1.

Bet

ter r

ecog

nise

that

car

s, v

ans

and

truck

s pl

ay a

vita

l par

t in

mai

ntai

ning

a h

ealth

y an

d su

stai

nabl

e ec

onom

y 2.

All

cars

sho

uld

be fi

tted

with

equ

ipm

ent t

o en

able

driv

ers

to b

e ch

arge

d w

hen

in c

onge

stio

n 3.

Nee

d in

crea

sed

polic

e pr

esen

ce n

ear b

us s

tatio

n fro

m w

hen

scho

ols

out

4. S

houl

d co

nsul

t on

sche

mes

with

peo

ple

who

pas

s th

roug

h th

e bo

roug

h 5.

No

prog

ram

mes

intro

duce

d un

less

acc

epta

ble

to c

yclis

ts a

nd

publ

ic tr

ansp

ort u

sers

6.

Mor

e pa

rk a

nd ri

de w

ith s

afe

trans

fers

to a

nd fr

om v

ehic

les

to

publ

ic tr

ansp

ort

1. A

gree

, will

incl

ude

refe

renc

e to

ben

efits

to e

cono

my

from

car

s, v

ans

and

truck

s 2.

Thi

s is

a n

atio

nal i

ssue

3. I

ncre

ased

saf

ety

info

rmat

ion

will

be p

rovi

ded

in fi

nal

LIP

4. E

xtre

mel

y di

fficu

lt to

do

so, b

ut a

ll co

nsul

tatio

ns a

re

now

don

e on

the

inte

rnet

so

som

e of

this

info

rmat

ion

will

be c

aptu

red

5. C

yclis

ts a

nd p

ublic

tran

spor

t use

rs a

re c

onsu

lted

on a

ll sc

hem

es b

ut a

vet

o is

not

reco

mm

ende

d. C

yclis

ts a

nd

publ

ic tr

ansp

ort u

ser r

epre

sent

ativ

es a

re a

lso

co o

pted

on

to th

e TA

RSA

P to

ens

ure

thes

e in

tere

sts

are

cons

ider

ed

6. A

dd p

olic

y to

con

side

r the

loca

l im

pact

of a

dditi

onal

pa

rkin

g fo

r par

k an

d rid

e at

sta

tions

incl

udin

g th

e im

pact

on

the

loca

l tra

nspo

rt ne

twor

k an

d ai

r qua

lity.

Se

e re

vise

d PE

8 in

key

cha

nges

sec

tion

300

7.

Too

man

y co

ntac

t poi

nts

in C

ounc

il fo

r pub

lic to

dea

l with

8. P

rote

ct p

ay p

hone

s an

d pr

e pa

y tic

ket m

achi

nes

from

van

dalis

m

9.

Add

cha

pter

on

trans

port

issu

es fo

r you

ng p

eopl

e, th

e el

derly

, w

omen

and

the

disa

bled

and

thos

e w

ithou

t priv

ate

trans

port

10

. Sho

uld

stat

e in

tent

ion

to re

duce

car

ow

ners

hip

11

. Effi

cien

cy g

ains

sho

uldn

’t be

at e

xpen

se o

f air

qual

ity

7.

Not

dire

ctly

rele

vant

to L

IP b

ut C

ounc

il is

add

ress

ing

issu

e th

roug

h Fi

rst C

onta

ct in

itiat

ive

8.

Inc

reas

ed s

afet

y in

form

atio

n w

ill be

pro

vide

d in

fina

l LI

P 9.

The

impo

rtanc

e of

thes

e gr

oups

is re

cogn

ised

but

se

para

te c

hapt

ers

are

not r

ecom

men

ded

– se

e al

so

Equa

lity

Impa

ct A

sses

smen

t in

LIP.

It w

ill be

ad

dres

sed

as p

art o

f pro

vidi

ng im

prov

ed a

cces

sibi

lity

to

all.

10. P

olic

y is

to re

duce

car

use

not

car

ow

ners

hip

11

. Agr

ee

TfL

Prog

ram

me

Com

men

ts

2.

3 Se

vera

l of t

he p

rogr

amm

es re

quire

add

ition

al d

etai

l. S

ome

of th

e ad

ditio

nal i

nfor

mat

ion

requ

ired

exis

ts in

oth

er C

ounc

il do

cum

ents

and

has

to b

e br

ough

t tog

ethe

r int

o th

is d

ocum

ent.

The

addi

tiona

l inf

orm

atio

n re

quire

d w

here

no

polic

y or

pr

ogra

mm

e de

cisi

on is

requ

ired

is n

ot m

entio

ned

in th

is re

port.

2.4

Reg

ener

atio

n / T

own

Cen

tres

Addi

tiona

l inf

orm

atio

n is

requ

ired

on re

gene

ratio

n lo

catio

ns.

Whe

n th

e D

raft

LIP

was

sub

mitt

ed, T

fL h

ad n

ot y

et is

sued

th

eir g

uida

nce

on th

e ty

pes

of p

roje

cts

they

wou

ld fu

nd.

This

has

now

take

n pl

ace.

As

a re

sult,

Har

row

tow

n ce

ntre

, W

eald

ston

e, R

ayne

rs L

ane

and

Nor

th H

arro

w to

wn

cent

res

fit m

ost c

lose

ly w

ith th

e fu

ndin

g re

quire

men

ts fr

om T

fL. I

t is

reco

mm

ende

d th

at a

ll of

thes

e lo

catio

ns b

e su

bmitt

ed.

Thi

s lis

t has

bee

n de

rived

follo

win

g di

scus

sion

s be

twee

n tra

nspo

rtatio

n, S

trate

gic

Plan

ning

and

Env

ironm

enta

l Hea

lth S

ervi

ces

and

thro

ugh

cons

ider

ing

crim

e st

atis

tics

and

the

over

all v

italit

y pr

ofile

s. T

o en

sure

TfL

fund

ing,

loca

tion

mus

t be

a to

wn

cent

re a

nd c

rime,

acc

ess

to s

ervi

ces

and

depr

ivat

ion

are

all c

onsi

dere

d.

2.

5 St

atio

n Ac

cess

Impr

ovem

ents

Tf

L re

com

men

ded

that

we

subm

it a

requ

est f

or s

tatio

n ac

cess

impr

ovem

ents

. Th

is w

ill no

t com

mit

the

boro

ugh

to d

oing

th

is w

ork

but w

ill en

able

the

boro

ugh

to d

o so

if d

esire

d. T

he im

prov

emen

ts d

o no

t hav

e to

be

done

in th

e ne

xt fo

ur y

ears

bu

t can

be

iden

tifie

d as

sta

tions

for l

ater

yea

rs.

To m

eet T

fL g

uida

nce

for f

undi

ng, t

he fo

llow

ing

loca

tions

for s

tatio

n ac

cess

impr

ovem

ents

are

reco

mm

ende

d: H

arro

w-o

n-th

e-H

ill an

d Su

dbur

y H

ill st

atio

ns.

Furth

er s

tatio

ns w

ill be

incl

uded

301

base

d on

con

side

ratio

n of

the

Nor

th O

rbita

l Rai

l Par

tner

ship

and

the

TfL

stat

ion

upgr

ade

prog

ram

me

Ther

e ar

e ve

ry fe

w

stat

ions

in H

arro

w w

here

the

surro

undi

ng a

reas

fit t

he re

quire

men

ts fo

r TfL

fund

ing.

2.6

Stre

ets

for P

eopl

e

If th

e bo

roug

h w

ere

goin

g to

intro

duce

add

ition

al S

treet

s Fo

r Peo

ple

wor

k, th

is w

ould

nee

d to

be

iden

tifie

d in

the

final

LIP

. Be

nefit

s of

thes

e sc

hem

es p

rovi

de b

enef

its fo

r onl

y a

smal

l sel

ectio

n of

the

popu

latio

n an

d ar

e ex

trem

ely

expe

nsiv

e. F

or

this

reas

on, n

o fu

rther

sch

emes

are

sug

gest

ed.

2.

7 Pe

dest

rian

Area

s Th

e Bo

roug

h is

requ

ired

to s

tate

the

man

agem

ent p

rinci

ples

for a

ll pe

dest

rian

area

s. I

t is

reco

mm

ende

d th

at th

e fin

al L

IP

stat

e th

at H

arro

w to

wn

cent

re is

man

aged

to o

ptim

ise

its a

ttrac

tiven

ess

to s

hopp

ers

and

othe

r man

agem

ent i

ssue

s ar

e de

alt w

ith th

roug

h a

Tow

n C

entre

Man

agem

ent f

orum

. In

add

ition

, fol

low

ing

exte

nsiv

e co

nsul

tatio

n, th

e co

unci

l has

ad

opte

d a

tow

n ce

ntre

dev

elop

men

t stra

tegy

. C

hapt

er 9

Roa

d Sa

fety

R

elev

ant c

omm

ents

rece

ived

from

con

sulta

tion

(exc

ludi

ng T

fL)

Offi

cer R

ecom

men

datio

n

1. U

se m

ore

trave

l spe

ed n

otic

es

2. U

se m

ore

spee

d-ac

tivat

ed s

igna

ls

3. U

se m

ore

cam

eras

for c

ars

jum

ping

red

light

sig

nals

4.

Int

rodu

ce m

ore

20m

ph z

ones

bey

ond

scho

ols

(x2)

5.

20m

ph z

ones

sho

uld

be tr

eate

d w

ith c

autio

n –

som

e ar

e a

was

te o

f m

oney

and

cre

ate

slal

om c

ours

es fo

r all

driv

ers

6.

Rec

omm

end

train

ing

cour

ses

for c

olle

ge s

tude

nts

for m

otor

cycl

e sa

fety

7. D

on’t

prom

ote

mot

orcy

cles

as

they

are

dan

gero

us

8. S

houl

d ta

rget

non

-mot

orcy

clis

ts to

mak

e th

em m

ore

awar

e of

m

otor

cycl

ists

1. R

epea

ter s

igns

are

not

per

mis

sibl

e on

30

mph

road

s.

2. A

lread

y in

clud

ed

3. A

lread

y in

clud

ed

4. S

choo

ls a

re a

prio

rity

and

then

oth

er

area

s ca

n be

con

side

red

5.

Nat

iona

l reg

ulat

ions

requ

ire z

ones

are

ph

ysic

ally

sel

f-enf

orci

ng –

agr

eed

that

qu

ality

of d

esig

n is

impo

rtant

. Al

l sc

hem

es a

re th

e su

bjec

t of c

onsu

ltatio

n 6.

Saf

ety

issu

es o

f mop

eds/

scoo

ters

bei

ng

prom

oted

by

TfL

sche

me

of w

hich

H

arro

w is

lead

bor

ough

7.

The

bor

ough

onl

y pr

omot

es s

afet

y is

sues

rega

rdin

g m

otor

cylc

ling

8. T

he c

ounc

il di

strib

ute

publ

icity

from

DfT

302

9. B

ette

r enf

orce

ALL

traf

fic re

gula

tions

10. M

ore

use

of C

CTV

for s

afet

y 11

. Elm

slei

gh A

venu

e ne

eds

traffi

c ca

lmin

g 12

. Nee

d tra

ffic

calm

ing

at H

arro

w o

n th

e H

ill sc

hool

9.

Incl

uded

thro

ugh

addi

tiona

l pol

icin

g as

a

resu

lt of

bor

ough

bea

t 10

. issu

e in

clud

ed

11. U

nder

revi

ew a

s pa

rt of

Ken

ton

Park

R

oad

clos

ure

sche

me

12. Is

bei

ng a

ddre

ssed

via

20m

ph z

one

prop

osal

Ad

ditio

nal c

omm

ents

rece

ived

1.

Ple

ased

to s

ee ro

ad s

afet

y pl

an

Cha

pter

10

Par

king

and

Enf

orce

men

t Pla

n

2.8

TfL

cons

ider

that

the

boro

ugh

is b

eing

too

stric

t on

redu

cing

the

amou

nt o

f sta

tion

car p

ark

spac

e.

Se

e re

com

men

ded

revi

sed

polic

y PE

8 in

key

cha

nges

sec

tion.

Rel

evan

t com

men

ts re

ceiv

ed fr

om c

onsu

ltatio

n (e

xclu

ding

TfL

) O

ffice

r Rec

omm

enda

tion

1.

Rem

ove

info

rmat

ion

on w

ork

plac

e pa

rkin

g as

no

long

er re

leva

nt

2.

Too

man

y ca

rs p

arke

d ov

erha

ng ro

ad

3. T

ruck

s an

d ca

rs p

ark

on p

avem

ents

too

ofte

n

4. T

oo m

uch

park

ing

on g

rass

ver

ges

and

pave

men

tsx3

5.

New

resi

denc

es s

houl

d ha

ve o

ff-st

reet

par

king

bef

ore

plan

ning

pe

rmis

sion

gra

nted

6.

Par

king

cha

rges

var

y to

o m

uch

acro

ss th

e bo

roug

h x3

1. A

gree

see

key

cha

nges

revi

sed

chan

ges

to P

olic

ies

and

Fina

ncia

l M

easu

res

FM3,

FM4,

FM6,

FM7

2. F

ootw

ay p

arki

ng is

enf

orce

d, v

ehic

les

over

hang

ing

foot

way

may

be

subj

ect t

o hi

ghw

ay e

nfor

cem

ent a

ctio

n 3.

As

abov

e 4.

As

abov

e 5.

Red

uced

par

king

pro

visi

on in

are

as o

f hi

gh p

ublic

tran

spor

t acc

essi

bilit

y c

an

assi

st re

duci

ng tr

affic

gro

wth

, but

sho

uld

only

take

pla

ce w

here

on-

stre

et p

arki

ng

is c

ontro

lled

6. E

ach

loca

l cen

tre is

con

side

red

on it

s

303

7.

Car

par

k ch

arge

s sh

ould

not

sta

rt un

til 9

am to

redu

ce p

arki

ng o

utsi

de

scho

ols.

E.g

. Cha

pel L

ane

car p

ark

to W

est L

odge

sch

ool

8. R

educ

e co

st o

f par

king

with

pre

sent

atio

n of

a v

alid

trai

n or

tube

tick

et

9. D

isco

urag

e on

stre

et p

arki

ng (X

2)

10

. Sho

uld

be a

tow

aw

ay s

ervi

ce fo

r obs

truct

ive

park

ers

11. P

rote

ct ju

nctio

ns fr

om p

arki

ng n

ot ju

st in

CPZ

s

12. E

ven

shor

t sta

y pa

rkin

g sh

ould

be

in la

y-by

s or

in o

ff st

reet

are

as w

here

po

ssib

le

13. E

nfor

cem

ent s

houl

d be

aim

ed p

rimar

ily w

here

sto

pped

veh

icle

s ca

use

cong

estio

n 14

. Prio

rity

enfo

rcem

ent a

t bus

sto

ps w

here

fast

food

out

lets

are

adj

acen

t 15

. Incr

ease

use

of s

ervi

ce ro

ads,

off-

high

way

par

king

spa

ces

and

lay-

bys

16. Im

prov

e pa

rkin

g en

forc

emen

t 17

. Be

mor

e tra

nspa

rent

abo

ut C

CTV

pol

icy

18. U

se p

hysi

cal m

easu

res

to e

ncou

rage

sel

f enf

orce

men

t and

redu

ce n

eed

for r

egul

atio

ns

19. S

houl

d pu

blic

ise

that

veh

icle

s pa

rkin

g ac

ross

driv

eway

s ca

n re

ceiv

e PC

Ns

20. Im

plem

ent p

arki

ng s

igna

ge im

prov

emen

ts a

s a

prio

rity

(x2)

21

. Incl

ude

com

mitm

ent t

o in

ter a

genc

y w

orki

ng

22. W

here

pos

sibl

e ad

ditio

nal m

otor

cycl

e pa

rkin

g fa

cilit

ies

shou

ld b

e pr

ovid

ed

23. N

eeds

of m

otor

cycl

ists

sho

uld

be in

clud

ed in

doi

ng C

PZs

24. P

rovi

de la

y-by

s fo

r bus

es a

nd d

isab

led

peop

le in

stre

ets

whe

re th

ere

is

insu

ffici

ent s

pace

for o

ff st

reet

par

king

25

. Pro

vide

sec

ure

mot

orcy

cle

park

ing

26

. Tra

nspo

rt in

terc

hang

es n

eed

prov

isio

n fo

r mor

e m

otor

cycl

e pa

rkin

g

own

mer

it an

d ch

arge

s ar

e se

t ac

cord

ing

to d

eman

d, u

sage

and

spa

ce

turn

over

7.

Nee

d to

dis

cour

age

scho

ol tr

affic

8.

Diff

icul

t to

man

age

with

cur

rent

te

chno

logy

9.

Agr

eed

whe

re p

ract

icab

le b

ut o

ften

insu

ffici

ent a

ltern

ativ

es a

vaila

ble

10. S

cale

of n

on-c

ompl

ianc

e do

es n

ot m

ake

this

just

ifiab

le

11. A

gree

but

will

tack

le a

rea

by a

rea

in

inte

rest

of e

ffici

ency

12

. Agr

ee a

nd b

eing

don

e w

here

feas

ible

13

. Agr

ee a

nd th

is is

cur

rent

ly th

e ca

se

14

. As

abov

e w

hen

requ

ired

15. A

gree

, thi

s w

ill be

add

ress

ed th

roug

h pa

ralle

l ini

tiativ

es w

here

affo

rdab

le

16. A

lread

y in

clud

ed

17. C

urre

ntly

is tr

ansp

aren

t 18

. Cur

rent

ly d

one

whe

re p

ossi

ble

19. A

gree

20. A

gree

21

. Agr

ee

22. A

gree

and

bei

ng in

trodu

ced

whe

re

poss

ible

23

. Alre

ady

incl

uded

24

. Not

favo

ured

by

bus

oper

ator

s an

d la

y-by

s in

trodu

ced

for c

ars

whe

re fe

asib

le

25. A

gree

and

see

revi

sed

PE17

in k

ey

chan

ges

sect

ion

26. A

gree

304

27. C

ar p

ark

at L

idl i

n St

anm

ore

shou

ld b

e m

ulti-

stor

ey

28

. Incl

ude

foot

way

par

king

pro

gram

me

in a

ppro

pria

te c

onge

sted

stre

ets

27. C

ost i

mpl

icat

ions

mus

t be

bala

nced

with

ne

ed a

nd ju

stifi

catio

n 28

. Agr

ee

29

. Lid

l car

par

k sh

ould

be

deve

lope

d an

d m

ade

usea

ble

to e

ase

park

ing

cong

estio

n 30

. Dea

l with

mul

ti st

orey

car

par

k be

hind

“the

Bro

adw

ay” S

tanm

ore

– cu

rrent

ly c

lose

d

31. N

ot e

noug

h pa

rkin

g co

ntro

ls a

roun

d W

hitc

hurc

h La

ne (x

2)

32. P

lans

for c

ar p

arki

ng fe

es in

Wea

ldst

one

is ju

st m

oney

mak

ing

33

. Ser

ious

par

king

pro

blem

at C

anon

s C

orne

r and

uns

afe

park

ing

in C

ourt

Driv

e (x

2)

34. C

once

rned

abo

ut e

xten

ding

CPZ

to T

inta

gel D

rive

in S

tanm

ore

29

. Thi

s is

bei

ng a

ddre

ssed

30. T

his

is b

eing

add

ress

ed

31

. Add

ition

al c

ontro

ls a

re p

ropo

sed

this

ye

ar

32. In

accu

rate

but

cou

ld e

mph

asiz

e gr

eate

r tra

nspa

renc

y re

gard

ing

fees

in fi

nal L

IP

33

. Cur

rent

ly b

eing

revi

ewed

34. T

his

is n

o lo

nger

pro

pose

d

Cha

pter

11

Scho

ol T

rave

l Pla

n St

rate

gy

Rel

evan

t com

men

ts re

ceiv

ed fr

om c

onsu

ltatio

n (e

xclu

ding

TfL

) O

ffice

r Rec

omm

enda

tion

1.

Sch

ool t

rave

l pla

n sh

ould

be

mad

e cl

eare

r

2. P

robl

em o

f par

king

at S

tag

Lane

sch

ool –

regu

latio

ns n

ot p

rope

rly

enfo

rced

3. D

ange

rous

par

king

at S

tag

Lane

sch

ools

and

not

suf

ficie

ntly

enf

orce

d

4.

Sta

g La

ne s

choo

l nee

ds d

oubl

e ye

llow

line

s ou

tsid

e an

d no

par

king

from

8.

30 to

9.3

0 5.

Pro

blem

of f

ast t

raffi

c ru

nnin

g th

roug

h H

arro

w o

n th

e H

ill sc

hool

mus

t be

deal

t with

6.

A c

ross

ing

is n

eede

d in

Lon

g El

mes

for k

ids

cros

sing

to th

e sc

hool

7.

Hea

d te

ache

rs c

ould

sha

re th

eir t

rave

l to

mee

tings

if th

is c

ould

be

1. W

ill ad

dres

s

2. R

ecog

nise

d pr

oble

m a

nd to

be

addr

esse

d th

roug

h Sc

hool

Tra

vel P

lan

and

Safe

Rou

tes

to S

choo

l pro

gram

me

3. A

s ab

ove

4. A

s ab

ove

5.

20m

ph z

one

prop

osed

6. T

his

is c

urre

ntly

bei

ng c

onsi

dere

d 7.

Thi

s sh

ould

be

orga

nise

d by

edu

catio

n

305

faci

litat

ed c

entra

lly

8. A

mor

e ag

gres

sive

saf

e ro

utes

to s

choo

l pla

n sh

ould

be

impl

emen

ted

9.

Inc

reas

ed s

choo

l tra

nspo

rt pr

ogra

mm

e re

quire

d (x

2)

10

. Incr

ease

the

num

ber o

f sch

ools

bei

ng re

view

ed fo

r Saf

e R

oute

s to

Sch

ool

per a

nnum

dept

. – w

ill co

ntac

t the

m to

add

ress

8.

Num

ber i

s lim

ited

by h

ow m

any

trave

l pl

ans

that

can

be

prod

uced

with

exi

stin

g fu

ndin

g 9.

Sch

ools

nee

d to

add

ress

thei

r tra

vel

need

s. B

orou

gh c

an o

nly

faci

litat

e th

is.

