Harrow Council forward plan - Committee meetings

CABINET

THURSDAY 26 MARCH 2009 7.30 PM

COMMITTEE ROOMS 1 & 2 HARROW CIVIC CENTRE

Chairman: Councillor DAVID ASHTON (Leader of the Council)

Councillors:

1. Marilyn Ashton 2. Miss Christine Bednell 3. Tony Ferrari 4. Susan Hall 5. Barry Macleod-Cullinane 6. Chris Mote 7. Paul Osborn 8. Mrs Anjana Patel

(Quorum 3, including the Leader or Deputy Leader)

Issued by the Democratic Services Section, Legal and Governance Services Department

Contact: Alison Atherton, Senior Professional - Democratic Services Tel: 020 8424 1266 [email protected]

Cabinet - Thursday 26 March 2009

HARROW COUNCIL

CABINET

THURSDAY 26 MARCH 2009

AGENDA - PART I

1. Declarations of Interest To receive declarations of personal or prejudicial interests arising from business

to be transacted at this meeting from: (a) all Members of the Cabinet; and (b) all other Members present.

2. Minutes (Pages 1 - 20) Of the Cabinet meeting held on 12 February 2009 to be taken as read and signed

as a correct record.

3. Petitions To receive any petitions submitted by members of the public or Councillors.

4. Public Questions * To receive any public questions received in accordance with paragraph 16 of the

Executive Procedure Rules. Questions will be asked in the order notice of them was received and there be a time limit of 15 minutes.

5. Councillor Questions * To receive any Councillor questions received in accordance with paragraph 17 of

the Executive Procedure Rules. Questions will be asked in the order notice of them was received and there be a time limit of 15 minutes.

6. Forward Plan 1 March - 30 June 2009 (Pages 21 - 30)

7. United Kingdom Youth Parliament Winners Announcement of winners

8. Annual Audit and Inspection Letter (Pages 31 - 34) Report of the Corporate Director of Finance

9. Reports from the Overview and Scrutiny Committee or Sub-Committees

(a) Delivering a Strengthened Voluntary and Community Sector: (Pages 35 -

46) Report of the Director of Community and Cultural Services

(b) Scrutiny Review: Right to Manage Challenge Panel: (Pages 47 - 66) Report considered by the Overview and Scrutiny Committee and the

subsequent reference are attached for information


(c) Progress on Scrutiny Projects: (Pages 67 - 68) For consideration

PART 1A

PERFORMANCE BOARD

10. Strategic Performance Report - Quarter 3 (Pages 69 - 100) Report of the Assistant Chief Executive

PART 1B

GENERAL

KEY 11. Sustainable Community Strategy (Pages 101 - 168) Report of the Assistant Chief Executive

KEY 12. Communications Plan 2009/10 (Pages 169 - 196) Report of the Assistant Chief Executive

13. Changes in Cabinet Panel Memberships The Conservative Group have proposed the following changes to Cabinet Panel

memberships

1. Councillor Kulkarni to replace Councillor Eileen Kinnear as Member of the Traffic and Road Safety Advisory Panel

2. Councillor Osborn to replace Councillor Kulkarni as reserve on the Traffic and Road Safety Advisory Panel

3. Councillor Myra Michael to replace Councillor Kinnear as reserve Member on the Tenants’ and Leaseholders’ Consultative Forum

FINANCE

KEY 14. Council Insurance Renewal 1 April 2009 (Pages 197 - 200) Report of the Corporate Director of Finance

ADULTS AND HOUSING

KEY 15. To agree a new model for delivery of the Community Equipment Service (Pages

201 - 272) Report of the Corporate Director of Adults and Housing

CHILDREN'S SERVICES

KEY 16. Determination of Admission Arrangements - Academic Year 2010/11 (Pages

273 - 370) Report of the Corporate Director of Children’s Services

COMMUNITY AND ENVIRONMENT

KEY 17. Grant Funding 2009/10 (Pages 371 - 392) Report of the Director of Community and Cultural Services

18. Any Other Urgent Business Which cannot otherwise be dealt with.


19. Exclusion of the Press and Public To resolve that the press and public be excluded from the meeting for the

following items of business, on the grounds that they involve the likely disclosure of confidential information in breach of an obligation of confidence, or of exempt information as defined in Part I of Schedule 12A to the Local Government Act 1972: Agenda Item No

Title Description of Exempt Information

20. Key Decision – Council Insurance Renewal 1 April 2009

Information under paragraph 3 of Part I of Schedule 12A to the Local Government Act 1972, relating to the financial or business affairs of any particular person (including the authority holding that information).

AGENDA - PART II

FINANCE

KEY 20. Council Insurance Renewal 1 April 2009 (To Follow) Report of the Corporate Director of Finance

Nil

* DATA PROTECTION ACT NOTICE

The Council will record items 5 and 6 (Public and Councillor Questions) to help ensure the

accuracy of the published minutes, which will be produced after the meeting. The recording will be retained for one month after the date of publication of the minutes, after which it will be destroyed.

Publication of decisions

Tuesday 31 March 2009

Deadline for Call in

5.00 pm on Tuesday 7 April 2009

Decisions implemented if not Called in

Wednesday 8 April 2009

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REPORT OF CABINET

MEETING HELD ON 12 FEBRUARY 2009 Chairman: * Councillor David Ashton Councillors: * Marilyn Ashton

* Miss Christine Bednell * Tony Ferrari * Susan Hall

* Barry Macleod-Cullinane * Chris Mote * Paul Osborn * Mrs Anjana Patel

* Denotes Member present

[Note: Councillors Margaret Davine and Bill Stephenson also attended this meeting to speak on the item indicated at Minute 571 below].

PART I - RECOMMENDATIONS

RECOMMENDATION I - Key Decision - Harrow Council Corporate Plan 2009-12

The Portfolio Holder for Performance, Communication and Corporate Services introduced the Corporate Plan 2009-12 which set out the Council’s vision and three corporate priorities. The priorities, which had been set in line with the budget, were as follows:-

• Deliver cleaner and safer streets; • Improve support for vulnerable people; and • Build stronger communities.

The Plan also set out the Flagship Actions for 2009-10 and information about the Council’s plans for improvement. It also reviewed achievements in 2008-09.

The Portfolio Holder for Performance, Communication and Corporate Services advised that as a number of elements of the Corporate Plan in relation to performance assessment were embargoed until 5 March 2009, approval was also sought to a delegation to the Leader of the Council to approve any final changes.

The Assistant Chief Executive provided Members with an update on the level of consultation and the process. He advised that over 1,000 residents on the Residents’ Panel had been consulted on the priorities and that over 90% had supported the priority to deliver cleaner and safer streets, 78% to improving support for vulnerable people and 56% for building stronger communities. Similar responses had been received when residents had been invited to submit their comments in October 2008.

Resolved to RECOMMEND: (to Council)

That the Corporate Plan 2009-12 be approved, subject to the Leader of the Council being given delegated authority to approve final changes, particularly relating to information on performance assessment.

Reason for Recommendation: Approval of the Corporate Plan was reserved to Council.

(See also Minute 575)

RECOMMENDATION II - Key Decision - Revenue Budget 2009-10 to 2011-12

The Corporate Director of Finance introduced a report, which set out the proposed revenue Medium Term Financial Strategy (MTFS) for 2009-10 to 2011-12. She advised that the current economic pressures on the Council amounted to £3.5-£4.0m. She added that the Greater London Authority had set their precept the previous day and that there would be no increase in precept next year.

The Corporate Director of Finance advised that her report explained the Council Tax Strategy and outlined the key assumptions that underpinned the budget. The report also included a sensitivity analysis but she stressed that in such volatile times, it was difficult to make predictions. She added that there were substantial funding gaps in years 2 and 3 of the plan.

Agenda Item 2Pages 1 to 20

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The Corporate Director of Finance reported that consultation on the budget had taken place at various stakeholder meetings, the minutes of which had been circulated on the second supplemental agenda. The draft notes of the Partnership with Older People Panel held on 4 February 2009 had been tabled for Members’ information. A wide range of issues had also been addressed at the Cabinet Question Time on 5 February 2009. The Portfolio Holder for Strategy, Partnership and Finance added that, in relation to consultation with the Unions, discussion had been deferred at the Employees’ Consultative Forum on 28 January 2009. He had subsequently met Union representatives on 6 February 2009 which had enabled discussion on updated information.

The Portfolio Holder for Strategy, Partnership and Finance emphasised that the Council was facing challenges, particularly due to the low level of reserves. He was, however, confident that the budget was prudent. The Corporate Director of Finance advised that the report contained a detailed risk analysis and that there was a target of £5.0m for general reserves. Her report as Chief Finance Officer was included in the report and she stated that, in her opinion, the budget was robust.

Members were advised that the Housing Revenue Account was a separate part of the budget and their attention was drawn to the increase in service charges for tenants and leaseholders. The Portfolio Holder for Adults and Housing advised that local authority rents were being increased in line with Government policy. However, the Council was lobbying, with the London Borough of Westminster, to get rents under control.

The Cabinet, having agreed the MTFS, the Voluntary Severance Scheme, an increase to the fees and charges, the budget and the proposed changes to the LMS formula in relation to schools and the Medium Term Budget Strategy for the Housing Revenue Account,


That (1) the Revenue Budget 2009-10 to 2011-12 be approved to enable the Council Tax for 2009-10 to be set;

(2) the model Council Tax resolution attached at Appendix 1 be approved;

(3) the Housing Revenue Account for 2009-10 attached at Appendix 2 be approved and, in particular, to agree to

(a) increase rents by 6.15% on average from 1 April 2009;

(b) increase service charges for tenants by 5.5% and for leaseholders by 10.6% on average from 1 April 2009;

(c) increase energy (heating) charges by 2.5% on average from 1 April 2009;

(d) increase water charges, garage rents and car park rents by 2.5% on average from 1 April 2009;

(4) the Members’ Allowances Scheme attached at Appendix 3, be approved.

Reason for Recommendation: To publish the final budget proposals and set the Council Tax and rents for 2009-10.

(See also Minute Item 576)

RECOMMENDATION III - Key Decision - Capital Programme 2009-10 to 2011-12

The Corporate Director of Finance introduced a report, which set out the proposed Capital Programme for 2009-10 to 2011-12. Whilst in accordance, with the Council’s Constitution, the Capital Programme was within the remit of Cabinet, the view had been taken that as it also formed part of the Budget and Policy Framework, endorsement from Council should be sought.

Cabinet, having approved the Capital Programme 2009-10 to 2011-12,


That the Capital Programme for 2009-10 to 2011-12 be endorsed.

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Reason for Recommendation: To receive the endorsement of the Council to the Capital Programme, part of the Budget and Policy Framework.


RECOMMENDATION IV - Key Decision - Treasury Management Strategy, Prudential Indicators and Minimum Revenue Provision (MRP) Policy and Strategy 2009-10

The Corporate Director of Finance introduced a report, which set out the Council’s Treasury Management Strategy, which covered the prudential indicators, the Annual Investment Strategy, the Borrowing Strategy and Minimum Revenue Provision (MRP) Policy and Strategy for 2009-10.


That (1) the Treasury Management Strategy and Prudential Indicators be approved;

(2) the Minimum Revenue Provision Policy and Strategy for 2009-10 (as set out in Appendix 3 to the report of the Corporate Director of Finance) be approved; and

(3) the new MRP requirements be implemented with effect from 1 April 2007.

Reason for Recommendation: To promote effective financial management and comply with the Local Authorities (Capital Finance and Accounting) Regulations 2003 and other relevant guidance.


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Appendix 1 - Council Tax Resolution 2009-2010

APPENDIX 1

Harrow Council

Council Tax Resolution 2009-2010

Cabinet to approve as part of the Summons for Council, the model budget and Council Tax resolutions reflecting the recommendations of Cabinet and the GLA precept.

Council is requested to determine the level of the Council Tax for 2009-2010 in the light of the information on the precept and make the calculations set out in the resolution shown below.

(1) To note that at its meeting on 18 December 2008 the Council calculated the amount of 85,755 as its Council Tax Base for the year 2009-2010 in accordance with Regulation 3 of the Local Authorities (Calculation of Council Tax Base) Regulations 1992 made under Section 33 (5) of the Local Government Finance Act 1992.

(2) That the following amounts be now calculated by the Council for the year 2009-2010, in accordance with Sections 32 to 36 of the Local Government Finance Act 1992:

(i) Being the aggregate of the amounts which the Council estimates for the items set out in Section 32 (2) (a) to (e) of the Act.(Gross expenditure) £532,402,127

(ii) Being the aggregate of the amounts which the Council estimates for the items set out in Section 32 (3)(a) to (c) of the Act. (Gross income including use of reserves) £363,563,769

(iii) Being the amount by which the aggregate at (i) above exceeds the aggregate at (ii) above, calculated by the Council, in accordance with Section 32(4) of the Act, as its budget requirement for the year. £168,838,358

(iv) Being the aggregate of the sums which the Council estimates will be payable for the year into its General Fund in respect of redistributed non-domestic rates, revenue support grant, reduced by the amount of the sums which the Council estimates will be transferred in the year to its General Fund from its Collection Fund in accordance with Section 97(4) of the Local Government Finance Act 1988 (Collection Fund Surplus) £67,085,763

(v) Being the amount to be raised from Council Taxes Calculated as the amount at 2 (iii) above less the amount at 2 (iv.) above. £101,752,595

£1,186.55 (vi) Being the amount at (v) divided by the Council Tax Base, calculated by the Council at its meeting on 18 December 2008 in accordance with Section 33 (1) of the Act, as the basic amount of its council tax for the year. (The average Band D Council Tax )

(vii) Valuation Bands

A B C D E F G H £ 791.03 922.87 1,054.71 1,186.55 1,450.23 1,713.90 1,977.58 2,373.10

Being the amounts given by multiplying the amount at (vi.) above by the number which, in the proportion set out in Section 5(1) of the Act, is applicable to dwellings listed in a particular valuation band divided by the number which in that proportion is applicable to dwellings listed in valuation band D, calculated by the Council, in accordance with Section 36(1) of the Act, as the amounts to be taken into account for the year in respect of categories of dwellings listed in different valuation bands.

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(3) That it be noted that for 2009-2010 the Greater London Authority stated the following amount in precept issued to the Council, in accordance with section 40 of the Local Government Finance Act 1992, for each of the categories of dwellings shown below

Valuation Bands

A B C D E F G H £ 206.55 240.97 275.40 309.82 378.67 447.52 516.37 619.64

(4) That, having calculated the aggregate in each case of the amounts at (2)(vii) and (3) above, the Council, in accordance with Section 30(2) of the Local Government Finance Act 1992, hereby sets the following amounts as the amounts of Council Tax for the year 2009-2010 for each of the categories of dwellings shown below

Valuation Bands

A B C D E F G H

£ 997.58 1,163.84 1,330.11 1,496.37 1,828.90 2,161.42 2,493.95 2,992.74

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HARROW COUNCIL

REVENUE BUDGET SUMMARY 2009-2010

2008-2009 2009-2010 Original Budget Original Budget

£000 £000 Local Demand - Borough Services

Adults and Housing 63,918 64,596 Children’s 38,172 38,962 Community and Environment 46,594 47,867 Place Shaping 2,881 3,011 Legal and Governance 1,997 2,215 Assistant Chief Executive 3,212 3,389 Corporate Finance 19,210 19,986

Total Directorate Budgets 175,984 180,026

Inflation and Corporate items 4,973 4,212 Capital Financing adjustments -6,972 -6329 Interest on Balances -3,135 -185

Total – Baseline 170,850 177,724

Capitalisation -590 -390 Contribution to Balances 1,000 500

Total Net Expenditure 171,260 177,834

Collection Fund Surplus()/Deficit b/f 1,365 -300 Redistributed Business Rates -57,670 -54,261 Revenue Support Grant -8,028 -12,524 Area Based Grant -8,423 -8,996 Local Demand on Collection Fund 98,504 101,753

Funds / Balances Balances Brought Forward 2,154 4,031 Adjustment to Balances 1,000 500

Balances Carried Forward 3,154 4,531

Council Tax for Band D Equivalent Harrow (£) 1,152.55 1,186.55

Increase Harrow (%) 2.95% 2.95%

Taxbase 85,466 85,755

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Appendix 2 - Housing Revenue Account 2009-10 to 2011-12

APPENDIX 2

Housing Revenue Account 2009-10 to 2011-12

Budget 2009-10

Budget 2010-11

Budget 2011-12 Comments

Expenditure Employee Costs 1,928,850 1,918,280 1,958,590 Pay inflation assumed as 2%

Supplies & Services 444,830 464,830 444,830 Increase 2010-11 represents bi-annual tenant survey

Utility cost (Water & Gas)

626,250 645,040 664,390 Inflation assumed at 16.7% 09-10 and 3% annually thereafter

Estate & Sheltered Services

1,956,980 1,988,600 2,020,950

Central Recharges 1,971,700 2,020,990 2,071,530 Inflation assumed at 2.5%

Operating Expenditure

6,928,610 7,037,740 7,160,290

Contingency - general 200,000 200,000 200,000 Provision for unforeseen expenditure

Charges for Capital 6,917,220 7,104,390 6,971,940 Includes £123k HARP costs, CRI @ 5.45%, interest on balances @ average 2.1%

Contribution to Repairs Account

4,800,680 4,800,680 4,800,680

RCCO 1,000,000 1,000,000 1,000,000 Annual contribution

Bad or Doubtful Debts 250,000 250,000 250,000

HRA Subsidy 6,874,870 7,387,500 8,088,030 Based on final determination issued by CLG [payment redistributed to other parts of the country]

Total Expenditure 26,971,380 27,780,310 28,470,940 Income Rent Income – Dwellings

-22,671,580 -23,818,210 -24,941,900 Average increase 2009-10 6.15% in line with Government rent model

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Budget 2009-10

Budget 2010-11

Budget 2011-12 Comments

Rent Income – Non Dwellings

-869,840 -882,010 -894,490 Average increase of 2.5% for garages. Commercial premises reflect lease agreements

Service Charges - Tenants

-1,150,430 -1,184,940 -1,220,490 Average increase 2009-10 5.5% in line with Government rent model

Service Charges - Leaseholders

-424,350 -424,350 -424,350 Average rent increase 2009-10 10.6% reflecting leaseholder costs to be recovered

Facility Charges (Water & Gas)

-487,480 -499,490 -511,490

Interest -17,000 -17,000 -17,000

Other Income -8,010 -8,010 -8,010

Transfer from General Fund

-83,000 -83,000 -83,000

Amenities shared by Council and non- Council residents.

Total Income -25,711,690 -26,917,010 -28,100,730

In Year Deficit / Surplus)

1,259,690 863,300 370,210

BALANCE carried forward

-3,810,590 -2,947,290 -2,577,080

BALANCE Business Plan

-4,764,000 -5,319,000 -5,460,000

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Appendix 3 - Members' Allowances Scheme

APPENDIX 3

LONDON BOROUGH OF HARROW

MEMBERS' ALLOWANCES SCHEME

1. This scheme shall have effect until 31st March 2010. It replaces all former schemes.

Basic Allowance

2. A basic allowance of £8,160 per annum shall be paid to each Councillor.

Special Responsibility Allowances and Mayoral Allowances

3. (1) A special responsibility allowance shall be paid to those Councillors who have the special responsibilities in relation to the posts specified in Schedule 1 to this scheme. The amount of each such allowance shall be the amount specified against that special responsibility in that schedule.

(2) An allowance of £10,250 per annum shall be paid to the Mayor and an allowance of £2,040 per annum shall be paid to the Deputy Mayor.

(3) No Member may receive special responsibility allowances in respect of more than one post. For the purposes of this paragraph, the mayoral allowances referred to in 3(2) above are considered to be special responsibility allowances.

Uprating the Basic and Special Responsibility Allowances

4. The basic allowance and special responsibility allowances will be uprated annually in line with an index approved by the London Councils Independent Panel. The index to be used will be the level of the Local Government Pay Settlement. When making the scheme for 2011-12, the indexing arrangements will be reviewed.

Travel and Subsistence Allowances

5. The reimbursement of travel and subsistence expenses incurred in respect of approved duties (as set out in Schedule 2) undertaken outside the Borough boundaries can be claimed by Members, co-optees to formal Council committees and Independent Members of the Standards Committee at the rates paid and on the conditions specified in the officer scheme for travel and subsistence allowances.

Carers’ Allowance

6. (1) The allowance shall only be paid for attendance at approved duties as listed in Appendix (i).

(2) The maximum basic rate of pay is £2.90 per half hour for the duration of the meeting together with the Member’s travel time between home and the place of the meeting and the carer’s reasonable travelling time.

(3) The allowance is claimable in respect of children aged 15 or under or where a professional carer is required to meet a specialist need (eg a nurse for an elderly person).

(4) Actual costs will be paid on production of an invoice or receipt.

(5) Where the length of the meeting cannot be predicted and payment to the carer is necessarily contractually committed then a payment of up to 4 hours will be made. (For day time quasi-judicial meetings, payment of up to 8 hours may be made if the estimated length of the meeting is for the whole day).

(6) In addition, the reasonable travelling expenses of the person taking care of the dependent shall be reimbursed either at the appropriate public transport

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rate, or in cases of urgency or where no public transport is available, the amount of any taxi fare actually paid.

(7) The allowance is not to be paid where the carer is a member of the Member’s household.

(8) Any dispute as to the entitlement and any allegation of abuse should be referred to the Standards Committee for adjudication.

Co-optees’ Allowance

7. A basic allowance of £445 per annum shall be paid to co-optees to formal Council committees and Independent Members of the Standards Committee.

Claims and Payments

8. (1) A claim for allowances or expenses under this scheme shall be made in writing within two months of the date of undertaking the duty in respect of which the entitlement to the allowance or expense relates.

(2) Payment shall be made

(a) in respect of basic and special responsibility allowances, in instalments of one-twelfth of the amount specified in this scheme each month;

(b) in respect of out-borough travel and subsistence expenses and Carers’ Allowance, each month in respect of claims received up to one month before that date.

Backdating

9. Any changes made to this scheme during the year may be backdated to 1st April 2009 by resolution of the Council when approving the amendment.

Pensions

10. Allowances paid under the Harrow Members’ Allowances Scheme will not be pensionable for the purposes of the Superannuation Act.

Renunciation

11. A person may, by notice in writing given to the Chief Executive, elect to forgo any part of his/her entitlement to an allowance under this scheme.

Withholding Allowances

12. (1) In the event that a Member is suspended from duties, that Member’s basic allowance and special responsibility allowance (if any) will be withheld for the whole period of the Member’s suspension.

(2) In the event that a Member is partially suspended from duties, that Member’s basic allowance will be paid but their SRA, if any, will be withdrawn for the period of the partial suspension.

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Appendix (i)

Approved duties for Carers’ Allowance

• A meeting of the Executive.

• A meeting of a committee of the executive.

• A meeting of the Authority.

• A meeting of a committee or sub-committee of the Authority.

• A meeting of some other body to which the Authority make appointments or nominations, or

• A meeting of a committee or sub-committee of a body to which the Authority make appointments or nominations.

• A meeting which has both been authorised by the Authority, a committee, or sub-committee of the Authority or a joint committee of the Authority and one or more other authorities, or a sub-committee of a joint committee and to which representatives of more than one political group have been invited (if the Authority is divided into several political groups) or to which two or more councillors have been invited (if the authority is not divided into political groups).

• A meeting of a Local Authority association of which the Authority is a member.

• Duties undertaken on behalf of the Authority in pursuance of any Procedural Rule of the Constitution requiring a member or members to be present while tender documents are opened.

• Duties undertaken on behalf of the Authority in connection with the discharge of any function of the Authority conferred by or under any enactment and empowering or requiring the Authority to inspect or authorise the inspection of premises.

• Duties undertaken on behalf of the Authority in connection with arrangements made by the authority for the attendance of pupils at a school approved for the purposes of section 342 of the Education Act 1996.

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SCHEDULE 1

SPECIAL RESPONSIBILITY ALLOWANCES (SRAs)

There are 7 bands of SRAs:-

Band Post SRA - £/annum

1 Leader of the third largest Group Deputy Leader of the second largest Group Chief Whips of the two largest Groups Chairman of Governance, Audit and Risk Management

Committee Chairman of Licensing and General Purposes Committee Chairman of Standards Committee Support Members for Cabinet

£2,040

2 Performance Lead Members for Scrutiny Policy Lead Members for Scrutiny

£3,060

3 Nominated Member of the largest party not holding the Chair of the Strategic Planning Committee (see Note 1)

Nominated Member of the largest party not holding the Chair of the Development Management Committee (see Note 1)

Chairman of the Traffic Advisory Panel Chairman of the Grants Advisory Panel

£4,590

4 Chairman of the Performance and Finance Scrutiny Sub Nominated Member of the largest party not holding the

Chair of the Performance and Finance Scrutiny Sub Nominated Member of the largest party not holding the

Chair of the Overview and Scrutiny Committee

£6,630

5 Chairman of the Strategic Planning Committee (see Note 2)

Chairman of the Development Management Committee (see Note 2)

Chairman of the Overview and Scrutiny Committee Leader of the Second Largest Group

£8,670

6 Deputy Leader Cabinet Members

£19,890

7 Leader £31,110

NOTES

(1) If the same person is the Nominated Member of the largest party not holding the chair on both the Strategic Planning Committee and the Development Management Committee, they will receive 1.5 times the Band 3 allowance.

(2) If the same person is the Chairman of both the Strategic Planning Committee and the Development Management Committee, they will receive 1.5 times the Band 5 allowance.

(3) In the Council for 2006 to 2010, the Groups are as follows:- Largest Group = Conservative Group Second Largest Group = Labour Group Third Largest Group = Liberal Democrat Group

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SCHEDULE 2

CLAIMS FOR OUT-OF-BOROUGH TRAVEL AND SUBSISTENCE EXPENSES

Duties Undertaken Out-of-Borough

Claims for travel and subsistence expenses incurred can normally only be paid in respect of approved duties undertaken at venues out of the Borough. Expenses will be reimbursed at the rates paid and on the conditions specified in the officer scheme for travel and subsistence allowances.

1. Members may claim travel and subsistence expenses in respect of the following out-of-Borough duties:-

(a) Attendance at any meeting which may be convened by the Authority provided that Members of at least two groups are invited and the meeting is not convened by officers.

(b) Attendance at a meeting of an outside body to which the Member has been appointed or nominated as a representative of the Council, where the Outside Body does not itself operate a scheme to reimburse travel and subsistence expenses.

(c) (i) attendance at an appropriate out-of-Borough conference, seminar, meeting or other appropriate non-political event as a representative of an Outside Body to which that Member has been either nominated or appointed by Council to serve in a role with a specific pan-Authority remit;

(ii) attendance at meetings in the capacity of a direct appointee of a Local Authority Association, joint or statutory body or other London-wide or national body subject to the following proviso:

that the Member serves on the appointing body by virtue of an appointment made by Council to an authorised Outside Body;

subject in either case to the Outside Body/Bodies concerned themselves not making provision for any travel and subsistence expenses necessarily incurred.

(d) Attendance at a meeting of any association of local authorities of which the Authority is a member and to which the Member has been appointed as a representative.

(e) Attendance at a training session, conference, seminar or other non-political event, the attendance fees for which are being funded by the Council through a Departmental or a corporate budget.

(f) Attendance at any training session, conference, seminar or other non-political event for which there is either no attendance fee or any attendance fee is being met by the Member him/herself (or from the relevant political group secretariat budget) subject to the relevant Director confirming that the content of the training, conference, seminar or event is relevant to the Member’s responsibilities in respect of the services provided by the Authority or to the management of the Authority.

2. Duties for which out-of-Borough travel and subsistence expenses may not be claimed include:-

(a) Political meetings or events.

(b) Any meetings of ‘Outside Bodies’ to which the Member has not been appointed or nominated by the Council as its representative.

(c) Meetings of the Governing Bodies of Schools.

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PART II - MINUTES

567. Declarations of Interest:The Chairman advised Members that, in relation to the agenda item on the Revenue Budget 2009-10 to 2011-12, the discussion would be high level. Following consultation with the Director of Legal and Governance Services, declarations in relation to specific items within the budget were not required unless that particular item was being discussed. However, it was a matter for Members to decide whether an interest should be declared.

RESOLVED: To note that no interests were declared by Members present in relation to the business to be transacted at the meeting.

568. Minutes:

RESOLVED: That the minutes of the meeting held on 15 January 2009, be taken as read and signed as a correct record.

569. Petitions:

RESOLVED: To note that no petitions had been received.

570. Public Questions:

RESOLVED: To note that no public questions had been received.

571. Councillor Questions:

RESOLVED: To note the following Councillor Questions had been received:

1.

Questioner: Councillor Bill Stephenson

Asked of: Councillor Susan Hall, Deputy Leader and Portfolio Holder for Environment Services and Community Safety

Question: “I am sure I speak on behalf of all councillors in congratulating our staff on the magnificent job that they have done in gritting our roads in very difficult circumstances. Harrow Council reported that on the first night of the snow that it had used 250 tonnes of salt to grit Harrow’s roads which amounted to one quarter of its annual allocation of gritting salt, and had ordered a further 500 tonnes. Could Councillor Hall update us on the latest position as regards to our stocks of gritting salt?”

Answer: I thanked John Greenfield, on behalf of the Council and the residents, at the time. Let us also pay tribute to the Meals on Wheels Service who kept things going. They were magnificent, as indeed were all our street sweepers, who were out gritting.

As you know, it is a serious situation throughout London. There is no salt available. We have actually ordered 700 tonnes, 500 from one company, 200 from another but there is nothing available at the moment. We are now down to 180 tonnes, which is obviously a serious situation to be in. They are forecasting light snow tonight.

If it is ice on the roads, we grit at a rate of something like a gradient of 10 whereas if we were looking at snow, we would normally put down a gradient of about 40. Hopefully next week will be better weather.

Supplemental Question:

Could I ask if there’s any prospect of increasing our 180 tonnes, which does seem to be quite a small amount if we should be inflicted by further snow and if there is snowfall, will you selectively be gritting roads to save stocks?

Supplemental Answer:

At the moment, we do not know whether we can get the salt. We cannot get hold of the suppliers and it is all now being made much worse by the NLAC Board.

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CABINET CB 359

Divisional Director of Environmental Services:

It is London-wide situation now and it is being co-ordinated through a Board called “NLAC” which is actually handled by the Fire Service in terms of actually carrying out the allocations. Throughout the last two weeks, each authority has had to say each day how much salt it has left and how many days it estimates it will be able to grit at certain levels. This information is entered into a national database to the companies actually providing the salt, there are two main ones, Salt Union and Cleveland Potash. Their priorities are based upon where the Met Office is saying it is likely to snow and which authorities are saying they are out of salt.

There is also a system of mutual aid working within London now, whereby authorities that have larger stores than others are sharing with other authorities. We have not been in a position to share with others but equally we have not taken a salt delivery from others and that might well be something that comes up now . We do need to stress that most London authorities are now in situations where it is getting quite close to mark in terms of how much salt is left but I think, as Councillor Hall indicated, it does depend on what forecast we get and what level of salt we have to put down. At a low spreading level, we will be all right.

2.


Asked of: Councillor Barry Macleod-Cullinane, Portfolio Holder for Adults and Housing

Question: “In the Cabinet papers for this evening in Appendix J on p86 there is a proposal to increase the service charge to Council tenants by 5.5% and by 10.6% for Leaseholders. Could you explain why the increase in service charges for leaseholders is so high and almost double that for tenants and indeed the one for tenants is quite a way above inflation?”

Answer: We are constrained by Government policy as to what we can and cannot do in Harrow.

In both 2008/09 and in the budget before Cabinet this evening for recommendation to Council, the Council services have been provided for a deep cleaning operation on the estates. As you will know, this has effected a real change in the quality of some of the conditions in which people are able to access the common areas. Unfortunately, whilst it is beneficial to both tenants and leaseholders, not all of those costs are being recovered yet and what we are looking to try to do in the 2009-10 budget is to ensure full cost recovery.

Unfortunately, the Government has placed, and this is where I say that we are constrained by Government policy, a cap on rent and service charges and so, whereas at the moment we cannot recover fully the costs that we incur in providing services to tenants, we can do so and we are obliged to do so from our leaseholders.


When are we going to actually try and get this so that leaseholders can explain how their charges are arrived at and we have some clarity so that the tensions between leaseholders and the Council will hopefully cease?


This is an issue that comes up at Tenants' and Leaseholders' Consultative Forum on a regular basis. Now we have taken some of the priority away from having to get the budget under control within the Housing Revenue Account and that we are beginning to roll out the deep cleaning within the estates and manifest improvements in quality of life, now that those larger priorities have been sorted out, I think that we can now get to grips with leaseholder charges and how they are set. I would like to also point out that we are going to be charging against the actual cost of providing services.

15

CB 360 CABINET

3.


Asked of: Councillor Chris Mote, Portfolio Holder for Community and Cultural Services

Question: “Would Councillor Mote agree that reducing the opening hours at nine branch libraries from 47.5 hours to 40.5 hours per week will result in a reduction of service to our customers?”

Answer: Yes, there will be a reduction in service. As you know we have been reviewing the library service now for about 18 months. We have a very, very good service, value for money is outstanding. We also have the best library usage in the whole country. We have had to look at a number of efficiency savings during the last 18 months. We’ve been looking at the number of libraries that we run and their particular locations.

What I am very pleased to say is that we, unlike a lot of other boroughs around the country, will not be shutting any libraries. We made a conscious decision that what we could do is reduce the opening hours on 9 out of the 11 libraries – the 2 libraries that are not affected are the Gayton Road and the Civic Centre Library. To make it easier for the public, we have reduced hours at the 9 libraries at the same time on the same day to avoid confusion. Just to let you know, on agenda item 8, paragraph 53 on page 40 is incorrect as it says that the proposals will not result in a reduction of service. They will actually.

4.


Asked of: Councillor David Ashton, Leader of the Council and Portfolio Holder for Strategy, Partnership and Finance

Question: “Four weeks ago in the Harrow Times you floated the idea of the Council setting up a credit union. This is an initiative which we from our side have also advocated and indeed raised with the Chief Executive some while ago. Gareth Thomas MP in his role as Chairman of the Co-operative Party also supports this. Could Councillor Ashton update us on the progress which has been made with this idea?”

Answer: This idea arose a couple of years’ ago from discussions I had with the FSA. I met with an organisation who provide the infrastructure, because there are two ways of doing a credit union. One of them you do from scratch, which is expensive and very time consuming and the other, there are certain entities, notably specialist companies which will basically give you a kick-start but what is required from the Council is a positive attitude, which we definitely have, the time given to employees to basically assist the process, effectively as trustees. We are hoping this will happen over the next month or two. It has to be done properly and although credit unions are quite an old concept, they are becoming more modernised and frankly, their time is probably right for the present circumstances. So I am hoping we will move pretty quickly but it cannot be any faster than we can be supported by these outside agency organisations. There are, in fact, two that we are talking to at the moment.

5.

Questioner: Councillor Margaret Davine

Asked of: Councillor Barry Macleod-Cullinane, Portfolio Holder for Adults and Housing

Question: “Is it correct that residents who wish to make LOCATA bids by

16

CABINET CB 361

telephone have to use a premium phone number and if so what is the cost per minute?”

Answer: Harrow is one of 15 partners, who pay for the cost through an automated bidding system and clearly we will be looking at cost recovery. It is approximately 28 pence per minute, and I understand that bidding takes less than a minute to complete. The last time I went to a Post Office this was less than it cost to buy a stamp, to return a coupon by post that way.

Harrow Home Seekers can bid on line through our libraries and we know that already, some 81% of those people bidding choose to place their bids through this type of mechanism. Whilst 28 pence may not seem a lot, for some households, it is an issue. To ensure that vulnerable households are receiving proper assistance through the system, we have the Assisted Bidding List that also is free. The cost of 28 pence should be in no way an impediment to people bidding through the LOCATA scheme.


Would you not agree that it is wrong for us to use a revenue raising rate for the most vulnerable people? Why can they not just have a direct, normal, telephone rate?


As I said, the vulnerable households who are most financially at risk can be assisted through our Assisted Bidding List, which is free. There should be no household bidding through LOCATA, who would find a financial impediment to doing so. We are there to make sure that we protect our most vulnerable residents and we would not seek to recover revenue if it hurt people’s financial interests. I think 28 pence is not a huge amount of money for most people. The system takes all of a minute, I am told. I will ask our services to look into it, confirm the time it takes on the bidding to make sure that that is indeed correct. There is also access at libraries free of charge. We have the Assisted Bidding List to make sure that people who are the most vulnerable, who do need our assistance are helped. And that is why, one of our core priorities for the coming year is to protect and promote and support our most vulnerable members of society.

6.

Questioner: Councillor Margaret Davine

Asked of: Councillor David Ashton, Leader of the Council and Portfolio Holder for Strategy, Partnership and Finance

Question: “Could Councillor Ashton provide a list of those Government Grants within both Adult Services and Children's Services which were still ring fenced during 2008 and 2009 and are due to be de-ring fenced in the coming financial year and tell us how the services concerned will be affected?“

Answer: I understand that there are no Adults or Children’s Services grants being de-ring fenced from 2009/10.

There were certain Adults and Children’s Services grants reclassified as Area Based Grant in 2008/09 and I have a little list, which I can forward to you.

The grant funding continues to be allocated to the relevant service areas and is being carried forward as ongoing commitments, so it is not being taken away, if that’s the suggestion.

For 2009/10, the funding has been incorporated into departmental budgets at the same level as 2008/9 but varied by changes in the MTFS, so for Children’s Services, this has resulted in an additional £439,000 of funding, primarily on extended schools and Adults Services remains at the same 2008-9 level.

17

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Children’s Services 2008/09 Grant Allocation

£,000 School Development Grant 140 Extended Schools Start Up Costs 432 School Standards Fund Grants 774 Care Matters White Paper 128 Children’s Social Care Workforce 90 Child Death Review Processes 35 Children’s Fund 382 Connexions 1,879 Teenage Pregnancy 95 Positive Activities for Young people 133 Child and Adolescent Mental Health Service 457 Total 4,545

Adults & Housing

2008/09 Grant Allocation

£,000Adult Social Care Workforce 541Carers 966Learning & Disability Development Fund 157Mental Capacity Act & Independent Mental Capacity 95Mental Health 502Preserved Rights 1,013 Supporting People Administration 147Total 3,421

572. Forward Plan 1 February - 31 May 2009:

RESOLVED: To note the contents of the Forward Plan for the period 1 February – 31 May 2009.

573. Progress on Scrutiny Projects:

RESOLVED: To receive and note current progress of the scrutiny reports.

574. Key Decision - Corporate Plan and Budget 2009-10 to 2011-12:(See Recommendations I and II and Minute 576).

575. Key Decision - Harrow Council Corporate Plan 2009-12:(See Recommendation I).

576. Key Decision - Revenue Budget 2009-10 to 2011-12:(See also Recommendation II).

Having recommended the Revenue Budget 2009-10 to 2011-12, the model Council Tax resolution, Housing Revenue Account for 2009-10 and Members’ Allowances Scheme to Council for approval, it was

RESOLVED: That (1) the Medium Term Financial Strategy at Appendix B to the report of the Corporate Director of Finance be approved;

(2) the planned investment in services and efficiency programme be noted;

(3) the voluntary severance scheme (outlined in paragraphs 31-36 of the Corporate Director of Finance’s report) be approved and the Chief Executive, Corporate Director of Finance, Director of Legal and Governance Services and the Divisional Director of Human Resources be authorised to implement the severance scheme;

(4) an average increase in non-statutory fees and charges of 2% from 1 April 2009 be approved;

(5) in relation to schools, the budget and the proposed changes to the LMS formula be approved (Appendix E to the report of the Corporate Director of Finance);

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CABINET CB 363

(6) the reserves policy be noted (Appendix G to the report of the Corporate Director of Finance);

(7) the Medium Term Budget Strategy for the Housing Revenue Account (Appendix K to the report of the Corporate Director of Finance) be approved.

Reason for Decision: To publish the final budget proposals and set the Council Tax and rents for 2009-10.

577. Key Decision - Capital Programme 2009 - 10 to 2011 - 12:(See also Recommendation III).

The Corporate Director of Finance introduced a report, which set out the proposed Capital Programme for 2009-10 to 2011-12. The cost of the Programme had been reflected in the budget. She advised that there would be increased scrutiny of projects over £250,000 the following year and that explicit approval of those projects by the Leader of the Council would be required.

The Chairman advised of an amendment to the recommendation and it was

RESOLVED: That the Capital Programme for 2009-10 to 2011-12 be approved and referred to Council for endorsement as part of the Budget and Policy Framework.

Reason for Decision: To ensure that the Council had an approved Capital Programme for 2009-10 to 2011-12.

578. Key Decision - Treasury Management Strategy, Prudential Indicators and Minimum Revenue Provision (MRP) Policy and Strategy 2009-10:(See Recommendation IV).

579. Revenue and Capital Monitoring 2008-09:The Corporate Director of Finance introduced a report, which set out the Council’s revenue and capital forecast position for 2008-09 at the end of December 2008. There had been significant improvement in the forecast since quarter 2, although an overspend of £300,000 was currently forecast. Officers were working hard to ensure that the Council came in on budget this year.

The Corporate Director of Finance sought approval to an additional virement of £200,000 from fee income to highways maintenance in the Community and Environment Directorate.

RESOLVED: That (1) the revenue and capital forecast outturn position for 2008-09 be noted and the Corporate Directors be requested to continue to deliver the management action plan (set out in paragraph 10 of the Corporate Director of Finance’s report) to manage the pressures and to ensure that there were compensating savings to bring the budget back into balance;

(2) the virements (set out in paragraph 13 of the Corporate Director of Finance’s report) and an additional virement of £200,000 from fee income to highways maintenance in the Community and Environment Directorate be approved;

(3) the amendments to the Capital Programme (as set out in Appendix 3 of the Corporate Director of Finance’s report) be approved.

Reason for Decision: To present the forecast financial position as at 31 December 2008 and actions required to be taken.

580. Key Decision - Tourism Strategy:The Portfolio Holder for Planning, Development and Enterprise introduced a report, which provided an introduction to the draft tourism strategy 2009-12. She advised that, in spite of the economic downturn, it was important that Harrow attracted visitors. She emphasised the considerable work being done to regenerate many parts of Harrow. She added that she hoped that the report would encourage Harrow residents to visit parts of their own borough.

RESOLVED: That the draft strategy be approved to go out to consultation.

Reason for Decision: To receive input and endorsement from the Council and partners.

19

CB 364 CABINET

581. Key Decision - To agree arrangements for the transfer of responsibility for commissioning social care services for people with a learning disability from the NHS to the Council:The Portfolio Holder for Adults and Housing introduced a report, which set out details of the requirements and proposed arrangements governing the transfer of responsibility and funding from Harrow Primary Care Trust to Harrow Council for commissioning social care services for adults with a learning disability.

The Divisional Director of Commissioning and Partnerships stated that the proposals would increase the flexibility of the Council in dealing with vulnerable service users and was a welcome development. A number of areas were yet to be defined, particularly where they related to a statutory appeals process.

The Corporate Director of Adults and Housing advised that the Council and Primary Care Trust were working together constructively following the difficulties experienced approximately 18 months previous. He was confident that an agreement would be in place in April 2009.

RESOLVED: That (1) the progress made so far to achieve the transfer of responsibility and funding by the required date of 31 March 2009 be noted;

(2) the proposed arrangements governing the transfer of responsibility and funding from the Primary Care Trust to the Council be agreed;

(3) the Portfolio Holder for Adults and Housing be authorised to approve the legal agreement governing the transfer and agree the final sum to be transferred at the deadline of 31 March 2009.

Reason for Decision: To enable the Council to meet the Department of Health requirement that the agreed amount to transfer should be submitted to the Department of Health by 31 March 2009.

582. Transfer of Council Grant Funding from Harrow Council for Racial Equality (HCRE) to Harrow Association of Voluntary Service (HAVS):The Portfolio Holder for Community and Cultural Services introduced a report, which set out the background to the Council’s decision to transfer council grant funding previously agreed for Harrow Council for Racial Equality (HCRE) to Harrow Association of Voluntary Service (HAVS), upon dissolution of HCRE. This would be an interim arrangement until a new body was set up. The report advised that he had requested that this matter be referred to Cabinet for consideration.

The Portfolio Holder reported that he had seen a letter to the Charity Commission earlier that week advising that the HCRE would be dissolving. He added that an interim body would be established, as recommended by the independent report, and that anyone who sat on the interim body would not be eligible to sit on the new body for a period of five years.

The Director of Community and Cultural Services advised that an Equalities Impact Assessment for this decision had been carried out and was attached to his report. This concluded that this decision would result in a differential impact on service users (race) but that there would be no direct or indirect adverse impact, as services would be continuing.

RESOLVED: That the Grants Advisory Panel’s recommendation to transfer council grant funding previously agreed for HCRE to HAVS, upon dissolution of HCRE be approved.

Reason for Decision: To ensure that HCRE core functions could continue to be delivered under the interim management of HAVS.

The Portfolio Holder for Community and Cultural Services had referred this decision to Cabinet.

(Note: The meeting, having commenced at 7.30 pm, closed at 8.40 pm).

(Signed) COUNCILLOR DAVID ASHTON Chairman

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30

This page is intentionally left blank

- - 1

Meeting:

Cabinet

Date:

26 March 2009

Subject:

Annual Audit and Inspection Letter

Key Decision:

No

Responsible Officers:

Myfanwy Barrett Corporate Director of Finance Tom Whiting Assistant Chief Executive

Portfolio Holders:

David Ashton Leader and Portfolio Holder for Strategy, Partnership and Finance Paul Osborn Portfolio Holder for Performance, Communication and Corporate Services

Exempt:

No

Enclosures:

Annual Audit and Inspection Letter – to follow

Section 1: Summary and Recommendations This report relates to the Annual Audit and Inspection Letter. Recommendations: That Cabinet notes the Annual Audit and Inspection Letter. Reason To publish the Annual Audit and Inspection Letter and ensure that the Council is responding to the issues raised in the letter.


31

- - 2

Section 2: Report 1. Each year the Audit Commission produces an Annual Audit and Inspection Letter

(AAIL) which summarises the findings from all the audit and inspection activity in the period in question.

2. This AAIL covers the audit of the 2007-08 accounts, the Use of Resources assessment

carried out in 2008, and the CPA scores and direction of travel assessment which were published in March 2009. It also captures inspection activity up to the end of 2008.

3. The key messages are set out at the beginning of the AAIL. Overall the message is

very positive and the AAIL demonstrates the improvements made by the Council in the last year.