10. R

evie

win

g Sa

fe R

oute

s to

Sch

ool i

s de

pend

ent o

n sc

hool

s de

velo

ping

trav

el

plan

s. B

orou

gh is

con

tact

ing

all s

choo

ls

to e

ncou

rage

mor

e to

do

so

11

. Nee

d la

rge

scal

e pu

blic

ity c

ampa

ign

to p

ersu

ade

driv

ers

not t

o pa

rk o

n pu

blic

hig

hway

and

not

to s

top

in th

e vi

cini

ty o

f sch

ools

12

. Intro

duce

sch

ool b

uses

x4

13

. Fun

d sc

hool

s to

buy

a s

choo

l min

ibus

to p

ick

up a

nd d

rop

off k

ids

14. P

aren

ts s

houl

d no

t be

allo

wed

to b

ring

car w

ithin

1km

of s

choo

l 15

. Enc

oura

ge p

aren

ts to

wal

k w

ith k

ids

to s

choo

l 16

. Mor

e ba

ys o

ut o

f the

road

line

at s

choo

ls fo

r dro

p of

f and

col

lect

ion

17. S

ome

bus

rout

es b

uses

sho

uld

be s

ent d

irect

to th

e sc

hool

as

pupi

ls

com

plet

ely

over

whe

lm b

uses

18

. Par

king

at s

choo

l gat

es s

houl

d be

ban

ned

19. C

onsi

der f

undi

ng c

ycle

pur

chas

es, c

ycle

leas

ing

bulk

insu

ranc

e an

d cl

othi

ng p

acka

ge fo

r sch

ool c

yclis

ts

20. In

clus

ion

of s

choo

l tra

vel p

lans

in s

choo

l pro

spec

tus

shou

ld b

e m

ade

man

dato

ry

21. B

ette

r enf

orce

men

t of s

choo

l tra

vel

22

. Use

ASB

Os

for p

aren

ts w

ho d

rive

kids

to s

choo

l 23

. Sch

ool t

rans

port

shou

ld b

e “g

reen

” for

Sch

ool T

rans

port

fleet

11

. Will

be w

ritin

g to

all

pare

nts

in b

orou

gh

to d

isco

urag

e ca

r use

and

issu

es a

re

deal

t with

on

a sc

hool

by

scho

ol b

asis

12

. Cos

t im

plic

atio

ns a

nd it

sho

uld

be n

oted

th

at th

e M

ayor

has

intro

duce

d fre

e tra

vel

for t

he u

nder

16s

13

. As

abov

e 14

. Not

enf

orce

able

15

. Don

e as

par

t of W

alk

to S

choo

l wee

k tw

ice

a ye

ar a

nd s

choo

l tra

vel p

lans

16

. Con

flict

with

obj

ectiv

e to

redu

ce s

choo

l ru

n tra

ffic

17

. Thi

s al

read

y ha

ppen

s w

here

app

ropr

iate

–

addi

tiona

l ser

vice

s ar

e co

nsid

ered

by

TfL

18. B

eing

don

e as

par

t of S

afer

Rou

tes

to

Scho

ol/ S

choo

l Tra

vel P

lans

19

. Will

rais

e th

is is

sue

with

TfL

rega

rdin

g sa

fety

equ

ipm

ent f

or s

choo

l chi

ldre

n 20

. Rec

omm

end

to e

ncou

rage

, but

can

’t le

gally

requ

ire

21. A

lread

y in

clud

ed a

s pa

rt of

Sch

ool

Trav

el P

lan

22. N

ot le

gal

23. A

gree

306

Cha

pter

12

Perf

orm

ance

Mea

sure

s

2.9

TfL

requ

ire a

targ

et fo

r inc

reas

ing

cycl

ing

to b

e in

clud

ed in

the

final

LIP

. Th

e Lo

ndon

targ

et is

an

incr

ease

in 8

0% c

yclin

g be

twee

n 20

01 a

nd 2

011.

It i

s re

com

men

ded

that

Har

row

ado

pt th

is ta

rget

. C

hapt

er 1

3 C

ore

Cap

acity

Sta

tem

ent

2.

10

Con

sulta

tion

resp

onse

sug

gest

ed s

tate

men

t sho

uld

incl

ude

info

rmat

ion

on w

heth

er c

apac

ity is

suf

ficie

nt to

del

iver

y pr

ogra

mm

e. S

ituat

ion

has

chan

ged

sinc

e H

arro

w is

ent

erin

g in

to p

artn

ersh

ip a

gree

men

t for

Pro

fess

iona

l Ser

vice

s.

307

3.0

KEY

CH

AN

GES

TO

DR

AFT

LO

CA

L IM

PLEM

ENTA

TIO

N P

LAN

(LIP

) 3.

1 Th

is s

ectio

n pr

ovid

es a

sum

mar

y of

the

key

chan

ges

mad

e to

the

final

LIP

as

a re

sult

of th

e co

nsul

tatio

n. A

ll po

licy

chan

ges

and

prog

ram

me

chan

ges

are

cons

ider

ed a

s ke

y ch

ange

s. A

s a

resu

lt of

the

Boro

ugh

Spen

ding

Pla

n aw

ard

for 0

6/07

and

ot

her c

hang

es to

pro

gram

mes

, man

y of

the

prog

ram

mes

hav

e al

so b

een

revi

sed.

3.

2 R

egen

erat

ion

/ Tow

n C

entre

s Th

e Fi

nal L

IP re

quire

s ad

ditio

nal i

nfor

mat

ion

on re

gene

ratio

n lo

catio

ns.

Whe

n th

e D

raft

LIP

was

sub

mitt

ed, T

fL h

ad n

ot y

et

issu

ed th

eir g

uida

nce

on th

e ty

pes

of p

roje

cts

they

wou

ld fu

nd.

This

has

now

take

n pl

ace.

As

a re

sult,

Har

row

tow

n ce

ntre

, W

eald

ston

e, R

ayne

rs L

ane

and

Nor

th H

arro

w to

wn

cent

res

fit m

ost c

lose

ly w

ith th

e fu

ndin

g re

quire

men

ts fr

om T

fL.

Ther

efor

e th

ese

loca

tions

hav

e be

en s

ubm

itted

. T

his

list h

as b

een

deriv

ed fo

llow

ing

disc

ussi

ons

betw

een

trans

porta

tion,

St

rate

gic

Plan

ning

and

Env

ironm

enta

l Hea

lth S

ervi

ces

and

thro

ugh

cons

ider

ing

crim

e st

atis

tics

and

the

over

all v

italit

y pr

ofile

s. T

o en

sure

TfL

fund

ing,

loca

tion

mus

t be

a to

wn

cent

re, a

s id

entif

ied

in th

e Lo

ndon

Pla

n an

d U

DP,

and

crim

e, a

cces

s to

ser

vice

s an

d de

priv

atio

n ar

e al

l als

o co

nsid

ered

.

3.3

Stat

ion

Acce

ss Im

prov

emen

ts

TfL

reco

mm

ende

d th

at w

e su

bmit

a re

ques

t for

sta

tion

acce

ss im

prov

emen

ts.

This

will

not c

omm

it th

e bo

roug

h to

doi

ng th

is

wor

k bu

t will

enab

le th

e bo

roug

h to

do

so if

des

ired.

The

impr

ovem

ents

do

not h

ave

to b

e do

ne in

the

next

four

yea

rs b

ut

can

be id

entif

ied

as s

tatio

ns fo

r lat

er y

ears

. To

mee

t TfL

gui

danc

e fo

r fun

ding

, sta

tion

acce

ss im

prov

emen

ts a

re

reco

mm

ende

d at

Har

row

-on-

the-

Hill

and

Sudb

ury

Hill

stat

ions

. Fu

rther

sta

tions

will

be in

clud

ed b

ased

on

cons

ider

atio

n of

th

e N

orth

Orb

ital R

ail P

artn

ersh

ip a

nd th

e Tf

L st

atio

n up

grad

e pr

ogra

mm

e.

3.

4 St

reet

s fo

r Peo

ple

If

the

boro

ugh

wer

e go

ing

to in

trodu

ce a

dditi

onal

Stre

ets

For P

eopl

e w

ork,

this

wou

ld n

eed

to b

e id

entif

ied

in th

e fin

al L

IP.

Bene

fits

of th

ese

sche

mes

pro

vide

ben

efits

for o

nly

a sm

all s

elec

tion

of th

e po

pula

tion

and

are

extre

mel

y ex

pens

ive.

For

th

is re

ason

, no

furth

er s

chem

es a

re s

ugge

sted

.

308

3.5

Pede

stria

n Ar

eas

The

Boro

ugh

is re

quire

d to

sta

te th

e m

anag

emen

t prin

cipl

es fo

r all

pede

stria

n ar

eas.

It i

s re

com

men

ded

that

the

final

LIP

st

ate

that

Har

row

tow

n ce

ntre

is m

anag

ed to

opt

imis

e its

attr

activ

enes

s to

sho

pper

s an

d ot

her m

anag

emen

t iss

ues

are

deal

t w

ith th

roug

h a

Tow

n C

entre

Man

agem

ent f

orum

. In

add

ition

, fol

low

ing

exte

nsiv

e co

nsul

tatio

n, th

e co

unci

l has

ado

pted

a

tow

n ce

ntre

dev

elop

men

t stra

tegy

. 3.

6 Pe

rform

ance

Mea

sure

s Tf

L re

quire

a ta

rget

for i

ncre

asin

g cy

clin

g to

be

incl

uded

in th

e fin

al L

IP.

The

Lond

on ta

rget

is a

n in

crea

se in

80%

cyc

ling

betw

een

2001

and

201

1. I

t is

reco

mm

ende

d th

at H

arro

w a

dopt

this

targ

et.

309

Rec

omm

ende

d Pr

ogra

mm

e C

hang

es fo

llow

ing

cons

ulta

tion

Exis

ting

R

ecom

men

ded

Cyc

ling

1.

Do

not c

onve

rt ro

unda

bout

at E

astc

ote

Roa

d, M

arsh

Roa

d to

T ju

nctio

n 2.

Br

ing

forw

ard

Har

row

and

Wea

ldst

one

to H

arro

w T

own

Cen

tre s

chem

e

1.

Loca

tion

will

be re

view

ed fo

r im

prov

ing

cond

ition

s fo

r cy

clis

ts

2.

Agre

e

Prog

ram

me

cons

ulta

tion

com

men

t R

ecom

men

d G

ener

al Incl

ude

foot

way

par

king

pro

gram

me

R

ecom

men

d to

dev

elop

The

tabl

e be

low

sho

ws

key

chan

ges

iden

tifie

d.

3.7

The

bold

hig

hlig

htin

g in

the

tabl

e sh

ows

whe

re c

hang

es h

ave

been

mad

e.

Po

licy

Cha

nges

Ex

istin

g Po

licy

Rec

omm

ende

d po

licy

Rea

son

for c

hang

e Jo

ined

-up

publ

ic p

olic

ies

2 The

coun

cil w

ill co

nsid

er th

e im

prov

emen

t of l

ocal

ac

cess

by

wal

king

, pub

lic tr

ansp

ort a

nd c

yclin

g as

a

core

ele

men

t in

futu

re re

gene

ratio

n pr

ogra

mm

es fo

r lo

cal c

entre

s an

d em

ploy

men

t are

as

The

coun

cil w

ill co

nsid

er th

e im

prov

emen

t of l

ocal

ac

cess

by

wal

king

, pub

lic tr

ansp

ort,

mot

orcy

clin

g an

d cy

clin

g as

a c

ore

elem

ent i

n fu

ture

rege

nera

tion

prog

ram

mes

for l

ocal

cen

tres

and

empl

oym

ent a

reas

. (T

o be

car

ried

forw

ard

to L

ocal

Dev

elop

men

t

Req

uest

from

con

sulta

tion

310

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

Fr

amew

ork)

Pu

blic

Tra

nspo

rt P

olic

ies

PT

.1

The

coun

cil w

ill se

ek to

per

suad

e Tf

L to

con

cent

rate

in

itial

ly o

n de

velo

ping

a ‘c

ore

stra

tegi

c ne

twor

k’ o

f re

liabl

e pu

blic

tran

spor

t ser

vice

s, u

sing

exi

stin

g lo

cal

rail

serv

ices

as

its k

ey ra

dial

com

pone

nts,

to p

rovi

de a

n ac

cept

able

pub

lic tr

ansp

ort a

ltern

ativ

e to

car

use

with

in

the

Boro

ugh,

by:

•

Prio

ritis

ing

the

coun

cil’s

av

aila

ble

reso

urce

s to

pr

ovid

e th

e ro

ad

spac

e an

d tra

ffic

regu

lato

ry

/ m

anag

emen

t in

frast

ruct

ure

to

supp

ort

the

deve

lopm

ent

of t

he k

ey n

on-r

adia

l bu

s se

rvic

e lin

ks w

ithin

the

“cor

e ne

twor

k”

• D

eplo

ying

as

appr

opria

te th

e fu

ll ra

nge

of a

vaila

ble

bus

prio

rity

mea

sure

s; a

nd,

whe

re n

eces

sary

to

secu

re th

e re

quire

d de

gree

of b

us p

riorit

y be

nefit

s,

seek

ing

to d

evel

op a

nd d

eplo

y in

nova

tive

mea

sure

s •

Rea

lloca

ting

road

sp

ace

away

fro

m

car

use

– pr

inci

pally

tow

ards

pro

mot

ing

bus

use,

but

als

o th

e us

e of

oth

er s

usta

inab

le t

rans

port

mod

es,

whe

n si

gnifi

cant

pr

ogre

ss

has

been

m

ade

tow

ards

pr

ovid

ing

an a

ccep

tabl

e pu

blic

tran

spor

t alte

rnat

ive,

or

suc

h pr

ovis

ion

is im

min

ent

PT.1

The

coun

cil w

ill se

ek to

per

suad

e Tf

L to

con

cent

rate

on

cont

inui

ng to

impr

ove

publ

ic tr

ansp

ort s

ervi

ce

relia

bilit

y, u

sing

exi

stin

g lo

cal r

ail s

ervi

ces

as it

s ke

y ra

dial

com

pone

nt, a

nd b

us s

ervi

ces

as a

feed

er

serv

ice

to s

tatio

ns a

nd a

s be

ing

the

key

orbi

tal

serv

ice.

The

se w

ill p

rovi

de a

n ac

cept

able

pub

lic

trans

port

alte

rnat

ive

to c

ar u

se w

ithin

the

Boro

ugh,

by:

•

Prio

ritis

ing

the

coun

cil’s

ava

ilabl

e re

sour

ces

to

prov

ide

the

road

spa

ce a

nd tr

affic

regu

lato

ry /

man

agem

ent i

nfra

stru

ctur

e to

sup

port

the

deve

lopm

ent o

f the

bus

ser

vice

s •

Dep

loyi

ng a

s ap

prop

riate

the

full

rang

e of

ava

ilabl

e bu

s pr

iorit

y m

easu

res;

and

, whe

re n

eces

sary

to

secu

re th

e re

quire

d de

gree

of b

us p

riorit

y be

nefit

s,

seek

ing

to d

evel

op a

nd d

eplo

y in

nova

tive

mea

sure

s •

Rea

lloca

ting

road

spa

ce a

way

from

car

use

–

prin

cipa

lly to

war

ds p

rom

otin

g bu

s us

e, b

ut a

lso

the

use

of o

ther

sus

tain

able

tran

spor

t mod

es, w

hen

sign

ifica

nt p

rogr

ess

has

been

mad

e to

war

ds

prov

idin

g an

acc

epta

ble

publ

ic tr

ansp

ort a

ltern

ativ

e,

or s

uch

prov

isio

n is

imm

inen

t

TfL

requ

este

d to

del

ete

refe

renc

e to

cor

e ne

twor

k as

it

is n

o lo

nger

rele

vant

PT.2

The

coun

cil

will

wor

k w

ith

the

key

regu

lato

rs

and

prov

ider

s of

rai

l, U

nder

grou

nd a

nd b

us s

ervi

ces

with

in

the

Boro

ugh

to

prog

ress

ivel

y de

velo

p th

e “c

ore

netw

ork”

of

pu

blic

tr

ansp

ort

serv

ices

–

to

com

plem

ent

the

“str

ateg

ic”

publ

ic

tran

spor

t

PT.2

Th

e co

unci

l will

wor

k w

ith th

e ke

y re

gula

tors

and

pr

ovid

ers

of ra

il, U

nder

grou

nd a

nd b

us s

ervi

ces

with

in

the

Boro

ugh

to p

rogr

essi

vely

impr

ove

publ

ic

tran

spor

t in

term

s of

cap

acity

and

relia

bilit

y.

TfL

requ

este

d to

del

ete

refe

renc

e to

cor

e ne

twor

k as

it

is n

o lo

nger

rele

vant

311

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

netw

ork

prop

osed

in th

e W

LTS

and

secu

re a

n in

itial

m

inim

um le

vel o

f pr

ovis

ion

of 6

ser

vice

s pe

r ho

ur

on e

ach

core

rout

e (s

ee a

lso

PT.3

& 9

bel

ow)

PT.3

The

coun

cil

will

ad

opt

a 3-

stag

e ap

proa

ch

to

secu

ring

the

key

non-

radi

al c

ompo

nent

s of

the

“c

ore

netw

ork”

with

in H

arro

w,

depe

ndin

g on

the

ou

tcom

e of

neg

otia

tions

with

TfL

by:

•

Initi

ally

, as

the

hig

hest

prio

rity,

ado

ptin

g si

x ex

istin

g bu

s ro

utes

– in

a p

riorit

y or

der

of H

12,

H10

, 186

and

sub

sequ

ently

183

, 142

and

140

–

and

impl

emen

ting

a ph

ased

pr

ogra

mm

e of

in

tegr

ated

bus

prio

rity

mea

sure

s •

Subs

eque

ntly

, (in

con

junc

tion

with

PT.

6) fu

rthe

r de

velo

ping

the

“co

re n

etw

ork”

, po

ssib

ly a

s a

“fig

ure-

of-e

ight

” st

yle

rout

e –

base

d la

rgel

y on

th

ose

sam

e ex

istin

g bu

s ro

utes

, bu

t op

erat

ing

who

lly w

ithin

Har

row

and

lin

king

the

str

ateg

ic

inte

rcha

nge

loca

tions

iden

tifie

d in

the

WLT

S

• Fi

nally

, de

velo

ping

th

e fu

ll W

LTS

“cor

e”

netw

ork

– ei

ther

at a

Bor

ough

-leve

l or

at a

wes

t Lo

ndon

leve

l

Rec

omm

end

rem

ove

polic

y Tf

L re

ques

ted

to d

elet

e re

fere

nce

to c

ore

netw

ork

as

it is

no

long

er re

leva

nt

PT.4

The

coun

cil

will

wor

k w

ith

othe

r w

est

Lond

on

boro

ughs

to

se

cure

th

e im

plem

enta

tion

of

the

over

all W

LTS

“cor

e” n

etw

ork

Rec

omm

end

rem

ove

polic

y Tf

L re

ques

ted

to d

elet

e re

fere

nce

to c

ore

netw

ork

as

it is

no

long

er re

leva

nt

PT.5

The

coun

cil w

ill w

ork,

in p

artn

ersh

ip w

ith T

fL (

see

also

Th

e co

unci

l will

wor

k, in

par

tner

ship

with

TfL

(see

als

o

312

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

PT.9

be

low

), to

es

tabl

ish

a fu

lly

acce

ssib

le

loca

l ne

twor

k of

hig

h qu

ality

and

rel

iabl

e bu

s se

rvic

es w

ithin

H

arro

w b

y pr

ogre

ssiv

ely

impr

ovin

g:

• Th

e “p

enet

ratio

n” o

f lo

cal

bus

serv

ices

int

o ev

ery

loca

l ne

ighb

ourh

ood

area

– e

ither

by

exte

ndin

g ex

istin

g ro

utes

or,

whe

re n

eces

sary

, by

pro

mot

ing

new

rout

es

• Th

e qu

ality

and

rel

iabi

lity

of a

ll bu

s ro

utes

ser

ving

th

e Bo

roug

h on

the

basi

s th

at:

− W

orks

will

be u

nder

take

n pr

ogre

ssiv

ely

and,

as

far

as p

ract

icab

le,

subs

eque

nt t

o or

in

para

llel

with

the

dev

elop

men

t of

the

pro

pose

d ‘c

ore’

st

rate

gic

publ

ic tr

ansp

ort r

oute

net

wor

k −

No

mea

sure

s, h

avin

g th

e ef

fect

of i

ncre

asin

g th

e ov

eral

l lev

el o

f res

trai

nt o

n ge

nera

l tra

ffic

mov

emen

t, w

ill b

e im

plem

ente

d un

til s

uch

time

as th

e ‘c

ore’

str

ateg

ic n

etw

ork

is a

ble

to

prov

ide

a ge

nera

lly a

ccep

tabl

e al

tern

ativ

e to

ca

r use

PT.9

bel

ow),

to e

stab

lish

a fu

lly a

cces

sibl

e lo

cal

netw

ork

of h

igh

qual

ity a

nd re

liabl

e bu

s se

rvic

es w

ithin

H

arro

w b

y pr

ogre

ssiv

ely

impr

ovin

g:

• Th

e “p

enet

ratio

n” o

f loc

al b

us s

ervi

ces

into

eve

ry

loca

l nei

ghbo

urho

od a

rea

– ei

ther

by

exte

ndin

g ex

istin

g ro

utes

or,

whe

re n

eces

sary

, by

prom

otin

g ne

w ro

utes

and

sub

ject

to e

valu

atin

g th

e lo

cal

impa

ct o

f any

add

ition

al b

us s

ervi

ce

• Th

e qu

ality

and

relia

bilit

y of

all

bus

rout

es s

ervi

ng

the

Boro

ugh

on th

e ba

sis

that

: −

Wor

ks w

ill be

und

erta

ken

prog

ress

ivel

y an

d, a

s fa

r as

prac

ticab

le, s

ubse

quen

t to

or in

par

alle

l w

ith th

e de

velo

pmen

t of i

mpr

ovem

ents

to th

e pu

blic

tran

spor

t net

wor

k

Nee

d to

ens

ure

that

less

ons

from

H12

are

lear

nt

TfL

requ

este

d to

del

ete

refe

renc

e to

cor

e ne

twor

k as

it

is n

o lo

nger

rele

vant

PT.6

The

coun

cil

will

seek

to

se

cure

a

fully

in

tegr

ated

ap

proa

ch

to

the

prov

isio

n an

d op

erat

ion

of

publ

ic

trans

port

serv

ices

with

in H

arro

w, i

nclu

ding

: •

Inte

grat

ion

betw

een

bus

and

rail

(incl

udin

g U

nder

grou

nd)

serv

ices

– b

y pr

ovid

ing

/ fa

cilit

atin

g di

rect

an

d co

nven

ient

pe

rson

al

inte

rcha

nge

betw

een

stra

tegi

c Bo

roug

h-le

vel

publ

ic t

rans

port

serv

ices

•

Inte

grat

ion

betw

een

Boro

ugh-

leve

l an

d lo

cal-a

rea

publ

ic t

rans

port

serv

ices

– b

y en

surin

g th

at l

ocal

The

coun

cil w

ill se

ek to

sec

ure

a fu

lly in

tegr

ated

ap

proa

ch to

the

prov

isio

n an

d op

erat

ion

of p

ublic

tra

nspo

rt se

rvic

es w

ithin

Har

row

, inc

ludi

ng:

• In

tegr

atio

n be

twee

n bu

s an

d ra

il (in

clud

ing

Und

ergr

ound

) ser

vice

s –

by p

rovi

ding

/ fa

cilit

atin

g di

rect

and

con

veni

ent p

erso

nal i

nter

chan

ge

betw

een

stra

tegi

c Bo

roug

h-le

vel p

ublic

tran

spor

t se

rvic

es

• In

tegr

atio

n be

twee

n Bo

roug

h-le

vel a

nd lo

cal-a

rea

publ

ic tr

ansp

ort s

ervi

ces

– by

ens

urin

g th

at lo

cal

313

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

bus

serv

ices

, de

sign

ed

to

pene

trate

lo

cal

neig

hbou

rhoo

d ar

eas,

are

ena

bled

to

deliv

er t

heir

serv

ices

to th

e ap

prop

riate

poi

nts

of a

cces

s to

the

stra

tegi

c pu

blic

tran

spor

t net

wor

k •

Inte

grat

ed p

asse

nger

acc

ess

to p

ublic

tra

nspo

rt se

rvic

es –

by

impr

ovin

g th

e ea

se a

nd c

onve

nien

ce

of a

ppro

ach

rout

es t

o se

rvic

e ac

cess

poi

nts,

and

th

e qu

ality

and

cla

rity

of th

e ac

cess

sig

ning

•

Inte

grat

ed

and

acce

ssib

le

prov

isio

n of

se

rvic

e in

form

atio

n –

by m

akin

g cu

rrent

tim

e-ta

bled

and

“re

al-ti

me”

ope

ratio

nal i

nfor

mat

ion

read

ily a

vaila

ble

to tr

avel

lers

and

pot

entia

l tra

velle

rs, b

oth

with

in a

nd

outs

ide

the

syst

em

• In

tegr

ated

thr

ough

tic

ketin

g, i

nclu

ding

for

bus

es,

and

ease

of

ac

cess

to

tic

ket

issu

ing

faci

litie

s in

clud

ing

deve

lopm

ent

of T

rave

lcar

d an

d SM

ART

card

initi

ativ

es c

over

ing

all p

ublic

tran

spor

t mod

es

• Ta

king

acc

ount

of t

he s

peci

fic n

eeds

of p

eopl

e w

ith

impa

ired

mob

ility.

bus

serv

ices

, des

igne

d to

pen

etra

te lo

cal

neig

hbou

rhoo

d ar

eas,

are

ena

bled

to d

eliv

er th

eir

serv

ices

to th

e ap

prop

riate

poi

nts

of a

cces

s to

the

stra

tegi

c pu

blic

tran

spor

t net

wor

k •

Inte

grat

ed p

asse

nger

acc

ess

to p

ublic

tran

spor

t se

rvic

es –

by

impr

ovin

g th

e ea

se a

nd c

onve

nien

ce

of a

ppro

ach

rout

es to

ser

vice

acc

ess

poin

ts, a

nd

the

qual

ity a

nd c

larit

y of

the

acce

ss s

igni

ng

• In

tegr

ated

and

acc

essi

ble

prov

isio

n of

ser

vice

in

form

atio

n –

by m

akin

g cu

rrent

tim

e-ta

bled

and

“re

al-ti

me”

ope

ratio

nal i

nfor

mat

ion

read

ily a

vaila

ble

to tr

avel

lers

and

pot

entia

l tra

velle

rs, b

oth

with

in a

nd

outs

ide

the

syst

em

• In

tegr

ated

thro

ugh

ticke

ting,

incl

udin

g fo

r bus

es,

and

ease

of a

cces

s to

tick

et is

suin

g fa

cilit

ies

incl

udin

g de

velo

pmen

t of T

rave

lcar

d an

d SM

ART

card

initi

ativ

es c

over

ing

all p

ublic

tran

spor

t mod

es

• Ta

king

acc

ount

of t

he s

peci

fic n

eeds

of p

eopl

e w

ith

impa

ired

mob

ility.

•

Impr

oved

taxi

faci

litie

s at

rail

and

unde

rgro

und

stat

ions

Con

sulta

tion

com

men

t to

incl

ude

prov

isio

n of

im

prov

ed ta

xi fa

cilit

ies

at ra

il an

d un

derg

roun

d in

terc

hang

es

PT.8

The

coun

cil w

ill, w

here

ver

poss

ible

in p

artn

ersh

ip w

ith

publ

ic tr

ansp

ort s

ervi

ce p

rovi

ders

and

reg

ulat

ors,

see

k to

ens

ure

that

all

stat

ions

and

bus

sto

p lo

catio

ns in

the

Boro

ugh

are

prog

ress

ivel

y im

prov

ed t

o of

fer

a sa

fe,

secu

re

and

pass

enge

r-frie

ndly

en

viro

nmen

t an

d ap

prop

riate

‘s

tate

-of-t

he-a

rt’

pass

enge

r in

terc

hang

e fa

cilit

ies

– by

: •

Iden

tifyi

ng

all

bus

stop

s an

d ra

il (in

clud

ing

Und

ergr

ound

) st

atio

ns a

s on

e

The

coun

cil w

ill, w

here

ver p

ossi

ble

in p

artn

ersh

ip w

ith

publ

ic tr

ansp

ort s

ervi

ce p

rovi

ders

and

regu

lato

rs, s

eek

to e

nsur

e th

at a

ll st

atio

ns a

nd b

us s

top

loca

tions

in th

e Bo

roug

h ar

e pr

ogre

ssiv

ely

impr

oved

to o

ffer a

saf

e,

secu

re a

nd p

asse

nger

-frie

ndly

env

ironm

ent a

nd

appr

opria

te ‘s

tate

-of-t

he-a

rt’ p

asse

nger

inte

rcha

nge

faci

litie

s –

by:

• Id

entif

ying

all

bus

stop

s an

d ra

il (in

clud

ing

Und

ergr

ound

) sta

tions

as

one

314

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

of th

e fo

llow

ing:

Stra

tegi

c in

terc

hang

e ac

cess

po

ints

–

all

loca

tions

w

here

st

atio

ns a

re s

erve

d bo

th b

y lo

cal

radi

al r

ail s

ervi

ces

and

by a

‘cor

e’

stra

tegi

c bu

s ro

ute,

or w

hich

are

se

rved

by

two

‘cor

e’ s

trat

egic

bu

s ro

utes

Inte

rmed

iate

in

terc

hang

e ac

cess

po

ints

–

all

othe

r st

atio

ns

and

‘inte

rmed

iate

’ bu

s st

ops

on

the

‘cor

e’ s

trat

egic

bus

rou

tes,

i.e

. bu

s st

ops

sepa

rate

d fro

m

each

ot

her

and

‘stra

tegi

c’

loca

ted

at

inte

rval

s of

2 t

o 3

min

utes

ser

vice

ru

nnin

g tim

e (i.

e. th

e sa

me

over

all

sepa

ratio

n as

lo

cal

rail

/ U

nder

grou

nd s

tatio

ns)

Lo

cal i

nter

chan

ge a

cces

s po

int –

all

rem

aini

ng

‘loca

l’ bu

s st

ops

in

Har

row

, w

hich

will

be t

he u

sual

in

itial

poi

nt o

f ac

cess

for

Har

row

re

side

nts

to

the

over

all

publ

ic

trans

port

netw

ork.

•

Com

preh

ensi

vely

tre

atin

g th

ese

iden

tifie

d ac

cess

po

ints

, on

a

hier

arch

ical

ba

sis,

to

pr

ovid

e se

cure

, co

nven

ient

an

d ef

ficie

nt

inte

rcha

nge

betw

een

trans

port

mod

es

(incl

udin

g w

alki

ng)

and

a sa

fe,

secu

re

and

pass

enge

r-frie

ndly

en

viro

nmen

t,

of th

e fo

llow

ing:

Stra

tegi

c in

terc

hang

e ac

cess

po

ints

– a

ll lo

catio

ns w

here

st

atio

ns a

re s

erve

d bo

th b

y lo

cal

radi

al ra

il se

rvic

es a

nd b

y hi

gh

freq

uenc

y bu

s ro

utes

Inte

rmed

iate

inte

rcha

nge

acce

ss

poin

ts –

all

othe

r sta

tions

and

‘in

term

edia

te’ b

us s

tops

on

high

fr

eque

ncy

bus

rout

es, i

.e. b

us

stop

s se

para

ted

from

eac

h ot

her

and

‘stra

tegi

c’ lo

cate

d at

inte

rval

s of

2 to

3 m

inut

es s

ervi

ce ru

nnin

g tim

e (i.

e. th

e sa

me

over

all

sepa

ratio

n as

loca

l rai

l /

Und

ergr

ound

sta

tions

)

Loca

l int

erch

ange

acc

ess

poin

t –al

l re

mai

ning

‘loc

al’ b

us s

tops

in

Har

row

, whi

ch w

ill be

the

usua

l in

itial

poi

nt o

f acc

ess

for H

arro

w

resi

dent

s to

the

over

all p

ublic

tra

nspo

rt ne

twor

k.

• C

ompr

ehen

sive

ly tr

eatin

g th

ese

iden

tifie

d ac

cess

poi

nts,

on

a hi

erar

chic

al b

asis

, to

prov

ide

secu

re,

conv

enie

nt a

nd e

ffici

ent i

nter

chan

ge

betw

een

trans

port

mod

es (i

nclu

ding

w

alki

ng) a

nd a

saf

e, s

ecur

e an

d pa

ssen

ger-f

riend

ly e

nviro

nmen

t, in

clud

ing

prov

isio

n of

:

Wea

ther

proo

f wai

ting

area

(s)

TfL

requ

este

d to

del

ete

refe

renc

e to

cor

e ne

twor

k as

it

is n

o lo

nger

rele

vant

315

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

incl

udin

g pr

ovis

ion

of:

W

eath

erpr

oof w

aitin

g ar

ea(s

)

Seat

s

Easy

(pre

fera

bly

‘no-

step

’) ac

cess

Sche

dule

d an

d re

al-ti

me

serv

ice

info

rmat

ion

C

lear

ac

cess

/inte

rcha

nge

info

rmat

ion

and

sign

ing

Em

erge

ncy,

an

d pa

ssen

ger

assi

stan

ce, t

elep

hone

link

s w

ith o

ptio

ns fo

r the

pro

visi

on o

f:

Pre-

pay

ticke

t mac

hine

/s

C

CTV

cov

erag

e

Publ

ic p

ay-p

hone

/s.

• Su

bseq

uent

ly

utilis

ing

thes

e ac

cess

po

ints

, if

appr

opria

te,

as

a ba

sis

for

deve

lopi

ng:

A

netw

ork

of li

mite

d-st

op s

ervi

ces

as e

nvis

aged

in

the

WLT

S if

or

whe

n pa

ssen

ger

num

bers

ju

stify

su

ch a

n en

hanc

emen

t

Fully

w

heel

chai

r-acc

essi

ble

boar

ding

/ a

light

ing

poin

ts,

as a

ba

sis

for

supp

ortin

g a

netw

ork

of

fully

w

heel

chai

r-acc

essi

ble

sche

dule

d bu

s se

rvic

es. (

See

also

PT

.9 b

elow

)

Se

ats

Ea

sy (p

refe

rabl

y ‘n

o-st

ep’)

acce

ss

Sc

hedu

led

and

real

-tim

e se

rvic

e in

form

atio

n

Cle

ar a

cces

s/in

terc

hang

e in

form

atio

n an

d si

gnin

g

Emer

genc

y, a

nd p

asse

nger

as

sist

ance

, tel

epho

ne li

nks

Sa

fe ro

ad c

ross

ing

poin

ts in

cl

ose

prox

imity

to a

cces

s po

int

with

opt

ions

for t

he p

rovi

sion

of:

Pr

e-pa

y tic

ket m

achi

ne/s

CC

TV c

over

age

Pu

blic

pay

-pho

ne/s

.

Publ

ic c

onve

nien

ces

and

was

hing

faci

litie

s w

here

po

ssib

le

• Su

bseq

uent

ly u

tilis

ing

thes

e ac

cess

po

ints

, if a

ppro

pria

te, a

s a

basi

s fo

r de

velo

ping

:

A ne

twor

k of

lim

ited-

stop

ser

vice

s as

env

isag

ed in

the

WLT

S if

or

whe

n pa

ssen

ger n

umbe

rs ju

stify

su

ch a

n en

hanc

emen

t

Fully

whe

elch

air-a

cces

sibl

e bo

ardi

ng /

alig

htin

g po

ints

, as

a ba

sis

for s

uppo

rting

a n

etw

ork

of

fully

whe

elch

air-a

cces

sibl

e sc

hedu

led

bus

serv

ices

. (Se

e al

so

PT.9

bel

ow)

(To

be c

arrie

d fo

rwar

d to

Loc

al D

evel

opm

ent

Seve

ral c

omm

ents

rece

ived

re

gard

ing

diffi

cult

cros

sing

lo

catio

ns

Req

uest

ed in

con

sulta

tion

– pa

rticu

larly

ben

efic

ial t

o el

derly

and

dis

able

d pe

ople

316

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

Fram

ewor

k)

PT.9

The

coun

cil w

ill bu

ild o

n ex

istin

g lia

ison

arra

ngem

ents

w

ith

thos

e pa

rties

re

spon

sibl

e fo

r re

gula

ting

and

oper

atin

g pu

blic

tra

nspo

rt se

rvic

es i

n th

e Bo

roug

h to

en

sure

ef

fect

ive

liais

on

at

thre

e in

ter-r

elat

ed

hier

arch

ical

leve

ls:

• To

take

an

over

view

of p

ublic

tran

spor

t pro

visi

on

• To

de

velo

p th

e ‘c

ore’

st

rate

gic

bus

prio

rity

prop

osal

s of

the

Stra

tegy

•

To d

evel

op a

nd i

mpl

emen

t ke

y ro

ute-

corri

dor

and

inte

rcha

nge

initi

ativ

es.

The

coun

cil w

ill bu

ild o

n ex

istin

g lia

ison

arra

ngem

ents

w

ith th

ose

parti

es re

spon

sibl

e fo

r reg

ulat

ing

and

oper

atin

g pu

blic

tran

spor

t ser

vice

s in

the

Boro

ugh

to e

nsur

e ef

fect

ive

liais

on a

t thr

ee

inte

r-rel

ated

hie

rarc

hica

l lev

els:

•

To ta

ke a

n ov

ervi

ew o

f pub

lic tr

ansp

ort p

rovi

sion

•

To d

evel

op a

nd im

plem

ent k

ey ro

ute-

corri

dor a

nd

inte

rcha

nge

initi

ativ

es.

TfL

requ

este

d to

del

ete

refe

renc

e to

cor

e ne

twor

k as

it

is n

o lo

nger

rele

vant

PT.1

2

The

coun

cil w

ill st

rictly

enf

orce

all

road

tra

ffic,

par

king

an

d w

aitin

g re

gula

tions

in th

e in

tere

sts

of im

prov

ing

bus

prio

rity

– w

ith e

nfor

cem

ent

prio

rity

bein

g gi

ven

initi

ally

to

thos

e bu

s ro

utes

with

in th

e ‘c

ore’

str

ateg

ic p

ublic

tr

ansp

ort n

etw

ork

The

coun

cil w

ill st

rictly

enf

orce

all

road

traf

fic, p

arki

ng

and

wai

ting

regu

latio

ns in

the

inte

rest

s of

impr

ovin

g bu

s pr

iorit

y –

with

enf

orce

men

t prio

rity

bein

g gi

ven

to th

ose

bus

rout

es o

n th

e bu

sy b

us ro

ute

netw

ork.

Whe

re

poss

ible

eng

inee

ring

solu

tions

will

be

used

to

min

imis

e th

e ne

ed fo

r add

ition

al e

nfor

cem

ent.

Cor

e ne

twor

k no

long

er

rele

vant

PT.1

3

The

coun

cil

will

seek

, in

con

junc

tion

with

TfL

and

op

erat

ors,

to

carry

out

a f

unda

men

tal r

evie

w o

f pu

blic

tra

nspo

rt se

rvic

es in

Har

row

to a

scer

tain

way

s in

whi

ch

curre

nt

serv

ices

ca

n m

ore

effe

ctiv

ely

mee

t re

quire

men

ts,

cove

ring

all

aspe

cts

of t

he c

once

rns

rais

ed a

nd p

artic

ular

ly t

hose

of

spec

ific

clie

nt g

roup

s e.

g. s

choo

ls,

olde

r pe

ople

or

thos

e w

ith a

mob

ility

prob

lem

The

coun

cil w

ill se

ek, i

n co

njun

ctio

n w

ith T

fL a

nd

oper

ator

s, to

car

ry o

ut a

fund

amen

tal r

evie

w o

f pub

lic

trans

port

serv

ices

in H

arro

w to

asc

erta

in w

ays

in w

hich

cu

rrent

ser

vice

s ca

n m

ore

effe

ctiv

ely

mee

t re

quire

men

ts, c

over

ing

all a

spec

ts o

f the

con

cern

s ra

ised

and

par

ticul

arly

thos

e of

spe

cific

clie

nt g

roup

s e.

g. s

choo

ls, h

ospi

tals

, old

er p

eopl

e or

thos

e w

ith a

m

obilit

y pr

oble

m.

Seve

ral r

eque

sts

rece

ived

re

gard

ing

bette

r hos

pita

l tra

nspo

rt ac

cess

Rec

omm

end

new

pol

icy

The

Cou

ncil

will

rais

e th

e co

ncer

ns o

f pub

lic

tran

spor

t use

rs w

ith b

oth

TfL

and

bus

oper

ator

s.

Con

sulta

tion

requ

este

d gr

eate

r con

tact

with

bus

317

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

This

will

incl

ude

bus

driv

ing

stan

dard

s, d

river

be

havi

our a

s w

ell a

s se

rvic

e pr

ovis

ion

op

erat

ors

and

seve

ral

com

men

ts w

ere

mad

e ab

out

bus

driv

ing

stan

dard

s R

ecom

men

d ne

w p

olic

y Th

e C

ounc

il w

ill w

ork

with

pub

lic tr

ansp

ort

prov

ider

s an

d re

gula

tors

as

wel

l as

the

Met

ropo

litan

Pol

ice

in p

rom

otin

g Sa

fer T

rave

l at

Nig

ht in

itiat

ives

TfL

requ

este

d to

sho

w m

ore

supp

ort o

n Sa

fer T

rave

l at

Nig

ht

Rec

omm

end

new

pol

icy

The

Cou

ncil

will

see

k to

wor

k w

ith p

ublic

tran

spor

t pr

ovid

ers

and

regu

lato

rs to

ens

ure

that

eng

inee

ring

wor

ks a

nd s

ervi

ce c

losu

res

are

coor

dina

ted

to

min

imis

e pa

ssen

ger i

ncon

veni

ence

.

Com

men

ts w

ere

rece

ived

on

poor

coo

rdin

atio

n of

suc

h w

orks

Rec

omm

end

new

pol

icy

The

Cou

ncil

will

ens

ure

that

all

impr

ovem

ents

in

serv

ice

are

mad

e in

con

junc

tion

with

Wes

t Lon

don

Tran

spor

t Str

ateg

y an

d ne

ighb

ourin

g bo

roug

hs in

or

der t

o de

liver

an

effe

ctiv

e an

d re

liabl

e co

ntin

uous

se

rvic

e ac

ross

bou

ndar

ies

Req

uire

d as

a re

sult

of a

ll co

re n

etw

ork

refe

renc

es

bein

g re

mov

ed

Wal

king

Pol

icie

s W

.14

Th

e co

unci

l will

enco

urag

e re

crea

tiona

l wal

king

and

a

spec

ial

initi

ativ

e on

w

alki

ng

to

spor

t an

d le

isur

e fa

cilit

ies,

lin

ked

to h

ealth

pol

icy,

will

be s

et u

p in

pa

rtner

ship

with

the

prov

ider

s

W.1

4

The

coun

cil w

ill en

cour

age

recr

eatio

nal w

alki

ng a

nd a

sp

ecia

l ini

tiativ

e on

wal

king

link

ed to

hea

lth p

olic

y, w

ill be

set

up

in p

artn

ersh

ip w

ith th

e pr

ovid

ers

Mak

es m

ore

sens

e w

ith

wor

ds re

mov

ed

Rec

omm

end

new

pol

icy

W18

The

coun

cil w

ill w

ork

with

the

Met

ropo

litan

Pol

ice

in

usin

g th

eir p

ower

s of

enf

orce

men

t to

deal

with

ille

gal

cycl

ing

on p

avem

ents

Seve

ral c

omm

ents

wer

e re

ceiv

ed o

n th

is

318

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

CYC

LIN

G

C.5

In c

onsi

derin

g in

divi

dual

sch

emes

, the

cou

ncil

will

seek

to

pro

vide

bot

h fo

r th

e m

ost

dire

ct r

oute

s fo

r cy

clin

g be

twee

n pl

aces

and

for t

he s

egre

gatio

n of

cyc

lists

from

ot

her v

ehic

ular

traf

fic b

y m

eans

, in

prio

rity

orde

r, of

: •

Fully

seg

rega

ted

cycl

e tra

cks

(from

bot

h ve

hicl

es

and

pede

stria

ns)

• C

ycle

tra

cks

fully

seg

rega

ted

from

veh

icul

ar t

raffi

c bu

t occ

upyi

ng a

cle

arly

del

inea

ted

part

of a

foot

way

•

Man

dato

ry c

ycle

lane

s on

loca

l or

mai

n ro

ads

or a

“d

ual p

rovi

sion

” ap

proa

ch to

offe

r cho

ice

•

Cyc

le tr

acks

in p

arks

, ava

ilabl

e at

all

hour

s an

d on

ly

whe

re

such

pr

ovis

ion

is

not

prac

ticab

le c

onsi

der:

• Sh

ared

use

of b

us la

nes

•

Cyc

le t

rack

s in

par

ks,

durin

g pa

rk o

peni

ng h

ours

, to

geth

er

with

ap

prop

riate

di

vers

iona

ry

rout

es

at

othe

r tim

es

• Ad

viso

ry c

ycle

lane

s on

loca

l or m

ain

road

s •

Shar

ed u

se o

f foo

tway

s

In c

onsi

derin

g in

divi

dual

sch

emes

, the

cou

ncil

will

seek

to

pro

vide

bot

h fo

r the

mos

t dire

ct ro

utes

for c

yclin

g be

twee

n pl

aces

and

for t

he s

egre

gatio

n of

cyc

lists

from

ot

her v

ehic

ular

traf

fic b

y m

eans

, in

prio

rity

orde

r, of

: •

Fully

seg

rega

ted

cycl

e tra

cks

(from

bot

h ve

hicl

es

and

pede

stria

ns)

• C

ycle

trac

ks fu

lly s

egre

gate

d fro

m v

ehic

ular

traf

fic

but o

ccup

ying

a c

lear

ly d

elin

eate

d pa

rt of

a fo

otw

ay

• M

anda

tory

cyc

le la

nes

on lo

cal o

r mai

n ro

ads

•

Cyc

le tr

acks

in p

arks

, ava

ilabl

e at

all

hour

s an

d on

ly w

here

suc

h pr

ovis

ion

is n

ot

prac

ticab

le c

onsi

der:

• Sh

ared

use

of b

us la

nes

•

Cyc

le tr

acks

in p

arks

, dur

ing

park

ope

ning

hou

rs,

toge

ther

with

app

ropr

iate

div

ersi

onar

y ro

utes

at

othe

r tim

es

• Ad

viso

ry c

ycle

lane

s on

loca

l or m

ain

road

s •

Shar

ed u

se o

f foo

tway

s

This

is c

lear

er a

s or

igin

al

text

was

con

fusi

ng

RO

AD

SA

FETY

Th

e co

unci

l w

ill in

vest

igat

e th

e us

e of

ext

erna

l cy

cle

train

ing

bodi

es t

o ex

pand

the

fac

ility

to c

hild

ren

and

also

mak

e tra

inin

g av

aila

ble

to a

dults

.

The

coun

cil w

ill in

vest

igat

e th

e us

e of

ext

erna

l cyc

le

train

ing

bodi

es to

exp

and

the

faci

lity

to o

lder

chi

ldre

n an

d al

so m

ake

train

ing

avai

labl

e to

adu

lts.

Youn

ger c

hild

ren

are

alre

ady

cove

red,

so

this

mak

es m

ore

sens

e R

ecom

men

d ne

w p

olic

y 3.

8 PE

RSO

NAL

SAF

ETY

3.9

The

coun

cil w

ill s

uppo

rt th

e Pu

blic

C

arria

ge O

ffice

and

the

Met

ropo

litan

3.10

3.11

R

eque

sted

to

supp

ort

319

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

Polic

e Se

rvic

e in

targ

etin

g ill

egal

min

icab

op

erat

ions

cl

ampd

own

on

illeg

al m

inic

abs

PAR

KIN

G A

ND

EN

FOR

CEM

ENT

PE3

In

con

side

ring

plan

ning

app

licat

ions

for

non-

resi

dent

ial

deve

lopm

ent t

he c

ounc

il w

ill ha

ve re

gard

to th

e sp

ecifi

c ch

arac

teris

tics

of t

he d

evel

opm

ent

incl

udin

g pr

ovis

ion

mad

e fo

r: •

Ope

ratio

nal p

arki

ng a

nd s

ervi

cing

nee

ds

• C

onve

nien

t ca

r-par

king

fo

r pe

ople

w

ith

disa

bilit

ies

• C

ar

park

ing

rela

ted

to

shift

an

d un

soci

able

ho

urs

wor

king

•

Con

veni

ent

and

secu

re

park

ing

for

bicy

cles

(a

nd

prov

isio

n of

sh

ower

s an

d ch

angi

ng

faci

litie

s fo

r cyc

lists

)

PE3

In

con

side

ring

plan

ning

app

licat

ions

for

non-

resi

dent

ial

deve

lopm

ent t

he c

ounc

il w

ill ha

ve re

gard

to th

e sp

ecifi

c ch

arac

teris

tics

of t

he d

evel

opm

ent

incl

udin

g pr

ovis

ion

mad

e fo

r: •

Ope

ratio

nal p

arki

ng a

nd s

ervi

cing

nee

ds

• C

onve

nien

t ca

r-par

king

fo

r pe

ople

w

ith

disa

bilit

ies

• C

ar

park

ing

rela

ted

to

shift

an

d un

soci

able

ho

urs

wor

king

•

Con

veni

ent a

nd s

ecur

e pa

rkin

g fo

r bic

ycle

s (a

nd p

rovi

sion

of s

how

ers

and

chan

ging

fa

cilit

ies

for c

yclis

ts)

• N

eeds

of p

arki

ng fo

r mot

orcy

clis

ts

(To

be c

arrie

d fo

rwar

d to

Loc

al D

evel

opm

ent

Fram

ewor

k)

Req

uest

ed fr

om c

onsu

ltatio

n

PE8

Ex

plor

e th

e po

ssib

ilitie

s fo

r re

duct

ion

in t

he u

se o

f st

atio

n ca

r pa

rks

in th

e lo

nger

term

, as

othe

r fo

rms

of

stat

ion

acce

ss im

prov

e bu

t in

any

case

not

to in

crea

se

car p

arki

ng a

t sta

tions

Con

side

r the

loca

l im

pact

of a

dditi

onal

par

king

for

park

and

ride

at s

tatio

ns in

clud

ing

the

impa

ct o

n th

e lo

cal t

rans

port

net

wor

k an

d ai

r qua

lity.