Audit of the Accounts and Value for Money 4. Over the last 3-4 years members and officers have worked very hard to resolve the

Council’s financial problems and the medium term financial strategy reflects the importance of increasing general reserves.

5. The Corporate Director of Finance is taking action to ensure that the process to

produce the 2008-09 accounts and support the audit is effectively managed and work on the main risk areas is already underway with the External Auditor. The issues raised in the detailed report on the accounts last year, the Annual Governance Report (ISA260), are being addressed.

6. In relation the Use of Resources, very significant progress has been made in the last

year and the score has improved from 2 to 3. The Council is on track to come in on budget this year, and to add £1m to general reserves as planned. The 2009-10 budget process was successful and effectively integrated with the development of the corporate plan.

7. Work is now underway to prepare the self assessment for the 2009 Use of Resources

review, due to be carried out in April and May. Performance and Direction of Travel 8. The Audit Commission’s overall judgement is that Harrow Council is improving well and

they have classified Harrow Council as two-star in its current level of performance under the Comprehensive Performance Assessment.

9. However, the fact that the overall rating has stayed the same masks the extensive

improvements that have been made in a number of service areas. Service Inspections 10. Service inspection activity is set out in the AAIL. Looking Ahead 11. The AAIL highlights the need for the Council to prepare for the new Comprehensive

Area Assessment (CAA) regime and the move to International Financial Reporting Standards (IFRS). The new CAA regime includes a revised approach to Use of

32

- - 3

Resources that has much wider scope and includes two significant new areas – management of the workforce and natural resources.

Audit and Inspection Activity in 2009-10 12. The Audit Commission is working on its plan for 2009-10 and this will be reported to

Cabinet in May or June. Financial Implications 13. The AAIL covers the audit of the Council’s accounts for 2007-08 and the Use of

Resources assessment carried out in 2008. Performance Issues 14. The AAIL confirms that the Council is 2 star improving well. 15. Close monitoring is taking place of all key indicators through the improvement boards. Environmental Impact 16. As noted above, the Council’s management of natural resources will be included in the

Use of Resources assessment in 2009. Risk Management Implications 17. Risk management is included in the Use of Resources assessment. The Council

scored 3 in this area in 2008.

33

- - 4

Section 3: Statutory Officer Clearance Name: Myfanwy Barrett On behalf of the Chief Finance Officer Date: 13 March 2009

Name: Hugh Peart On behalf of the Monitoring Officer Date: 17 March 2009

Section 4: Performance Officer Clearance Name: Tom Whiting Divisional Director (Strategy &

Improvement) Date: 17 March 2009

Section 5 – Environmental Impact Officer Clearance

Name: John Edwards Divisional Director Date: 16 March 2009

(Environmental Services)

Section 6: Contact details and background papers Contact: Myfanwy Barrett, Corporate Director of Finance

020-8420-9269 Background Papers:

None

34

of 12

Meeting:

Cabinet

Date:

26 March 2009

Subject:

Delivering a strengthened voluntary and community sector

Key Decision: No

Responsible Officer:

Javed Khan Director of Community and Cultural Services

Portfolio Holder:

Cllr Chris Mote Portfolio Holder for Community and Cultural Services

Exempt:

No

Enclosures:

None

Section 1 – Summary and Recommendations Following an initial report to Cabinet in December 2008, this report sets out a more detailed response to the final report and recommendations of the scrutiny review entitled “Delivering a Strengthened Voluntary and Community Sector for Harrow”. Recommendations: Cabinet is requested to consider the proposed responses to the 22 recommendations. Reason: To respond to the scrutiny report and recommendations.

Agenda Item 9aPages 35 to 46

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Section 2 – Report 2.1 Introductory paragraph

2.1.1 Following a proposal from the Council’s Community Development team

in early 2008, the Overview and Scrutiny committee undertook a review entitled “Delivering a Strengthened Voluntary and Community Sector for Harrow”. as part of its 2008/09 work programme.

2.1.2 The December 2008 Cabinet meeting noted and welcomed the report

and requested a further report setting out a more detailed response to the scrutiny review and its recommendations.

2.1.3 The report of the Overview and Scrutiny committee represents part of

a journey to improve the relationship between public sector bodies and the voluntary sector in Harrow over time and should be seen in that context rather than as the final word on the subject.

2.2 Options considered 2.2.1 The recommendations from the scrutiny review have been considered

in detail through a cross directorate officers’ working group. Officers from across the Council have been involved in providing the detailed responses against each recommendation as listed later in this report.

2.2.2 In addition, representatives from the voluntary sector have been kept

informed and involved in this work through the work of the National Indicator 7 working group, the Voluntary Sector Forum and through informal contact.

2.2.3 The PCT has been involved through their involvement in the NI 7

working group and through informal discussion with the Director of Commissioning.

2.2.4 A presentation was also made at the Voluntary Sector Forum, which

broadly welcomed the approach being taken by the Council. The Forum also agreed to consider its representation in the implementation phase and has since nominated some individuals to be involved in this stage. The Forum was particularly supportive of the need to prioritise work on the Third Sector Strategy and the Council’s commitment to fully involving the sector in its development.

2.2.5 The Voluntary Sector Adviser to the Grants Advisory Panel has also

been kept informed and will continue to have a role in future developments.

2.2.6 The Portfolio Holder for Community and Cultural Services has also met

with the Chair of the Overview and Scrutiny Panel, the Adviser to the Grants Advisory Panel and the Chief Executive of HAVS to discuss the scrutiny review recommendations and the possible ways forward.

2.2.7 Of all the recommendations proposed, the Third Sector Strategy is a

vital element that will help set out the vision for the relationships

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between the public and voluntary and community sectors in Harrow and provide the context for a new approach to grant making and commissioning.

2.2.8 It is therefore proposed that this strategy is co-sponsored by the

Director of Community and Cultural Services and the Chief Executive of HAVS, and developed as a borough wide strategy. The development of the strategy would by necessity involve consultation across the Council departments, partner agencies and across the voluntary and community sector.

2.2.9 It is envisaged that the development of the strategy will encompass the

principles of commissioning as set out in Government guidance, as below:

2.3 Response to recommendations 2.3.1 The scrutiny review made 22 specific recommendations, and of these

recommendations: • 17 are agreed for implementation now; • 4 will be further developed within the Third sector Strategy; • 1 is not agreed

2.3.2 The 4 recommendations where the response will be developed

further within the Third Sector Strategy are:

The Government believes that all commissioners of services should:

• Develop an understanding of the needs of users and communities, by ensuring that, alongside other consultees, they engage with third sector advocates to access their specialist knowledge

• Consult potential provider organisations, including those from the third sector and local experts,

well in advance of commissioning new services, working with them to set priority outcomes for that service.

• Put outcomes for users at the heart of the strategic planning process.

• Map the fullest practicable range of providers with a view to understanding the contribution they

could make to delivering those outcomes.

• Consider investing in the capacity of the provider base, particularly those working with hard-to-reach groups.

• Ensure contracting processes are transparent and fair, facilitating the involvement of the

broadest range of suppliers, including considering sub-contracting and consortia building where appropriate.

• Seek to ensure long-term contracts and risk-sharing wherever appropriate as ways of achieving

efficiency and effectiveness.

• Seek feedback from service users, communities and providers in order to review the effectiveness of the commissioning process in meeting local needs.

Cabinet Office, Partnership in Public Services (2006)

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Recommendation 12 To move towards three-year funding commitments through grants so as to encourage stability and more scope for planning ahead within the sector. Recommendation 13 To consider a longer-term approach (5-10 year funding) for SLAs awarded to VCS infrastructure organisations.

Recommendation 21 To establish a Community Trust for the Council’s grants administration processes and carry out further work on how this can best be achieved - the feasibility of a community trust model for grant-giving in Harrow should be fully explored, scoped and costed, using the scrutiny proposal as a basis. To include developing a better understanding of realistic timescales with regard to implementation and the ability to serve future needs of the borough, for example with regard to the Comprehensive Area Assessment.

Recommendation 22 To conduct a feasibility of the Strategic Relationships Model for commissioning, using the scrutiny proposal as a basis. To include developing a better understanding of realistic timescales with regard to implementation, cultural/organisational shifts required, costs and the ability to serve future needs of the borough.

2.3.3 The one recommendation not agreed is:

Recommendation 7 To consider outsourcing the management of the ‘Harrow Heroes’ awards ceremony to the VCS so that it is a peer-led awards scheme, recognising the contribution of groups as well as individuals.

2.3.4 Detailed response to each recommendation 2.3.5 Recommendation 1

To have a Council-financed funding support officer within the voluntary and community sector to support groups in a variety of ways e.g. grant applications, adapting to any changes in the grants process, developing funding strategies, meeting monitoring requirements, procurement processes, community assets. To work closely with the Council’s external funding officer.

Agreed. The Council and HAVS will each fund 50% of the salary costs for this post, to be based at HAVS.

2.3.6 Recommendation 2

To have a relationship manager at the Council to act as the main channel of liaison with groups in the voluntary and community sector.

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Agreed. However, whilst we recognise the need to ensure a streamlined approach to co-coordinating VCS contact with the Council, we also know that the Council interacts with the VCS in all sorts of ways and at all levels. Whilst there is some merit in having a Relationship Manager to act as a main channel of liaison, the Council is also committed to ensuring a Council-wide understanding of and respect for the sector that is embedded in working practices across the organisation and its partners. As a result, the Council will further reflect on the best way forward to address these issues.


To develop a third sector strategy for Harrow that seeks to help define the local relationship with the VCS and invests in VCS development in line with partnership priorities. The third sector strategy should also seek to address the recognised gaps in the models developed and proposed by the scrutiny review - Community Trust model (for example gaps in commissioning and premises) and further work on the model of commissioning in the Strategic Relationships model.

Agreed The Third Sector Strategy should address the role and contribution of the third sector in the short, medium and long-term, in relation specifically to the delivery of public services. It should also address the support that the sector will need to get there, in terms of capacity, governance, monitoring and the relationship(s) with the Council and other public bodies. This will also involve the development of a commissioning strategy and a view in terms of economic development of the part that the sector can play in the development of Harrow’s economy through, for example, work experience, apprenticeships and employment. The strategy, by its very nature, will need to be borough-wide, and widely owned. Its development will be co-sponsored by the Chief Executive of HAVS and the Director of Community and Cultural Services.

A representative group selected by the VCS Forum will work with the Council/partner agencies to develop the strategy, with an aim to bring an update report to Cabinet in October 2009.


To ask VCS representatives on the HSP to feed back more systematically to sector colleagues through regular emails or as updates in existing newsletters.

Agreed. Policy and Partnerships to discuss with HSP Reps the support they need to ensure that this can be achieved.

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To recognise the real opportunity to develop volunteering in Harrow where supply of volunteers outstrips demand – investing more resource to build the capacity of Harrow Volunteer’s Centre to provide an infrastructure and support to small voluntary groups in recruiting and training volunteers and coordinating skills for day-to-day management of groups.

The current Service Level Agreement (SLA) with HAVS expires in March 2009. The Community Development team will work with HAVS to review how next year’s grant funding can be used more effectively to build the capacity of the Harrow Volunteer’s Centre, and so improve support small groups in recruiting and training volunteers.


To advertise the Volunteers Centre on the Harrow Council website.

Agreed


To consider outsourcing the management of the ‘Harrow Heroes’ awards ceremony to the VCS so that it is a peer-led awards scheme, recognising the contribution of groups as well as individuals.

The Harrow’s Heroes awards ceremony was developed by the Council to recognise the valuable contribution of volunteers in Harrow. The event was delivered for the first time last year with great success attracting over 100 nominations as well as sponsorship and active involvement from the Harrow Observer newspaper. An excellent delivery model that includes active involvement of the VCS sector and partners has been developed and changing this at this relatively early stage could damage its success. In addition, the event is delivered with the organisational costs being subsumed within existing Council resources. It is unlikely that a voluntary organisation would be able to deliver this event without additional resources. It is therefore recommended that this event continue to be run by the Council in its current format, with extensive involvement of VCS partners as before.


To develop robust governance arrangements for the Compact, to include refreshing the document every two years, promoting the Compact and its way of working, formalising conflict resolution (providing a framework for stage 1 complaints). To be the responsibility of a new Compact Board of representatives to feed up to the HSP, and therefore not reliant on individuals.

Agreed Compact development including mediation and, where necessary, mutual external investigation and reporting is underway.

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2.3.13 Recommendation 9 To produce a reader-friendly summary of the new compact document and distribute this to Councillors, officers and colleagues in the voluntary and community sector.

Agreed A summary of the Compact including the four refreshed Codes to be launched by the end of March 2009. Document to be updated and re-launched when the funding code has been refreshed.


To roll out training on the Compact and what it means to partnership working. To be included in members’ training, management/officer training and training within the VCS and other partner organisations within the HSP, to raise awareness and understanding. Agree that Member development for the Grants Advisory Panel be undertaken to increase awareness of the principles of the Harrow Compact and to support Members in developing a fuller understanding of the pressures and challenges faced by the sector.

Agreed Training for the Grants Advisory Panel was delivered in February/March 2009. This training is to be offered to other members and senior officers throughout 2009.


To rationalise the grant-giving process – to clearly define processes, appeals mechanisms and adherence to these in order to improve consistency and transparency.

Agreed The Council is committed to reviewing the current process in conjunction with the Voluntary Sector. The Community Development team will aim to make recommendations on improving the current process to the Grants Advisory Panel in June 2009. This will include reviewing the guidance available to applicants including how information will be used in the assessment process, the consideration of setting an upper limit for grant applications, clarity on the criteria for agreeing Service Level Agreements and three-year funding, a review of the appeals criteria and process for appeals.

The Community Development team has implemented a number of changes over the last 12 months to the current process. Further guidance will be sought through Legal Services to consider how any remaining adherence issues can be addressed.


To move towards three-year funding commitments through grants so as to encourage stability and more scope for planning ahead within the sector.

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The decision to move towards three-year funding commitments for all VCS organisations requires consideration in the context of an overall Third Sector Strategy (Recommendation 3). The strategy should help determine the rationale for making three-year funding commitments that not only encourages stability and future planning of the VCS but also supports the Council’s medium term priorities and longer-term objectives.


To consider a longer-term approach (5-10 year funding) for SLAs awarded to VCS infrastructure organisations.

As with Recommendation 12 this would need to be considered in the context of an overall Third Sector Strategy rather than in isolation of other issues. In addition there is a need to establish an agreed definition for an ‘infrastructure organisation’ so that we can determine which organisations fulfil this role and be clear about what these organisations deliver and their role within a third sector strategy.


To agree that the 2009-10 grants round should be conducted in full compliance with the existing criteria and process and in a transparent way.

Agreed. Members of the Grants Advisory Panel will be reminded of the need for full compliance within the existing criteria.


For the Grants Advisory Panel to engage with the VCS to consider the criteria for the 2010/11 grants round and take account of the concerns raised through this scrutiny review about the current system. To bring these proposals to a scrutiny challenge panel in preparation for the 2010/11 grants application process.

Agreed The Grants Advisory Panel through the Portfolio Holder for Community and Cultural Services is committed to considering the criteria for the 2010-11 grants applications, taking into account the concerns raised through the scrutiny review. The criteria will be reviewed with the engagement of the VCS and proposals will be presented to a scrutiny challenge panel in May 2009.


To ensure that all procurement exercises and available premises are advertised in a regular email/newsletter and that the VCS are on that distribution list. To also raise awareness with the VCS that the Council’s Web pages for procurement include much help and advice on accessing procurement routes. And

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2.3.21 Recommendation 17 To optimise the VCS access to procurement exercises through thorough and fair assessment of the procurement requirements necessary for each tendering exercise.

The Council’s Procurement team is introducing changes to its procurement process to enable more Voluntary & Community Sector procurement for contracts.

Some of the changes are: - a) Encourage Managers to purchase low value, low risk goods and service, where appropriate, directly from the local Voluntary & Community Sector b) Revise the Contract Procedure Rules so that at least one quotation should be from a local and /or Voluntary & Community Sector. c) Raising Awareness Improving communication - the Council to advertise all low to medium tenders on the Harrow website, Local media, and Supply2gov as well as publishing forward procurement plan on the website. d) Voluntary & Community Sector electronic newsletter to have a link to the Harrow procurement web site to offer open access to all tender notices. e) Economic Development and Procurement will continue to work with the voluntary and community sector to enable them to become suppliers, by: - offering training and capacity building opportunities, via the Championing Harrow regular workshops e.g. sessions on PQQ submissions - offering Voluntary & community sector, information on London wide expertise and resources e.g. supply London, www.supplylondon.com ( http://www.supplylondon.com/ ) Business Link, www.businesslink.gov.uk (http://www.businesslink.gov.uk/ ) and Supply2gov.

Also, HAVS has been commissioned to develop a comprehensive database of local VCS groups, and this should be ready by May of this year.

2.3.22 Recommendation 18 To ask the HSP partners to compile a register of their community premises/rooms and develop a protocol for their use by the VCS. To encourage a fairer and more transparent system of community lettings.

Agreed. Policy and Partnership will ask all HSP Partners for details of accommodation that could be used by voluntary and community sector organisations. The Community Development team has already undertaken some work to streamline the community lettings process including amending the criteria so that it is in line with the current grant criteria. There is scope to further improve the process to encourage a fairer and more transparent system. Recommendations will be presented to the Grants Advisory Panel meeting in September 2009.

2.3.23 Recommendation 19 To ask the relevant Council directorate(s) (concerned with lettings especially of schools) to assess the current issues around

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community lettings (of schools and Council buildings such as the Teachers’ Centre and community centres) and offer possible solutions to these. To articulate this assessment and present possible solutions to a scrutiny committee and concurrently feed into scrutiny’s review of extended schools.

Community Development and Children’s Services will undertake an analysis of the issues relating to community lettings and explore possible solutions to these. This will include consultation with Headteachers and voluntary sector organisations. A report with recommendations on the way forward will be presented to a scrutiny committee and other stakeholders in June 2009.


To task the HSP with creating an environment where creative people can thrive and make best use of community assets. To seek people with a passion for developing social entrepreneurship and social capital. The HSP will be asked, through the Policy and Partnerships team, to embrace this challenge as part of its forward planning.


To establish a Community Trust for the Council’s grants administration processes and carry out further work on how this can best be achieved - the feasibility of a community trust model for grant-giving in Harrow should be fully explored, scoped and costed, using the scrutiny proposal as a basis. To include developing a better understanding of realistic timescales with regard to implementation and the ability to serve future needs of the borough, for example with regard to the Comprehensive Area Assessment.

The community trust model is noted as a possible way forward for focusing the Council’s support to the third sector. This will require considerable further work – including mapping out exactly how it will work, what it will do and how it will be resourced, drawing up a detailed specification and carrying out a procurement exercise to identify a provider - to ensure it will be effective when it is established. An initial feasibility study will be an integral part of the Third Sector Strategy development (Recommendation 3) work and to the same timetable of reporting to Cabinet not later than October 2009


To conduct a feasibility of the Strategic Relationships Model for commissioning, using the scrutiny proposal as a basis. To include developing a better understanding of realistic timescales with regard to implementation, cultural/organisational shifts required, costs and the ability to serve future needs of the borough.

The Third Sector Strategy (Recommendation 3) will explore the commissioning framework and will present the opportunity to examine this and other models for progressing commissioning.

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2.4 Financial Implications

Some of the recommendations, most notably the proposal to appoint a funding officer, have costs associated with them. The Council has agreed as part of its medium term funding strategy to part fund (0.5) a voluntary sector fund raising officer from 2009/10. The costs associated with setting up a Community Trust model will be examined through a feasibility study and will then be reported to Cabinet along with the Third Sector Strategy.

2.5 Equalities Issues

Once the Third Sector Strategy has been developed, an equalities impact assessment will be carried and presented alongside it to Cabinet.

2.6 Performance Issues

The detailed responses to scrutiny recommendations outlined in this report and in particular the proposed Third Sector strategy have the potential to impact on a number of LAA national indicators including: National Indicator (NI) number 7, which relates to creating an environment in which the voluntary and community sector can thrive. Results from the first national Third Sector Survey indicate that Harrow's performance against this indicator is 10.4%. The NI 7 Working Group has agreed a target for this indicator of 14.8%. The proposals outlined have the potential to contribute to NI 1 ‘% of people who believe people from different backgrounds get on well together in their local area’. Current performance against this indicator is 48% and target performance is 61%. The proposals outlined in this report also have the potential to contribute to NI 6 ‘Participation in regular volunteering’. The target increase in numbers volunteering is 300 ‘socially excluded’ volunteers and 1,200 ‘other volunteers’. The current position against this indicator shows that we have achieved the target on ‘socially excluded’ volunteers and that there is a slight under-achievement against ‘other volunteers’.

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Section 3 - Statutory Officer Clearance

on behalf of the*

Name: Sheela Thakrar x Chief Financial Officer Date: 2nd March 2009

on behalf of the*

Name: Helen White x Monitoring Officer Date: 3rd March 2009

Name: John Edwards x Head of Environment Date: 2 March 2009

Section 4 – Performance Officer Clearance

Name: Tom Whiting x Assistant Chief Executive Date: 27 February 2009

Section 5 - Contact Details and Background Papers Contact: Kashmir Takhar, Interim Head of Service, Community Development

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Right to Manage Challenge Panel, January 2009

1

Meeting:

Overview and Scrutiny Committee

Date:

10th February 2009

Subject:

Right to Manage


Tom Whiting Assistant Chief Executive

Exempt:

No

Enclosures:

Final report of the Right to Manage Challenge Panel.

Section 1 – Summary and Recommendations This report sets out the findings and recommendations of the Scrutiny Challenge Panel on the Right to Manage in Harrow. The Challenge Panel conducted its enquiries between November 2008 and January 2009. Recommendations:

1. Endorse the report and its recommendations; 2. For Performance and Finance to monitor the continuing progress of the

Right to Manage process in three months and receive the first progress update in three months;

3. To forward the report on to the Portfolio Holder for information; and 4. To forward the report on to Cabinet for information.

Reason: (For recommendation) The completion of the Scrutiny Challenge Panel on the Right to Manage addresses the needs of the scrutiny work programme.

Agenda Item 9bPages 47 to 66

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2

Section 2 – Report

The Right to Manage process stems from The Housing (Right to Manage) Regulations 1994 which allow tenants' or residents' organisations to set up Tenant Management Organisations (TMOs) and to take on the responsibility for the day-to-day management of their estates. There is an Initial Pre-Feasibility Study which is to prepare for the setting up of a TMO. If tenants vote in favour, an approved body will carry out a Feasibility Study to prepare the tenants' group for its chosen role in housing management. The TMO, with the help of their Independent Tenant Advisor (ITA) will list the responsibilities, management and maintenance of the properties, within a management agreement. At the end of the process tenants will be asked to vote on whether to proceed with the management agreement. The intention is that the TMO becomes a partner with the council in providing services to the local community.

In November 2008 the Overview and Scrutiny Committee commissioned a Challenge Panel to investigate a number of concerns which had been raised at committee by the Portfolio Holder regarding the Right to Manage process and the Independent Tenant Advisor.