TfL

requ

este

d ch

ange

s as

in

itial

pol

icy

was

con

trary

to

May

or’s

Tra

nspo

rt Po

licy

PE9

Pr

omot

e th

e us

e of

‘w

alk-

and-

ride’

in

plac

e of

‘pa

rk

and

ride’

Prom

ote

the

use

of ‘w

alk-

and-

ride’

Pa

rk a

nd ri

de s

tate

men

t not

ne

cess

ary

and

cont

rary

to

May

or’s

Tra

nspo

rt Po

licy

PE17

In th

e de

velo

pmen

t of p

arki

ng s

chem

es, t

he c

ounc

il w

ill In

the

deve

lopm

ent o

f par

king

sch

emes

, the

cou

ncil

will

320

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

ensu

re th

at th

e fo

llow

ing

issu

es a

re c

onsi

dere

d a.

Sa

fety

of a

ll ro

ad u

sers

b.

Em

erge

ncy

serv

ices

c.

Pr

ojec

ted

dem

ands

for

day-

time

and

nigh

t-tim

e re

side

nts

car p

arki

ng

d.

Con

veni

ent

car

park

ing

for

peop

le

with

di

sabi

litie

s e.

C

onve

nien

t and

sec

ure

park

ing

for c

yclis

ts

f. D

esig

nate

d pa

rkin

g fo

r mot

orcy

clis

ts

g.

The

bala

nce

betw

een

car-p

arki

ng fo

r re

side

nts,

vi

sito

rs a

nd lo

cal b

usin

esse

s h.

O

ppor

tuni

ties

for

and

impl

icat

ions

for

the

dua

l-us

e of

par

king

spa

ces

i. C

onve

nien

t pa

rkin

g pr

ovis

ion

for

deliv

ery

and

serv

ice

vehi

cles

j.

Park

ing

for m

edic

al p

ract

ition

ers

on c

all

k.

Shar

ed u

se b

ays

spec

ifica

lly t

o be

nefit

hea

lth

care

wor

kers

l.

Busi

ness

per

mit

requ

irem

ents

m

. B

usin

ess

perm

it re

quire

men

ts

n.

Sign

age

o.

Opp

ortu

nitie

s fo

r an

d im

plic

atio

ns f

or t

he

dual

-use

of p

arki

ng s

pace

s p.

R

estra

int o

n tra

ffic

grow

th b

y re

duci

ng a

vaila

ble

com

mut

er p

arki

ng

ensu

re th

at th

e fo

llow

ing

issu

es a

re c

onsi

dere

d a.

Sa

fety

of a

ll ro

ad u

sers

b.

Em

erge

ncy

serv

ices

c.

Pr

ojec

ted

dem

ands

for d

ay-ti

me

and

nigh

t-tim

e re

side

nts

car p

arki

ng

d.

Con

veni

ent c

ar p

arki

ng fo

r peo

ple

with

di

sabi

litie

s e.

C

onve

nien

t and

sec

ure

park

ing

for c

yclis

ts

f. D

esig

nate

d an

d se

cure

par

king

for

mot

orcy

clis

ts

g.

The

bala

nce

betw

een

car-p

arki

ng fo

r re

side

nts,

vis

itors

and

loca

l bus

ines

ses

h.

Opp

ortu

nitie

s fo

r and

impl

icat

ions

for t

he

dual

-use

of p

arki

ng s

pace

s i.

Con

veni

ent p

arki

ng p

rovi

sion

for d

eliv

ery

and

serv

ice

vehi

cles

j.

Park

ing

for m

edic

al p

ract

ition

ers

on c

all

k.

Shar

ed u

se b

ays

spec

ifica

lly to

ben

efit

heal

th c

are

wor

kers

l.

Busi

ness

per

mit

requ

irem

ents

m

. Si

gnag

e n.

R

estra

int o

n tra

ffic

grow

th b

y re

duci

ng

avai

labl

e co

mm

uter

par

king

Req

uest

ed in

con

sulta

tion

Rep

eate

d po

ints

Polic

ies

and

finan

cial

mea

sure

s FM

.3

Th

e co

unci

l w

ill u

rge

the

May

or a

nd t

he G

LA t

o in

trod

uce

a w

orkp

lace

par

king

lev

y, o

nly

on a

co

nsis

tent

Lon

don-

wid

e ba

sis,

with

str

ictly

lim

ited

prov

isio

n fo

r ex

empt

ions

- at

a le

vel o

f cha

rgin

g in

Rec

omm

end

rem

ove

Wor

kpla

ce p

arki

ng le

vy is

no

long

er re

com

men

ded

321

Exis

ting

Polic

y R

ecom

men

ded

polic

y R

easo

n fo

r cha

nge

oute

r Lo

ndon

co

mpa

rabl

e ac

ross

'c

ompe

ting'

au

thor

ities

, bot

h in

and

out

side

Lon

don

FM.4

The

coun

cil w

ill s

eek

to p

ersu

ade

othe

r res

pons

ible

au

thor

ities

that

the

prin

cipl

e of

a w

orkp

lace

par

king

le

vy s

houl

d be

ext

ende

d to

oth

er fo

rms

of h

igh

car-

gene

ratin

g de

velo

pmen

t, pa

rtic

ular

ly t

o sh

oppe

rs'

car

park

ing

spac

es i

n la

rge

deve

lopm

ents

, on

a

sim

ilarly

con

sist

ent a

nd c

ompl

emen

tary

bas

is

Rec

omm

end

rem

ove

Wor

kpla

ce p

arki

ng le

vy is

no

long

er re

com

men

ded

FM.6

The

coun

cil w

ill s

eek

grea

ter d

etai

l fro

m th

e M

ayor

/ G

LA a

s to

how

cen

tral

and

/or

inne

r Lo

ndon

onl

y sc

hem

es fo

r w

orkp

lace

par

king

levi

es o

r ro

ad u

ser

char

ges

will

im

pact

on

adja

cent

are

as,

and

how

th

ese

impa

cts

will

be

ad

dres

sed,

be

fore

co

nsid

erin

g w

heth

er to

sup

port

suc

h a

sche

me

Rec

omm

end

rem

ove

Wor

kpla

ce p

arki

ng le

vy is

no

long

er re

com

men

ded

FM.7

Shou

ld

wor

kpla

ce

park

ing

levi

es

or

road

us

er

char

ges

be p

ropo

sed

for

cent

ral/i

nner

Lon

don,

the

co

unci

l will

str

ongl

y ur

ge u

pon

the

May

or a

nd t

he

GLA

tha

t th

e co

sts

of a

mel

iora

ting

adve

rse

traf

fic,

envi

ronm

enta

l an

d co

mm

erci

al i

mpa

cts

in o

uter

Lo

ndon

be

a ch

arge

on

the

inco

me

gene

rate

d

Rec

omm

end

rem

ove

Wor

kpla

ce p

arki

ng le

vy is

no

long

er re

com

men

ded

322

Appendix 2 This reflects the proposed medium term budget strategy Funding Implications A summary of all LIP funding is provided in the table below. The accuracy of

figures in later years is likely to be less than the accuracy in earlier years.

Section 106 funding breakdown spread is a broad estimate as at this stage,

the Council is not privy to the detailed timetables for actual development

works.

Summary of LIP funding (£000k)

Year of Delivery 2005/06 2006/07 2007/08 2008/9 2009/10 2010/11

Capital projects over £2m Petts Hill 500 650 3399 1764 0 0 Improved street lighting1 2316 2762 3062 3062 3062 3062 Other Programme Summaries Public Transport Bus priority 215 944 600 635 800 800 Bus Stop accessibility programme 116 262 100 100 75 75 Station Access 89 100 80 280 190 300 Vehicle Rail Incursion 150 150 Safety Local Safety Schemes 325 190 335 340 330 330 Road Safety Schemes – LAA funded 380 20mph zones 200 270 250 200 250 250 Safe Routes to School / School Travel Plans 290 190 722 722 800 500 Road Safety Education 20 22 24 26 28 30 Safer Harrow Partnership 20 Joint operations with borough police and TfL revenue inspectors 60 Lead Borough Motorcycle safety promotional activities 130 130 0 0 0 0 Parking and Enforcement Review/Extension of CPZs and sign upgrades 130 259 280 295 205 90 Traffic Congestion bottlenecks/Parking and loading reviews/Parallel Initiatives 142 217 450 550 550 550 Kenton Road 100 125

1 Figures shown include revenue component

323

Year of Delivery 2005/06 2006/07 2007/08 2008/9 2009/10 2010/11

Local Traffic Management schemes 240 240 155 240 260 260 Kingshill Avenue Traffic Calming 35 95 Town Centres Harrow Town Centre redevelopment 530 1985 2040 435 0 0 Town centre redevelopment to support local regeneration 0 0 100 500 500 500 Maintenance Asset Management Plans 230 98.5 14.5 14.5 15 15 Highway and Footway Maintenance on principal roads 1033 1007 1661 1604 1555 1500 Highway and Footway Maintenance on non-principal roads 4209 3200 3800 3800 3800 3800 Highway Structural Inspections etc. 90 90 90 90 90 90 Travel Awareness Travel Plans 45 35 60 70 70 70 Walking Pedestrian audits 100 100 100 100 Improved walking to stations 285 50 325 150 200 250 Rayners Lane Home Zone 175 185 100 100 Traffic signal reviews/ped phases 30 30 30 30 Cycling Cycle Training 25 32 37.5 40 42.5 45 LCN+ 284 389 660 945 300 300 Local Cycling schemes 150 190 190 190 190 190 Cycle parking 10 10 10 10 10 10 Accessibility Local Area Accessibility 56 70 59 60 65 65 Harrow Community Transport 70 85 105 105 110 110 Travel training 20 20 20 20 Local Mobility Forum 10 10 10 10 10 Integrating blue badge and Taxicard 40 40 40 Shopmobility 13 14 34 34 35 35 Access to Wealdstone Centre 10 50 Concessionary Fares2 7,665 8119 8119 8119 8119 8119 Improving door to door transport 4,400 4,510 4,623 4,738 4,857 4,978 Environment Air quality action plan transport activities 30 30 30 30 30 30 Freight Freight delivery and service needs 20 40 110 150 0 0 Total Costs 24,478 26,571 32,130 29,709 26,834 26,524 Revenue Support Grant and Council Tax 0 0 0 0 0 0 Supported Capital Expenditure and Prudential Borrowing 17,559 18,187 19,239 17,206 18,184 17,844 Net Parking Revenue3 2,606 2,671 2,738 2,806 2,877 2,948

2 Years 07/08 onwards are estimates only 3 This assumes an annual 2.5% inflation increase

324

Year of Delivery 2005/06 2006/07 2007/08 2008/9 2009/10 2010/11

Section 1064 20 255 410 495 0 120 BSP (includes LCN+, bus priority and WLTS) 4,173 4,831 7,506.5 7,683 5,195.5 5,035 Other TfL 490 490 490 490 490 LPSA/ LAA 70 50 225 225 Network Rail 867 433 LB Ealing for Petts Hill 568 284 Business Improvement Districts or equivalent

Private Finance Initiative DfES 22 22 22 22 22 Bridge House Estate Trust Fund 50 50 50 50 50 50 Harrow Primary Care Trust 15 15 15 15 15 Total Sources 24,478 26,571 32,130 29,709 26,834 26,524

4 Not all of this money is confirmed and the year of spend is also not confirmed

325

326


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327

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Har

row

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arro

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eald

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l bur

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reen

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mot

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stra

tegy

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he n

ewly

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ion

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reen

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TOTA

L£9

2,30

0£2

75,5

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65,5

00£2

99,0

00£3

35,0

00

328

** D

oes

not i

nclu

de fu

ndin

g al

read

y pr

ovid

ed b

y H

arro

w C

ounc

il's g

rant

sch

eme

The

abov

e pr

ices

, unl

ess

stat

ed d

o no

t tak

e ac

coun

t of e

xist

ing

budg

ets,

Sec

tion

106

fund

ing,

ext

erna

l gra

nts,

aw

ard

sche

mes

& p

artn

ersh

ips

£1,2

67,3

00

329

330


1

HA

RR

OW

’S

GR

EEN

BEL

T M

AN

AG

EMEN

T ST

RA

TEG

Y 20

06-2

011

331

2

332

3

HA

RR

OW

’S G

REE

N B

ELT

MA

NA

GEM

ENT

STR

ATE

GY

5

1.0

INT

RO

DU

CT

ION

5

1.1

Har

row

’s G

reen

Bel

t 5

1.2

Gre

en B

elt M

anag

emen

t Stra

tegy

6

2.0

CO

NT

EX

T A

ND

KE

Y IS

SUE

S 8

2.1

Cur

rent

Use

s and

Man

agem

ent A

rran

gem

ents

8

2.2

Dem

ogra

phy

of H

arro

w

9 2.

3 Po

licy

Con

text

10

2.

4 H

isto

rical

Ove

rvie

w

13

2.5

Cha

ract

er A

sses

smen

t 14

2.

6 B

iodi

vers

ity A

sses

smen

t 15

2.

7 A

gric

ultu

ral

18

2.8

Hyd

rolo

gy

19

2.9

Rec

reat

ion

And

Tou

rism

20

2.

10

Tran

spor

t 20

2.

11

Con

sulta

tion

Find

ings

21

3.0

STR

AT

EG

Y A

ND

MA

NA

GE

ME

NT

23

3.

1 G

reen

Bel

t Vis

ion

23

3.2

Stra

tegi

c O

bjec

tives

and

Act

ions

23

4.0

GR

EE

N B

EL

T M

AN

AG

EM

EN

T S

TR

AT

EG

Y S

CH

ED

UL

E

26

OV

ERA

RC

HIN

G P

RIN

CIP

LES

OF

THE

GR

EEN

BEL

T M

AN

AG

EMEN

T ST

RA

TEG

Y

27

GR

EEN

SPA

CES

PO

LIC

Y

28

INFO

RM

AL

REC

REA

TIO

N P

RO

VIS

ION

29

FO

RM

AL

REC

REA

TIO

N P

RO

VIS

ION

32

V

ISIT

OR

AN

D IN

TER

PRET

ATI

ON

FA

CIL

ITIE

S 32

V

ISIT

OR

AN

D IN

TER

PRET

ATI

ON

FA

CIL

ITIE

S 33

333

4

CU

LTU

RA

L H

ERIT

AG

E 35

C

ON

SER

VIN

G A

ND

EN

HA

NC

ING

BIO

DIV

ERSI

TY

36

CO

NSE

RV

ING

AN

D E

NH

AN

CIN

G T

HE

CH

AR

AC

TER

36

C

ON

SER

VIN

G A

ND

EN

HA

NC

ING

TH

E C

HA

RA

CTE

R

37

AG

RIC

ULT

UR

E 37

W

ATE

R E

NV

IRO

NM

ENT

38

BU

RIA

L SP

AC

E 38

APP

END

IX A

- MA

P O

F G

REE

NB

ELT

39

APP

END

IX B

- M

AN

AG

EMEN

T TY

PE A

ND

OW

NER

SHIP

WIT

HIN

HA

RR

OW

’S G

REE

N B

ELT

40

APP

END

IX C

– L

AN

DSC

APE

TYP

ES A

ND

EN

VIR

ON

MEN

T FE

ATU

RES

WIT

HIN

TH

E G

REE

N B

ELT

43

334

5

HA

RR

OW

’S G

REE

N B

ELT

MA

NA

GEM

ENT

STR

ATE

GY

1.0

INTR

OD

UC

TIO

N

1.1

Har

row

’s G

reen

Bel

t G

reen

Bel

ts a

re o

ne o

f the

mos

t effe

ctiv

e to

ols

we

have

for

prot

ectin

g th

e lo

cal e

nviro

nmen

t. T

hey

have

hel

ped

to s

top

citie

s

from

spr

awlin

g in

to t

he c

ount

rysi

de a

nd m

ergi

ng in

to e

ach

othe

r. G

reen

Bel

t al

so e

ncou

rage

s ur

ban

rene

wal

and

pro

vide

s

oppo

rtuni

ties

for r

ecre

atio

n, s

ports

, edu

catio

n, fo

od p

rodu

ctio

n, p

rovi

sion

of w

ildlif

e ha

bita

ts, c

ontri

bute

s to

floo

d al

levi

atio

n an

d

pollu

tion

cont

rol a

nd th

e pr

otec

tion

of b

iodi

vers

ity.

The

Gre

en B

elt p

rovi

des

links

to th

e w

ider

cou

ntry

side

, a g

athe

ring

grou

nd

for w

ater

sup

plie

s, a

nd a

‘gre

en lu

ng’,

whi

ch c

ontri

bute

s to

impr

oved

air

qual

ity a

nd h

elps

to c

omba

t clim

ate

chan

ge.

The

gree

n

belt

also

act

s as

a w

ildlif

e co

rrido

r, w

hich

ena

bles

spe

cies

to m

ove

to a

nd fr

om s

ites,

and

can

act

as

a lin

k be

twee

n ha

bita

ts s

o

they

do

not b

ecom

e is

olat

ed.

Har

row

’s G

reen

Bel

t cov

ers

arou

nd 6

.84

squa

re m

iles

(11

squa

re k

ilom

etre

s or

108

8 he

ctar

es),

equi

vale

nt to

eig

ht H

yde

Park

s

and

abou

t one

fifth

of t

he B

orou

gh’s

tota

l are

a. H

arro

w C

ounc

il ow

ns 5

40 h

ecta

res

out o

f the

108

8 he

ctar

es.

This

tota

l inc

lude

s

Har

row

Wea

ld C

omm

on.

Loc

ated

at

the

north

ern

end

of t

he B

orou

gh,

the

Gre

en B

elt

prov

ides

an

impo

rtant

top

ogra

phic

al

land

mar

k on

the

out

er e

dge

of t

he L

ondo

n Ba

sin,

with

the

rid

ge p

rovi

ding

vie

ws

to a

nd f

rom

the

Sur

rey

Hills

and

the

Nor

th

Dow

ns.

The

Gre

en B

elt a

rea

is b

orde

red

by H

arro

w’s

urb

an a

rea

to th

e So

uth,

Her

tford

shire

to th

e N

orth

Wes

t, H

illing

don

to

the

Wes

t, an

d Ba

rnet

to th

e N

orth

Eas

t. (A

ppen

dix

A)

335

6

As w

ith m

any

area

s at

Lon

don’

s ur

ban

fring

e, H

arro

w’s

Gre

en B

elt h

as a

nd c

ontin

ues

to fa

ce a

var

iety

of p

ress

ures

. Th

ese

incl

ude:

red

evel

opm

ent

of ‘

maj

or d

evel

oped

site

s’;

road

and

rai

l de

velo

pmen

t; th

e le

gacy

of

min

eral

ext

ract

ion

and

was

te

disp

osal

; ag

ricul

tura

l de

clin

e; a

nd i

ncre

men

tal

deve

lopm

ent

and

land

use

cha

nge.

Th

is s

trate

gy p

ropo

ses

to a

sser

t th

e

impo

rtanc

e of

the

Gre

en B

elt t

o H

arro

w a

nd e

nsur

e th

e fu

ture

pro

tect

ion

of th

is u

niqu

e re

sour

ce.

1.2

Gre

en B

elt M

anag

emen

t Str

ateg

y Th

e fir

st G

reen

Bel

t M

anag

emen

t St

rate

gy f

or t

he L

ondo

n Bo

roug

h of

Har

row

was

pro

duce

d in

198

8.

This

doc

umen

t

high

light

ed th

e co

unci

l’s p

riorit

ies

for m

anag

emen

t of t

he G

reen

Bel

t. It

s ov

eral

l aim

was

“To

prov

ide

for p

rope

r man

agem

ent o

f

land

in th

e G

reen

Bel

t, to

pro

tect

, mai

ntai

n an

d en

hanc

e w

ildlif

e an

d ha

bita

ts, a

nd th

e la

ndsc

ape

and

hist

oric

al fe

atur

es, t

o ha

ve

rega

rd to

the

need

of a

gric

ultu

re in

sym

path

y w

ith n

atur

e co

nser

vatio

n.”

In 2

004

Har

row

Cou

ncil

com

mis

sion

ed L

and

Use

Con

sulta

nts

to u

nder

take

a s

tudy

, w

hich

ena

bled

Har

row

’s G

reen

Bel

t

Man

agem

ent S

trate

gy (G

BMS)

to b

e up

date

d an

d ex

pand

ed.

The

prod

uctio

n of

the

stra

tegy

invo

lved

res

earc

hing

a n

umbe

r of

top

ics

appl

icab

le t

o th

e G

reen

Bel

t. T

his

took

the

for

m o

f

surv

eys,

in th

e ca

se o

f cha

ract

er a

nd e

colo

gy a

sses

smen

ts, a

nd b

ackg

roun

d re

sear

ch, i

n th

e ca

se o

f his

tory

and

pol

icy

cont

ext

of t

he G

reen

Bel

t. A

thr

ee-s

tage

con

sulta

tion

proc

ess

was

ado

pted

to

enga

ge w

ith t

he l

ocal

com

mun

ity.

The

firs

t st

age

invo

lved

a q

uest

ionn

aire

, whi

ch g

athe

red

furth

er in

form

atio

n on

the

Gre

en B

elt a

nd fi

nd o

ut w

hat t

he p

ublic

’s a

spira

tions

are

for

the

area

. Th

e se

cond

sta

ge u

sed

two

publ

ic e

xhib

ition

s to

info

rm th

e re

side

nts

of H

arro

w a

bout

the

bene

fits

of th

eir G

reen

Bel

t,

to o

btai

n fe

edba

ck o

n op

tions

for i

ts fu

ture

man

agem

ent,

and

to g

ain

the

wid

er p

ublic

’s o

pini

ons

on d

raft

man

agem

ent p

ropo

sals

336

7

and

impr

ovem

ents

. Th

e fin

al s

tage

invo

lved

bot

h fo

cus

grou

ps w

ith th

ree

key

stak

ehol

der o

rgan

isat

ions

(Har

row

Her

itage

Tru

st,

Har

row

’s N

atur

e C

onse

rvat

ion

Foru

m a

nd A

gend

a 21

) and

a c

onsu

ltatio

n fo

rm o

n th

e dr

aft G

reen

Bel

t Man

agem

ent S

trate

gy.

The

aim

s of

the

Gre

en B

elt M

anag

emen

t Stra

tegy

are

to:

Pr

ovid

e a

fram

ewor

k to

gui

de H

arro

w’s

futu

re d

ecis

ions

on

the

prot

ectio

n an

d m

anag

emen

t of t

he g

reen

bel

t are

a

H

elp

cate

r for

the

recr

eatio

nal n

eeds

of H

arro

w’s

resi

dent

s an

d vi

sito

rs

M

ake

Har

row

a m

ore

attra

ctiv

e pl

ace

in w

hich

to li

ve a

nd w

ork,

and

for v

isito

rs a

nd w

ildlif

e.

337

8

2.0

CO

NTE

XT A

ND

KEY

ISSU

ES

2.1

Cur

rent

Use

s an

d M

anag

emen

t Arr

ange

men

ts

H

arro

w’s

Gre

en B

elt p

rovi

des

a di

vers

e sp

an o

f use

s fo

r a ra

nge

of in

divi

dual

s an

d co

mm

uniti

es.

The

belo

w p

ie c

hart

illust

rate

s

the

perc

enta

ge s

plit

of la

nd to

eac

h ty

pe o

f use

.

Figu

re 1

Per

cent

age

of s

tudy

are

a w

ithin

eac

h La

nd U

se C

ateg

ory

Gol

f Cou

rse

(Pub

lic)

1%

Res

iden

tial

14%

Publ

ic S

ports

Gro

und/

Play

ing

Fiel

d4%

Busi

ness

3%

Tena

ted

Farm

land

28%

Hos

pita

l4%

Scho

ols/

Educ

atio

n2%

Gol

f Cou

rse

(Priv

ate)

7%

Priv

ate

Farm

land

13%

Cou

ntry

Par

k3%

Cem

eter

y1%

Oth

er P

ublic

Ope

n Sp

ace

7%

Com

mon

Lan

d8%

Def

ence

Est

ates

3%

Priv

ate

Spor

ts G

roun

d/Pl

ayin

g Fi

eld

1%

Mot

orw

ay1%

A

ppen

dix

B p

rovi

des

a br

eakd

own

of th

e m

anag

emen

t typ

es a

nd o

wne

rshi

p w

ithin

the

Gre

en B

elt

Agric

ultu

re r

epre

sent

s th

e m

ost c

omm

on la

nd u

se in

the

stud

y ar

ea c

over

ing

41%

, tw

o-th

irds

(28%

) of

whi

ch is

tena

nted

land

owne

d by

the

coun

cil.

The

sec

ond

mos

t com

mon

use

is re

side

ntia

l, co

verin

g 14

% o

f the

stu

dy a

rea.

Thi

s en

com

pass

es b

oth

338

9

hist

oric

res

iden

tial a

reas

, w

hich

wer

e in

exi

sten

ce p

rior

to t

he d

esig

natio

n of

the

Gre

en B

elt

land

and

mor

e re

cent

hou

sing

deve

lopm

ents

that

hav

e ac

hiev

ed p

lann

ing

perm

issi

on th

roug

h th

e ‘fo

otpr

int’

deve

lopm

ent p

olic

y. R

esid

entia

l are

as te

nd to

be

loca

ted

on th

e G

reen

Bel

t bou

ndar

y ad

jace

nt to

the

surro

undi

ng u

rban

are

a.

The

rem

aini

ng a

reas

of t

he G

reen

Bel

t inc

lude

open

spa

ce, p

layi

ng fi

elds

, cem

eter

ies

etc

2.2

Dem

ogra

phy

of H

arro

w

Har

row

’s p

opul

atio

n ha

s be

en s

tead

ily g

row

ing

sinc

e th

e m

id-1

990’

s.

The

popu

latio

n gr

ew b

y ap

prox

imat

ely

5,00

0 in

twel

ve

mon

ths

betw

een

2001

and

200

2, a

nd p

roje

ctio

ns s

ugge

st th

at th

e po

pula

tion

will

cont

inue

to ri

se s

tead

ily, r

each

ing

213,

852

by

2006

, 218

,540

by

2011

and

219

,367

by

2016

. Th

e nu

mbe

r of h

ouse

hold

s in

the

Boro

ugh

is a

lso

pred

icte

d to

rise

acc

ordi

ngly

and

is e

stim

ated

to g

row

to 8

2,09

6 by

200

6, 8

5,03

1 by

201

1 an

d 86

,398

by

2016

.

This

pro

ject

ed p

opul

atio

n gr

owth

will

plac

e a

stra

in o

n th

e ex

istin

g am

eniti

es a

nd o

pen

spac

e of

fere

d by

the

Gre

en B

elt

if

actio

ns a

re n

ot p

ut in

pla

ce to

pre

vent

this

.

Forty

one

per

cent

of t

he b

orou

gh is

mad

e up

of b

lack

and

eth

nic

min

ority

gro

ups.

Res

iden

ts in

this

eth

nic

grou

ping

are

spr

ead

acro

ss th

e Bo

roug

h, w

ith h

ighe

r lev

els

in s

outh

eas

t and

sou

th w

est H

arro

w, a

nd lo

w le

vels

in th

e no

rth o

f the

Bor

ough

. Th

ere

are

high

leve

ls o

f whi

te r

esid

ents

in th

e no

rth o

f the

bor

ough

, par

ticul

arly

in P

inne

r, H

arro

w W

eald

and

Sta

nmor

e Pa

rk.

The

futu

re m

anag

emen

t of t

he G

reen

Bel

t nee

ds to

ens

ure

that

the

prov

isio

n of

faci

litie

s an

d am

eniti

es a

re in

clus

ive

for a

ll re

side

nts

and

visi

tors

of H

arro

w.

339

10

2.3

Polic

y C

onte

xt

Gre

en B

elt i

s th

e m

ost w

ell-k

now

n an

d w

idel

y su

ppor

ted

plan

ning

pol

icy

in th

e U

nite

d Ki

ngdo

m.

Cur

rent

cen

tral g

over

nmen

t

advi

ce o

n gr

een

belts

is c

over

ed in

PPG

Not

e 2,

whi

ch s

ets

out f

ive

prin

cipa

l aim

s:

To

che

ck th

e un

rest

ricte

d sp

raw

l of l

arge

bui

lt up

are

as

To

pre

vent

nei

ghbo

urin

g to

wns

from

mer

ging

into

one

ano

ther

To

pre

serv

e th

e se

tting

and

spe

cial

cha

ract

er o

f his

toric

tow

ns

To

ass

ist i

n sa

fe g

uard

ing

the

coun

trysi

de fr

om e

ncro

achm

ent

To

ass

ist i

n th

e ur

ban

rege

nera

tion,

by

enco

urag

ing

the

recy

clin

g of

der

elic

t lan

d an

d ot

her u

rban

land

In a

dditi

on to

the

form

al p

urpo

ses

of G

reen

Bel

ts, P

PG 2

indi

cate

s th

at la

nd d

esig

nate

d as

Gre

en B

elt a

lso

has

a ro

le to

pla

y in

mee

ting

a nu

mbe

r of p

ositi

ve o

bjec

tives

:

Pr

ovid

ing

oppo

rtuni

ties

for a

cces

s to

the

open

cou

ntry

side

for t

he u

rban

pop

ulat

ion

Pr

ovid

ing

oppo

rtuni

ties

for o

utdo

or s

port

and

outd

oor r

ecre

atio

n ne

ar u

rban

are

as

R

etai

ning

attr

activ

e la

ndsc

apes

, and

enh

anci

ng la

ndsc

apes

, nea

r to

whe

re p

eopl

e liv

e

Im

prov

ing

dam

aged

and

der

elic

t lan

d ar

ound

tow

ns

Se

curin

g na

ture

con

serv

atio

n in

tere

st

R

etai

ning

land

in a

gric

ultu

ral,

fore

stry

and

rela

ted

use

The

mai

n po

int o

f the

nat

iona

l pol

icy

guid

elin

es is

to p

erm

it no

new

dev

elop

men

ts e

xcep

t for

cer

tain

spe

cific

pur

pose

s, s

uch

as

agric

ultu

re a

nd f

ores

try,

esse

ntia

l fa

cilit

ies

for

outd

oor

spor

t an

d re

crea

tion,

cem

eter

ies

and

othe

r us

es t

hat

pres

erve

the

open

ness

of t

he la

ndsc

ape.

The

pol

icy

docu

men

ts h

ighl

ight

that

it is

the

open

ness

of t

he G

reen

Bel

t tha

t is

its m

ost i

mpo

rtant

aspe

ct.

Ther

efor

e th

is a

spec

t nee

ds to

be

prot

ecte

d to

ens

ure

futu

re G

reen

Bel

t pro

visi

on.

340

11

PPG

9 –

Nat

ure

Con

serv

atio

n G

uide

line

sets

out

the

Gov

ernm

ent’s

obj

ectiv

es f

or n

atur

e co

nser

vatio

n, in

clud

ing

the

need

to

‘ens

ure

polic

ies

cont

ribut

e to

the

cons

erva

tion

and

abun

danc

e an

d di

vers

ity o

f Brit

ish

wild

life

and

its h

abita

ts’.

Both

the

Lond

on P

lan

and

the

Har

row

Uni

tary

Dev

elop

men

t Pla

n (U

DP)

reite

rate

PPG

2 a

nd P

PG 9

’s p

olic

es. T

he L

ondo

n Pl

an

emph

asis

es th

e po

tent

ial o

f Lon

don’

s co

untry

side

to p

rovi

de o

ppor

tuni

ties

for o

utdo

or re

crea

tion,

whi

ch in

turn

may

enh

ance

a

gene

ral a

ppre

ciat

ion

of th

e na

tura

l env

ironm

ent.

It a

lso

stat

es th

at th

e G

reen

Bel

t pro

vide

s Lo

ndon

ers

with

a v

arie

ty o

f ben

efits

incl

udin

g pr

otec

tion

and

prom

otio

n of

bio

dive

rsity

. Th

e H

arro

w U

DP

supp

orts

reg

iona

l and

nat

iona

l obj

ectiv

es to

mai

ntai

n th

e

char

acte

r and

rura

l nat

ure

of th

e co

untry

side

, with

par

ticul

ar p

riorit

y gi

ven

to ‘A

reas

of S

peci

al C

hara

cter

’, a

desi

gnat

ion

whi

ch

cove

rs m

ost o

f Har

row

’s G

reen

belt.

The

obj

ectiv

es o

f Har

row

’s U

DP

are:

To

resi

st lo

ss o

r dam

age

to fe

atur

es w

hich

con

tribu

te to

the

Area

of S

peci

al C

hara

cter

To

pre

serv

e ar

chite

ctur

al a

nd h

isto

ric fe

atur

es w

ithin

the

area

To

pro

tect

sky

lines

and

vie

ws

from

intru

sive

dev

elop

men

t

To

ens

ure

rede

velo

pmen

t pre

serv

e or

impr

ove

the

char

acte

r of t

he a

rea

In a

dditi

on to

var

ious

stra

tegi

c do

cum

ents

, Har

row

Cou

ncil

has

prod

uced

a n

umbe

r of l

ocal

stra

tegi

c do

cum

ents

, whi

ch a

im to

prov

ide

a hi

gher

-leve

l ap

proa

ch t

o co

mm

unity

dev

elop

men

t in

the

bor

ough

. C

urre

nt s

trate

gies

inc

lude

Har

row

’s c

orpo

rate

prio

ritie

s, th

e H

arro

w C

omm

unity

Stra

tegy

(20

04),

the

Har

row

Cul

tura

l Stra

tegy

(20

03-2

008)

, Tou

rism

Stra

tegy

(20

05)

and

the

Inte

rim S

port,

Rec

reat

ion

and

Ope

n Sp

ace

Stra

tegy

.

The

Gre

en B

elt M

anag

emen

t Stra

tegy

hel

ps to

ach

ieve

the

follo

win

g si

x co

rpor

ate

prio

ritie

s:

St

reng

then

ing

Har

row

’s c

omm

uniti

es

Pu

tting

Har

row

on

the

map

Va

luin

g H

arro

w’s

cus

tom

ers

341

12

Im

pact

ing

thro

ugh

Har

row

’s p

artn

ersh

ips

H

arro

w –

a tr

ue le

arni

ng c

omm

unity

A

mor

e bu

sine

ss li

ke o

rgan

isat

ion

The

Gre

en B

elt M

anag

emen

t Stra

tegy

will

also

hel

p to

war

ds m

eetin

g th

e co

unci

l’s c

omm

itmen

t to

enha

ncin

g bi

odiv

ersi

ty w

ithin

the

boro

ugh.

The

Har

row

Cul

tura

l Stra

tegy

(20

03 –

200

8) w

as d

evel

oped

by

the

Har

row

Par

tner

ship

and

Har

row

Cou

ncil

and

prom

otes

leis

ure

faci

litie

s in

par

ks a

nd a

rt in

pub

lic p

lace

s. T

hese

initi

ativ

es a

re re

leva

nt to

the

Gre

en B

elt M

anag

emen

t Stra

tegy

.

The

over

all o

bjec

tives

of t

he s

trate

gy a

re to

:

H

elp

impr

ove

the

qual

ity o

f life

Pr

omot

e th

e co

nditi

ons

for a

cul

tura

lly in

clus

ive

Har

row

St

imul

ate

the

cultu

ral e

cono

my

and

its c

ontri

butio

n to

mak

ing

Har

row

a v

ibra

nt a

nd e

xciti

ng p

lace

Pr

omot

e H

arro

w’s

cul

tura

l ass

ets

– pe

ople

, bui

ldin

gs, s

pace

s an

d ac

hiev

emen

ts

The

Gre

en B

elt M

anag

emen

t Stra

tegy

can

hel

p m

eet a

num

ber o

f the

obj

ectiv

es o

f all

five

docu

men

ts b

y im

prov

ing

educ

atio

n,

impr

ovin

g op

en s

pace

s, p

rote

ctin

g bi

odiv

ersi

ty a

nd p

rom

otin

g ec

olog

ical

ly-fr

iend

ly p

olic

ies,

pro

mot

ing

Har

row

’s c

ultu

ral a

sset

s

and

impr

ovin

g th

e ac

cess

ibilit

y of

Har

row

’s r

ecre

atio

n re

sour

ce,

whi

ch in

tur

n ai

ds t

he g

ener

al h

ealth

and

wel

l-bei

ng o

f th

e

boro

ugh.

342

13

2.4

His

toric

al O

verv

iew

Har

row

’s g

reen

bel

t con

tain

s a

wea

lth o

f her

itage

inte

rest

. Th

e H

isto

ric E

nviro

nmen

t Des

igna

tions

in H

arro

w in

clud

e.

Sche

dule

d An

cien

t Mon

umen

ts

G

rims

Ditc

h: s

ectio

n ex

tend

ing

1370

m n

orth

eas

t fro

m O

xhey

Lan

e

Grim

’s D

itch:

four

line

ar s

ectio

ns b

etw

een

Uxb

ridge

Roa

d an

d O

xhey

Lan

e

Line

ar e

arth

wor

ks in

Pea

r Woo

d, w

est o

f Wat

ling

Stre

et

18th c

entu

ry o

belis

k co

mm

emor

atin

g C

assi

vella

unus

, at B

rokl

ey H

ill

Broc

kley

Hill

Rom

ano

– Br

itish

pot

tery

and

set

tlem

ent

Pinn

er H

ill ic

e ho

use,

70m

nor

th e

ast o

f Pin

ner H

ill G

olf C

lubh

ouse

Pinn

er d

eer p

ark,

Pin

ner P

ark

Farm

Con

serv

atio

n Ar

eas

Pi

nner

Hill

Esta

te C

onse

rvat

ion

Area

Littl

e C

omm

on C

onse

rvat

ion

Area

Broo

kshi

ll D

rive

and

Grim

sdyk

e C

onse

rvat

ion

Area

Pinn

erw

ood

Con

serv

atio

n Ar

ea

Wes

t Driv

e C

onse

rvat

ion

Area

Be

ntle

y Pr

iory

– G

rade

II re

gist

ered

land

scap

e En

glis

h H

erita

ge R

egis

ter o

f Par

ks a

nd

Gar

dens

of S

peci

al H

isto

ric In

tere

st

G

rim’s

Dyk

e –

Gra

de II

regi

ster

ed g

arde

ns a

nd p

leas

ure

grou

nds

The

influ

ence

of h

uman

his

tory

upo

n th

e bu

ilt a

nd n

atur

al e

nviro

nmen

t, an

d la

ndsc

ape

of th

e st

udy

area

, pro

vide

s op

portu

nitie

s

for m

anag

emen

t and

inte

rpre

tatio

n of

thes

e he

ritag

e fe

atur

es.

** T

he la

rges

t oak

in M

iddl

esex

exi

sts

with

in B

entle

y Pr

iory

343

14

2.5

Cha

ract

er A

sses

smen

t

Key

feat

ures

and

site

s, w

hich

hel

p to

con

tribu

te t

o th

e ch

arac

ter

of H

arro

w’s

Gre

en B

elt

have

bee

n id

entif

ied.

Si

x ty

pes

of

envi

ronm

ent f

eatu

res

are

outli

ned:

W

oode

d R

idge

s w

ith C

omm

ons

D

evel

oped

Rid

ges

W

oode

d Sl

opes

Fa

rmed

Slo

pes

Pr

ivat

e R

esid

entia

l Est

ates

D

evel

oped

Slo

pes

A lis

t of t

he k

ey s

ites

unde

r the

abo

ve e

nviro

nmen

t fea

ture

s ar

e lo

cate

d in

App

endi

x C

It

is im

porta

nt to

iden

tify

the

dist

inct

env

ironm

ents

of t

he g

reen

bel

t to

ensu

re fu

ture

man

agem

ent i

s sy

mpa

thet

ic to

thei

r uni

que

feat

ures

.

Phys

ical

influ

ence

s in

Har

row

’s g

reen

bel

t inc

lude

:

Th

e ge

olog

y of

the

area

if L

ondo

n C

lay

Th

e na

tura

l typ

ogra

phy

of th

e gr

een

belt

is u

ndul

atin

g va

lley

land

scap

e

Th

e gr

een

belt

is h

eavi

ly w

oode

d an

d w

here

ope

n fie

lds

occu

r the

se a

re la

rgel

y bo

rder

ed b

y m

atur

e he

dger

ows

344

15

The

hum

an in

fluen

ce o

n th

e st

udy

area

incl

udes

:

Sa

xon

earth

wor

ks s

uch

as G

rim’s

Dyk

e

C

oppi

ced

and

polla

rded

woo

dlan

ds

H

edge

row

bou

ndar

ies

intro

duce

d w

ith th

e En

clos

ure

Act

M

oder

n tra

nspo

rt co

rrido

rs c

ut a

cros

s th

e si

te

R

ecen

t dev

elop

men

t, su

ch a

s H

arro

w W

eald

. Th

is h

as in

trodu

ced

a su

burb

an fe

el to

som

e pa

rts o

f the

Gre

en B

elt.

Futu

re m

anag

emen

t pla

ns n

eed

to ta

ke a

ccou

nt o

f the

dis

tinct

feat

ures

of e

ach

site

to e

nsur

e th

e ch

arac

ter

is p

rese

rved

. An

exam

ple

is S

tanm

ore

Woo

ded

Slop

es, w

hich

is c

hara

cter

ised

by

deci

duou

s w

oodl

and

bloc

ks a

nd b

elts

, as

wel

l as

mor

e op

en

area

s of

gra

ssla

nd w

ith tr

ee c

lum

ps a

nd c

opse

s. A

lthou

gh th

is a

rea

repr

esen

ts th

e W

oode

d Sl

opes

type

, fea

ture

s su

ch th

e go

lf

cour

se, t

rimm

ed b

eech

hed

gero

ws,

urb

an s

tyle

fenc

ing

and

built

new

resi

dent

ial d

evel

opm

ent,

detra

ct fr

om th

e ch

arac

ter o

f thi

s

area

2.6

Bio

dive

rsity

Ass

essm

ent

As

a r

esul

t of

the

Ear

th S

umm

it in

199

2, t

he G

over

nmen

t pu

blis

hed

a Bi

odiv

ersi

ty A

ctio

n Pl

an in

Jan

uary

199

4, a

imin

g to

cons

erve

and

enh

ance

bio

dive

rsity

with

in t

he U

nite

d Ki

ngdo

m.

In

1995

Bio

dive

rsity

: Th

e U

K St

eerin

g G

roup

Rep

ort

was

publ

ishe

d (U

KBAP

), in

clud

ing

actio

n pl

ans

for 3

8 ke

y ha

bita

ts a

nd 4

02 o

f our

mos

t thr

eate

ned

spec

ies.

The

sem

i-nat

ural

hab

itats

with

in t

he G

reen

Bel

t ar

e de

scrib

ed i

n a

num

ber

of p

ublic

atio

ns.

The

Lon

don

Ecol

ogy’

s U

nit’s

Ecol

ogy

Han

dboo

k 13

pro

vide

s an

ove

rvie

w o

f the

Bor

ough

’s n

atur

al h

erita

ge, a

nd p

rovi

des

gene

ral d

escr

iptio

ns o

f flo

ra a

nd

faun

a fo

r the

Site

s of

Spe

cial

Sci

entif

ic In

tere

st (S

SSIs

) and

Site

’s o

f Nat

ure

Con

serv

atio

n Im

porta

nce

(SN

CIs

).

345

16

Key

area

s of

bio

dive

rsity

impo

rtanc

e in

Har

row

’s G

reen

Bel

t inc

lude

:

**(O

P =

Ope

n to

the

Publ

ic)

Si

tes

of S

peci

al S

cien

tific

Inte

rest

o

Be

ntle

y Pr

iory

Ope

n Sp

ace

Site

of S

peci

al S

cien

tific

Inte

rest

*(O

P)

O

ther

Site

s of

Spe

cial

Sci

entif

ic In

tere

st

o

Har

row

Wea

ld –

Geo

logi

cal -

(de-

notif

ied

from

SSS

Is in

198

7) -

(OP)

o

Stan

mor

e C

omm

on –

Bio

logi

cal -

(de-

notif

ied

from

SSS

Is in

ear

ly 1

990s

) - (

OP)

o

Har

row

Wea

ld C

omm

on –

Bio

logi

cal -

(de-

notif

ied

from

SSS

Is in

ear

ly 1

990s

) – (O

P)

Si

tes

of N

atur

e C

onse

rvat

ion

Impo

rtan

ce

o

Bent

ley

Prio

ry O

pen

Spac

e (O

P)

o

Cla

mp

Hill

Bric

kfie

lds

o

Har

row

Wea

ld C

omm

on (

OP)

o

Har

row

Wea

ld P

ark

and

the

Her

mita

ge

o

Oxh

ey L

ane

Fiel

ds a

nd R

ailw

ay C

uttin

g

o

Pear

Woo

d an

d St

anm

ore

Cou

ntry

Par

k (O

P)

o

Pinn

er P

ark

Farm

o

Pinn

erw

ood

Park

and

Pon

ds

o

Stan

mor

e an

d Li

ttle

Com

mon

s an

d H

ospi

tal

o

The

Ced

ars

Ope

n Sp

ace

A

ncie

nt W

oodl

and

o

Her

riots

Woo

d

o

The

Gro

ve

o

Pear

Woo

d (N

orth

)

o

Pear

Woo

d (S

outh

)

o

Stan

mor

e C

ount

ry P

ark

(OP)

o

Wea

ld W

ood

o

Pinn

er W

ood

o

Clo

iste

rs W

ood

346

17

• Ben

tley

Prio

ry O

pen

Spac

e SS

SI c

ondi

tion-

At p

rese

nt b

ased

on

the

Engl

ish

Nat

ure’

s cl

assi

ficat

ion

sect

ions

of t

his

SSSI

is

in a

n un

favo

urab

le c

ondi

tion.

Th

e m

ain

reas

on f

or t

his

is t

he u

nder

-gra

zing

of

the

gras

slan

d ha

bita

t. I

t is

the

cou

ncil’s

resp

onsi

bilit

y, u

nder

the

CR

OW

Act

200

0, to

brin

g th

e si

te u

p to

95%

favo

urab

le c

ondi

tion

by 2

010.

• U

KB

AP

Prio

rity

Hab

itats

- U

nim

prov

ed a

cid

gras

slan

d (in

clud

ing

scru

b w

ith u

nim

prov

ed a

cid

gras

slan

d/he

athl

and)

is

iden

tifie

d as

a p

riorit

y ha

bita

t on

the

UKB

AP u

nder

the

cat

egor

y “lo

wla

nd d

ry a

cid

gras

slan

d”.

In

addi

tion

som

e st

ands

of

unim

prov

ed a

cid

gras

slan

d/he

athl

and

are

likel

y to

be

enco

mpa

ssed

with

in t

he “

low

land

hea

thla

nd”

prio

rity

habi

tat

cate

gory

.

Low

land

woo

d-pa

stur

e an

d pa

rkla

nd a

re a

lso

pres

ent,

e.g.

Ben

tley

Prio

ry, a

nd s

mal

l bee

ch d

omin

ated

sta

nds

in a

num

ber o

f the

woo

dlan

ds w

ould

fall

with

in th

e “lo

wla

nd b

eech

and

yew

woo

dlan

d” c

ateg

ory.