The Scrutiny Challenge Panel conducted its investigations between late November 2008 and January 2009. Enquiries were conducted through requests for information and meetings with residents, resident groups, the HFTRA, members of the existing Tenants Management Organisations, the Independent Tenant Advisor and the Housing Department. The terms of reference for the Challenge Panel are:

(i) To investigate some of the concerns raised by residents regarding the handling / practice of the Right to Manage process;

(ii) To provide an impartial view on how the process has been conducted within Harrow thus far; and

(iii) To make recommendations, where appropriate, for a more robust system to be put in place.

The Challenge Panel’s report contains observations, findings and a number of recommendations. The Overview and Scrutiny Committee is asked to endorse these recommendations which are further detailed in the recommendation matrix. Current situation Not appropriate to this report. Why a change is needed Not appropriate to this report. Main options Not appropriate to this report.

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3

Other options considered Not appropriate to this report Recommendation: To consider and endorse the report from the Right to Manage Challenge Panel and the recommendations contained therein. Considerations Resources, costs and risks Any costs associated with these recommendations will have to be met from within existing resources. Staffing/workforce There are no staffing or workforce considerations specific to this report. Equalities impact The Challenge Panel incorporated equalities concerns in this investigation to ensure the Right to Manage Process is inclusive. Legal Implications None Financial Implications Any costs arising from the recommendations will have to be contained from existing budgets. Performance Issues There are no performance considerations specific to this report. Risk Management Implications There are none specific to this report. Section 3 - Statutory Officer Clearance This is not required for this report. No comments from legal. Section 4 - Contact Details and Background Papers Contact: Ofordi Nabokei, Scrutiny Officer, 020 8420 9205 or [email protected] Background Papers: None If appropriate, does the report include the following considerations?

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4

1. Consultation YES / NO 2. Corporate Priorities YES / NO

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5

CHAIRMAN’S INTRODUCTION & ACKNOWLEDGEMENTS

The Overview and Scrutiny committee was pleased to have been asked to conduct a Challenge Panel regarding the Right to Manage and we are delighted to have been able to chair this investigation. The Right to Manage process stems from the 1994 The Housing (Right to Manage) Regulations and is designed to allow tenants' and / or residents' to set up Tenant Management Organisations (TMOs) which then take on the responsibility for the day-to-day management of their estates. The Challenge Panel met on 16

th December 2008 and 8th January 2009 and

we are grateful to those who have assisted the panel in providing the information upon which we based our challenge and for their frank and open responses:

• Residents of Harrow, the members of Harrows various residents’ groups including the HFTRA.

• Members of the Tenant Management Organisations.

• FIRST Call officers, Independent Tenant Advisor.

• Gwyneth Allen, Divisional Director of Housing

• Carol Yarde, Service Development Manager

We have looked at evidence ranging from documents, to surveys carried out by the Independent Tenant Advisor with residents, as well as meetings with Housing Officers, residents and various residents’ groups, the Tenant Management Organisations and the Independent Tenant Advisor. The aim of this Challenge Panel has been (i) to investigate some of the concerns raised by residents regarding the handling / practice of the Right to Manage process; (ii) to provide an impartial view on how the process has been conducted within Harrow thus far; (iii) to make recommendations, where appropriate, for a more robust system to be put in place. With this in mind we intend to make a number of recommendations to the Overview and Scrutiny Committee. These are included in the report below. Cllr Jerry Miles & Cllr Dinesh Solanki, Joint Chairs Right to Manage Challenge Panel.

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6

BACKGROUND

Following the conclusion of the Housing Stock Options Appraisal, Cabinet agreed in June 2005 to investigate the potential for establishing a Tenants’ Management Board (TMB) with a view to setting up a Tenant Management Organisations (TMO), supported by an Independent Tenants’ Advisor Service and other resources as necessary. In December 2006 FIRST Call were appointed as Independent Tenant Advisor (ITA). The ITA was selected by resident groups / association representatives, supported by officers, from a list of accredited companies experienced in resident empowerment. With local authority and resident support, FIRST Call were successful in applying for Section 16 funding, from the Housing Corporation, for a borough wide Option Study based on an investigation of the “ Right to Manage” this is also known as the Pre-Feasibility Stage. In the summer of 2007 FIRST Call engaged with tenants and leaseholders to gauge the level of interest in a TMO managing part or all of the council’s housing stock. On 4th November 2008 the issue of the Right to Manage (RTM) process was raised by the portfolio holder and was brought to the Overview and Scrutiny Committee. Members of the Committee agreed that Scrutiny should examine the concerns raised and discussed how this ought to be done. On the 9th December 2008 the Overview and Scrutiny committee agreed the format of the challenge panel: The panel would be in four parts and run across two days. The day one of the challenge panel was held on 16th December 2008 part one was a discussion and a question and answer session with residents and members of Harrow’s various housing bodies. Part two was a discussion and question and answer session with members of the three existing Tenant Management Organisations. After considering the information and evidence given in parts one & two there was a request for information from FIRST Call and Housing and a formal invitation to attend the second day of the challenge panel which was held on 8th January 2009. Following on from the meetings with Housing and FIRST Call. Further clarification was sought from both parties and provided. The notes of individual meetings are held within the Scrutiny Unit. The panel comprised of:

• Cllr Jerry Miles (Co-Chair) • Cllr Dinesh Solanki (Co-Chair) • Cllr Bob Currie • Cllr Mark Versallion • Cllr Stanley Sheinwald • Ms Linda Robinson

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7

Prior to the challenge panel meetings Cllr Currie declared an interest as he had a long standing involvement with a number of the Tenant Resident Associations. The scope for the investigation is attached as Appendix 1. A detailed breakdown of the recommendations is contained within the Recommendation Matrix which is attached as Appendix 2 The panel’s findings and recommendations are included in the pages that follow.

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8

OBSERVATIONS AND FINDINGS

The challenge panel’s observations and findings are summarised in the paragraphs below:

Historical impact: • From talking to both tenants and residents housing groups and to FIRST

Call it became clear that there is a history behind FIRST Call’s relationship with certain residents of Harrow which dates back to a split amongst tenant bodies before this process began. This historical issue was not part of the remit of this challenge panel. Nevertheless, it was clear that remnants of what had taken place historically have seeped into the present process on both sides: Certain residents and Tenant and Resident Associations are wary of FIRST Call and what they perceive to be their ‘agenda’ and therefore do not have a great deal of time for FIRST Call.

• To further add to the above observation, the panel gained the impression from speaking to FIRST Call that FIRST Call did not have a great deal of time for the Harrow Federation of Tenants and Residents Association (HFTRA) due to what happened historically and that they believe that certain residents are ‘paying them back’ for what has happened previously.

• The panel are of the view that neither certain Tenant Resident Associations, nor FIRST Call (the ITA) have been able to adequately separate what happened historically from the current piece of work and this has had an impact on it. The panel suggests that if possible, some relationship building work is done by both parties in order to remove pre-conceptions about the other side.

Complaints: From meeting with residents, housing groups, the Tenant Management Organisations and FIRST Call as well as documentation provided by FIRST Call and residents:

• The issue of cold calling - a number of groups had complained that FIRST Call had gone cold calling. However, FIRST Call’s newsletters clearly stated that a member of their staff would be knocking on doors to discuss the Right to Manage process. Therefore the panel did not find there to be instances of cold calling.

• Lack of understanding of the process – from discussions with residents, housing groups and TMOs there was a distinct lack of understanding from all parties of what the Right to Manage process means and entails. More work in explaining or deepening understanding of the Right to Manage process needs to be undertaken across the board, it is understood that work on the Right to Manage process has ceased since the matter has come to overview and scrutiny but once it resumes the level of this work should be monitored, where possible.

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9

• TMOs non-properly constituted TMOs, lack of TMO meetings and duly elected Chairs of the TMOs – the process had not been duly followed due to time and funding constraints and to an extent due to a request of work with TMOs to cease. The panel is of the view that as work with the TMO groups has been halted, once the ITA recommences work TMOs will need to be properly constituted, meet regularly and the Chairs of the TMOs must be duly elected in line with governmental guidance. This action should be a priority and (if possible) be monitored to ensure that it takes place.

• The panel, having spoken to FIRST Call, are of the view that FIRST Call are under a misapprehension as to the types of people who have voiced complaints and to the nature of those complaints which FIRST Call view as being tied into the historical issues mentioned above. After having gathered evidence from various sources the panel are of the view that not all complaints are tied to historical issues.

Communication:

• One of the most important issues affecting this process seems to be the lack of effective communication and dialogue between residents, resident groups, the HFTRA, the Housing Department and FIRST Call. FIRST Call have categorically stated that they have only received one complaint regarding the Right to Manage. Residents have stated that they have complained to their ward councillors and to the Housing Department. The Housing Department has stated that it has passed on the complaints yet FIRST Call say they have not received them. We have not been able to resolve this but are of the view that there needs to be more effective lines of communication between all parties to ensure that issues are conveyed and matters are dealt with as quickly and effectively as possible. This includes the communication of FIRST Call’s cessation of work on the Right to Manage. Residents were not aware that their work has ceased whilst this investigation is being conducted.

• The panel is of the view that more effective communication about the process and of information regarding the process to all residents from the ITA would be useful. Whilst we are aware that FIRST Call has tried very hard to engage residents we are of the view that more effective communication of information may increase satisfaction with the process and for all those involved in it.

• Whilst we are aware that the Housing department is essentially not a party to the Right to Manage process it became clear throughout the challenge panel that in the minds of many residents the council are involved in the process. Therefore there needs to be effective communication on behalf of the Housing department to clarify its position to residents regarding this process.

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10

Overall Finding: • From the information presented the panel are of the view that there has

been a lack of clear and effective communication / passing on of matters to the parties concerned and in turn them being dealt with or explained.

• At times the panel felt that they did not receive direct answers to some of the questions that were asked.

• Historical issues that should not influence this piece of work have nevertheless done so on both the side of the Independent Tenant Advisor FIRST Call, the HFTRA and some Tenants and Resident’s Organisations. However it should be pointed out that these historical issues are beyond the scope of the challenge panel.

• The panel is of the view that these historical issues coupled and the lack of clear and effective communication is having an adverse impact on the piece of work.

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11

RECOMMENDATIONS

These findings have led the Right to Manage challenge panel to recommend the following:

1. Relationship building work to be done by the Independent Tenant Advisor (ITA), the Harrow Federation of Tenants and Residents Association (HFTRA), residents and the various residents’ groups in order to remove pre-conceptions about the other side.

2. More work in explaining or deepening understanding of the Right to Manage process to be undertaken across the board.

3. Once the Right to Manage process resumes, priority should be given to ensuring that TMOs are properly constituted, meet regularly and the Chairs of the TMOs must be duly elected in line with governmental guidance. The ITA should facilitate the development of new committees in terms of training and further recruitment. This action should be a priority and (if possible) be monitored to ensure that it takes place. Furthermore, that the portfolio holder is asked to advocate the need for increased quality assurance via the Housing Corporation or the council's housing department.

4. More effective lines of communication to be developed between all parties to ensure that issues are conveyed and matters are dealt with as quickly and effectively as possible.

5. More effective communication to be developed about the process and of information regarding the process to all residents, resident groups and the HFTRA from the ITA.

6. More effective communication on behalf of the Housing Department to clarify its position to residents regarding this process.

In addition to the above, the Panel also recommends that:

7. The Overview and Scrutiny Committee endorse the report and its recommendations;

8. For Performance and Finance to monitor the continuing progress of the Right to Manage process in three months and receive the first progress update in three months time;

9. That this report be forwarded on to the Portfolio Holder for information; and

10. That this report be forwarded on to the Cabinet for information.

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12

CONCLUSION The panel wishes to stress that our observations are not meant as criticisms but hopefully as comments that will help support the ongoing development of the Right to Manage process and generate more positive response amongst residents within Harrow. The methodology of a Challenge Panel is that in terms of time and resources it is a short piece of work which aims to identify and highlight the main issues and make recommendations on the findings, it cannot go into as much depth as other forms of review. If any further work is undertaken regarding the Right to Manage the panel suggests that the following people should be consulted:

• Ward Councillors whose residents are affected by the Right to Manage • Chair and officers / Executive Committee of the HFTRA in post at the

time FIRST Call started working in Harrow. Where we have made suggestions for a more robust process to be put in place, we hope they are helpful Right to Manage Challenge Panel

January 2009

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13

APPENDIX 1

HARROW COUNCIL OVERVIEW AND SCRUTINY COMMITTEE DATE: 25TH NOVEMBER 2008 REVIEW OF RIGHT TO MANAGE - DRAFT SCOPE

1 SUBJECT Right to Manage, Housing

2 COMMITTEE

O&S

3 REVIEW GROUP Cllr Miles Cllr Solanki Cllr Sheinwald Cllr Currie Cllr Seymour Cllr Versallion Linda Robinson

4 AIMS/ OBJECTIVES/ OUTCOMES

AIMS/ OBJECTIVES: To investigate the concerns raised by tenants and leaseholders regarding FIRST Call’s handling / practice of the Right to Manage Process. OUTCOME: There is a robust process is in place for tenants and residents.

5 MEASURES OF SUCCESS OF REVIEW

The residents feel there has been a successful outcome. Housing Department feels that there has been a successful outcome.

6 SCOPE To evaluate how FIRST Call has conducted the Right to Manage Process so far and their consultations with residents that have already taken place, given that a number of concerns have been raised by residents To make recommendations, where appropriate, for a more robust system to be put in place.

7 SERVICE PRIORITIES (Corporate/Dept)

Building Stronger Communities (09/10)

8 REVIEW SPONSOR

9 ACCOUNTABLE MANAGER

Lynne Margetts, Service Manager Scrutiny

10 SUPPORT OFFICER Ofordi Nabokei, Scrutiny Officer 11 ADMINISTRATIVE

SUPPORT None

12 EXTERNAL INPUT Tenant Bodies, The HFTRA, Tenant Management Organisations, FIRST Call

13 METHODOLOGY Investigation into the Right to Manage involves 5 component parts: 1. Ascertaining exactly what residents concerns regarding

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14

FIRST call are, by hearing their views and complaints. 2. Ascertaining and establishing the validity of existing TMOs

within the borough by investigating who is in attendance, how it operates and what it actually accomplishes

Parts 1 & 2 will be investigated and evidence gathered on Day 1 of the Challenge Panel

3. Gathered from FIRST Call about their processes in terms of communicating with residents, the nature and method of their consultation process.

4. Question FIRST Call about their practices and the concerns raised by residents.

5. Analyse and evaluate the information received and the evidence gathered and make a recommendation to O&S.

Beginning in mid-November, it is expected that the review will report to O&S in February 2009

14 EQUALITY IMPLICATIONS

None

15 ASSUMPTIONS/ CONSTRAINTS

2- Day Challenge Panel therefore will not be able to go into as much depth as other forms of review.

16 SECTION 17 IMPLICATIONS

None

17 TIMESCALE 16th December 2008 Day 1 of Challenge Panel with TMO, HFTRA and TLCF 8th January 2009 Day 2 of Challenge Panel Mid-late January Consultation on report with Officers and those who gave evidence. Report to be submitted to O&S on 10th February 2009

18 RESOURCE COMMITMENTS

Scrutiny Officer

19 REPORT AUTHOR Ofordi Nabokei with Chairs and Review Group

20 REPORTING ARRANGEMENTS

Outline of formal reporting process: To Service Director [ ] TBC but prior to 10th February To Portfolio Holder [ ] TBC but prior to 10th February To CMT [ ] When………N/A………….. To Cabinet [ ] When………N/A…………..

21 FOLLOW UP ARRANGEMENTS (proposals)

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64

C:\moderngov\Data\AgendaItemDocs\5\3\6\AI00049635\RTMReftoCabinet0.doc/1

LONDON BOROUGH OF HARROW CABINET 26 MARCH 2009 REFERENCE FROM OVERVIEW AND SCRUTINY COMMITTEE - 10 FEBRUARY 2009 RIGHT TO MANAGE The Joint Chairs of the Right to Manage Challenge Panel introduced the report, which set out the findings of the Scrutiny Challenge Panel on the Right to Manage in Harrow. The Challenge Panel had been commissioned to investigate a number of concerns expressed by some residents about the Right to Manage process and the conduct of the Independent Tenant Advisor, First Call. The Joint Chairs thanked all those who had taken part in the Challenge Panel and the support received from the scrutiny officer. They stated that the recommendations reached by the Panel identified a way forward and encouraged the process to re-commence. As the remit of the Panel had been limited, it had been difficult to resolve some of the issues raised and any further work in relation to this matter would impinge on scrutiny’s overall work programme. A significant finding of the Panel was the lack of effective communication amongst all parties involved. Members welcomed the report and felt that this was a prime example of how scrutiny ought to conduct its business. Scrutiny was at its most effective when investigating residents’ concerns. It was suggested that the Performance and Finance Scrutiny Sub-Committee receive a progress update in three months’ time instead of the proposed six months. A Member of the Challenge Panel moved that a further recommendation highlighting lack of ownership be included in the recommendations, and supported the proposal that the report be submitted to Cabinet. RESOLVED: That (1) the report and the recommendations of the Scrutiny Challenge Panel on the Right to Manage in Harrow be endorsed; (2) the following additional recommendation be included in the report of the Right to Manage Challenge Panel: That the Portfolio Holder advocate the need for increased quality assurance via the Housing Corporation or the Council’s Adults and Housing Directorate; (3) the Performance and Finance Scrutiny Sub-Committee monitor progress of the Right to Manage process and receive a progress update in three months’ time; (4) the report be submitted to the Portfolio Holder and Cabinet for information.

FOR INFORMATION

65

C:\moderngov\Data\AgendaItemDocs\5\3\6\AI00049635\RTMReftoCabinet0.doc/2

Background Documents:

Report considered by the Overview and Scrutiny Committee and the minutes of the Overview and Scrutiny Committee held on 10 February 2009.

Contact Officer: Daksha Ghelani, Senior Democratic Services Officer Tel: 020 8424 1881 Email: [email protected]

66

CABINET 26 MARCH 2009 Review Methodology Type of report Expected date

for report to Cabinet

Comments

Delivering A Strengthened Voluntary and Community Sector

In-depth review Final Report O&S Cabinet

Final report to Cabinet 18th December

There is no change to the position as reported in February. A formal response to the review’s recommendations is anticipated in March. In the meantime, an implementation board has been established to consider the feasibility of the recommendations and to develop formal costings.

Standing Review of NHS Finances

Standing review (18 months)

Final Report O&S Cabinet

TBC The review’s evidence gathering has been completed and a final report from the review is being prepared. It will be presented to the Overview and Scrutiny committee in March.

Standing Review of Budget

Standing review (3-years)

Second interim report O&S Cabinet

TBC The second phase has now commenced. The work programme for the next 6 months includes • The feasibility of

development of shared services – with specific reference to asset management

• Capital budget • Revenue

maximisation. Tenants’ Right to Manage

Challenge Panel Dependent upon outcome of the challenge panel

February/March 09

Final report from the challenge panel was agreed by the Overview and Scrutiny committee in February. The report will be presented to the Cabinet meeting on 26th March.

Extended schools Light touch review

Final Report O&S Cabinet

Spring 2009 Meeting to review evidence gathered so far to take place on 9th March. It is anticipated that the final report will be presented to Overview and Scrutiny committee on 21st April

Agenda Item 9cPages 67 to 68

67

Healthcare for London

Pan-London Joint Overview and Scrutiny Committee Harrow scrutiny working group

O&S Final report to NHS London

n/a for Cabinet Report to NHS London anticipated May/June 2009

Full Council on 19 February agreed Harrow's representative for the pan-London JOSC as Cllr Vina Mithani with Cllr Davine as the reserve member. The JOSC met on 4 February to agree its terms of reference and receive presentations from the Healthcare for London (HfL) project leads for stroke services and major trauma care. A Harrow scrutiny working group is being reconvened to support the work of the Harrow representative on the JOSC, as well as put together Harrow scrutiny's individual response to the HfL consultation.

Sustainability In depth review Final report O&S Cabinet

Autumn 2009 Membership of the review group is being established in order that the project can be scoped.

68

Meeting:

Cabinet

Date:

26 March 2009

Subject:

Strategic Performance Report (Q3)

Key Decision: No


Tom Whiting, Assistant Chief Executive

Portfolio Holder:

Paul Osborn, Portfolio Holder for Performance, Communication and Corporate Services

Exempt:

No

Enclosures:

Appendix 1 – “Performance Summary” Appendix 2 – “Corporate Balanced Scorecard” Colour copies of the appendices have been circulated to Cabinet Members only

Section 1 – Summary and Recommendations This report summarises Council and service performance against key measures and draws attention to areas requiring action. Recommendations:

1. Portfolio Holders to continue working with officers to achieve improvement against identified key challenges

2. Cabinet is requested to note the report and identify any changes it wishes to see in future reports

Reason: (For recommendation) To enable Cabinet to be informed of performance against key measures and to identify and assign corrective action where necessary.


69

Section 2 – Report Introductory paragraph Cabinet on 9th September 2004 agreed to sit in the role of Performance Board on a quarterly basis and to receive the Strategic Performance Report. The report helps members to monitor progress against the Council’s vision and corporate priorities and identify corrective action where necessary. As indicated in the Quarter 1 report, in recognition of the move from Comprehensive Performance Assessment (CPA) to Comprehensive Area Assessment (CAA), the indicators used in this report reflect the new National Indicator Set, so far as data is currently available. Comparator data will often not be available until after April 2009. As for Quarter 1, the report is structured in sections, covering each Corporate Priority in turn and showing how this is being met through performance indicators and delivery of the Council’s Flagship Actions. A separate Appendix shows the Corporate Balanced Scorecard of indicators for 2008/09. The Appendix contains the updated report for Quarter 3 2008/09 for members’ consideration. Implications of the Recommendation Equalities impact Any decisions driven by the actions taken in response to this report will need to be assessed through an Equalities Impact Assessment. Legal comments There are no legal implications arising from this report. Financial Implications The Corporate Priorities in this report should be used as a basis for prioritising investment in the Medium Term Financial Strategy 2009/10 onwards. Performance Issues The report deals in detail with performance issues. Environmental Impact There are no environmental implications arising from this report. Any decisions driven by the actions taken in response to this report will need to be assessed through an environmental impact assessment. Risk Management Implications The risks arising from the Performance Report will be measured through the Council’s Strategic Risk Register.

70


on behalf of the

Name: Jennifer Hydari Chief Financial Officer Date: 16 March 2009

on behalf of the

Name: Sharon Clarke Monitoring Officer Date: 9 March 2009


on behalf of the

Name: Tom Whiting Divisional Director Date: 12 March 2009

(Strategy and Improvement)


Name: John Edwards Divisional Director Date: 17 March 2009


Section 6 - Contact Details and Background Papers Contact: Emma Field, Performance and Research Analyst, 020 8424 1928

71

72


Cabinet – 2009 Strategic Performance Report – Quarter 3, 2008/09

Appendix 1

1

Performance Summary

Reporting Format This quarterly performance monitoring report seeks to integrate a number of the Council’s reporting and monitoring processes containing;

• Council wide progress

This is an overall progress summary providing a holistic view of council activity including; project delivery; finance; performance indicators; and risk.

• Achievement towards council priorities

The Council adopted a new set of priorities for 2008/9. This remainder of this report follows the top 100+ indicators and Flagship Actions that track the Council’s achievement towards these priorities.