• A

ncie

nt W

oodl

and

- An

cien

t Woo

dlan

d is

dis

tingu

ishe

d fro

m s

econ

dary

woo

dlan

d by

its

cont

inuo

us p

rese

nce

on a

n ar

ea o

f

land

sin

ce o

r pr

ior

to 1

600.

Th

e G

reen

Bel

t co

ntai

ns e

ight

site

s of

anc

ient

woo

dlan

d.

Thes

e ne

ed t

o be

bro

ught

into

goo

d

woo

dlan

d m

anag

emen

t to

mai

ntai

n th

eir b

iodi

vers

ity.

Both

Clo

iste

rs W

ood

and

Pear

Woo

d re

quire

par

ticul

ar a

ttent

ion.

• G

rass

land

and

Hea

thla

nd H

abita

ts -

All

unim

prov

ed a

nd s

emi-i

mpr

oved

gra

ssla

nd h

abita

ts s

houl

d be

con

serv

ed a

nd

enha

nced

. W

here

pos

sibl

e th

eir h

abita

ts s

houl

d be

ext

ende

d an

d ap

prop

riate

man

agem

ent w

ill be

requ

ired.

• Hed

gero

ws

- The

hed

gero

ws

on th

e H

arro

w G

reen

Bel

t are

slo

wly

det

erio

ratin

g an

d be

com

ing

gapp

y as

trad

ition

al m

etho

ds o

f

man

agem

ent

disa

ppea

r. M

any

of t

he h

edge

row

s w

ill re

quire

con

serv

ing,

res

tock

ing

and

man

agin

g in

ord

er t

o pr

otec

t th

eir

ecol

ogic

al b

enef

its a

s ha

bita

ts a

nd w

ildlif

e co

rrido

rs, u

sing

nat

ive

spec

ies

• H

arro

w B

iodi

vers

ity A

ctio

n Pl

an-

The

Lond

on B

orou

gh o

f Har

row

doe

s no

t hav

e a

Biod

iver

sity

Act

ion

Plan

. W

ithou

t it t

he

Boro

ugh’

s m

ost

impo

rtant

spe

cies

are

und

er t

hrea

t fro

m b

oth

dire

ct a

nd i

ndire

ct i

mpa

cts

and

risk

bein

g lo

st a

ltoge

ther

. A

Biod

iver

sity

Act

ion

Plan

for H

arro

w n

eeds

to b

e pr

oduc

ed to

ens

ure

the

futu

re b

iodi

vers

ity o

f Har

row

’s o

pen

spac

es.

347

18

It is

als

o im

porta

nt to

reco

gnis

e th

e na

ture

con

serv

atio

n va

lue

or p

oten

tial o

f anc

illary

gre

en s

pace

with

in th

e G

reen

Bel

t (ar

ound

the

built

env

ironm

ent)

or g

reen

spa

ce a

ssoc

iate

d w

ith b

row

nfie

ld l

and.

Th

ese

site

s al

so p

rovi

de k

ey h

abita

ts f

or H

arro

w’s

wild

life.

2.7

Agr

icul

tura

l

As th

e do

min

ant l

and

use

in th

e G

reen

Bel

t, th

e ag

ricul

tura

l hol

ding

s ha

ve a

n im

porta

nt r

ole

to p

lay

in th

e ar

ea’s

futu

re o

f the

Gre

en B

elt.

Thi

s st

rate

gy c

once

ntra

tes

on th

e co

unci

l ow

ned

farm

s, a

ll of

whi

ch a

re p

asto

ral i

n na

ture

, mos

t of w

hich

are

sol

ely

used

as

hay

past

ure.

Key

agric

ultu

ral i

ssue

s th

at re

quire

con

side

ratio

n ar

e:

• Fa

rms

in th

e G

reen

Bel

t hav

e po

tent

ial t

o be

nefit

from

the

Sing

le F

arm

Pay

men

t sch

eme,

pro

vidi

ng th

at la

nd is

agr

icul

tura

lly

and

envi

ronm

enta

lly m

aint

aine

d to

a g

ood

qual

ity.

They

cou

ld a

lso

bene

fit e

cono

mic

ally

and

eco

logi

cally

fro

m e

nviro

nmen

tal

stew

ards

hip

sche

mes

.

• Ac

tions

pro

pose

d fo

r ag

ricul

tura

l hol

ding

s in

the

Gre

en B

elt

idea

lly s

houl

d re

flect

tho

se s

ugge

sted

in D

EFR

A’s

Stra

tegy

for

Sust

aina

ble

Farm

ing

and

Food

. C

onsi

dera

tion

shou

ld a

lso

be g

iven

to

the

role

of

Har

row

’s f

arm

land

with

in t

he L

ondo

n Fo

od

Stra

tegy

.

• An

y su

gges

ted

actio

n sh

ould

ref

lect

the

Har

row

Uni

tary

Dev

elop

men

t Pl

an o

f pr

otec

ting

exis

ting

farm

land

as

a m

eans

of

mai

ntai

ning

the

rura

l cha

ract

er o

f the

are

a.

348

19

• The

agr

icul

tura

l qua

lity

of th

e la

nd w

ithin

the

Gre

en B

elt i

s lo

w, a

nd w

here

gra

ded,

is G

rade

3b.

Thi

s lim

its th

e la

nds

suita

bilit

y

for m

ost a

gric

ultu

ral u

ses,

par

ticul

arly

ara

ble

and

inte

nsiv

e gr

azin

g.

• Th

e ar

ea h

as a

his

tory

of ‘

hors

i-cul

ture

’ and

equ

ine

land

use

s re

mai

n on

e of

the

mos

t via

ble

futu

res

for t

he fa

rmla

nd.

Nat

ure

Con

serv

atio

n co

uld

also

be

a pr

imar

y fu

nctio

n of

the

land

whe

re th

e en

viro

nmen

tal s

tew

ards

hip

sche

me

coul

d be

pro

mot

ed a

s a

maj

or v

ehic

le fo

r bio

dive

rsity

enh

ance

men

t in

the

boro

ugh.

2.8

Hyd

rolo

gy

Lond

on’s

wat

erw

ays

act a

s an

impo

rtant

med

ium

for p

lant

s an

d an

imal

s.

The

Lond

on P

lan

stip

ulat

es th

at th

e bo

roug

h sh

ould

,

prot

ect

and

enha

nce

the

biod

iver

sity

of

the

Blue

Rib

bon

Net

wor

k in

a n

umbe

r of

way

s, in

clud

ing

resi

stin

g de

velo

pmen

t th

at

resu

lts in

a n

et lo

ss o

f bio

dive

rsity

.

Har

row

’s G

reen

Bel

t fal

ls w

ithin

two

catc

hmen

t are

as, t

he C

olne

and

the

Nor

th L

ondo

n C

atch

men

ts. T

he s

ubst

rate

of t

he a

rea

is

larg

ely

Lond

on C

lay,

ove

rlaid

by

mor

e pe

rmea

ble

brow

n so

ils. A

s su

ch th

e ar

ea is

slo

w d

rain

ing

and

easi

ly w

ater

logg

ed d

urin

g

the

wet

ter m

onth

s. T

he R

iver

Pin

n is

the

larg

est r

iver

, but

sev

eral

oth

er s

tream

s be

gin

in th

e ar

ea. T

here

are

als

o se

vera

l are

as

of s

tand

ing

wat

er,

the

larg

est

bein

g Su

mm

erho

use

Lake

in B

entle

y Pr

iory

Ope

n Sp

ace.

The

Gre

en B

elt

prov

ides

thr

ee k

ey

natu

ral f

unct

ions

.

• A g

athe

ring

grou

nd fo

r wat

er

• Slo

win

g ru

n of

f and

the

spee

d of

rive

rs

• Add

ing

ecol

ogic

al v

alue

349

20

2.9

Rec

reat

ion

And

Tou

rism

The

Gre

en B

elt

prov

ides

opp

ortu

nitie

s fo

r bo

th f

orm

al a

nd in

form

al r

ecre

atio

n. G

olf

cour

ses,

spo

rts g

roun

ds a

nd h

orse

rid

ing

mak

e up

the

form

al r

ecre

atio

nal p

rovi

sion

, whe

reas

info

rmal

rec

reat

ion

incl

udes

wal

king

, cyc

ling

etc.

Th

ese

activ

ities

usu

ally

rely

on

publ

ic o

pen

spac

e an

d w

ell k

ept r

ight

s of

way

.

The

Inte

rim S

port,

Rec

reat

ion

and

Ope

n Sp

ace

Stra

tegy

iden

tifie

s a

lack

of s

igna

ge a

long

pub

lic ri

ghts

of w

ay a

men

ities

suc

h as

toile

ts.

Ther

e is

als

o a

need

to fo

rmal

ise

curre

nt p

athw

ays

as p

ublic

righ

t of w

ays

to e

nsur

e pr

otec

tion

agai

nst l

oss.

The

Gre

en B

elt i

s re

cogn

ised

with

in th

e H

arro

w T

ouris

m S

trate

gy a

s a

tour

ism

des

tinat

ion.

Im

porta

nt to

uris

m s

ites

with

in th

e

Gre

en B

elt i

nclu

des

Grim

’s D

yke

Hot

el th

e ne

arby

Old

Red

ding

Vie

wpo

int,

pote

ntia

lly th

e R

AF in

Ben

tley

Prio

ry, s

ectio

n 15

of t

he

Lond

on L

oop,

Pin

n W

alk

and

the

Nat

iona

l Cyc

le N

etw

ork.

Har

row

’s lo

ng le

gacy

of f

amou

s re

side

nts,

arc

hite

ctur

e an

d in

divi

dual

villa

ge a

reas

, of

fers

fur

ther

pot

entia

l to

pro

mot

e in

tere

stin

g w

alki

ng r

oute

s by

com

bini

ng h

erita

ge w

ith w

alki

ng.

Lim

ited

awar

enes

s of

H

arro

w’s

G

reen

Be

lt co

mbi

ned

with

in

adeq

uate

pr

ovis

ion

of

toile

ts,

info

rmat

ion

site

s an

d in

appr

opria

te

man

agem

ent

of p

oten

tial a

ttrac

tions

are

to

blam

e fo

r pe

rcei

ved

low

leve

ls o

f to

uris

m.

It

is im

porta

nt t

o ca

rry o

ut a

n im

pact

asse

ssm

ent o

n an

y ne

w in

itiat

ives

that

aim

to in

crea

se th

e vi

sito

rs to

the

Gre

en B

elt.

Thi

s is

to e

nsur

e in

frast

ruct

ure,

whi

ch is

in

plac

e, is

abl

e to

cop

e w

ith th

e ad

ded

dem

and

and

also

to m

inim

ise

impa

ct o

n th

e ch

arac

ter a

nd b

iodi

vers

ity o

f the

land

.

2.10

Tr

ansp

ort

A nu

mbe

r of r

oads

as

wel

l as

one

railw

ay li

ne c

ross

the

Har

row

Gre

en B

elt.

The

se p

rovi

de s

ever

al tr

ansp

ort o

ptio

ns fo

r rea

chin

g

the

Gre

en B

elt.

Man

y of

the

bus

rout

es to

the

stud

y ar

ea r

un e

very

20

or 3

0 m

inut

es, b

ut c

an b

e le

ss fr

eque

nt a

t wee

kend

s.

Ther

e ar

e al

so s

ever

al c

ycle

rout

es th

roug

h th

e st

udy

area

, alth

ough

thes

e se

em to

be

limite

d to

the

wes

tern

and

cen

tral p

arts

.

350

21

The

Gre

en B

elt i

s al

so w

ithin

wal

king

dis

tanc

e fro

m S

tanm

ore

unde

rgro

und

stat

ion

and

Hea

dsto

ne L

ane

and

Hat

ch E

nd ra

ilway

stat

ions

.

2.11

C

onsu

ltatio

n Fi

ndin

gs

Th

e co

nsul

tatio

n in

volv

ed a

thre

e-st

age

proc

ess

invo

lvin

g qu

estio

nnai

res,

exh

ibiti

ons,

focu

s gr

oups

and

con

sulta

tion

form

s. T

he

ques

tionn

aire

s w

ere

sent

to k

ey g

roup

s in

volv

ed in

the

Gre

en B

elt.

The

‘Qua

lity

of L

ife’ m

etho

d w

as u

sed

to id

entif

y th

e ke

y

feat

ures

or

‘ben

efits

’ of t

he s

tudy

are

a, a

nd th

en e

xplo

red

peop

le’s

vie

ws

on th

e be

nefit

s in

term

s of

impo

rtanc

e, q

uant

ity a

nd

qual

ity.

The

exhi

bitio

ns a

imed

to in

form

the

resi

dent

s of

Har

row

abo

ut th

e be

nefit

s of

thei

r Gre

en B

elt,

to o

btai

n fe

edba

ck o

n op

tions

for

its fu

ture

man

agem

ent,

and

to g

ain

the

wid

er p

ublic

’s o

pini

ons

on d

raft

man

agem

ent p

ropo

sals

and

impr

ovem

ents

.

In A

ugus

t 200

5 a

cons

ulta

tion

form

was

dis

tribu

ted

acro

ss th

e bo

roug

h to

key

sta

keho

lder

s (in

clud

ing

the

Gre

en B

elt v

olun

teer

war

dens

), re

side

nts

asso

ciat

ions

, C

ounc

illors

and

was

ava

ilabl

e at

Har

row

’s e

leve

n lib

rarie

s an

d on

the

Cou

ncil’s

web

site

.

Thre

e fo

cus

grou

ps w

ere

also

hel

d w

ith m

embe

rs o

f th

e H

arro

w N

atur

e C

onse

rvat

ion

Foru

m,

Agen

da 2

1 an

d th

e H

arro

w

Her

itage

Tru

st a

nd o

ne to

one

inte

rvie

ws

wer

e un

derta

ken

with

you

th.

The

cons

ulta

tion

proc

ess

iden

tifie

d a

num

ber

of im

porta

nt c

onsi

dera

tions

with

res

pect

to th

e fu

ture

man

agem

ent o

f the

Gre

en

Belt.

The

se a

re li

sted

bel

ow:

C

onse

rvin

g an

d en

hanc

ing

the

char

acte

r of

the

gree

n be

lt, p

rom

otin

g th

e G

reen

Bel

t to

be u

sed

for

info

rmal

rec

reat

ion,

cons

ervi

ng a

nd e

nhan

cing

bio

dive

rsity

and

sup

porti

ng t

he G

reen

Bel

t Po

licy

wer

e pe

rcei

ved

to b

e th

e m

ost

impo

rtant

stra

tegi

c ob

ject

ives

of t

he G

reen

Bel

t.

351

22

Th

ere

need

s to

be

clos

er w

orki

ng re

latio

nshi

ps w

ith th

e ad

join

ing

boro

ughs

to e

ncou

rage

a c

onsi

sten

t app

roac

h

Th

e po

tent

ial c

onfli

ct b

etw

een

visi

tor a

cces

s an

d bi

odiv

ersi

ty v

alue

/ op

en c

hara

cter

of t

he a

rea

need

s to

be

cons

ider

ed.

Th

ere

need

s to

be

mor

e em

phas

is o

n lin

king

with

sch

ools

to p

rovi

de e

duca

tion

on th

e be

nefit

s of

the

Gre

en B

elt a

nd a

lso

awar

enes

s an

d kn

owle

dge

of th

e im

porta

nce

of m

aint

aini

ng th

e G

reen

Bel

t

Su

stai

nabl

e tra

nspo

rt op

tions

suc

h as

wal

king

, cy

clin

g an

d ho

rse

ridin

g to

and

aro

und

the

Gre

en B

elt

shou

ld b

e

enco

urag

ed fo

r ben

efit

of p

ublic

hea

lth a

nd e

nviro

nmen

t.

G

reen

Bel

t sh

ould

be

man

aged

as

a w

hole

as

wel

l as

on a

site

-spe

cific

bas

is,

and

site

s sh

ould

be

man

aged

for

mul

ti-

func

tiona

lity.

M

aint

enan

ce a

nd i

mpr

ovem

ent

plan

s sh

ould

be

info

rmed

by

an e

xper

ienc

ed a

nd q

ualif

ied

ecol

ogis

t to

ens

ure

that

oppo

rtuni

ties

for b

iodi

vers

ity e

nhan

cem

ent a

re id

entif

ied

R

esid

ents

of H

arro

w a

nd in

par

ticul

arly

you

th w

ere

not a

war

e of

the

Gre

en B

elt a

t the

nor

th o

f the

bor

ough

nor

that

ther

e

was

an

equi

vale

nt o

f 4 H

yde

Park

s of

pub

licly

acc

essi

ble

open

spa

ce.

352

23

3.0

STR

ATE

GY

AN

D M

AN

AG

EMEN

T

The

follo

win

g vi

sion

, st

rate

gic

obje

ctiv

es a

nd a

ctio

ns w

ere

deve

lope

d in

the

lig

ht o

f su

rvey

s, b

ackg

roun

d re

sear

ch a

nd

cons

ulta

tion.

The

Gre

en B

elt

is a

uni

que

reso

urce

and

fut

ure

man

agem

ent

need

s to

ref

lect

and

app

reci

ate

the

diffe

renc

es b

etw

een

the

purp

ose

of th

e G

reen

Bel

t ver

sus

park

s. T

he G

reen

Bel

t is

not a

larg

e pa

rk.

It is

an

area

of c

ount

rysi

de, w

hich

pro

vide

s ha

bita

ts

for

an a

bund

ance

of

spec

ies,

an

econ

omic

res

ourc

e fo

r ag

ricul

ture

, a

valu

able

leis

ure

reso

urce

, a

tour

ism

ven

ue a

hos

t fo

r

cultu

ral h

erita

ge a

nd a

hom

e fo

r its

resi

dent

s.

3.1

Gre

en B

elt V

isio

n

The

visi

on o

utlin

es th

e pr

iorit

ies

for w

hich

the

Gre

en B

elt s

houl

d be

man

aged

: bio

dive

rsity

, edu

catio

n an

d he

alth

.

‘To

mak

e H

arro

w’s

Gre

en B

elt

mor

e at

trac

tive

and

acce

ssib

le f

or p

eopl

e an

d w

ildlif

e an

d m

axim

ise

the

biod

iver

sity

, ed

ucat

iona

l, an

d he

alth

ben

efits

by

prot

ectin

g th

is s

trat

egic

ope

n sp

ace

at L

ondo

n’s

nort

hern

frin

ge.’

3.2

Stra

tegi

c O

bjec

tives

and

Act

ions

To im

plem

ent H

arro

w’s

vis

ion

for t

he G

reen

Bel

t, te

n St

rate

gic

Obj

ectiv

es h

ave

been

def

ined

. Th

ese

addr

ess

the

mai

n be

nefit

s

of t

he G

reen

Bel

t as

iden

tifie

d th

roug

h th

e co

nsul

tatio

n pr

oces

s, a

nd t

hrou

gh c

onsi

dera

tion

of r

elev

ant

natio

nal,

regi

onal

and

loca

l pol

icie

s. T

hese

stra

tegi

c ob

ject

ives

will

be im

plem

ente

d th

roug

h a

rang

e of

act

ions

.

353

24

The

term

Gre

en B

elt r

efer

s to

the

spec

ific

open

spa

ces

in th

e no

rth o

f the

bor

ough

that

are

iden

tifie

d an

d pr

otec

ted

unde

r th

e

Har

row

Uni

tary

Dev

elop

men

t Pla

n.

Gre

en S

pace

s Po

licy:

To h

elp

mee

t the

nat

iona

lly a

nd re

gion

ally

def

ined

pur

pose

s an

d ob

ject

ives

of t

he G

reen

Bel

t thr

ough

pro

vidi

ng p

ositi

ve

man

agem

ent o

f the

land

.

Info

rmal

Rec

reat

ion

Prov

isio

n:

To m

aint

ain,

impr

ove

and

incr

ease

the

prov

isio

n of

pub

lic o

pen

spac

e an

d cr

eate

pub

lic ri

ghts

of w

ay fo

r abl

e-bo

died

and

disa

bled

use

rs b

y lin

king

toge

ther

the

com

mun

ities

of H

arro

w th

roug

h ne

w s

trate

gic

rout

es

Form

al R

ecre

atio

n Pr

ovis

ion:

To m

aint

ain

and

seek

to im

prov

e pr

ovis

ion

of o

pen

spac

e fo

r for

mal

recr

eatio

n

Visi

tor a

nd In

terp

reta

tion

Faci

litie

s:

To in

crea

se th

e ‘o

ffer’

of th

e G

reen

Bel

t thr

ough

the

prov

isio

n of

env

ironm

enta

l edu

catio

n, in

terp

reta

tion

and

visi

tor f

acilit

ies

Con

serv

ing

and

Enha

ncin

g Bi

odiv

ersi

ty:

To c

onse

rve

and

enha

nce

the

biod

iver

sity

of t

he la

nd w

ithin

the

Gre

en B

elt

Con

serv

ing

and

Enha

ncin

g th

e C

hara

cter

:

To c

onse

rve

and

enha

nce

the

char

acte

r of t

he G

reen

Bel

t site

s, k

ey fe

atur

es a

nd th

e st

rate

gic

view

to a

nd fr

om H

arro

w W

eald

Rid

ge

354

25

Cul

tura

l Her

itage

:

To c

onse

rve,

enh

ance

and

impr

ove

inte

rpre

tatio

n of

his

toric

feat

ures

, are

as a

nd b

uild

ings

Agric

ultu

re:

To s

uppo

rt fa

rmin

g ac

tivity

in th

e ar

ea, a

nd m

aint

ain

curre

nt u

se o

f allo

tmen

ts

Wat

er E

nviro

nmen

t:

To c

onse

rve

and

enha

nce

the

envi

ronm

ent a

nd q

ualit

y of

rive

rs, s

tream

s an

d w

ater

bod

ies

and

prev

ent f

lood

ing

dow

nstre

am

Buria

l Spa

ce:

To h

elp

addr

ess

the

antic

ipat

ed s

hortf

all i

n bu

rial s

pace

with

in H

arro

w

355

26

4.0

GR

EEN

BEL

T M

ANAG

EMEN

T ST

RAT

EGY

SCH

EDU

LE

Ten

Stra

tegi

c O

bjec

tives

hav

e be

en d

efin

ed to

add

ress

the

mai

n be

nefit

s of

the

Gre

en B

elt a

s id

entif

ied

thro

ugh

the

cons

ulta

tion

proc

ess,

and

thro

ugh

cons

ider

atio

n of

rele

vant

nat

iona

l, re

gion

al a

nd lo

cal p

olic

ies.

Ten

Stra

tegi

c O

bjec

tives

G

reen

Spa

ces

Polic

y

In

form

al R

ecre

atio

n Pr

ovis

ion

Fo

rmal

Rec

reat

ion

Prov

isio

n

Vi

sito

r and

Inte

rpre

tatio

n Fa

cilit

ies

C

onse

rvin

g an

d En

hanc

ing

Biod

iver

sity

C

onse

rvin

g an

d En

hanc

ing

Land

scap

e

C

ultu

ral H

erita

ge

Ag

ricul

ture

W

ater

Env

ironm

ent

Bu

rial S

pace

Thes

e st

rate

gic

obje

ctiv

es h

ave

been

ass

ocia

ted

with

a ra

nge

of in

dica

tive

actio

ns, w

hich

hav

e be

en p

riorit

ised

in te

rms

of th

e fin

ite

reso

urce

s av

aila

ble.