Council wide progress in Quarter 3 The Council has made considerable progress during the third quarter of the 2008/09 although it still has a number of challenges that it faces. The Council’s management restructuring is nearly complete. Brendon Hills has been appointed as the new Corporate Director Community and Environment. Stephen Kelly has been appointed as the new Divisional Director Planning and Alex Dewsnap has been appointed as the new Divisional Director Partnership Development and Performance. Andrew Trehern has been appointed as the new Corporate Director Place Shaping. The Council started the year in an improved financial position with the level of reserves at the level set out in the MTFS but still below the overall minimum target of £5m.. At the mid point of the year there were funding pressures building within the year, notably in Children’s Services (Special Needs Transport) and around BTP Benefits Cards. These pressures have eased during Quarter 3 although the forecast is prudent and is still showing a small overspend across the Council which officers are working to resolve.. A balanced budget has been set for 2009/10 which has required significant savings to be found and a budget gap of over £9m to be closed. Pressures have mounted substantially during the year as a result of the current recession. The Council’s growth fund for 2009/10 has been reduced although there is still investment to meet rising costs in priority services. The budget makes for further contributions to reserves in line with the Council’s revised policy. Major contributions were made to close the funding gap across services. The Business Transformation Partnership continues to invest in technology led improvements that deliver substantial efficiencies to the Council. A Revenue Income Optimisation project was undertaken with PWC to examine apparently low income levels in Services to Schools, Parking and Adults Social Care. Three service reviews have also been undertaken into IT, Highways and Parking.

73


Appendix 1

2

The Council’s Performance position in the Comprehensive Performance Assessment has strengthened during the year. The Use of Resources judgement has improved from 2 to 3 out of 4 with improvements in Value for Money and Financial Standing. Value for Money is now Good. The Housing and Culture services improve from 2 to 3 out of 4. The Adults Service remains 1 star but improves to ‘promising capacity to improve’. The Children’s Services score remains 3 out of 4 but has shown improvements, including in Safeguarding. Overall the Direction of Travel is ‘improving well’. A study of performance across the country by PWC showed that Harrow was the 6th best Council in London and the second most improved in London. Considerable progress has already been made in delivering the Council Improvement Programme. The HARP programme has gone live in Planning. Building works have now been completed in Access Harrow with a new desk installed. Work now starts on introducing Housing and Parking services into Access Harrow. A new Complaints system has been launched in February and new Complaints Officer has joined the Council. Improvements to the Council’s website continue with information on bin collections and Google maps. Further web forms continue to be introduced. Plans for the adoption of the CREATE values by CSB and CLG have now been developed and a new CSB coaching process is underway. Sickness absence performance continues to show improvement with tighter monitoring although Q3 was impacted by the flu epidemic. Performance is expected to show further improvement on last year. Regular monitoring of the use of temporary and agency staff has been introduced. A new framework for elected member development has been developed. The Management Development Programme continues to be rolled out and a cross Council working group has been established to oversee the development of the Practitioner modules and also the future strategic approach for prioritizing investment in Learning and Development. Significant savings in Learning and Development will be delivered in 2009/10. A business case for the future delivery of Learning and Development is being developed. Work has started on linking performance to reward and new IPAD forms are being piloted. Preparation for Comprehensive Area Assessment have continued and the Council is working closely with its Partners. Initial deadlines have been set for 31st May for Deloittes to audit Use of Resources. A strengthened Procurement team is now in place. Training is being rolled out to improve the usage of SAP for financial management and forecasting and significant improvements are evident. Work continues on the future delivery of IT services alongside work on Disaster recovery. In Communications an A-Z of services was sent out with the Council Tax leaflets. Media coverage scores continue to improve with particular success in gaining regional coverage for gritting during the snow.

74


Appendix 1

3

Achievement towards Council priorities

Q1 Q2 Q3 Improve the way we work for our residents

Adequate Good Good Improving the way we work for our residents remains ‘Good’ this quarter. Four out of five of our Flagship Actions continue to be performing well. While our performance measures indicate a few key challenges, there have been many areas of continued good performance together with some key improvements this quarter. Key Achievements / Improvements There have been a number of key achievements in our Flagship Actions this quarter as shown in the table below:

Flagship Action: Improve our communications so that the residents know what the Council is doing and why.

Portfolio holder, Lead officer: Paul Osborn, Tom Whiting

5.1 CX

Measurements: • Produce 6 issues of Harrow

People in 2008/09 • Achieve a 75% approval rating

from residents for the magazine by March 2009

• Achieve a 5% increase in the number of residents who feel informed by the council by September 2008.

Status: Green

Progress: • On track. Special extra edition produced

in October. Shortlisted for national awards as one of the best council magazines in the country.

• On track. In the November 2008 Reputation tracker 71% of readers said it was informative.

• % of residents who feel informed by the council is to be checked in the Place survey. Awaiting Place survey results.

Flagship Action: Improve access to services through our contact centre

Portfolio holder, Lead officer: Paul Osborn, Tom Whiting 5.2 CX

Measurements: • Answer 90% of calls within 30

seconds by March 2009. • Achieve an average waiting

time in the One Stop Shop of 15 minutes by March 2009

• Receive and process 500 electronic forms a month compared with current performance of 100 a month

Status: Green

Progress:• 78% of all one stop shop calls are

currently answered within 30 seconds. Excluding revenues and benefits 92% of all calls were answered within 30 seconds. The trainee revenues and benefits programme has now finished and the additional resource has begun to have a positive impact upon service levels. However, the economic downturn has resulted in a significant increase in the volume of calls being handled in Access Harrow.

• On track. Average waiting time in Q3 was

75


Appendix 1

4

14 minutes 5 seconds. • Excellent progress to date. Strong

indications of progress mean that higher targets will be set for 2009/10. Oct – 874, Nov – 656, Dec – 582

Flagship Action: Improve the service for library users

Portfolio holder, Lead officer: Chris Mote, John Edwards 5.3 C&E

Measurements: • Install and ensure full operation

of library management system by December 2008.

• Install at least 1 self-service terminal in a library by 12/08.

• Increase the number of on line transactions by 8% by March 2009

Status: Green

Progress: • System installed and operational. • Two self-service units installed at Gayton

Library. Due to go live in March 2009. • Data for online transactions not available

for Q3 due to data transfer between systems. Q1+Q2 online transactions showed an increase of 86%.

Flagship Action: Develop a budget strategy to ensure that the Council lives within its means while protecting services.

Portfolio holder, Lead officer: David Ashton, Myfanwy Barrett

5.4 CF

Measurements: • Eliminate overspends • Meet income targets • Increase efficiency to meet

targets to protect funding for frontline services

• Deliver a balanced budget for 2009-10

• Ensure resources are aligned with priorities

• Ensure all savings are clearly identified and achievable

Status: Green

Progress: • £7.52 million efficiency savings predicted

against a target of £9.9 million • 1% variance on budget (Gross income

estimate £390.556 million against £392.647 million expenditure)

• Council agreed 2009-10 budget at Feb 19th meeting that aligns resources with priorities

Flagship Action: Open a further four Children’s Centres Portfolio holder, Lead officer: Christine Bednell, Paul Clark

5.5 CS

Measurement: Open Grange, Pinner Wood, Cedars and Kenmore children’s centres by March 2009.

Status: Green

Progress: • Grange and Pinner Wood children’s

centres are operational. • The plan for delivering Cedars and

Kenmore Children’s Centres is currently on schedule for opening during Q4. There are a number of minor factors involved with building projects but these are being managed through regular project meetings with Keir.

76


Appendix 1

5

There have been a number of key improvements in our performance measures this quarter as shown in the table below: Measure Lead Member(s)

Lead officer(s)

[82] Council Improvement Programme % live project milestones 'Red/Amber' Performance has moved from ‘Adequate’ to ‘Good’ this quarter. Improved performance noted due to completion of 19 milestones between Oct and November.

Cllr Paul Osborn, Tom Whiting

[84] No. of Initial IPADs conducted on time. Performance has increased again this quarter and has moved from ‘Adequate’ to ‘Good’ Directorates have addressed IPAD completion as a priority.


Key Challenges There is a key challenge in our Flagship actions this quarter as shown in the table below: 5.6 CS

Flagship Action: Develop the Youth Parliament to become more engaged in the Council's work. Members to attend Cabinet twice yearly.

Portfolio holder, Lead officer: Christine Bednell/Anjana Patel, Paul Clark Measurement:

Members to attend Cabinet twice yearly. *This flagship is not currently being pursued in its original format and therefore the status will remain Amber

Status: Amber*

Progress:

• Cabinet members are inviting Youth Council reps to attend 2 meetings per year meeting - to commence with January meeting.

• The Youth Council has continued its work to provide excellent representation of Harrow's young people. As a result of increased demand from young people to be representatives on the Harrow Youth Council and UK Youth Parliament a restructure is being implemented.

There have been a number of key challenges in our performance measures this quarter as shown in the table below: Measure Lead Member(s)

Lead officer(s)

[74] Variance on budget – expenditure remains ‘Poor’ this quarter. A revenue overspend has been forecast for 2008/9. Full details are found in the Q3 budget monitoring report.


77


Appendix 1

6

[82] Effectiveness of the CIP -% projects overall status 'green' Two red projects were noted during Q3 - both relating to the agreed deferred rollout of Planning into Access Harrow, and HaRP in order to avoid operational impact over the Christmas period. This will not impact negatively on financial benefits. All projects expect to be on track following completion of the rollout in Q4.


78


Appendix 1

7

Q1 Q2 Q3 Develop communities where people from different backgrounds get on well together Adequate Adequate Adequate Developing communities where people from different backgrounds get on well together is ‘Adequate’ again this quarter. Although all our Flagship Actions are performing well, results from the 2008 annual MORI survey indicated key areas for improvement in Q1. Key Achievements / Improvements There have been a number of key achievements in our Flagship actions this quarter as shown in the table below:

Flagship Action: Develop new and clearer support arrangements for the voluntary and community sector. Portfolio holder, Lead officer: Chris Mote, Javed Khan

6.1 C&E

Measurement: • Implement the revised funding

arrangements in 2009/10 after consideration of the outcomes of the Scrutiny review due in Autumn 2008.

Status Green

Progress: • Overview and Scrutiny completed their

review in December 2008. Cabinet was asked to note the recommendations of the scrutiny review in December 2008. An officer group has met to scope initial responses to the review recommendations

Flagship Action: Promote new and existing cultural activities to encourage participation from all communities in Harrow

Portfolio holder, Lead officer: Chris Mote, Javed Khan

6.2 C&E

Measurement: • At least a 5% increase in

residents’ participation in cultural activities as measured by local attendance data.

Status Green

Progress: • Participation in cultural activities is

estimated to be annually at a baseline of 109,500 and increasing each quarter at the arts centre as we build resilience into our arts and bookings programme.

• Work is underway to promote and enhance the participation of activities throughout our leisure and sports programme through free swim offers for young people.

• Overall Culture has seen better than a 5% increase in the whole year to date based on 14,000 additional free swim plus attendance increases in Under One Sky and other cultural events overall.

79


Appendix 1

8

Flagship Action: Launch a Community and Cultural calendar, celebrating Harrow’s mix of cultures and faiths


6.3 C&E

Measurements: • Increase participation by at

least 5% in key events and festivals supported by the council, as measured by local attendance data.

Status Green

Progress: • Cultural calendar is in place and published

on the council website. A launch is planned for March 2009.

• On track to achieve objectives and remain within budget.

• Overall Culture has seen better than a 5% increase in the whole year to date based on 14,000 additional free swim plus attendance increases in Under One Sky and other cultural events overall.

Flagship Action: Promote and celebrate community volunteering and establish a Volunteer Awards event.


6.4 C&E

Measurements: • Increase the number of people

involved in volunteer activities by 5% in 2009.

• Stage the volunteer awards ceremony by December 2008.

Status Green

Progress: • The number of people involved in

volunteer activities will be measured by the PLACE survey, awaiting results.

• Achieved. Completed on time, within budget.

Key Challenges Our performance measures used to measure this objective are annual. There is nothing further to update this quarter. Place Survey results will be reported in Q4.

80


Appendix 1

9

Deliver cleaner streets, better environmental services and keep crime low remains ‘Adequate’ this quarter. Although many of our Flagship Actions are performing well, one is ‘Red’ this quarter. There have been achievements in our performance measures this quarter, however there are also some key measures which remain ‘Adequate’. Key Achievements / Improvements There have been a number of key achievements in our Flagship Actions this quarter as shown in the table below:

Flagship Action: Make Harrow’s streets cleaner. Portfolio holder, Lead officer Susan Hall, John Edwards

1.1 C&E Measurement:

• Improve performance by 7 % points against national indicator NI 195 improved street and environmental cleanliness (levels of graffiti, litter, detritus and fly posting) (Measured in Q4)

Status Green

Progress: • As part of the commitment to reduce carbon emissions, the street cleansing have ordered 2 electric vehicles to replace older less environmentally friendly vans and 3 electric hand-held street cleaning machines for deployment within the town centre

• A complete borough wide programme of leafing has been completed, using both mechanical sweepers and hand held tools

Flagship Action: Jointly fund with Metropolitan Police, additional Police Officers in Harrow Town Centre

Portfolio holder, Lead officer Susan Hall, John Edwards

1.2 C&E

Measurement: • Total number of officers to be

1 sergeant, 6 constables and 2 community support officers to be deployed in the town centre.

Status Green

Progress • Police teams are fully staffed and operational.

Flagship Action: Improve the traffic flow at Petts Hill by building a new and wider railway bridge


1.3 C&E

Measurement: New bridge to be in place by March 2009 and 4 lane highway April –October 2009

Status Green

Progress: Bridge installed, highway works starting soon. Programme is on track and within budget.

Q1 Q2 Q3 Deliver cleaner streets, better environmental services and keep crime low Good Adequate Adequate

81


Appendix 1

10

Flagship Action: Bring about significant improvements in Community Safety and Cleanliness through 6 ‘Weeks of Action’ campaigns across Harrow


1.5 C&E

Measurement: • 50% of people feel that their

Week of Action has improved their area.

Status Green

Progress: • 5 weeks of action took place across Q1 & Q2 2008/09. Planning of further campaigns for 08/09 (WOA3) and 09/10 is underway with our partners. A draft sustainability report including lessons learned from previous weeks of action was presented to the steering group for weeks of action. Areas of focus within the ward have been agreed. Surveys of Effectiveness were undertaken immediately after each Week of Action to determine initial impact. These surveys are to be undertaken again a year after each Week of Action to evaluate whether the initial impact has been sustained.

Flagship Action: Bring down rates of alcohol related crime and anti-social behaviour by setting an Alcohol Exclusion Zone across the whole borough.


1.6 C&E

Measurement: • MORI perceptions of alcohol-

related anti-social behaviour to reduce by 3 percentage points.

Status Green

Progress: • An Alcohol Exclusion Zone was introduced

on 1st August 2008 and signs introduced throughout the borough to facilitate enforcement. The Impact will be measured by the results from the Place Survey.

Flagship Action: Tackle environmental crime and reduce fly-tipping, graffiti and litter through the work of an Envirocrime Enforcement Team.


1.7 C&E

Measurement: • Achieve the gold standard on

the Local Government Association’s Reputation Campaign in relation to Grot Spots in neighbourhoods and Protecting the environment.

Status Green

Progress: • The enviro-crime team is fully operational

and working towards the LGA gold standard in relation to tackling grot spots. Achievement of this standard requires an impact evaluation to be undertaken which will be carried out during 2009-10, assisted by data from the Place Survey

Flagship Action: Fight bullying and abuse by rolling out the Miss Dorothy Dot Com programme to all primary schools

Portfolio holder, Lead officer Christine Bednell, Paul Clark

1.8 CS

Measurements: • All primary schools to have

received training and be participating in the programme by March 2009.

• Ofsted to rate all participating schools as good

Status Green

Progress: • 52 of 55 schools have received training

and are participating in the programme. Healthy schools co-ordinator is encouraging remaining schools to take up materials.

• DCSF have not yet clarified which survey

82


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11

or outstanding for Care, Guidance and Support.

question from Tellus 3 will be used for this indicator. (Bullying results for Harrow are significantly better than national average, and current PHSE ratings are good or better for all schools)

There been a number of key improvements in our performance measures this quarter as shown in the table below: Measure Lead Member(s)

Lead officer(s)

[63] NI 191 Residual household waste per head Defra DSO is “Excellent” this quarter. The Government's target for this indicator is 225kg per person by 2020. The significance of the increase in tonnages of both dry recyclables and organic waste is further increased by reductions in residual tonnage. This trend should result in a good annual outturn

Cllr Susan Hall, John Edwards

[65] NI 186 Per capita CO2 emissions in the LA area is “Good” this quarter. This indicator looks at 3 sectors: business & other public buildings, transport and domestic housing. For this year 2008/09 we have exceeded our target of making a 3.5% carbons saving, as overall we achieved 4% (reducing our per capita emissions to 4.9)

Cllr Susan Hall, John Edwards

Key Challenges There is a key challenge in our Flagship actions this quarter as shown in the table below:

Flagship Action: Extend recycling so that people who live in flats can take part

Portfolio holder, Lead officer Susan Hall, John Edwards1.4 C&E

Measurement: • Provide a bin based collection

service to 10,000 flats by March 2009.

Status: Red

Progress: Deferred: Funding streams have not been secured and as such the target will not be met. Nevertheless, steps are being made within current service capacity to increase recycling provision at flats - by the close of Q3, 5120 flats have appropriate facilities.

There are no key challenges in our performance measures this quarter.

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12

Q1 Q2 Q3 Improve the well-being of adults and children and the care of those who most need our help Adequate Adequate Adequate Improving the well-being of adults and children and the care of those who most need our help remains ‘Adequate’ this quarter. There have been a number of improvements and continued ‘Excellent’ achievements. In addition, most of our Flagship actions are performing well. However, there remain key areas that require improvement. Key Achievements / Improvements There have been a number of key achievements in our Flagship actions this quarter as shown in the table below:

Flagship Action: Provide breaks for carers through substitute carers or by offering the person cared for a short-term placement

Portfolio holder, Lead officer Barry Mcleod-Cullinane, Paul Najsarek

3.1 A&H

Measurement: • Provide 13,500 breaks for

carers of adults and children in 2008/09, an increase of 8% over 2008/9.

Status

Green

Completed

Progress: • This flagship has now been completed • The estimated Q2 position was 12,000

breaks for carers of adults and children. We are on track to exceed this target and achieve 25,000 + in 2008/09. Final results will be available at Q4 when received from the voluntary agencies commissioned to provide the breaks for carers.

3.2 A&H

Flagship Action: Give people with disabilities more control of their own lives by extending the direct payments scheme

Portfolio holder, Lead officer Barry Mcleod-Cullinane, Paul Najsarek Measurement:

• 100 social care service users to receive their own budget and arrange their own care.

Status

Green

Completed

Progress: • This flagship has now been completed • Target of 100 personal budgets and

direct payments has been met. New targets are being put in place for each team for direct payments and personal budgets to achieve the maximum level for 2008-9.

Flagship Action: Provide a domestic setting for contact between Children Looked After and their parents

Portfolio holder, Lead officer Christine Bednell, Paul Clark

3.4 CS

Measurement: 35 families and 50 children supported with a total of 50 contact sessions a week and 2500 contact sessions in

Status

Green

Completed

Progress: Completed – Silverdale now operational as a contact centre

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Appendix 1

13

2008/09 There been a number of key improvements in our performance measures this quarter as shown in the table below: Measure Lead Member(s)

Lead officer(s)

[39 & 40] PAF C29 Helped to live at home: 18-64 with PD per 1000 pop has increased in performance but remains ‘Adequate’ this quarter. PAF C30 Helped to live at home: 18-64 with LD per 1000 pop has moved from ‘Poor’ to Adequate’ this quarter. This indicator remains a challenge as central to our dialogue with CSCI inspectors. The improvements reflect work done by the team to provide increased level of service i.e. equipment, profession support and preventative services.

Cllr Barry Mcleod-Cullinane Paul Najsarek

NI 62 (BV49) PAF A1 Stability of Placements of CLA Continued strong performance on short term stability of looked after children due to continuation of previous strategy. Since the end of Q3 the next banding up has already been achieved.

Cllr Christine Bednell, Paul Clark

[91] % young people 16-18 not in education/employment/training performance remains ‘Excellent’ this quarter. The NEET target had been chosen as an LAA reward target for 2008-9, and as a result of the hard work of staff and the projects delivered, we have been able to exceed this target as well.

Cllr Christine Bednell, Cllr Anjana Patel, Paul Clark

Key Challenges There is a key challenge in one of our Flagship Actions this quarter as shown in the table below:

Flagship Action: Speed up routine housing repairs Portfolio holder, Lead officer Barry Mcleod-Cullinane, Paul Najsarek

3.3 A&H

Measurement • Reduce the average time to

complete non-urgent housing repairs from 16.05 days (31 March 2008) to 10 days by March 2009.

Status

Red

Progress• The overall volume of non urgent

repairs has been reduced significantly following the decision to cease to deliver non urgent repairs with effect from 1 October 2008. Non urgent repairs will be carried out if tenants are vulnerable and if health and safety legislation requires the work to be completed.

Outstanding non urgent repairs will be reviewed more frequently to monitor the

85


Appendix 1

14

volume of work outstanding.

There is a key challenge in our performance measures this quarter as shown in the table below: Measure Lead Member(s)

Lead officer(s)

[42] NI 133 Timeliness of social care packages DH DSO has moved from “Excellent” to “Adequate” this quarter This is challenging and we are unlikely to meet the target of 92% with an end of year prediction of 90%.

Cllr Christine Bednell, Paul Clark

86


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15

Q1 Q2 Q3 Extend community use of schools while making education in Harrow even better Good Good Good Extending community use of schools while making education in Harrow even better - remains ‘Good’ this quarter. Although most of our Flagship actions are performing well, one of our Flagship Actions is not performing as expected and further measures used to indicate performance in the area are annual (the data is expected in Quarter 4). Key Achievements / Improvements There have been a number of key achievements in our Flagship actions this quarter as shown in the table below:

Flagship Action: Design and build the new Whitmore High School with dual use leisure and arts facilities.

Portfolio holder, Lead officer: Anjana Patel, Paul Clark

4.1 CS

C&E Measurement: • Design of the project to be

complete in early 2008/09. • Existing buildings to be

demolished and foundations for new buildings to be laid by March 2009.

Status: Green

Progress: • On track. Temporary school complete

and in use September 2008/09. • Construction phase underway and on

schedule

Flagship Action: Establish provision for children on the autistic spectrum in mainstream primary schools


4.2 CS

Measurement: • Two centres to be open by

March 2009 meeting the needs of 16 children.

Status:

Green Completed

Progress: • This flagship is now complete • On track to deliver 3 centres for provision

of services for children with ASD by Sept 09 at Vaughan, Aylward and Priestmead schools.

Key Challenges There is a key challenge in our Flagship Actions this quarter as shown in the table below:

Flagship Action: Challenge underachievement in specific groups of pupils through targeted action.


4.3 CS

Measurement: • Tackle underachievement

through a three-year programme, the first element

Status:

Progress: • LA and partners including schools

attended national training event. 32 schools signed up for Black Pupils

87


Appendix 1

16

of which is the Black pupil achievement project to be implemented in 50% of schools (34) by September 2008. The two subsequent elements will address the needs of other sectors of our community.

Amber

Achievement Project. Work underway on research into White Working Class boys. Targets remain very challenging.

88


Appendix 1

17

Redeveloping the town centre remains ‘Adequate’ this quarter. All of our Flagship actions are amber in as they not reaching their expected targets this quarter. One of our Flagship actions is on hold as a result of current economic conditions, but remains under review. Key Challenges There are key challenges in our Flagship Actions this quarter as shown in the table below:

Flagship Action: Help to secure development of the new Harrow College buildings and the Town Centre Post Office site, subject to planning consent

Portfolio holder, Lead officer: Marilyn Ashton, Andrew Trehern

2.1 PS

Measurement: • Construction to

begin October/November 2008.

Status

Amber

Progress: Harrow College: Progress has been delayed by TfL’s decision to locate new train crew accommodation at Harrow on the Hill, as part of the Metropolitan Line upgrade. As a result, the College has been unable to acquire that part of the TfL surface car park needed to implement the scheme approved in May 2008. A meeting has been arranged with the Deputy Mayor of London to resolve this outstanding issue, which will then enable the College to submit its final funding application to the Learning and Skills Council for approval. Negotiations are continuing to complete the S106 agreement, although this is dependent on LUL approval for proposed works to Station Approach. The land exchange agreement with the Council is expected to be concluded by the end of March. Dandara: A revised application was submitted in October 2008, principally in response to design issues raised by the Council. The boundary of the application site has also been extended to include the full width of the access road adjacent to 17-33 College Road, to overcome an important objection to the scheme. Draft Heads of Terms are under discussion to include, in particular, the contribution to public transport and the cost and phasing on the proposed footbridge over the railway. The application will be reported to the Strategic Planning Committee when Heads of Terms have been agreed.

Q1 Q2 Q3 Redevelop the town centre

Adequate Adequate Adequate

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Appendix 1

18

Flagship Action: Help to secure re-development of the Gayton Road site, subject to planning consent.


2.2 PS

Measurement: • Construction to begin in

Autumn 2008.

Status

Amber

Progress: Fairview Homes decision to withdraw its offer for the site means that there is little prospect of development taking place in the foreseeable future. Negotiations are continuing, however, to complete the S106 agreement, which would enable a scheme to be implemented as market conditions improve. Potential intervention by the Homes and Communities Agency has been raised with the London Director.

Flagship Action: Give a facelift to St Ann’s Road Portfolio holder, Lead officer: Marilyn Ashton, Andrew Trehern

2.3 PS

Measurement: • By March 2009, transform the

area between St Georges and Havelock Place through repaving, new lighting, seating and bins, additional trees, new ramps and steps at St Anns Centre.

Status

Amber

Progress: The cost and scope of the scheme has been reduced following the budget review last September. A limited facelift will now been undertaken in St Anns Road, comprising new seats, litter bins, replacement trees and paving repairs, together with repairs to paving/street furniture and some tree replacement in College Road. Work started in St Anns Road on 16th February, and the scheme is due for completion in early summer.

Flagship Action: Help to secure the redevelopment of the Travis Perkins site, subject to planning consent


2.4 PS

Measurement: Construction to begin in Autumn 2008.

Status

Progress: An appeal has been submitted following the Council’s design to refuse planning permission in September 2008. A Public Inquiry is due to start in early May. External planning and urban design consultants have been engaged to present the Council’s case.

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ng s

hare

d ac

ross

the

coun

cil,

with

par

tner

s an

d co

mm

unity

org

aniz

atio

ns.

17 18n/

aan

nual

n/

an/

aN

ext u

pdat

e Q

4 20

08/9

Nex

t upd

ate

Q4

2008

/9N

ext u

pdat

e Q

4 20

08/9

Pla

ce S

urve

y re

sults

due

bef

ore

30th

Jan

200

9. T

hese

resu

lts w

ill th

en b

e su

bmitt

ed to

the

Aud

it C

omm

issi

on, w

ho w

ill w

eigh

t it a

nd s

ubm

it it

to C

LG d

irect

ly, a

nd p

rovi

de a

utho

ritie

s w

ith

wei

ghte

d co

pies

of t

heir

own

data

set

s (F

eb/M

ar 0

9). B

asel

ines

and

targ

ets

cann

ot b

e se

t unt

il th

is d

ata

is a

vaila

ble.

19 2016

524

934

324

5A

dequ

ate

Goo

dEx

celle

ntTh

is is

pro

gres

sing

wel

l and

we

are

ambi

tious

to im

prov

e fu

rther

. An

inte

rnal

targ

et to

furth

er

stre

tch

perfo

rman

ce h

as b

een

set,

requ

iring

ano

ther

127

clie

nts

to b

e in

pla

ce b

y th

e ye

ar e

nd.

2123

3323

7924

9823

85

Ade

quat

eA

dequ

ate

Exce

llent

The

vol

unta

ry s

ecto

r ret

urn

was

a g

reat

suc

cess

and

the

activ

ity h

as b

een

adde

d to

the

figur

es.

The

year

end

stre

tch

has

been

reac

hed

as w

ell a

s th

e or

igin

al L

AA

2250

30

52Ex

celle

ntEx

celle

ntEx

celle

ntW

e ha

ve n

o ho

useh

olds

in B

&B

. Jo

n D

alto

n 20

/1/0

9

231

10

0Ex

celle

ntEx

celle

ntG

ood

We

have

no

hous

ehol

ds in

B&

B.

Jon

Dal

ton

20/1

/09

2416

10

0N

eeds

pro

mpt

ac

tion

Ade

quat

eG

ood

We

have

no

hous

ehol

ds in

B&

B.

Jon

Dal

ton

20/1

/09

NI 1

7 P

erce

ptio

ns o

f ant

i-so

cial

beh

avio

ur P

SA

23

(Pla

ce s

urve

y)

% w

ho a

gree

peo

ple

resp

ect

ethn

ic d

iffer

ence

s (M

OR

I)

NI 3

5 B

uild

ing

resi

lienc

e to

vi

olen

t ext

rem

ism

% w

ho a

gree

ther

e is

stro

ng

sens

e of

com

mun

ity (M

OR

I) %

who

agr

ee p

eopl

e try

to

help

eac

h ot

her (

MO

RI)

Dev

elop

com

mun

ities

whe

re p

eopl

e fr

om d

iffer

ent b

ackg

roun

ds g

et o

n w

ell t

oget

her

Del

iver

cle

aner

str

eets

, bet

ter e

nviro

nmen

tal s

ervi

ces

and

keep

crim

e lo

w

Impr

ove

on-w

atch

ser

vice

indi

cato

rs

No.

of 1

6/17

yea

r old

s in

B

&B

NI 1

30 S

ocia

l Car

e cl

ient

s re

ceiv

ing

Sel

f Dire

cted

S

uppo

rt N

I 136

Peo

ple

supp

orte

d to

liv

e in

depe

nden

tly th

roug

h so

cial

ser

vice

s (a

ll ag

es)

No.

of f

amili

es w

ith c

hild

ren

in B

&B

ove

r 6 w

eeks

Tota

l no.

of s

tatu

tory

ho

useh

olds

in B

&B

NI 1

% o

f peo

ple

who

be

lieve

peo

ple

from

diff

eren

t ba

ckgr

ound

s ge

t on

wel

l to

geth

er (P

lace

sur

vey)

Serv

ice

Dev

elop

men

t Pe

rspe

ctiv

e

NI 4

% w

ho fe

el th

ey c

an

pers

onal

ly in

fluen

ce

deci

sion

s (P

lace

sur

vey)

Pag

e 2

92

App

endi

x 2

Q1

200

8/9

Act

ual

Q2

200

8/9

Act

ual

Q3

200

8/9

Act

ual

Targ

et

Q1

MI

Scor

ecar

d st

atus

2

008/

9

Q2

MI

Scor

ecar

d st

atus

2

008/

9

Q3

MI

Scor

ecar

d st

atus

2

008/

9

DO

T A

sses

smen

t (Q

3)Pr

ovid

ed b

y le

ad o

ffice

rs

Cor

pora

te B

alan

ced

Scor

ecar

d 2

008/

9 Q

3Pe

rspe

ctiv

e/ O

bjec

tive

/ m

easu

re

251.

30.

10%

0.02

%0%

Nee

ds p

rom

pt

actio

nA

dequ

ate

Ade

quat

e

As

per K

ier,

the

Q3

data

is 0

.02%

, whi

ch e

xclu

des

prop

ertie

s th

at h

ave

been

han

ded

back

to

Hou

sing

. How

ever

, the

cou

ncil's

out

stan

ding

figu

re is

3.4

0% a

s at

end

of Q

3 (3

917

/ 405

5).

Pro

perti

es o

utst

andi

ng a

re d

ue to

ace

ss is

sues

. Mec

hani

sms

to e

nfor

ce a

cess

thro

ugh

lega

l m

eans

is c

urre

ntly

in p

roce

ss.

26

n/a

annu

al

13.3

0%13

.30%

Nex

t upd

ate

Q3

2008

/9N

ext u

pdat

e Q

3 20

08/9

Goo

d

Nat

iona

lly th

ere

has

been

min

or re

duct

ion

in th

e pa

rtici

patio

n le

vels

, how

ever

Wes

t Lon

don

Bor

ough

s ha

ve s

een

sign

ifica

nt re

duct

ions

ove

rall

whi

lst H

arro

w’s

KP

I for

Spo

rts P

artic

ipat

ion

rate

s sp

ecifi

cally

hav

e fa

llen

from

18.

6% to

13.

3% a

fall

of 5

.3%

on

the

Act

ive

Peo

ple

Sur

vey

(1)

resu

lts fo

r 200

7//8

. Fro

m e

arly

dis

cuss

ions

with

Spo

rt E

ngla

nd re

gard

ing

the

head

line

resu

lts s

o fa

r, th

ey a

re o

f the

opi

nion

that

the

curr

ent e

cono

mic

dow

ntur

n m

ay b

e a

key

cont

ribut

or

impa

ctin

g on

Wes

t Lon

don

Bor

ough

’s. k

ey a

ctio

ns fo

r nex

t per

iod

incl

uded

a p

oten

tial r

evis

ion

with

GO

L an

d In

terr

ogat

ing

the

data

beh

ind

the

Act

ive

Peo

ple

Sur

vey

(2) f

or 2

008/

09, o

nce

the

base

dat

a on

Har

row

has

bee

n re

leas

ed in

Mar

ch/A

pril

09.

UP

DA

TE:

A n

ew b

asel

ine

of 1

3.3%

has

now

bee

n ag

reed

27n/

aan

nual

an

nual

to

be

set

afte

r S

choo

ls

Spo

rts

Sur

vey

Nex

t upd

ate

Q4

2008

/9N

ext u

pdat

e Q

4 20

08/9

Nex

t upd

ate

Q4

2008

/9

For i

ntro

duct

ion

in 2

009/

10. T

o en

cour

age

all y

oung

peo

ple

to in

crea

se p

artic

ipat

ion

in s

port.

All

5-16

yea

r old

s w

ill h

ave

the

chan

ce to

par

ticip

ate

in a

t lea

st 2

hou

rs h

igh

qual

ity P

hysi

cal

Edu

catio

n (P

E) a

nd s

port

durin

g th

e te

rm ti

me

at s

choo

l; an

d al

l 5 -

19 y

ear o

lds

will

hav

e th

e ch

ance

to p

artic

ipat

e in

at l

east

3 h

ours

of s

porti

ng o

ppor

tuni

ties

beyo

nd th

e sc

hool

day

.

28n/

aan

nual

an

nual

n/

aN

ext u

pdat

e Q

3 20

08/9

Nex

t upd

ate

Q3

2008

/9N

ext u

pdat

e Q

4 20

08/9

Fina

lised

resu

lts a

re ju

st o

ut s

o w

ill n

ow b

e re

porte

d at

Q4

2956

.86%

60.4

2%62

.50%

62%

Ade

quat

eA

dequ

ate

Goo

d

Sig

nific

ant i

mpr

ovem

ent i

n lo

ng te

rm s

tabi

lity.

LA

A ta

rget

has

bee

n ex

ceed

ed d

urin

g Q

3.S

trate

gy to

impr

ove

plac

emen

t sta

bilit

y ha

s ce

ntre

d ar

ound

wor

kfor

ce s

tabi

lity,

pro

visi

on o

f st

able

pla

cem

ents

with

loca

l fos

ter c

arer

s an

d in

crea

sing

pla

cem

ent c

hoic

e. S

ucce

ss in

the

shor

t ter

m in

dica

tor i

s no

w fe

edin

g th

roug

h to

long

-term

sta

bilit

y, a

s pr

edic

ted.

The

LA

A ta

rget

ha

s no

w b

een

achi

eved

for t

he fi

rst t

ime.

Thi

s w

ill c

ontin

ue to

be

a ch

alle

ngin

g ta

rget

bec

ause

of

the

smal

l CLA

num

bers

and

the

affe

cts

of re

duct

ions

in th

e co

hort

due

to s

uces

s in

ado

ptio

ns.

Suc

cess

in a

dopt

ions

can

take

pla

cem

ent-s

tabl

e ch

ildre

n ou

t of t

he c

ohor

t lea

ving

a le

ss s

tabl

e gr

oup.

Act

ion:

Clo

se m

onito

ring,

bec

ause

sm

all c

hang

es h

ave

big

effe

cts

on th

is in

dica

tor.

Con

tinue

w

ith s

trate

gy o

utlin

ed a

bove

.30

Per

form

anc

e in

form

atio

n no

t re

porte

d

4142

35

Ade

quat

eG

ood

Nee

ds p

rom

pt

actio

n

Q3

show

s a

retu

rn o

f 42%

whi

ch is

mar

gina

lly h

ighe

r tha

n Q

2 (s

ee s

core

card

), it

is

ackn

owle

dged

this

is s

till a

bove

the

targ

et o

f 35%

(not

e: re

vers

ed p

olar

ity) b

ut a

s pr

evio

usly

st

ated

mea

sure

s in

pla

ce m

ay ta

ke a

furth

er 1

2mon

ths

to im

pact

the

indi

cato

r. Th

e ta

rget

will

be

revi

ewed

at t

his

time.

Mea

sure

s in

clud

e in

crea

se m

embe

r tra

inin

g an

d up

date

s to

geth

er w

ith

chan

ges

in p

olic

y.

31N

ON

OY

ES

YE

SPo

orPo

orA

dequ

ate

Rec

ruitm

ent a

nd re

tent

ion

issu

es c

ontin

ue,

adve

rt fo

r Tea

m L

eade

r has

bee

n po

sted

. A

ntic

ipat

ed re

crui

tmen

t of t

wo

Ass

ista

nt P

lann

ers

expe

cted

with

in Q

4

32 339.

6%18

.3%

39.0

%39

.7%

Nee

ds p

rom

pt

actio

nA

dequ

ate

Ade

quat

e

At t

he e

nd o

f Dec

embe

r 200

8, K

ier c

ompl

eted

144

hom

es a

gain

st a

targ

et o

f 72.

Non

e of

the

rem

aini

ng 0

7/08

pro

perti

es w

ere

hand

ed b

ack

from

Rad

way

s. T

he n

umbe

r of n

on d

ecen

t hom

es

o/s

at th

e en

d of

Dec

embe

r was

141

4 (2

7.9%

) aga

inst

a re

vise

d ta

rget

of 1

404

(27.

7%).

The

ch

ange

in th

e nu

mbe

r of n

on d

ecen

t hom

es (B

VP

I184

b) w

as 3

9%. L

orra

ine

Dal

las

9.1.

09

Impr

ove

the

wel

l-bei

ng o

f adu

lts a

nd c

hild

ren

and

the

care

of t

hose

who

mos

t nee

d ou

r hel

p

NI 5

7 C

hild

ren

and

youn

g pe

ople

's p

artic

ipat

ion

in h

igh-

qual

ity P

E a

nd s

port

BV

200

b P

lan

Mak

ing

- is

coun

cil m

eetin

g LD

S

mile

ston

es?

NI 1

08 K

ey S

tage

4

atta

inm

ent f

or B

lack

and

BV

204

Pla

nnin

g A

ppea

ls

allo

wed

BV

184

b %

cha

nge

in

prop

ortio

n of

non

-dec

ent

hom

es

NI 8

Adu

lt pa

rtici

patio

n in

sp

ort

% G

as s

afet

y ce

rtific

ates

ou

tsta

ndin

g af

ter 1

2 m

onth

s

NI 6

3 S

tabi

lity

of p

lace

men

ts

of lo

oked

afte

r chi

ldre

n:

leng

th o

f pla

cem

ent

Pag

e 3

93

App

endi

x 2

Q1

200

8/9

Act

ual

Q2

200

8/9

Act

ual

Q3

200

8/9

Act

ual

Targ

et

Q1

MI

Scor

ecar

d st

atus

2

008/

9

Q2

MI

Scor

ecar

d st

atus

2

008/

9

Q3

MI

Scor

ecar

d st

atus

2

008/

9

DO

T A

sses

smen

t (Q

3)Pr

ovid

ed b

y le

ad o

ffice

rs

Cor

pora

te B

alan

ced

Scor

ecar

d 2

008/

9 Q

3Pe

rspe

ctiv

e/ O

bjec

tive

/ m

easu

re

34n/

an/

an/

a65

Nex

t upd

ate

Q4

2008

/9N

ext u

pdat

e Q

4 20

08/9

Ann

ual i

ndic

ator

. SA

P ra

ting

to b

e pu

blis

hed

in A

pr 0

9

3513

%93

%(e

st)

100%

Ade

quat

eA

dequ

ate

Ade

quat

eS

ome

of b

udge

t re-

phas

ed in

to n

ext y

ear.

Ant

icip

atin

g cl

ose

to 9

3% s

pend

of a

vaila

ble

budg

et

366.

739.

0610

.210

Exc

elle

ntA

dequ

ate

Ade

quat

eK

ier h

ave

iden

tifie

d w

hy th

is h

as s

lippe

d an

d th

ey h

ave

put i

n pr

oces

ses

to im

prov

e th

e tu

rnar

ound

of n

on-u

rgen

t job

s.

3722

.723

.625

.927

Goo

dG

ood

Goo

d A

vera

ge re

let t

imes

bei

ng c

aref

ully

mon

itore

d in

ligh

t of r

educ

ed v

oid

stan

dard

follo

win

g bu

dget

pr

essu

res.

G A

llen

5/2/

0938

980

884

780

964

Exc

elle

ntE

xcel

lent

Exc

elle

ntW

e co

ntin

ue to

mak

e go

od p

rogr

ess

in m

eetin

g th

e 20

10 C

LG ta

rget

(of r

educ

ing

TA b

y 50

%

from

Dec

04

- max

646

hou

seho

lds)

, and

pla

n to

mee

t the

targ

et b

y D

ec20

09.

On

curr

ent

perfo

rman

ce w

e sh

ould

mee

t our

targ

et in

Sum

mer

200

9. J

on D

alto

n 14

.1.0

939

3.16

3.3

3.8

3.4

Poor

Ade

quat

eA

dequ

ate

The

orig

inal

targ

et w

as re

ache

d an

d th

e en

d of

yea

r stre

tch

targ

et re

quire

s 35

add

ition

al c

lient

s,

head

ing

tow

ards

a li

ght g

reen

CS

CI b

andi

ng. T

his

indi

cato

r rem

ain

a ch

alle

nge

as c

entra

l to

our

dial

ogue

with

CS

CI i

nspe

ctor

s. T

he im

prov

emen

ts re

flect

wor

k do

ne b

y th

e te

am to

pro

vide

in

crea

sed

leve

l of s

ervi

ce i.

e. e

quip

men

t, pr

ofes

sion

sup

port

and

prev

enta

tive

serv

ices

.

401.

491.

61.

72

Poor

Poor

Ade

quat

e

The

orig

inal

targ

et w

as re

ache

d, th

e st

retc

h ta

rget

has

bee

n se

t tha

t req

uire

43

addi

tiona

l se

rvic

e us

ers

. Thi

s in

dica

tor r

emai

n a

chal

leng

e as

cen

tral t

o ou

r dia

logu

e w

ith C

SC

I in

spec

tors

. The

impr

ovem

ents

refle

ct w

ork

done

by

the

team

to p

rovi

de in

crea

sed

leve

l of

serv

ice

i.e. e

quip

men

t, pr

ofes

sion

sup

port

and

prev

enta

tive

serv

ices

.Con

tinue

d st

rong

pe

rform

ance

on

shor

t ter

m s

tabi

lity

of lo

oked

afte

r chi

ldre

n du

e to

con

tinua

tion

of p

revi

ous

stra

tegy

. Sin

ce th

e en

d of

Q3

the

next

ban

ding

up

has

alre

ady

been

ach

ieve

d.

4176

%60

5757

Exce

llent

Exce

llent

Goo

d

At

Q3

we

have

met

the

LAA

targ

et o

f 57%

a s

trong

resu

lt ve

rsus

the

expe

cted

Lon

don

aver

age.

Th

ere

rem

ains

a c

halle

nge

to m

aint

ain

this

per

form

ance

. Act

ions

are

in p

lace

4291

%90

.188

.692

Exce

llent

Exce

llent

Ade

quat

eTh

is is

cha

lleng

ing

and

we

are

unlik

ely

to m

eet t

he ta

rget

of 9

2% w

ith a

n en

d of

yea

r pre

dict

ion

of 9

0%.

4310

0%99

.999

.910

0E

xcel

lent

Ade

quat

eA

dequ

ate

Con

fiden

t of r

each

ing

end

of y

ear t

arge

t of 1

00%

.

44n/

an/

an/

aN

ext u

pdat

e Q

4 20

08/9

Nex

t upd

ate

Q4

2008

/9N

ext u

pdat

e Q

4 20

08/9

455

159

269

219

Nee

ds p

rom

pt

actio

nEx

celle

ntEx

celle

nt

End

of y

ear t

arge

t alre

ady

met

and

exc

eede

d. F

igur

es fo

r Hom

eBuy

com

plet

ions

to b

e ad

ded

in

at e

nd o

f Q4

PA

F C

29 H

elpe

d to

live

at

hom

e: 1

8-64

with

PD

per

10

00 p

op

NI 1

46 A

dults

with

lear

ning

di

sabi

litie

s in

em

ploy

men

t

PA

F C

30 H

elpe

d to

live

at

hom

e: 1

8-64

with

LD

per

10

00 p

op

NI 1

33 T

imel

ines

s of

soc

ial

care

pac

kage

s D

H D

SO

% o

f Hou

sing

cap

ital

prog

ram

me

budg

et s

pent

NI 1

56 N

umbe

r of

hous

ehol

ds li

ving

in

Tem

pora

ry A

ccom

mod

atio

n P

SA

20

NI 1

55 N

umbe

r of a

fford

able

ho

mes

del

iver

ed (g

ross

)

BV

212

Ave

rage

Rel

et ti

mes

fo

r dw

ellin

gs

PA

F D

39 P

eopl

e re

ceiv

ing

a st

atem

ent o

f nee

ds (c

are

Ave

rage

tim

e to

com

plet

e no

n-ur

gent

repa

irs to

cou

ncil

hous

ing

NI 1

35 C

arer

s re

ceiv

ing

need

s as

sess

men

t or r

evie

w

and

a sp

ecifi

c ca

rer's

se

rvic

e, o

r adv

ice

and

BV

63

Ene

rgy

Effi

cien

cy -

av. S

AP

ratin

g of

LA

ow

ned

dwel

l's

Pag

e 4

94

App

endi

x 2

Q1

200

8/9

Act

ual

Q2

200

8/9

Act

ual

Q3

200

8/9

Act

ual

Targ

et

Q1

MI

Scor

ecar

d st

atus

2

008/

9

Q2

MI

Scor

ecar

d st

atus

2

008/

9

Q3

MI

Scor

ecar

d st

atus

2

008/

9

DO

T A

sses

smen

t (Q

3)Pr

ovid

ed b

y le

ad o

ffice

rs

Cor

pora

te B

alan

ced

Scor

ecar

d 2

008/

9 Q

3Pe

rspe

ctiv

e/ O

bjec

tive

/ m

easu

re

460

3.42

%3.