Prio

rity

Cat

egor

ies

(sub

ject

to a

vaila

bilit

y of

reso

urce

s)

Imm

edia

te

- A

ctio

ns c

ompl

eted

by

Mar

ch 2

011

Med

ium

Ter

m

- Act

ions

that

mus

t be

fund

ed a

nd in

pro

gres

s by

Mar

ch 2

011

Long

Ter

m

- A

ctio

ns th

at m

ust h

ave

been

app

rove

d to

sta

rt be

fore

Mar

ch 2

011

356

27

OVE

RA

RC

HIN

G P

RIN

CIP

LES

OF

THE

GR

EEN

BEL

T M

AN

AG

EMEN

T ST

RA

TEG

Y Th

e co

unci

l will

asse

ss c

umul

ativ

e ef

fect

s of

maj

or d

evel

opm

ents

with

in th

e gr

een

belt

whe

n as

sess

ing

indi

vidu

al p

lann

ing

appl

icat

ions

The

coun

cil w

ill w

ork

clos

ely

with

adj

oini

ng b

orou

ghs

on th

e m

anag

emen

t of t

he G

reen

Bel

t and

the

impl

emen

tatio

n of

the

Gre

en

Belt

Man

agem

ent S

trate

gy

The

coun

cil w

ill un

derta

ke c

rime

redu

ctio

n as

sess

men

ts w

hen

deve

lopi

ng o

r enh

anci

ng v

isito

r and

inte

rpre

tatio

n fa

cilit

ies

The

coun

cil w

ill se

ek c

onsi

dera

tion

and

inco

rpor

atio

n of

bio

dive

rsity

act

ions

with

in g

reen

bel

t pro

posa

ls a

s es

tabl

ishe

d by

the

Lond

on D

evel

opm

ent A

genc

y “D

esig

n fo

r Bio

dive

rsity

”

357

28

GR

EEN

SPA

CES

PO

LIC

Y To

hel

p m

eet t

he n

atio

nally

and

regi

onal

ly d

efin

ed p

urpo

ses

and

obje

ctiv

es o

f Ope

n Sp

ace

thro

ugh

prov

idin

g po

sitiv

e m

anag

emen

t of t

he

land

. A

ctio

ns

Tim

esca

le

Mile

ston

es

Out

com

es

Lead

Offi

cer

Proa

ctiv

ely

appl

y fo

r fun

ding

opp

ortu

nitie

s to

war

ds th

e im

plem

enta

tion

of th

e st

rate

gy in

pa

rtner

ship

with

the

volu

ntar

y or

gani

satio

ns w

ho

cont

ribut

e to

the

man

agem

ent o

f the

Gre

en B

elt

Imm

edia

te

An o

ffice

r eng

aged

whi

ch h

as

resp

onsi

bilit

y fo

r bio

dive

rsity

200

6 R

ecei

ve e

xter

nal f

undi

ng fo

r the

im

plem

enta

tion

of th

e st

rate

gy

Incr

ease

d fu

ndin

g av

aila

ble

for t

he

mai

nten

ance

and

pro

tect

ion

of th

e G

reen

Bel

t

Publ

ic R

ealm

Se

rvic

es

Plan

ning

To a

ppoi

nt a

n of

ficer

to u

nder

take

and

lead

on

the

impl

emen

tatio

n of

the

BAP

for H

arro

w

Imm

edia

te

An o

ffice

r app

oint

ed w

ho h

as

resp

onsi

bilit

y fo

r bio

dive

rsity

in 2

006

Incr

ease

d Bi

odiv

ersi

ty e

xper

tise

with

in

Cou

ncil

Impl

emen

tatio

n of

the

Biod

iver

sity

Act

ion

Plan

(BAP

)

Plan

ning

Prov

isio

n of

a C

ounc

il O

ffice

r who

se p

rimar

y fu

nctio

n w

ill co

-ord

inat

e th

e m

anag

emen

t of

Har

row

’s g

reen

bel

t

Imm

edia

te

Post

s re

alig

ned

to a

ccom

mod

ate

a co

-or

dina

tor r

ole

2006

/200

7 M

anag

emen

t of C

ounc

il ow

ned

gree

n be

lt si

tes

will

be c

o-or

dina

ted

Publ

ic R

ealm

Se

rvic

es

Plan

ning

Pr

oduc

e an

d im

plem

ent c

oste

d m

aint

enan

ce a

nd

impr

ovem

ent p

lans

for a

ll C

ounc

il ow

ned

Gre

en

Belt

site

s, in

form

ed b

y an

exp

erie

nced

and

qu

alifi

ed e

colo

gist

and

oth

er re

leva

nt

prof

essi

onal

com

pete

ncie

s to

ens

ure

that

op

portu

nitie

s fo

r bio

dive

rsity

enh

ance

men

t are

id

entif

ied

Imm

edia

te

Exis

ting

plan

s re

view

ed 2

007/

2008

N

ew p

lans

pro

duce

d 20

06/2

007

and

2007

/200

8

Impr

oved

mai

nten

ance

of C

ounc

il ow

ned

Gre

en B

elt s

ites

Incr

ease

d re

sour

ces

targ

eted

to th

e G

reen

Bel

t

Publ

ic R

ealm

Se

rvic

es

Gre

en B

elt

Volu

ntar

y O

rgan

isat

ions

Pl

anni

ng

To in

tegr

ate

the

Gre

en B

elt M

anag

emen

t St

rate

gy in

to th

e Lo

cal D

evel

opm

ent F

ram

ewor

k

Imm

edia

te

The

Gre

en B

elt M

anag

emen

t Stra

tegi

es

stra

tegi

c ob

ject

ives

and

act

ions

are

in

tegr

ated

into

the

LDF

core

stra

tegy

dr

aft b

y 20

06/2

007

Inte

grat

ed in

to th

e fin

al L

DF

core

st

rate

gy 2

008/

2009

Prot

ectio

n of

the

Gre

en B

elt a

gain

st

futu

re d

evel

opm

ent

Plan

ning

To fu

nd a

revi

ew a

nd u

pdat

e of

the

surv

ey

info

rmat

ion

for t

he S

ites

of M

etro

polit

an a

nd

Boro

ugh

impo

rtanc

e.

Med

ium

Te

rm

Rev

iew

com

plet

ed 2

010/

2011

N

ew s

ites

of im

porta

nce

iden

tifie

d to

en

sure

thei

r fut

ure

prot

ectio

n Pr

otec

tion

of ra

re h

abita

ts in

Lon

don

Plan

ning

C

omm

unity

Sa

fety

358

29

INFO

RM

AL

REC

REA

TIO

N P

RO

VISI

ON

To

mai

ntai

n, im

prov

e an

d in

crea

se th

e pr

ovis

ion

of p

ublic

ope

n sp

ace

and

crea

te p

ublic

righ

ts o

f way

for a

ble-

bodi

ed a

nd d

isab

led

user

s by

linki

ng to

geth

er th

e co

mm

uniti

es o

f Har

row

thro

ugh

new

stra

tegi

c ro

utes

A

ctio

ns

Tim

efra

me

Mile

ston

es

Out

com

es

Lead

Offi

cer

To id

entif

y an

d as

sess

the

cond

ition

, sec

urity

an

d ac

cess

ibilit

y of

exi

stin

g fo

otpa

ths

and

path

way

s an

d rig

hts

of w

ay th

roug

hout

the

Gre

en B

elt

Imm

edia

te

A R

ight

s of

Way

Impr

ovem

ent P

lan

esta

blis

hed

in 2

007/

2008

Im

prov

ed fo

otpa

ths

thro

ugho

ut th

e G

reen

Bel

t Pr

otec

tion

of fo

otpa

ths

agai

nst f

utur

e de

velo

pmen

t

Publ

ic R

ealm

In

fras

truc

ture

Pu

blic

Rea

lm –

Se

rvic

es

Com

mun

ity

Safe

ty

To p

rom

ote

exis

ting

wal

king

rout

es in

the

boro

ugh

thro

ugh

Har

row

Cou

ncil’s

web

site

and

br

ochu

res

Imm

edia

te

Com

mun

icat

ion

plan

in p

lace

by

2007

/200

8 In

crea

sed

awar

enes

s of

phy

sica

l ac

tivity

opp

ortu

nitie

s in

the

boro

ugh

Tour

ism

Sp

ort a

nd

Leis

ure

Uni

t

Inve

stig

ate

gate

opt

ions

and

requ

ired

loca

tions

fo

r Dis

abilit

y D

iscr

imin

atio

n Ac

t com

plia

nt

acce

ss in

to B

entle

y Pr

iory

Woo

ded

Slop

es in

pa

rtner

ship

with

Eng

lish

Her

itage

Imm

edia

te

Gat

e op

tions

app

rove

d by

200

6 O

ptio

ns in

stal

led

by 2

006/

2007

Impr

oved

acc

essi

bilit

y to

Ben

tley

Prio

ry W

oode

d Sl

opes

for t

he

phys

ical

ly d

isab

led

Publ

ic R

ealm

Se

rvic

es

Acce

ss O

ffice

r

Impl

emen

t a n

ew ri

ght o

f way

in H

arro

w W

eald

C

omm

on to

link

Ban

ksfie

ld C

otta

ge to

the

east

ern

part

of H

arro

w W

eald

Com

mon

Imm

edia

te

Incl

uded

in th

e R

ight

s of

Way

Im

prov

emen

t Pla

n 20

07/2

008

Impr

oved

acc

ess

thro

ugh

Har

row

W

eald

Com

mon

Pr

otec

tion

of ri

ght o

f way

aga

inst

fu

ture

dev

elop

men

t

Publ

ic R

ealm

In

fras

truc

ture

Pl

anni

ng

Prop

erty

Se

rvic

es

Es

tabl

ish

a si

gnag

e de

sign

whi

ch re

flect

s th

e qu

ality

, inn

ovat

ion

and

char

acte

r of t

he g

reen

be

lt an

d is

con

sist

ent w

ith th

e H

arro

w b

rand

ac

ross

the

boro

ugh1

Imm

edia

te

Des

ign

deve

lope

d an

d ap

prov

ed

2007

/200

8 In

crea

sed

awar

enes

s of

pub

lic

acce

ssib

le o

pen

spac

e in

the

Gre

en

Belt

Impr

oved

info

rmat

ion

avai

labl

e to

vi

sito

rs to

the

Gre

en B

elt

Com

mun

icat

ions

Pu

blic

Rea

lm

Serv

ices

To

uris

m

359

30

Act

ions

Ti

mef

ram

e M

ilest

ones

O

utco

mes

Le

ad O

ffice

r

Dev

elop

a s

igni

ng p

ropo

sal t

o im

prov

e ac

cess

fo

r Sta

nmor

e C

ount

ry P

ark

and

to in

clud

e th

e po

tent

ial i

nclu

sion

of W

ood

Farm

Med

ium

C

onsu

ltatio

n un

derta

ken

with

key

co

mm

unity

gro

ups

in 2

006/

2007

Im

prov

e ac

cess

to S

tanm

ore

Cou

ntry

Pa

rk

Publ

ic R

ealm

In

fras

truc

ture

Ac

cess

Offi

cer

Tour

ism

Pr

oper

ty

Serv

ices

To

ado

pt L

ondo

n Lo

op’s

foot

path

s in

Har

row

W

eald

Com

mon

as

a pu

blic

righ

t of w

ay

Med

ium

In

clud

ed in

the

Rig

hts

of W

ay

Impr

ovem

ent P

lan

2007

/200

8 Pr

otec

t sec

tions

of t

he L

ondo

n Lo

op

agai

nst d

evel

opm

ent

Publ

ic R

ealm

In

fras

truc

ture

Intro

duce

cle

ar a

nd c

onsi

sten

t sig

nage

thro

ugh

the

area

s:

-

Stan

mor

e C

omm

on

- St

anm

ore

Cou

ntry

Par

k -

Pinn

erw

ood

Bush

ey P

astu

res

- C

opse

Far

m P

astu

res

- W

atlin

g Fa

rm

- Pi

nner

Par

k

- Be

ntle

y Pr

iory

-

Har

row

Wea

ld C

omm

on

Med

ium

Si

gnag

e co

ncep

t an

d lo

catio

n of

si

gnag

e ag

reed

by

2007

/200

8 In

stal

latio

n in

pro

gres

s in

200

7/20

08

Impr

oved

info

rmat

ion

prov

ided

to

visi

tors

to th

e G

reen

Bel

t Im

prov

ed d

irect

iona

l sig

nage

Publ

ic R

ealm

Se

rvic

es

Tour

ism

Car

ry o

ut a

feas

ibilit

y st

udy

to im

prov

e pe

dest

rian

and

cycl

e ac

cess

bet

wee

n Pi

nner

Pa

rk a

nd C

opse

Far

m p

astu

res

Med

ium

Te

rm

Feas

ibilit

y st

udy

com

plet

ed 2

010/

2011

Im

prov

ed a

cces

s be

twee

n Pi

nner

Pa

rk F

arm

and

Cop

se F

arm

Pas

ture

s Pu

blic

Rea

lm

Infr

astr

uctu

re

Crim

e R

educ

tion

Uni

t To

car

ry o

ut a

feas

ibilit

y st

udy

to o

pen

up th

e Be

lmon

t Wal

k as

a li

nk to

the

gree

n be

lt an

d im

prov

e th

e co

rrido

r for

info

rmal

recr

eatio

n by

en

hanc

ing

light

ing,

saf

ety

and

secu

rity

alon

gsid

e th

e Bi

odiv

ersi

ty A

ctio

n Pl

an

requ

irem

ents

Long

Ter

m

Rem

ains

a p

olic

y co

mm

itmen

t in

2011

Im

prov

ed li

nks

from

the

boro

ugh’

s pa

rks

to th

e G

reen

Bel

t Im

prov

ed m

aint

enan

ce a

nd s

ecur

ity

of th

e Be

lmon

t For

mer

Rai

lway

Lin

e

Publ

ic R

ealm

Se

rvic

es

Spor

t and

Le

isur

e U

nit

Plan

ning

Pr

oper

ty

Serv

ices

360

31

Act

ions

Ti

mef

ram

e M

ilest

ones

O

utco

mes

Le

ad O

ffice

r

Intro

duce

new

per

mis

sive

foot

path

s fro

m th

e Sh

ia M

osqu

e at

Spr

ingb

ok H

ouse

to th

e C

ount

ry P

ark

exte

nsio

n

Long

Ter

m

Opt

ions

and

con

sulta

tion

unde

rtake

n by

201

1 Im

prov

ed a

cces

s to

the

Cou

ntry

par

k ex

tens

ion

Publ

ic R

ealm

In

fras

truc

ture

Le

gal

Pr

omot

e th

e Pi

nn W

alk

as a

n al

tern

ativ

e lin

k in

to th

e G

reen

Bel

t fro

m P

inne

r Lo

ng T

erm

Fu

ndin

g in

pla

ce fo

r a c

omm

unic

atio

n pl

an b

y 20

10/2

011

Impr

oved

link

s fro

m th

e bo

roug

h’s

park

s to

the

Gre

en B

elt

Tour

ism

Und

erta

ke a

feas

ibilit

y st

udy

to lo

ok a

t the

op

tions

of l

inki

ng P

inne

r Par

k Fa

rm to

H

eads

tone

Man

or

Long

Ter

m

Fund

ing

allo

cate

d fo

r a fe

asib

ility

stud

y

Impr

oved

link

s fro

m th

e bo

roug

h’s

park

s to

the

Gre

en B

elt

Publ

ic R

ealm

In

fras

truc

ture

Pl

anni

ng

Tour

ism

C

omm

unity

Sa

fety

Im

med

iate

- Act

ions

com

plet

ed b

y M

arch

201

1

Med

ium

Ter

m

- A

ctio

ns th

at m

ust b

e fu

nded

and

in p

rogr

ess

by M

arch

201

1

Long

Ter

m

- A

ctio

ns th

at m

ust h

ave

been

app

rove

d to

sta

rt be

fore

Mar

ch 2

011

361

32

FOR

MA

L R

ECR

EATI

ON

PR

OVI

SIO

N

To m

aint

ain

and

seek

to im

prov

e pr

ovis

ion

of o

pen

spac

e fo

r for

mal

recr

eatio

n, in

clud

ing

eque

stria

n us

es.

Act

ion

Tim

esca

le

Impa

ct/O

utco

me

mea

sure

d O

utco

mes

Le

ad O

ffice

r

Res

urfa

ce a

nd im

prov

e th

e fe

ncin

g at

the

Stan

mor

e C

omm

on b

ridle

way

to re

duce

the

impa

ct o

n co

nser

vatio

n ar

eas.

Imm

edia

te

Fenc

ing

impr

oved

in 2

007/

2008

Br

idle

way

resu

rface

d in

200

8/20

09

Prot

ectio

n of

th

e bi

odiv

ersi

ty

in

Stan

mor

e C

omm

on

Impr

oved

ser

vice

for h

orse

ride

rs in

the

Gre

en B

elt

Publ

ic

Rea

lm

Serv

ices

Pl

anni

ng

To c

ontin

ue to

mai

ntai

n ex

istin

g pl

ayin

g fie

lds

and

amen

ity a

reas

for p

ublic

use

thro

ugho

ut

the

gree

n be

lt

Imm

edia

te

Mai

nten

ance

car

ried

out r

egul

arly

in

acco

rdan

ce to

man

agem

ent p

lans

Pr

ovis

ion

of fo

rmal

pla

y pr

ovis

ion

in th

e G

reen

Bel

t En

cour

age

parti

cipa

tion

in p

hysi

cal

activ

ity

Publ

ic R

ealm

Se

rvic

es

Mai

ntai

n ac

cess

thro

ugh

the

BAE

site

to th

e fis

hing

pon

ds to

allo

w o

ngoi

ng a

cces

s by

an

gler

s an

d th

e m

aint

enan

ce o

f Gro

ve P

ond

Imm

edia

te

Acce

ss fo

rmal

ised

thro

ugh

BAE

site

by

2006

/200

7 Pr

ovis

ion

for t

he s

port

of fi

shin

g in

H

arro

w

Plan

ning

Inve

stig

ate

the

valu

e of

dev

elop

ing

an in

door

sp

orts

faci

lity

and

spec

tato

r sea

ting

at R

oger

Ba

nnis

ter S

ports

Cen

tre

Med

ium

Fe

asib

ility

stud

y co

mpl

eted

in

2008

/200

9 En

hanc

e R

oger

Ban

nist

er S

ports

C

entre

En

able

com

petit

ions

to ta

ke p

lace

at

Rog

er B

anni

ster

Spo

rts C

entre

Spor

t and

Le

isur

e

Und

erta

ke a

n im

pact

ass

essm

ent o

n th

e ex

tens

ion

of th

e br

idle

way

net

wor

k in

St

anm

ore

Com

mon

, inc

ludi

ng a

ctio

ns

requ

ired

to re

stric

t acc

ess

from

mot

orcy

cles

.

Med

ium

Im

pact

ass

essm

ent c

ompl

eted

by

2007

/200

8 Pr

otec

t bio

dive

rsity

in S

tanm

ore

Com

mon

Im

prov

e pe

dest

rian

safe

ty in

the

Gre

en

Belt

Impr

oved

pro

visi

on fo

r hor

se ri

ders

in

Har

row

Publ

ic R

ealm

Se

rvic

es

Imm

edia

te

- A

ctio

ns c

ompl

eted

by

Mar

ch 2

011

Med

ium

Ter

m

- A

ctio

ns th

at m

ust b

e fu

nded

and

in p

rogr

ess

by M

arch

201

1

Long

Ter

m

- A

ctio

ns th

at m

ust h

ave

been

app

rove

d to

sta

rt be

fore

Mar

ch 2

011

362

33

VISI

TOR

AN

D IN

TER

PRET

ATI

ON

FA

CIL

ITIE

S To

incr

ease

the

‘offe

r’ of

the

Gre

en B

elt t

hrou

gh th

e pr

ovis

ion

of e

nviro

nmen

tal e

duca

tion,

inte

rpre

tatio

n an

d vi

sito

r fac

ilitie

s an

d pr

omot

e

the

use

of th

e co

untry

side

and

vis

itor a

ttrac

tions

with

in th

e G

reen

Bel

t A

ctio

ns

Tim

esca

le

Mile

ston

es

Out

com

es

Lead

Offi

cer

Neg

otia

te a

n ag

reem

ent w

ith C

P H

oldi

ngs

on

the

surre

nder

of

a se

ctio

n of

Woo

d Fa

rm t

o H

arro

w C

ounc

il as

an

exte

nsio

n to

Sta

nmor

e C

ount

ry P

ark

whi

lst e

nsur

ing

the

prot

ectio

n of

ex

istin

g bi

odiv

ersi

ty v

alue

of t

he s

ite

Imm

edia

te

Neg

otia

tion

in p

rogr

ess

by 2

006/

2007

Bi

odiv

ersi

ty im

pact

ass

essm

ent

unde

rtake

n in

200

6/20

07

Com

mun

ity a

cces

s to

Woo

d Fa

rm

Prot

ectio

n of

the

exis

ting

biod

iver

sity

of

the

site

Prop

erty

Se

rvic

es

Plan

ning

To w

ork

with

you

ng p

eopl

e an

d lo

cal

scho

ols/

colle

ges

to d

evel

op a

pac

k fo

cusi

ng

on a

war

enes

s, k

now

ledg

e an

d m

aint

enan

ce

of th

e gr

een

belt

and

the

cons

erva

tion

area

s fo

r:

Be

ntle

y Pr

iory

Woo

ded

Slop

es

com

plet

ed in

200

6/20

07

Stan

mor

e C

omm

on c

ompl

eted

in

2007

/200

8 H

arro

w W

eald

Com

mon

com

plet

ed in

20

08/2

009

Impr

oved

kno

wle

dge

and

awar

enes

s of

na

ture

con

serv

atio

n an

d bi

odiv

ersi

ty b

y yo

ung

peop

le in

the

boro

ugh

Incr

ease

d in

volv

emen

t by

youn

g pe

ople

in th

e pr

otec

tion

of n

atur

e co

nser

vatio

n

Plan

ning

C

hild

ren’

s Se

rvic

es

Be

ntle

y Pr

iory

Im

med

iate

St

anm

ore

Com

mon

M

ediu

m

H

arro

w W

eald

Com

mon

M

ediu

m

Asse

ss a

nd d

evel

op a

bus

ines

s ca

se o

n th

e po

tent

ial u

se o

f dis

used

bui

ldin

gs o

n St

anm

ore

Woo

ded

Slop

es fo

r edu

catio

n an

d vo

lunt

eer s

ervi

ces

Med

ium

Bu

sine

ss c

ase

com

plet

ed in

200

8/20

09

Faci

litie

s av

aila

ble

for f

utur

e us

e by

ed

ucat

ion

and

volu

ntar

y se

rvic

es

Incr

ease

d pr

esen

ce in

the

gree

n be

lt to

pr

even

t ant

i soc

ial b

ehav

iour

Prop

erty

Se

rvic

es

Expl

ore

the

need

and

sus

tain

abilit

y of

de

velo

ping

a p

erm

anen

tly re

sour

ced

envi

ronm

enta

l cen

tre b

ased

in a

rich

bio

-di

vers

e ar

ea a

gain

st G

roun

dwor

k’s

crite

ria

and

Har

row

Nat

ure

Con

serv

atio

n Fo

rum

Med

ium

Bu

sine

ss c

ase

com

plet

ed b

y 20

08/2

009

Educ

atio

n fa

cilit

y av

aila

ble

in H

arro

w

for s

choo

ls a

nd lo

cal g

roup

s to

impr

ove

thei

r kno

wle

dge

on th

e en

viro

nmen

t

Prop

erty

Se

rvic

es

Plan

ning

To

uris

m

Imm

edia

te

- A

ctio

ns c

ompl

eted

by

Mar

ch 2

011

Med

ium

Ter

m

- A

ctio

ns th

at m

ust b

e fu

nded

and

in p

rogr

ess

by M

arch

201

1

Long

Ter

m

- A

ctio

ns th

at m

ust h

ave

been

app

rove

d to

sta

rt be

fore

Mar

ch 2

011

363

34

Act

ions

Ti

mes

cale

M

ilest

ones

O

utco

mes

Le

ad O

ffice

r

Proa

ctiv

ely

esta

blis

h co

mm

unity

saf

ety

actio

ns w

ithin

the

safe

r nei

ghbo

urho

od te

ams

at id

entif

ied

anti

soci

al b

ehav

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hot

spot

s in

th

e gr

een

belt

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edia

te

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itorin

g of

ant

i soc

ial h

otsp

ots

in

plac

e 20

07/2

008

Red

uctio

n in

ant

i soc

ial b

ehav

iour

in

the

Gre

en B

elt

Com

mun

ity

Safe

ty

Har

row

Pol

ice

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all s

eatin

g al

ong

the

Lond

on L

oop

foot

path

an

d vi

ewpo

ints

in S

tanm

ore

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mon

, Har

row

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eald

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mon

, Sta

nmor

e C

ount

ry P

ark,

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nner

woo

d Bu

shey

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ture

s an

d Be

ntle

y Pr

iory

Med

ium

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onsu

ltatio

n w

ith E

nglis

h N

atur

e co

mpl

eted

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ndin

g ap

prov

ed fo

r ins

talla

tion

of

seat

ing

Seat

ing

avai

labl

e

Publ

ic R

ealm

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rvic

es

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ish

Nat

ure

Anti

Soci

al

Beha

viou

r En

hanc

e O

ld R

eddi

ng c

arpa

rk to

impr

ove

safe

ty a

nd a

cces

s an

d de

velo

p a

view

ing

area

an

d in

form

atio

n po

int

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ium

C

once

pt p

lan

prod

uced

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ndin

g ap

prov

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re

deve

lopm

ent

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oved

saf

ety

at O

ld R

eddi

ng c

ar

park

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prov

ed a

cces

s to

the

Gre

en B

elt

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ing

and

info

rmat

ion

poin

t ava

ilabl

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incr

ease

attr

actio

n fo

r vis

itors

and

im

prov

e ec

onom

ic a

ctiv

ity in

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row

Publ

ic R

ealm

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fras

truc

ture

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uris

m

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otia

te a

par

tner

ship

arra

ngem

ent w

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e ne

ighb

ourin

g es

tabl

ishm

ent

to c

ontri

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to

the

cost

of O

ld R

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ar p

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edia

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and

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row

to im

prov

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ld R

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park

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prov

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cilit

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for t

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neig

hbou

ring

esta

blis

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prov

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e se

curit

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anm

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par

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acc

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to S

tanm

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prov

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ecur

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Publ

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ealm

In

fras

truc

ture

C

omm

unity

Sa

fety

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par

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ship

with

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row

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and

Har

row

’s A

nti S

ocia

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avio

ur O

ffice

r in

vest

igat

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rtner

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opp

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re

stor

atio

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old

toile

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ldin

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arre

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ne (S

tanm

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an

info

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poin

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ilets

Long

Ter

m

Crim

e re

duct

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asse

ssm

ent

com

plet

ed in

200

9/20

10

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ing

appr

oved

for t

he re

stor

atio

n by

20

11/2

012

Impr

oved

vis

itors

faci

litie

s av

aila

ble

in

the

Gre

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elt

Incr

ease

d vi

sito

rs to

the

Gre

en B

elt

Red

uctio

n in

ant

i soc

ial b

ehav

iour

Prop

erty

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rvic

es

Com

mun

ity

Safe

ty

Tour

ism

Im

med

iate

- Act

ions

com

plet

ed b

y M

arch

201

1

Med

ium

Ter

m

- A

ctio

ns th

at m

ust b

e fu

nded

and

in p

rogr

ess

by M

arch

201

1

Long

Ter

m

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ctio

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ave

been

app

rove

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sta

rt be

fore

Mar

ch 2

011

364

35

CU

LTU

RA

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ERIT

AG

E To

con

serv

e, e

nhan

ce a

nd im

prov

e in

terp

reta

tion

of h

isto

ric fe

atur

es, a

reas

and

bui

ldin

gs

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ions

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mes

cale

M

ilest

ones

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utco

mes

Le

ad O

ffice

r

Prov

ide

info

rmat

ion

boar

ds a

t Grim

s D

yke

to

inte

rpre

t the

Sch

edul

ed M

onum

ent a

nd th

e R

egis

tere

d Pa

rk a

nd G

arde

n

Imm

edia

te

Info

rmat

ion

boar

ds in

stal

led

at G

rims

Dyk

e 20

06/2

007

Gre

ater

und

erst

andi

ng o

f the

cul

tura

l he

ritag

e of

Har

row

’s k

ey h

isto

ric s

ites

in th

e G

reen

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t Im

prov

ed v

isito

rs fa

cilit

ies

Publ

ic R

ealm

Se

rvic

es

Tour

ism

Wor

k in

par

tner

ship

with

ext

erna

l or

gani

satio

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enc

oura

ge th

e pr

otec

tion

and

mai

nten

ance

of t

he e

xist

ing

RAF

Ben

tley

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ry s

ite.

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edia

te

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rtner

ship

is e

stab

lishe

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ture

acc

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to th

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ite fo

r the

co

mm

unity

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ning

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uris

m

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erta

ke a

cos

ted

conc

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lan

for G

rims

Dyk

e O

pen

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e in

par

tner

ship

with

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el o

wne

rs, t

o en

cour

age

visi

tors

and

ex

tern

al fu

ndin

g

Med

ium

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ndin

g ap

prov

ed fo

r a c

once

pt p

lan

of

the

Grim

s D

yke

Ope

n Sp

ace

area

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hanc

emen

t and

pro

tect

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of

Har

row

’s c

ultu

ral h

erita

ge

Publ

ic R

ealm

In

fras

truc

ture

To

uris

m

Plan

ning

To

car

ry o

ut a

feas

ibilit

y st

udy

to im

prov

e pe

dest

rian

safe

ty, p

artic

ular

ly a

t cro

ssin

g po

ints

alo

ng O

ld R

eddi

ng R

oad

Med

ium

Fe

asib

ility

stud

y co

mpl

eted

in

2009

/201

0 Im

prov

ed p

edes

trian

saf

ety

Publ

ic R

ealm

In

fras

truc

ture

Und

erta

ke a

pro

mot

ion

stra

tegy

for t

he n

ewly

de

velo

ped

Grim

’s D

yke

Ope

n Sp

ace

as a

de

stin

atio

n si

te in

the

Gre

en B

elt

Med

ium

Te

rm

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otio

n st

rate

gy a

ppro

ved

2010

/201

1 Fu

ndin

g ap

prov

ed fo

r the

im

plem

enta

tion

of th

e fir

st s

tage

of

prom

otio

n 20

11/2

012

Incr

ease

d to

uris

m a

nd e

cono

mic

ac

tivity

in H

arro

w

Tour

ism

Impl

emen

t the

app

rove

d co

ncep

t pla

n re

com

men

datio

ns to

dev

elop

Grim

s D

yke

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n Sp

ace

as a

des

tinat

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site

in th

e G

reen

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lt

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Ter

m

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desi

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Med

ium

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rm S

trate

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201

1/20

12

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ent a

nd p

rote

ctio

n of

H

arro

w’s

cul

tura

l her

itage

Pu

blic

Rea

lm

Serv

ices

365

36

CO

NSE

RVI

NG

AN

D E

NH

AN

CIN

G B

IOD

IVER

SITY

To

con

serv

e an

d en

hanc

e th

e bi

odiv

ersi

ty o

f the

land

with

in th

e G

reen

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t A

ctio

ns

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esca

le

Mile

ston

es

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com

es

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cer

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a Bi

odiv

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ctio

n Pl

an f

or t

he

Boro

ugh

in

partn

ersh

ip

with

th

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arro

w

Nat

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serv

atio

n Fo

rum

an

d H

arro

w

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da 2

1

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edia

te

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mpl

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in

partn

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row

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atur

e C

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m

and

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row

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nda

21 in

200

7/20

08

Biod

iver

sity

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for H

arro

w

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ectio

n of

spe

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and

hab

itats

in

the

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elt

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ning

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the

prio

rity

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iver

sity

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ion

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ac

tions

of t

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reen

bel

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agem

ent

stra

tegy

to th

e Lo

ndon

BAP

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edia

te

BAP

actio

ns p

riorit

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aga

inst

Lon

don

BAP

2007

/200

8 C

o-or

dina

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appr

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to p

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cros

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ndon

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anni

ng

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serv

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olog

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nmor

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omm

on

from

the

adve

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ropo

sed

deve

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form

er B

AE s

ite a

nd

RN

OH

.

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edia

te

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t act

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fed

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man

agem

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lan.

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otec

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of b

iodi

vers

ity in

Sta

nmor

e C

omm

on

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ning

Pu

blic

Rea

lm -

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ices

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sup

port

the

wor

k of

the

volu

ntar

y w

arde

ns

and

grou

ps in

con

serv

ing

and

prot

ectin

g th

e si

tes

of S

SSI’s

, Site

s of

Nat

ure

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serv

atio

n Im

porta

nce

and

Anci

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oodl

and

on C

ounc

il ow

ned

land

.

Imm

edia

te

Co-

ordi

nate

d m

anag

emen

t pla

ns in

pl

ace

by 2

006/

2007

Es

tabl

ishe

d re

porti

ng a

nd e

valu

atio

n m

echa

nism

in p

lace

to im

prov

e m

anag

emen

t co-

ordi

natio

n 20

07/2

008

Proc

edur

es in

pla

ce to

bui

ld th

e ca

paci

ty o

f com

mun

ity in

volv

emen

t in

the

Gre

en B

elt 2

008/

2009

Co-

ordi

nate

d m

anag

emen

t of t

he

Gre

en B

elt

Incr

ease

in n

umbe

rs o

f vol

unta

ry

wor

kers

in th

e G

reen

Bel

t

Publ

ic R

ealm

Se

rvic

es

To a

chie

ve E

nglis

h N

atur

e’s

ratin

g of

fa

vour

able

con

ditio

n fo

r Ben

tley

Prio

ry’s

SSS

I Im

med

iate

Th

e si

te is

rate

d as

favo

urab

le

cond

ition

M

eet E

nglis

h N

atur

e’s

SSSI

re

quire

men

t Pu

blic

Rea

lm

Serv

ices

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ork

in p

artn

ersh

ip w

ith a

djac

ent L

ondo

n bo

roug

hs to

impl

emen

t the

Lon

don

BAP

Med

ium

A

co-o

rdin

ated

act

ion

plan

alig

ned

with

th

e G

reen

Bel

t Man

agem

ent S

trate

gy

is d

evel

oped

- on

goin

g

Impr

oved

par

tner

ship

wor

king

Im

plem

enta

tion

of H

arro

w’s

Bi

odiv

ersi

ty A

ctio

n Pl

an

Plan

ning

Imm

edia

te

- A

ctio

ns c

ompl

eted

by

Mar

ch 2

011

Med

ium

Ter

m

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ctio

ns th

at m

ust b

e fu

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and

in p

rogr

ess

by M

arch

201

1

Long

Ter

m

- A

ctio

ns th

at m

ust h

ave

been

app

rove

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sta

rt be

fore

Mar

ch 2

011

366

37

CO

NSE

RVI

NG

AN

D E

NH

AN

CIN

G T

HE

CH

AR

AC

TER

To

con

serv

e an

d en

hanc

e th

e ch

arac

ter o

f the

Gre

en B

elt,

key

feat

ures

and

the

stra

tegi

c vi

ew to

and

from

Har

row

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ld R

idge

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ctio

ns

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esca

le

Mile

ston

es

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ad O

ffice

r

Res

tore

and

pro

tect

the

hist

oric

anc

ient

w

oodl

and

in P

ear W

ood

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edia

te

Fund

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appr

oved

and

man

agem

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plan

s in

pla

ce

Prot

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n of

anc

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woo

dlan

d in

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r W

ood

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ic R

ealm

Se

rvic

es

Har

row

Nat

ure

Con

serv

atio

n Fo

rum

In

stal

l bar

riers

on

Hea

thbo

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Roa

d to

pr

even

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and

prev

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ium

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onsu

ltatio

n un

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ken

with

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s an

d ke

y st

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olde

rs o

n th

e pr

opos

ed

road

cha

nges

200

7/20

08

Barri

ers

inst

all 2

008/

2009

Min

imis

ing

fly ti

ppin

g on

Hea

thbo

urne

R

oad

Publ

ic R

ealm

In

fras

truc

ture

Rem

ove

the

lay-

bys

on th

e H

eath

bour

ne

Roa

d to

redu

ce fl

y-tip

ping

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ediu

m

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sulta

tion

unde

rtake

n on

the

impa

ct

of th

e re

mov

al o

f the

lay

bys

2008

/200

9La

y By

s re

mov

ed 2

008/

2009

Red

uctio

n in

fly

tippi

ng

Publ

ic R

ealm

In

fras

truc

ture

Pu

blic

Rea

lm

Serv

ices

Ad

voca

te th

e re

view

of t

he S

usta

inab

le U

rban

D

rain

age

Syst

ems

alon

g th

e ro

ads

bord

erin

g St

anm

ore

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mon

Med

ium

R

evie

w u

nder

take

n 20

08/2

009

Red

uctio

n in

run

off i

nto

Stan

mor

e C

omm

on

Prot

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n of

the

Stan

mor

e C

omm

on’s

bi

odiv

ersi

ty

Publ

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ealm

In

fras

truc

ture

AG

RIC

ULT

UR

E To

sup

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farm

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activ

ity in

the

area

, and

mai

ntai

n cu

rrent

use

of a

llotm

ents

A

ctio

ns

Tim

esca

le

Mile

ston

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com

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cer

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p a

farm

man

ager

s gr

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to d

iscu

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way

s of

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eir i

mpo

rtant

role

with

in

the

gree

n be

lt is

mai

ntai

ned

and

to p

rovi

de

advi

ce a

nd s

uppo

rt

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edia

te

Farm

Man

ager

s gr

oup

deve

lope

d an

d an

nual

mee

ting

held

- 20

06/2

007

Impr

oved

rela

tions

with

farm

man

ager

s Im

prov

ed a

cces

s to

fund

ing

oppo

rtuni

ties

for t

he fa

rm m

anag

ers

Publ

ic R

ealm

Se

rvic

es

Prop

erty

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rvic

es

367

38

Form

ulat

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plan

for t

he u

se o

f Pin

ner P

ark

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in p

artn

ersh

ip w

ith th

e le

ssee

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med

iate

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plan

com

plet

ed 2

008/

2009

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futu

re p

lan

prod

uced

Prop

erty

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rvic

es

Prom

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the

Envi

ronm

enta

l Ste

war

dshi

p Sc

hem

e as

a v

ehic

le fo

r bio

dive

rsity

en

hanc

emen

t in

the

boro

ugh

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ium

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rm

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icat

ion

tem

plat

e de

velo

ped

for t

he

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ronm

enta

l Ste

war

dshi

p Sc

hem

e by

20

09/2

010

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ease

d fu

nds

avai

labl

e to

farm

m

anag

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in th

e G

reen

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t Im

prov

ed b

iodi

vers

ity in

the

Gre

en B

elt

Plan

ning

WA

TER

EN

VIR

ON

MEN

T To

con

serv

e an

d en

hanc

e th

e en

viro

nmen

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qua

lity

of ri

vers

, stre

ams

and

wat

er b

odie

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even

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wns

tream

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ctio

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le

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ston

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ut a

spe

cies

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it an

d pr

oduc

e a

Pond

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anag

emen

t Pl

an

for

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e Br

ewer

s an

d G

reat

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wer

s Po

nd

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edia

te

Spec

ies

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t com

plet

ed b

y 20

07/2

008

and

reco

mm

enda

tions

fed

into

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BAP

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le B

rew

ers

and

Gre

at

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ers

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ning

H

arro

w N

atur

e C

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rvat

ion

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m

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erta

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sine

ss

case

st

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on

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man

agem

ent,

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fits

and

valu

e of

lice

nsin

g fis

hing

at S

umm

er H

ouse

Lak

e, L

ittle

Bre

wer

s Po

nd a

nd G

reat

Bre

wer

s Po

nd

Long

Ter

m

Appr

oval

rec

eive

d fo

r a

busi

ness

cas

e to

be

deve

lope

d on

lice

nsin

g fis

hing

Pr

otec

tion

of f

utur

e fis

h po

pula

tions

in

Har

row

Pu

blic

R

ealm

Se

rvic

es

Tour

ism

BU

RIA

L SP

AC

E To

hel

p ad

dres

s th

e an

ticip

ated

sho

rtfal

l in

buria

l spa

ce w

ithin

Har

row

A

ctio

ns

Tim

esca

le

Mile

ston

es

Out

com

es

Lead

Offi

cer

Und

erta

ke a

feas

ibilit

y st

udy

on p

oten

tial

buria

l site

s in

the

Gre

en B

elt

Med

ium

Te

rm

Fund

ing

appr

oved

and

pro

ject

in

prog

ress

by

Mar

ch 2

008/

2009

H

elp

mee

t the

futu

re d

eman

d fo

r bur

ial

spac

e in

Har

row

Pu

blic

Rea

lm

Serv

ices

Pl

anni

ng

Imm

edia

te

- A

ctio

ns c

ompl

eted

by

Mar

ch 2

011

Med

ium

Ter

m

- A

ctio

ns th

at m

ust b

e fu

nded

and

in p

rogr

ess

by M

arch

201

1

Long

Ter

m

- A

ctio

ns th

at m

ust h

ave

been

app

rove

d to

sta

rt be

fore

Mar

ch 2

011

368

39

APP

END

IX A

- MA

P O

F G

REE

NB

ELT

©C

row

nC

opyr

ight

.Al

lrig

hts

rese

rved

.Lo

ndon

Boro

ugh

ofH

arro

wLi

cenc

eN

o.10

0019

206

Can

ons

Pinn

er

Har

row

Wea

ld

Hat

ch E

nd

Stan

mor

e Pa

rk

Belm

ont

Hea

dsto

ne N

orth

Que

ensb

ury

Mar

lbor

ough

Kent

on W

est

Kent

on E

ast

Wea

ldst

one

Pinn

er S

outh

Edgw

are

Hea

dsto

ne S

outh

Gre

enhi

ll

Harrow's Green Belt - Appendix 1

F<

Dou

ble-

clic

k to

ent

er te

xt >

050

10015

0200

25M

eter

s

369

40

App

endi

x B

- M

AN

AG

EMEN

T TY

PE A

ND

OW

NER

SHIP

WIT

HIN

HA

RR

OW

’S G

REE

N B

ELT

Man

agem

ent C

ateg

ory

Site

O

wne

rshi

p Pu

blic

Ope

n Sp

ace

Pinn

er H

ill G

olf C

ours

e C

ounc

il N

o

Shaf

tesb

ury

Play

ing

Fiel

ds

Cou

ncil

Yes

Grim

’s D

yke

Gol

f Cou

rse

Priv

ate

No

Rog

er B

anni

ster

Spo

rts C

entre

C

ounc

il N

o

Hat

ch E

nd P

layi

ng F

ield

s C

ounc

il Ye

s

Rag

huva

nshi

Spo

rts G

roun

d Pr

ivat

e N

o

Pinn

er P

ark

Spor

ts G

roun

d Pr

ivat

e N

o

Cou

ntry

Clu

b Pr

ivat

e N

o

Low

er P

riory

Far

m

Cou

ncil

No

Broc

kley

Hill

Gol

f Cou

rse

Priv

ate

No

Rec

reat

ion

(form

al)

Old

Millh

illian

s Sp

orts

Gro

und

Priv

ate

No

Har

row

Wea

ld C

omm

on

Cou

ncil

Yes

Bent

ley

Prio

ry O

pen

Spac

e C

ounc

il Ye

s

Stan

mor

e C

omm

on

Cou

ncil

Yes

Pear

Woo

d C

ounc

il Ye

s

Rec

reat

ion

(info

rmal

)

Stan

mor

e C

ount

ry P

ark

Cou

ncil

Yes

Bent

ley

Prio

ry O

pen

Spac

e C

ounc

il Ye

s

Stan

mor

e C

omm

on

Cou

ncil

Yes

Clo

iste

rs W

ood

Cou

ncil

and

Priv

ate

No

Nat

ure

Con

serv

atio

n

Pear

Woo

d C

ounc

il Ye

s

370

41

Man

agem

ent C

ateg

ory

Site

O

wne

rshi

p Pu

blic

Ope

n Sp

ace

Stan

mor

e C

ount

ry P

ark

Cou

ncil

Yes

Pinn

er P

ark

Farm

C

ounc

il N

o

Pinn

erw

ood

Farm

Pr

ivat

e N

o

Oxh

ey L

ane

Farm

C

ounc

il N

o

Grim

’s D

yke

Farm

C

ounc

il N

o

Cop

se F

arm

C

ounc

il an

d

Priv

ate

No

Pinn

er P

ark

Farm

C

ounc

il N

o

Wat

ling

Farm

C

ounc

il N

o

Gro

ve F

arm

Pr

ivat

e N

o

Agric

ultu

re

Woo

d Fa

rm

Cou

ncil

No

Pinn

erw

ood

Esta

tes

Priv

ate

No

The

City

Ope

n Sp

ace

Priv

ate

Yes

The

Her

iots

Woo

d Pr

ivat

e N

o

RAF

Ben

tley

Prio

ry

Priv

ate

No

Littl

e C

omm

on E

stat

es

Priv

ate

Yes

Res

iden

tial

Broc

kley

Hill

Esta

tes

Priv

ate

No

Infra

stru

ctur

e El

ectri

city

Sta

tion

Priv

ate

No

Har

row

Col

lege

Pr

ivat

e N

o In

stitu

tiona

l

Wea

ld C

olle

ge

Priv

ate

No

371

42

Man

agem

ent C

ateg

ory

Site

O

wne

rshi

p Pu

blic

Ope

n Sp

ace

Bent

ley

Woo

d Sc

hool

for G

irls

Cou

ncil

No

Pete

rbor

ough

and

St M

arga

rets

Sch

ool f

or

Girl

s

Priv

ate

No

RAF

Ben

tley

Prio

ry

Priv

ate

No

Roy

al N

atio

nal O

rthop

aedi

c H

ospi

tal

Priv

ate

No

Grim

’s D

yke

Hot

el

Cou

ncil

No

The

Kiln

Bus

ines

s Pa

rk

Priv

ate

No

Busi

ness

BAE

Syst

ems

Priv

ate

No

Allo

tmen

ts

Park

Vie

w A

llotm

ents

C

ounc

il Ye

s

Cem

eter

y H

arro

w W

eald

Cem

eter

y C

ounc

il Ye

s

Dee

r Par

k Th

e H

erio

ts W

ood

Priv

ate

No

Rel

igio

n Sp

ringb

ok H

ouse

Pr

ivat

e N

o

The

Ced

ars

Cou

ncil

Yes

Gle

ntho

rne

Cou

ncil

No

Cla

mp

Hill

Bric

kfie

lds

Priv

ate

No

Oxh

ey L

ane

Fiel

ds a

nd R

ailw

ay C

uttin

g C

ounc

il N

o

Stan

mor

e an

d Li

ttle

Com

mon

s

Cou

ncil

Yes

Min

imum

Man

agem

ent

Wea

ld W

ood

Cou

ncil

Yes

** P

ublic

ly a

cces

sibl

e fo

otpa

ths

are

avai

labl

e fo

r pub

lic u

se a

cros

s th

e G

reen

Bel

t

372

43

App

endi

x C

– L

AN

DSC

APE

TYP

ES A

ND

EN

VIR

ON

MEN

T FE

ATU

RES

WIT

HIN

TH

E G

REE

N B

ELT

Woo

ded

Rid

ges

with

Com

mon

s H

arro

w W

eald

Com

mon

St

anm

ore

Com

mon

D

evel

oped

Rid

ges

Roy

al O

rthop

aedi

c H

ospi

tal

Bent

ley

Prio

ry

Woo

ded

Slop

es

Bent

ley

Prio

ry W

oode

d Sl

opes

St

anm

ore

Woo

ded

Slop

es

Pinn

er W

ood

Farm

ed S

lope

s Pi

nner

woo

d-Bu

shey

Pas

ture

s C

opse

Far

m P

astu

res

Broc

kley

hill

Past

ures

Pi

nner

Par

k Pa

stur

es

Prio

ry P

astu

res

Priv

ate

Res

iden

tial E

stat

es

Pinn

er H

ill Es

tate

Be

ntle

y Pr

iory

Est

ates

Li

ttle

Com

mon

Est

ates

D

evel

oped

Slo

pes

Har

row

Wea

ld S

lope

373

374


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Transcript of CABINET - Committee meetings - Harrow Council