77%

12%

Exce

llent

Exce

llent

Exce

llent

Con

tinue

d st

rong

per

form

ance

on

shor

t ter

m s

tabi

lity

of lo

oked

afte

r chi

ldre

n du

e to

con

tinua

tion

of p

revi

ous

stra

tegy

.P

erfo

rman

ce o

n sh

ort t

erm

sta

bilit

y, w

hich

mea

sure

s th

e nu

mbe

r of p

lace

men

t mov

es d

urin

g th

e ye

ar, c

ontin

ues

to b

e in

the

top

perfo

rman

ce b

and.

Im

prov

ed w

orkf

orce

sta

bilit

y ov

er th

e la

st 2

ye

ars

has

been

a m

ajor

fact

or in

this

per

form

ance

as

has

impr

oved

sys

tem

s an

d pr

oces

ses

for

mon

itorin

g an

d re

view

ing

prac

tice.

Fos

ter c

are

optio

ns h

ave

been

stre

ngth

ened

redu

cing

the

risk

of p

lace

men

t bre

akdo

wn.

The

suc

cess

of i

n ho

use

fost

er c

arer

recr

uitm

ent s

trate

gy h

as

impr

oved

pla

cem

etn

choi

ce w

hich

in tu

rn im

prov

ed s

tabi

lity.

Con

tinui

ng p

ositi

ve p

artn

ersh

ips

and

impr

oved

mul

ti ag

ency

wor

kign

has

als

o be

en e

ffect

ive.

Man

agem

ent o

verv

iew

of a

ll pl

acem

ent m

oves

con

tinue

s.A

ctio

n: n

o ad

ditio

nal a

ctio

n ne

cess

ary.

4782

96.4

0%93

.20%

96.4

0%

Exce

llent

Exce

llent

Goo

d

Hea

lth c

heck

s of

look

ed a

fter c

hild

ren

rem

ain

in th

e to

p ba

nd.

The

repo

rting

dat

e fo

r hea

lth c

heck

s is

Sep

tem

ber a

nd p

erfo

rman

ce te

nds

to p

eak

in Q

3 as

the

CLA

nur

se e

nsur

es th

at th

e m

axim

um n

umbe

r of c

heck

s ar

e ca

rrie

d ou

t bef

ore

the

figur

es a

re

retu

rned

to d

csf.

The

cha

lleng

e ha

s be

en s

et fo

r 200

9 to

mai

ntai

n a

high

leve

l of c

heck

s th

roug

hout

the

year

. H

ead

of S

ervi

ce h

as m

et w

ith P

CT

to re

view

CLA

nur

se ro

le a

nd is

ex

plor

ing

way

s to

sup

port

adm

inis

tratio

n an

d da

ta m

anag

emen

t.A

ctio

n: C

LA n

urse

to a

im to

mai

ntai

n C

LA h

ealth

che

cks

in to

p ba

nd th

roug

hout

the

year

.

4818

11.2

9%10

.02%

10%

Poor

Goo

dG

ood

This

indi

cato

r is

now

on

targ

et.

All

new

CP

pla

ns a

im fo

r res

olut

ion

with

in 2

yea

rs.

Alth

ough

th

ere

has

been

a m

ajor

driv

e to

pro

gres

s C

P c

ases

, the

re re

mai

n so

me

child

ren

who

hav

e ha

d a

child

pro

tect

ion

plan

for m

ore

than

2 y

ears

. It m

ay b

e ap

prop

riate

to e

nd th

e pl

an b

efor

e 31

M

arch

and

if th

is h

appe

ns th

e in

dica

tor m

ay ri

se a

bove

the

10%

leve

l. T

his

situ

atio

n is

bei

ng

care

fully

man

aged

by

the

CP

co-

ordi

nato

r and

C&

F se

rvic

e m

anag

er.

Saf

ety

is p

aram

ount

so

child

ren

will

not

hav

e th

eir p

lan

ende

d be

fore

it is

ass

esse

d by

rele

vant

pro

fess

iona

ls a

s ap

prop

riate

todo

so.

4913

8.18

%10

.07%

12.5

0%

Exce

llent

Exce

llent

Exce

llent

502

4.39

%6.

60%

7

Goo

dA

dequ

ate

Ade

quat

e

7 ad

optio

ns b

y Q

3. T

he te

am re

mai

ns c

onfid

ent o

f ach

ievi

ng th

e ye

ar e

nd ta

rget

.7

adop

tions

/ SG

O's

had

gon

e th

roug

h by

Dec

embe

r and

a fu

rther

4 w

ere

achi

eved

in J

anua

ry.

The

expe

ctat

ion

is th

at th

ere

will

be

14 o

r mor

e by

the

year

end

whi

ch w

ill b

e a

fant

astic

resu

lt fo

r the

sec

ond

year

runn

ing,

and

repr

esen

ts a

ver

y si

gnifi

cant

pro

porti

on o

f elig

ible

chi

ldre

n.A

ctio

n: N

o fu

rther

act

ion

nece

ssar

y.

51n/

aan

nual

aw

aitin

g da

ta

11%

Nex

t upd

ate

Q3

2008

/9N

ext u

pdat

e Q

3 20

08/9

awai

ting

data

Th

e m

ain

issu

e fo

r us

is th

at th

e N

115

is a

que

stio

n on

a s

urve

y un

derta

ken

in lo

cal s

choo

ls.

We

do n

ot k

now

from

the

resp

onse

rate

- w

heth

er s

choo

ls a

re a

skin

g al

l the

yea

rs o

r onl

y th

e ol

der k

ids.

Als

o, a

s w

e do

not

hav

e a

brea

kdow

n of

the

age

rang

es re

spon

ding

, we

are

unab

le

to a

naly

se w

heth

er th

e yo

ung

peop

le's

atti

tude

s ch

ange

ove

r the

yea

rs -

eith

er in

a m

ore

posi

tive

or m

ore

nega

tive

dire

ctio

n.

BV

163

PA

F C

23 A

dopt

ions

of

Chi

ldre

n Lo

oked

Afte

r

NI 1

15 S

ubst

ance

mis

use

by y

oung

peo

ple

PA

F C

19 H

ealth

of C

hild

ren

Look

ed A

fter

NI 6

4 C

hild

pro

tect

ion

plan

s la

stin

g 2

year

s or

mor

e D

CS

F D

SO

NI 6

2 (B

V49

) PA

F A

1 S

tabi

lity

of P

lace

men

ts o

f C

LA

NI 6

5 C

hild

ren

beco

min

g th

e su

bjec

t of a

Chi

ld P

rote

ctio

n P

lan

for a

sec

ond

or

subs

eque

nt ti

me

DC

SF

DS

O

Pag

e 5

95

App

endi

x 2

Q1

200

8/9

Act

ual

Q2

200

8/9

Act

ual

Q3

200

8/9

Act

ual

Targ

et

Q1

MI

Scor

ecar

d st

atus

2

008/

9

Q2

MI

Scor

ecar

d st

atus

2

008/

9

Q3

MI

Scor

ecar

d st

atus

2

008/

9

DO

T A

sses

smen

t (Q

3)Pr

ovid

ed b

y le

ad o

ffice

rs

Cor

pora

te B

alan

ced

Scor

ecar

d 2

008/

9 Q

3Pe

rspe

ctiv

e/ O

bjec

tive

/ m

easu

re

5282

78.7

9%74

.56%

80%

Exc

elle

ntA

dequ

ate

Ade

quat

e

Late

cor

e as

sess

men

ts d

urin

g Q

3 ha

ve le

d to

a d

rop

in p

erfo

rman

ceTh

e nu

mbe

r of c

ore

asse

ssm

ents

taki

ng m

ore

than

35

days

incr

ease

d du

ring

Q3.

The

re w

ere

a nu

mbe

r of f

acto

rs a

nd m

anag

emen

t act

ion

has

alre

ady

been

take

n in

resp

onse

to th

e in

crea

sed

leve

l and

the

indi

vidu

al c

ases

. To

war

ds th

e en

d of

Q3

robu

st m

anag

emen

t stra

tegi

es to

ens

ure

timel

y co

mpl

etio

n of

all

asse

ssm

ents

was

intro

duce

d by

the

Hea

d of

Ser

vice

who

ask

ed to

be

info

rmed

imm

edia

tely

of a

ny la

te c

ases

. Th

e ch

alle

nge

of m

eetin

g th

e LA

A ta

rget

has

bee

n in

crea

sed

by d

elay

s in

the

intro

duct

ion

of n

oteb

ook

tech

nolo

gy w

hich

are

out

side

the

cont

rol o

f C

hild

ren'

s S

ervi

ces.

Con

fiden

t of a

chie

ving

the

targ

et o

ver t

he p

erio

d of

the

LAA

.A

ctio

n: W

ork

is o

ngoi

ng w

ith H

OS

T an

d H

ITS

to a

chie

ve th

e IT

sol

utio

n fo

r ass

essm

ents

. R

obus

t man

agem

ent a

ctio

n on

late

ass

essm

ents

con

tinue

s.

53n/

aan

nual

A

wai

ting

Pla

ce

Sur

vey

befo

re

esta

blis

hing

ta

rget

s

Nex

t upd

ate

Q4

2008

/9N

ext u

pdat

e Q

4 20

08/9

Nex

t upd

ate

Q4

2008

/9P

lace

Sur

vey

resu

lts d

ue b

efor

e 30

th J

an 2

009.

The

se re

sults

will

then

be

subm

itted

to th

e A

udit

Com

mis

sion

, who

will

wei

ght i

t and

sub

mit

it to

CLG

dire

ctly

, and

pro

vide

aut

horit

ies

with

w

eigh

ted

copi

es o

f the

ir ow

n da

ta s

ets

(Feb

/Mar

09)

. Bas

elin

es a

nd ta

rget

s ca

nnot

be

set u

ntil

this

dat

a is

ava

ilabl

e.

54n/

aan

nual

9.

30%

Nex

t upd

ate

Q4

2008

/10

Nex

t upd

ate

Q4

2008

/9N

ext u

pdat

e Q

4 20

08/9

55n/

aan

nual

39

%37

%N

ext u

pdat

e Q

2 20

08/9

Nex

t upd

ate

Q4

2008

/9A

dequ

ate

39%

Bas

ed o

n da

ta fr

om 9

/29

scho

ols.

The

lack

of u

p to

dat

e fig

ures

has

cau

sed

the

perc

eive

d in

crea

se in

the

indi

cato

r. A

full

set o

f dat

a w

ill b

e av

aila

ble

next

mon

th (M

ar 0

9)56

n/a

annu

al

annu

al

n/a

Nex

t upd

ate

Q4

2008

/9N

ext u

pdat

e Q

4 20

08/9

Nex

t upd

ate

Q4

2008

/957

n/a

annu

al

annu

al

n/a

Nex

t upd

ate

Q4

2008

/9N

ext u

pdat

e Q

4 20

08/9

Nex

t upd

ate

Q4

2008

/958 59

67%

77%

80%

80%

Ade

quat

eE

xcel

lent

Goo

d

The

actu

al p

erce

ntag

e of

sch

ools

pro

vidi

ng a

cces

s to

ext

ende

d se

rvic

es fo

r Q3

is in

line

with

the

Q3

targ

et.

The

maj

ority

of s

choo

ls a

re p

rovi

ding

the

full

core

offe

r of e

xten

ded

serv

ices

. Clu

ster

Co-

Ord

inat

ors

are

assi

stin

g ot

hers

to a

chie

ve th

is s

tatu

s.C

lust

er C

o-or

dina

tors

hav

e ac

tion

plan

s in

pla

ce fo

r the

ir sc

hool

s in

ord

er to

man

age

the

deliv

ery

of e

xten

ded

serv

ices

to m

eet t

he 2

008/

9 ta

rget

. S

ita M

istry

on

beha

lf of

Wen

dy B

eeto

n-To

wns

end

28.1

.09.

60 61

a20

Ann

ual

Targ

et

15A

dequ

ate

Ade

quat

eA

dequ

ate

As

pred

icte

d, Q

3 da

ta h

as im

prov

ed c

ompa

red

to Q

2, w

ith a

the

scor

e de

crea

sing

by

alm

ost 2

pe

rcen

tage

poi

nts.

Thi

s im

prov

emen

t has

resu

lted

in th

e ye

ar to

dat

e av

erag

e dr

oppi

ng a

nd it

is

envi

sage

d th

at th

e an

nual

targ

et w

ill b

e m

et.

61b

22A

nnua

l Ta

rget

20

Ade

quat

eA

dequ

ate

Ade

quat

e A

s pr

edic

ted,

Q3

data

has

impr

oved

com

pare

d to

Q2,

with

a th

e sc

ore

decr

easi

ng b

y al

mos

t 5

perc

enta

ge p

oint

s. T

his

impr

ovem

ent h

as re

sulte

d in

the

year

to d

ate

aver

age

drop

ping

and

it is

en

visa

ged

that

the

annu

al ta

rget

will

be

met

.61

cn/

a11

.67

9A

nnua

l Ta

rget

5A

dequ

ate

Ade

quat

eA

dequ

ate

Per

form

ance

has

impr

oved

com

pare

d w

ith Q

2 an

d w

hile

the

quar

terly

out

turn

figu

ers

are

high

er

than

the

annu

al ta

rget

, it i

s no

neth

eles

s pr

edic

ted

that

sai

d an

nual

targ

et w

ill b

e m

et

NI 1

95 Im

prov

ed s

treet

and

en

viro

nmen

tal c

lean

lines

s -

detri

tus

(195

b)

NI 1

98 C

hild

ren

trave

lling

to

scho

ol -

mod

e of

trav

el

NI 8

8 N

umbe

r of E

xten

ded

Sch

ools

NI 1

52 W

orki

ng a

ge p

eopl

e on

out

of w

ork

bene

fits

% o

f 5-1

6 yr

s in

sch

ool

spor

ts p

artn

ersh

ips

enga

ged

% p

op w

ithin

20

min

s tra

vel

time

of 3

diff

spo

rts fa

cilit

ies

NI 1

40 F

air t

reat

men

t by

loca

l ser

vice

s (p

lace

sur

vey)

NI 1

95 Im

prov

ed s

treet

and

en

viro

nmen

tal c

lean

lines

s -

litte

r (19

5a)

NI 1

95 Im

prov

ed s

treet

and

en

viro

nmen

tal c

lean

lines

s -

Gra

ffiti

(195

c)

Del

iver

cle

aner

str

eets

, bet

ter e

nviro

nmen

tal s

ervi

ces

and

keep

crim

e lo

w

NI 6

0 C

ore

asse

ssm

ents

for

child

ren’

s so

cial

car

e th

at

wer

e ca

rrie

d ou

t with

in 3

5 w

orki

ng d

ays

of th

eir

com

men

cem

ent D

CS

F D

SO

Exte

nd c

omm

unity

use

of s

choo

ls w

hile

mak

ing

educ

atio

n in

Har

row

eve

n be

tter

Pag

e 6

96

App

endi

x 2

Q1

200

8/9

Act

ual

Q2

200

8/9

Act

ual

Q3

200

8/9

Act

ual

Targ

et

Q1

MI

Scor

ecar

d st

atus

2

008/

9

Q2

MI

Scor

ecar

d st

atus

2

008/

9

Q3

MI

Scor

ecar

d st

atus

2

008/

9

DO

T A

sses

smen

t (Q

3)Pr

ovid

ed b

y le

ad o

ffice

rs

Cor

pora

te B

alan

ced

Scor

ecar

d 2

008/

9 Q

3Pe

rspe

ctiv

e/ O

bjec

tive

/ m

easu

re

61d

n/a

0.83

1A

nnua

l Ta

rget

1A

dequ

ate

Ade

quat

eA

dequ

ate

Per

form

ance

for t

his

mea

sure

is s

tabl

e at

1%

and

it is

not

exp

ecte

d to

exc

eed

this

sco

re fo

r the

re

st o

f the

fina

ncia

l yea

r

6242

%44

%43

%42

%

Exc

elle

ntEx

celle

ntEx

celle

nt

Q3

data

hig

hlig

hts

a co

mbi

ned

recy

clin

g ra

te a

bove

the

annu

al ta

rget

. W

hile

the

peak

per

iod

for

orga

nic

was

te to

nnag

e ha

s pa

ssed

, the

tonn

age

still

rem

ains

com

para

tivel

y hi

gh c

ompa

red

with

th

e sa

me

perio

ds in

pre

viou

s ye

ars.

Dry

recy

cabl

e to

nnag

e ha

ve s

tabl

ised

aro

und

1,70

0 to

nnes

pe

r mon

th, w

hich

has

incr

ease

d in

par

t due

to in

crem

enta

l ris

es in

recy

clin

g of

fere

d at

flat

s.

How

ever

, the

pro

duct

ivity

of c

olle

ctio

n sy

stem

is a

bout

to p

eak

- fur

ther

adv

ance

men

ts c

an b

e ac

hiev

ed b

y im

plem

entin

g th

e w

aste

FB

C a

nd b

y gr

owth

bid

s fo

r fla

ts re

cycl

ing

(cur

rent

ly w

ithin

th

e M

TFS

) nee

d to

be

appr

oved

and

a b

in b

ased

col

lect

ion

sche

me

impl

emen

ted

to in

crea

se

tonn

age.

63n/

aan

nual

23

922

5N

ext u

pdat

e Q

3 20

08/9

Nex

t upd

ate

Q3

2008

/9Ex

celle

nt

This

is a

new

mea

sure

of t

he a

mou

nt o

f was

te, w

hich

is n

ot re

used

, rec

ycle

d or

com

post

ed. T

he

Gov

ernm

ent's

targ

et fo

r thi

s in

dica

tor i

s 22

5kg

per p

erso

n by

202

0. T

he s

igni

fican

ce o

f the

in

crea

se in

tonn

ages

of b

oth

dry

recy

clab

les

and

orga

nic

was

te is

furth

er in

crea

sed

by

redu

ctio

ns in

resi

dual

tonn

age.

Thi

s tre

nd s

houl

d re

sult

in a

goo

d an

nual

out

turn

64n/

aan

nual

an

nual

12

Nex

t upd

ate

Q4

2008

/9N

ext u

pdat

e Q

4 20

08/9

Nex

t upd

ate

Q4

2008

/9

This

dat

a is

gat

here

d by

SC

AN

NE

R S

urve

y at

the

back

hal

f of t

he y

ear b

y H

amm

ersm

ith &

Fu

lham

- su

pplie

d to

all

Lond

on B

orou

ghs

in M

arch

09

65n/

aan

nual

4%

3.5%

re

duct

ion

agai

nst

base

line

(0.1

8 to

nnes

)

Nex

t upd

ate

Q3

2008

/9N

ext u

pdat

e Q

3 20

08/9

Goo

d

This

indi

cato

r loo

ks a

t 3 s

ecto

rs: b

usin

ess

& o

ther

pub

lic b

uild

ings

, tra

nspo

rt an

d do

mes

tic

hous

ing.

The

big

gest

con

tribu

tor i

s th

e do

mes

tic h

ousi

ng s

ecto

r, w

hich

in 2

007

/ 200

8 ac

coun

ted

for 4

7% o

f the

ove

rall

targ

et.

Nex

t is

the

busi

ness

and

pub

lic b

uild

ings

sec

tor a

t 29

%, a

nd th

e tra

nspo

rt se

ctor

at 2

4%.

For t

his

year

200

8/09

we

have

exc

eede

d ou

r tar

get o

f mak

ing

a 3.

5% c

arbo

ns s

avin

g, a

s ov

eral

l w

e ac

hiev

ed 4

% (r

educ

ing

our p

er c

apita

em

issi

ons

to 4

.9)

66n/

aan

nual

an

nual

61

%N

ext u

pdat

e Q

4 20

08/9

Nex

t upd

ate

Q4

2008

/9N

ext u

pdat

e Q

4 20

08/9

67 684%

2.2%

1.9

4%E

xcel

lent

Exc

elle

ntE

xcel

lent

692%

1.5%

1.4

2%E

xcel

lent

Exc

elle

ntE

xcel

lent

70P

erfo

rma

nce

info

rmat

ion

not

repo

rted

89.4

0%87

%87

%

Exc

elle

ntE

xcel

lent

Exc

elle

nt

NI 1

57 P

roce

ssin

g of

Pla

nnin

g A

pplic

atio

ns c

ontin

ues

to a

chie

ve e

xcel

lent

resu

lts w

ith a

n av

erag

e of

87%

ach

ieve

d w

ithin

Q3

agai

nst a

nat

iona

l ave

rage

targ

et o

f 69%

( thi

s is

ave

rage

of

maj

or, m

inor

and

oth

er).

This

onc

e ag

ain

is d

ue to

exc

elle

nt s

taff

com

mitm

ent

and

effo

rts in

di

fficu

lt pr

essu

rised

tim

es. (

Per

form

ance

dat

a fro

m 2

000/

01 u

p to

Q3

2008

/09

atta

ched

with

in

appe

ndix

)

71 72n/

a

73n/

a

74n/

a1%

0.3%

0G

ood

Poor

Goo

dA

reve

nue

over

spen

d ha

s be

en fo

reca

st fo

r 200

8/9.

Ful

l det

ails

are

foun

d in

the

Q2

budg

et

mon

itorin

g re

port.

Impr

ove

the

way

we

wor

k fo

r our

resi

dent

sR

esou

rces

Per

spec

tive

NI 1

91 R

esid

ual h

ouse

hold

w

aste

per

hea

d D

efra

DS

O

NI 1

92 H

ouse

hold

was

te

recy

cled

and

com

post

ed

Def

ra D

SO

NI 1

95 Im

prov

ed s

treet

and

en

viro

nmen

tal c

lean

lines

s -

Fly

post

ing

(195

d)

NI 1

69 N

on-p

rinci

pal r

oads

w

here

mai

nten

ance

sho

uld

Deb

t col

lect

ed a

s a

% n

et

debt

> 6

0 da

ys

Deb

t col

lect

ed a

s a

% n

et

debt

< 6

0 da

ys

Var

ianc

e on

bud

get

(exp

endi

ture

)

NI 1

57 P

roce

ssin

g of

pl

anni

ng a

pplic

atio

ns a

s m

easu

red

agai

nst t

arge

ts

for ‘

maj

or’,

‘min

or’ a

nd

‘oth

er’ a

pplic

atio

n ty

pes

NI 1

86 P

er c

apita

CO

2 em

issi

ons

in th

e LA

are

a

Impr

ove

the

way

we

wor

k fo

r our

resi

dent

s

SA

S 5

.3O

P16

5 M

issi

ng

clie

nt e

thni

city

(ser

vice

s)

NI 1

97 Im

prov

ed lo

cal

biod

iver

sity

- ac

tive

man

agem

ent o

f loc

al s

ites

SA

S 5

.3O

P16

4 M

issi

ng

clie

nt e

thni

city

Pag

e 7

97

App

endi

x 2

Q1

200

8/9

Act

ual

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200

8/9

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ual

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200

8/9

Act

ual

Targ

et

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MI

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ecar

d st

atus

2

008/

9

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MI

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9

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d st

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008/

9

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sses

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t (Q

3)Pr

ovid

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pora

te B

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008/

9 Q

3Pe

rspe

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76n/

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dG

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7794

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dequ

ate

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dG

ood

Con

sist

ent i

mpr

ovem

ent h

as b

een

mai

ntai

ned

due

to b

usin

ess

proc

esse

s pu

t in

plac

e an

d th

epr

oact

ive

wor

k do

ne b

y th

e C

AP

/CA

R te

am

7830

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dequ

ate

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et e

xcee

ded

but h

elpe

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lect

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initi

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nfor

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ent

7935

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ood

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et e

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ded

rega

rdle

ss o

f eco

nom

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limat

e bu

t onl

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e to

ear

ly p

lann

ing

and

impr

ovem

ents

to re

cove

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lan,

inst

alm

ent d

ates

and

stri

cter

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men

t put

in p

lace

prio

r to

the

finan

cial

yea

r beg

inni

ng80

87.3

592

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94.3

797

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Ade

quat

eA

dequ

ate

Ade

quat

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the

curr

ent f

inan

cial

clim

ate

mor

e re

sour

ces

need

to b

e ap

plie

d to

deb

t as

the

debt

leve

l is

grow

ing.

We

will

be

serv

ing

mor

e N

OS

Ps.

G A

llen

5/2/

09

8126

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quat

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dequ

ate

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prov

ed p

erfo

rman

ce n

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due

to c

ompl

etio

n of

19

mile

ston

es b

etw

een

Oct

and

Nov

embe

r.

8274

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75%

Ade

quat

eG

ood

Poor

Two

red

proj

ects

wer

e no

ted

durin

g Q

3 - b

oth

rela

ting

to th

e ag

reed

def

erre

d ro

llout

of P

lann

ing

into

Acc

ess

Har

row

, and

HaR

P in

ord

er to

avo

id o

pera

tiona

l im

pact

ove

r the

Chr

istm

as p

erio

d.

This

will

not

impa

ct n

egat

ivel

y on

fina

ncia

l ben

efits

. All

proj

ects

exp

ect t

o be

on

track

follo

win

g co

mpl

etio

n of

the

rollo

ut d

urin

g Q

4.

83 8449

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eeds

pro

mpt

ac

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Ade

quat

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xcel

lent

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ctor

ates

hav

e ad

dres

sed

IPA

D c

ompl

etio

n as

a p

riorit

y.

85n/

a7.

728.

638.

45E

xcel

lent

Goo

dA

s ex

pect

ed th

ere

has

been

an

incr

ease

in Q

3, h

owev

er th

e D

ecem

ber c

olds

/flu

epid

emic

has

m

eant

it is

gre

ater

than

ant

icip

ated

. Pre

viou

s pe

rform

ance

indi

cate

s th

at Q

4 w

ill a

lso

be h

igh

and

this

will

mak

e ac

hiev

ing

our t

arge

t cha

lleng

in86

44

44

Goo

dG

ood

Goo

d

The

stan

dard

will

cha

nge

with

effe

ct fr

om 1

Apr

il 20

09. T

he ta

rget

for 2

009/

10 w

ill b

e to

ach

ieve

th

ehi

ghes

t lev

el in

the

new

sta

ndar

d, w

hich

app

ears

from

the

draf

ts a

vaila

ble

to d

ate

to b

e at

a

high

erle

vel t

han

the

exis

ting

Leve

l 587

n/a

n/a

n/a

Met

hodo

logy

tb

dN

ext u

pdat

e Q

4 20

08/9

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t upd

ate

Q4

2008

/9

88 89n/

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ood

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ntA

wai

ting

data

D

ata

not y

et a

vaila

ble

from

PC

T

90n/

an/

aN

ext u

pdat

e Q

3 20

08/9

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t upd

ate

Q3

2008

/9A

wai

ting

data

D

ata

not y

et a

vaila

ble

from

PC

T

BV

8 P

erce

ntag

e of

invo

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pa

id o

n tim

e

BV

9 P

erce

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e of

Cou

ncil

Tax

colle

cted

B

V 1

0 P

erce

ntag

e of

non

-do

mes

tic ra

tes

colle

cted

Effe

ctiv

enes

s of

the

CIP

-%

proj

ects

ove

rall

stat

us

'gre

en'

NI 5

3a P

reva

lenc

e of

ex

clus

ive

brea

stfe

edin

g at

Impr

ove

the

wel

l-bei

ng o

f adu

lts a

nd c

hild

ren

and

the

care

of t

hose

who

mos

t nee

d ou

r hel

p

Impr

ove

the

way

we

wor

k fo

r our

resi

dent

s

No.

of e

qual

ity im

pact

as

sess

men

ts u

nder

take

n

Var

ianc

e on

pla

nned

bud

get

(inco

me)

BV

2a

- Lev

el a

chie

ved

in

Equ

ality

Sta

ndar

d as

sess

men

t

Peop

le P

ersp

ectiv

e

Bre

astfe

edin

g in

itiat

ion

rate

s

Cap

ital e

xpen

ditu

re o

n ta

rget

/with

in to

lera

nce

BV

66a

- R

ent c

olle

cted

as

a %

of r

ents

ow

ed o

n H

RA

dw

ellin

gsC

IP -%

live

pro

ject

m

ilest

ones

'Red

/Am

ber'

No.

of I

nitia

l IP

AD

s co

nduc

ted

on ti

me

BV

12

Pro

porti

on o

f wor

king

da

ys lo

st to

sic

knes

s ab

senc

e

Part

ners

hip

Pers

pect

ive

Pag

e 8

98

App

endi

x 2

Q1

200

8/9

Act

ual

Q2

200

8/9

Act

ual

Q3

200

8/9

Act

ual

Targ

et

Q1

MI

Scor

ecar

d st

atus

2

008/

9

Q2

MI

Scor

ecar

d st

atus

2

008/

9

Q3

MI

Scor

ecar

d st

atus

2

008/

9

DO

T A

sses

smen

t (Q

3)Pr

ovid

ed b

y le

ad o

ffice

rs

Cor

pora

te B

alan

ced

Scor

ecar

d 2

008/

9 Q

3Pe

rspe

ctiv

e/ O

bjec

tive

/ m

easu

re

913.

59%

3.65

%3.

40%

4.6%

Goo

dE

xcel

lent

Exc

elle

nt

The

NE

ET

targ

ets

have

bee

n ac

hiev

ed a

nd e

xcee

ded

this

yea

r. W

e an

ticip

ated

a s

light

ly h

ighe

r N

EE

T re

sult

than

in 2

007,

due

to a

cha

nge

in p

rovi

der f

or In

form

atio

n, A

dvic

e an

d G

uida

nce

in

Aug

ust 2

008.

The

LS

C fu

nded

NE

ET

vouc

her s

chem

e an

d co

mm

unity

cal

ler p

roje

ct h

as

enab

led

us to

pro

vide

add

ition

al re

sour

ces

and

dedi

cate

d st

aff t

o m

eet t

he ta

rget

s.

The

NE

ET

targ

et h

ad b

een

chos

en a

s an

LA

A re

war

d ta

rget

for 2

008-

9, a

nd a

s a

resu

lt of

the

hard

wor

k of

sta

ff an

d th

e pr

ojec

ts d

eliv

ered

, we

have

bee

n ab

le to

exc

eed

this

targ

et a

s w

ell.

Sta

ff fro

m a

cros

s th

e C

onne

xion

s se

rvic

e ha

ve b

een

wor

king

har

d to

dev

elop

impr

oved

ser

vice

s in

clud

ing

a on

e st

op s

hop

for y

oung

peo

ple

to p

rovi

de s

ervi

ces

to s

uppo

rt yo

ung

peop

le w

ith

mul

tiple

bar

riers

to e

duca

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100

Meeting:

Cabinet

Date:

26th March 2009

Subject:

Sustainable Community Strategy

Key Decision:

Yes



Portfolio Holder:

Councillor David Ashton, Portfolio Holder for Strategy, Partnership and Finance Councillor Paul Osborn, Portfolio Holder for Performance, Communications and Corporate Services

Exempt:

No

Enclosures:

Draft Sustainable Community Strategy

Section 1 – Summary and Recommendations This report sets out the results of consultation on the draft revised Sustainable Community Strategy. Recommendations: That Cabinet considers the responses to the consultation, amends the draft Sustainable Community Strategy accordingly and recommends the Council to adopt the Strategy Reason: (For recommendation) To comply with the legal obligation to prepare a Sustainable Community Strategy


101

Section 2 – Report Introductory paragraph 2.1 A Sustainable Community Strategy sets out a vision for the future of an area over a number of years and informs the planning processes of the partners working in that area. Harrow has previously adopted two such plans or strategies and this, third iteration, updates the aims and aspirations that the Council, its partners and the community have identified for the period to 2020. 2.2 This strategy follows the pattern of previous versions in proposing that the actions included in the Borough’s Local Area Agreement form the short-term action plan while the medium to longer term aspirations are less clearly defined at this stage. These aspirations set the agenda to inform planning and prioritising for the future and which will, in time, become the ingredients of future action plans 2.3 While the Strategy has been developed in consultation with all of the organisations in membership of Harrow Strategic Partnership and with the community through summits and other consultation mechanisms, it is a statutory plan that needs to be adopted by the Council. Options considered 2.4 The options considered were about the mechanism to be used to refresh the existing strategy and, after an officer assessment; the chosen methodology was agreed by the Board of the Harrow Strategic Partnership and the Council’s Corporate Management Board. Current situation 2.5 The existing Sustainable Community Plan was adopted in November 2006 and reflected the Local Area Agreement which runs from April 2006 to March 2009. The existing Plan was also developed within the Council and, although subject to wide consultation on the final draft, was not well rooted in Why a change is needed 2.6 A new Local Area Agreement was put in place in June 2008 running until March 2011. The new agreement is much wider in scope than its predecessor and has more significant implications for service development and delivery. At the same time, the context within which the Council and its partners operate has changed, particularly in relation to the economic situation and this needs to be reflected in our thinking for the future. Finally, the introduction of the new Comprehensive Area Assessment regime places more weight on the success of Partnership working to secure a better future for local areas and looks to the Sustainable Community Strategy as a prime source of evidence that partnerships are planning and working effectively. 2.7 The Draft Strategy has been developed through a process of interviewing 50 significant opinion formers and asking similar questions of the Council’s Residents’ Panel, a group of 1,200 local people who are broadly representative of the population as a whole. The views and opinions of these groups were summarised and frequently mentioned topics identified. The two

102

summit meetings held in November were asked to rank these topics in order of significance to Harrow, now and in the future, so that issues that might be expected to arise anywhere in Outer London had a specifically Harrow blend. 2.8 The outcomes of all of this work were pulled together into the Draft that is attached and was then the subject of further consultation to ensure that the views expressed and the blend of issues raised had been properly captured. 2.9 In summary, the Strategy is arranged around six themes:

• Economic Development in Harrow • Every Harrow Child • Health, Well-being and Independence • An Improving Environment • Culture, Communities and Identity and • The Future of Public Services and Democracy.

2.10 The responses to consultation are set out in the table appended to this report together with an officer comment/recommendation about its inclusion in the final Strategy. A tracked changes version of the strategy showing the alterations made in response to the consultation is available for members on request. Implications of the Recommendation 2.11 Adopting the Sustainable Community Strategy gives the Council and its Partners an agreed direction of travel and ambitions at which to aim. These should be incorporated into the service planning of all of the organisations in membership of the Strategic Partnership. The extent to which the Council or any other Partner can progress action under any of the themes will depend on the financial and other resources available at the time, the other demands on resources and a range of other considerations. Adopting the Strategy does not constitute specific commitments other than to sharing the aspirations that it contains. Equalities impact 2.12 The short term actions set out in the Strategy are drawn from the Local Area Agreement which was the subject of an Equalities Impact Assessment during the negotiations leading up to its adoption in June 2008. The longer term aspirations are very general in form and, while they appear to be intended to improve the quality of life for all groups in the Borough, detailed action plans to give these aspirations substance would need to be examined from an equalities point of view as and when they are developed. It is only at that detailed stage that the impact of these aspirations will be able to be properly assessed. Legal comments 2.13 The duty to prepare a Sustainable Communities Strategy is set out in the Local Government Act 2000. This Strategy and any changes to it require consultation with partner agencies and local representatives. In accordance with the Local Authorities (Functions and Responsibilities) Regulations 2000,

103

the plan must be adopted by full Council. Once adopted, due regard must be had to the Strategy when preparing the Local Area Agreement Community safety 2.14 The short term actions contained in the Strategy are drawn from the Local Area Agreement which was developed to meet the requirements of the safer harrow Management Group along with the other partnership management Groups. As such, it addresses key issues such as perceptions of anti-social behaviour and reducing domestic violence. Financial Implications 2.15 There are no financial implications arising from this report Performance Issues 2.16 The Sustainable Community Strategy will be a key document used in the Comprehensive Area Assessment look at the Council and its Partners and how they understand local needs and translate these into local priorities; deliver improvements and outcomes for the area; and analyse gaps and plan for the future. Environmental Impact 2.17 The Sustainable Community Strategy will be a key document in the development of the environmental policy of the Council and its Partners and reflects the policies outlined in the draft Sustainable Design SPD, the draft Waste Management Strategy and the draft Climate Change Strategy. As such, the revised Strategy will assist in delivery the council’s environmental objectives. Risk Management Implications 2.18 The short-term delivery aspects of the Sustainable Community Plan are represented by the new Local Area Agreement for which a detailed performance management framework is in place. As the medium term aspirations develop delivery plans, these will also be monitored and managed through the performance management system. Section 3 - Statutory Officer Clearance

on behalf of the

Name: Sheela Thakrar √ Chief Financial Officer Date: 5th March 2009

on behalf of the Name: Helen White √ Monitoring Officer Date: 16th March 2009…..

104

Section 4 – Performance Officer Clearance Acting Divisional Name: Liz Defries. √ Director, Strategy and

Improvement Date: 4th March 2009…..

Section 5 – Environmental Impact Officer Clearance on behalf of the Name: Andrew Baker √ Divisional Director Date: 4th March 2009.


Section 6 - Contact Details and Background Papers Contact: Mike Howes; ext 5637 Background Papers: Notes of interviews with opinion formers Outcomes of the Resident’s Panel Notes of the summit meetings Local Area Agreement Current Community Plan

105

106


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......

.13

4.

Har

row

in 2

020

and

the

six

key

them

es fo

r Har

row

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

...14

5.

Key

to u

nder

stan

ding

the

six

them

es...

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

...15

6.

Eco

nom

ic d

evel

opm

ent i

n H

arro

w...

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

..16

7.

Eve

ry H

arro

w C

hild

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

...18

8.

An

Impr

ovin

g E

nviro

nmen

t....

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

20

9.

Hea

lth, W

ellb

eing

and

Inde

pend

ence

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

23

10.

Com

mun

ities

, cul

ture

and

iden

tity

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

.....

26

11.

The

futu

re o

f pub

lic s

ervi

ce d

eliv

ery

and

dem

ocra

cy in

Har

row

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

..29

12.

Nex

t ste

ps...

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

..31

13.

Web

link

s an

d co

ntac

t det

ails

for f

urth

er in

form

atio

n....

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

...32

14.

Cur

rent

mem

bers

of t

he H

arro

w S

trate

gic

Par

tner

ship

(200

9)...

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

......

.33

15.

Exa

mpl

es o

f Stra

tegi

es/P

lans

influ

ence

d by

the

Sust

aina

ble

Com

mun

ity S

trate

gy...

......

......

......

......

......

......

......

......

......

......

......

......

......

34

16.

Hie

rarc

hy o

f Stra

tegi

es a

nd P

lans

……

……

……

……

……

……

……

……

……

……

……

……

……

……

……

……

……

……

……

……

……

…..3

3

108

9 M

arch

200

9 3

Fore

wor

d Th

e Su

stai

nabl

e C

omm

unity

Stra

tegy

is a

n un

usua

l doc

umen

t bec

ause

it lo

oks

som

e 11

yea

rs in

to th

e fu

ture

. M

ost o

f the

tim

e, lo

cal

deci

sion

-mak

ers

look

to m

uch

shor

ter t

imes

cale

s, s

uch

as th

e pe

riod

to th

e ne

xt b

udge

t, th

e ne

xt in

spec

tion

or th

e ne

xt e

lect

ion.

A

ll of

the

imm

edia

te is

sues

that

loca

l ser

vice

s de

al w

ith, h

owev

er, a

re p

art o

f the

con

text

that

will

sha

pe th

e m

ediu

m a

nd lo

nger

-term

futu

re

of th

e bo

roug

h. T

he d

ecis

ions

we

mak

e no

w w

ill ha

ve im

plic

atio

ns fo

r mon

ths

or y

ears

to c

ome.

Tha

t is

why

it is

so

impo

rtant

to

unde

rsta

nd th

e di

rect

ion

in w

hich

the

boro

ugh

need

s to

mov

e to

sec

ure

a su

cces

sful

futu

re a

nd a

gain

st w

hich

we

can

mea

sure

our

pr

opos

ed s

olut

ions

to to

day’

s is

sues

.

The

dire

ctio

n pr

opos

ed in

this

Stra

tegy

com

es fr

om v

iew

s gi

ven

by v

ario

us g

roup

s in

Har

row

. Fi

rst,

alm

ost 5

0 in

terv

iew

s w

ere

carri

ed o

ut

with

sig

nific

ant o

pini

on-fo

rmer

s w

ith s

peci

alis

t kno

wle

dge

abou

t an

aspe

ct o

f cur

rent

or f

utur

e po

licy.

At t

he s

ame

time,

the

Res

iden

ts’

Pan

el, w

hich

is m

ade

up o

f mor

e th

an 1

,100

resi

dent

s, a

nsw

ered

a s

erie

s of

que

stio

n to

anc

hor t

he d

ebat

e in

the

real

ity o

f the

pre

sent

as

wel

l as

iden

tifyi

ng c

once

rns

for t

he fu

ture

. Fi

nally

, tw

o S

umm

it m

eetin

gs c

onsi

dere

d an

d pr

iorit

ised

the

vario

us is

sues

whi

ch h

ad b

een

high

light

ed b

y th

e ea

rlier

wor

k. W

e w

ould

like

to th

ank

ever

yone

who

con

tribu

ted

to th

is p

roce

ss.

Whi

le th

e is

sues

iden

tifie

d by

the

cont

ribut

ors

are

prob

ably

not

uni

que

to H

arro

w, t

heir

rela

tive

impo

rtanc

e to

eac

h ot

her a

nd th

e bl

end

of

issu

es in

the

idea

l fut

ure

that

the

stra

tegy

des

crib

es re

flect

loca

l circ

umst

ance

s an

d lo

cal p

riorit

ies.

Thi

s st

rate

gy is

ther

efor

e a

prod

uct o

f a

Har

row

dis

cuss

ion

and

addr

esse

s H

arro

w a

spira

tions

.

The

Stra

tegy

will

be ta

ken

forw

ard

by H

arro

w S

trate

gic

Par

tner

ship

whi

ch c

ompr

ises

the

Cou

ncil,

Har

row

Pol

ice,

Har

row

Prim

ary

Car

e Tr

ust,

Jobc

entre

Plu

s, re

pres

enta

tives

of t

he b

usin

ess

com

mun

ity, t

he v

olun

tary

and

com

mun

ity s

ecto

r, an

d fu

rther

and

hig

her e

duca

tion.

W

hile

we

are

sepa

rate

org

anis

atio

ns, w

e sh

are

the

sam

e cu

stom

ers

and

the

sam

e vi

sion

for t

he fu

ture

of H

arro

w w

hich

we

will

achi

eve

by

wor

king

toge

ther

and

wor

king

with

you

.

Dav

id A

shto

n,

Dr G

illian

Sch

iller

Lead

er o

f Har

row

Cou

ncil,

C

hair,

Har

row

PC

T C

hair,

Har

row

Stra

tegi

c P

artn

ersh

ip

V

ice-

Cha

ir, H

arro

w S

trate

gic

Par

tner

ship

109

9 M

arch

200

9 4

1.

The

visi

on fo

r Har

row

Th

ere

are

six

them

es w

ithin

this

stra

tegy

and

whi

ch c

ontri

bute

to th

e vi

sion

for t

he b

orou

gh to

202

0.

Eac

h of

thes

e th

emes

has

a v

isio

n se

t ou

t lat

er in

this

stra

tegy

. Th

ese

are:

• E

cono

mic

Dev

elop

men

t in

Har

row

•

Eve

ry H

arro

w C

hild

•

Hea

lth, W

ellb

eing

and

Inde

pend

ence

• Im

prov

ing

Har

row

’s E

nviro

nmen

t •

Har

row

’s C

ultu

re, C

omm

uniti

es a

nd Id

entit

y •

The

Futu

re o

f Pub

lic S

ervi

ces

and

Dem

ocra

cy in

Har

row

W

e ha

ve tr

ied

to d

istil

the

esse

nce

of e

ach

of th

ese

visi

on s

tate

men

ts a

nd re

fere

nce

thos

e of

par

tner

org

anis

atio

ns to

arri

ve a

t an

over

all

visi

on fo

r the

bor

ough

: B

y 20

20, H

arro

w w

ill b

e re

cogn

ised

for:

•

Inte

grat

ed a

nd c

o-or

dina

ted

qual

ity s

ervi

ces,

man

y of

whi

ch fo

cus

on p

reve

ntin

g pr

oble

ms

from

aris

ing,

esp

ecia

lly fo

r vul

nera

ble

grou

ps, a

nd a

ll of

whi

ch p

ut u

sers

in c

ontro

l, of

ferin

g ac

cess

and

cho

ice;

•

Env

ironm

enta

l, ec

onom

ic a

nd c

omm

unity

sus

tain

abilit

y, b

ecau

se w

e ac

tivel

y m

anag

e ou

r im

pact

on

the

envi

ronm

ent a

nd h

ave

supp

orte

d in

clus

ive

com

mun

ities

whi

ch p

rovi

de th

e jo

bs, h

omes

, edu

catio

n, h

ealth

care

, tra

nspo

rt an

d ot

her s

ervi

ces

all c

itize

ns

need

. •

Impr

ovin

g th

e qu

ality

of l

ife, b

y re

duci

ng in

equa

litie

s1 , em

pow

erin

g th

e co

mm

unity

voi

ce, p

rom

otin

g re

spec

t and

bei

ng th

e sa

fest

bo

roug

h in

Lon

don.

B

ringi

ng th

is s

trate

gy a

nd v

isio

n to

life

will

not

just

be

the

resp

onsi

bilit

y of

the

publ

ic s

ecto

r org

anis

atio

ns li

ke th

e P

rimar

y C

are

Trus

t or t

he

coun

cil.

Eve

ry re

side

nt a

nd b

usin

ess

can

also

pla

y an

impo

rtant

role

, fro

m h

elpi

ng u

s to

incr

ease

our

recy

clin

g ra

tes,

del

iver

ing

our c

limat

e ch

ange

targ

ets

to k

eepi

ng o

ur s

treet

s cl

ean.

Pub

lic s

ecto

r org

anis

atio

ns a

re c

omm

itted

to e

mpo

wer

ing

resi

dent

s to

mak

e de

cisi

ons

and

take

on

resp

onsi

bilit

ies

thro

ugh

prom

otin

g ch

oice

, for

exa

mpl

e, th

roug

h pe

rson

al s

ocia

l car

e bu

dget

s.

Har

row

– w

orki

ng to

geth

er a

nd w

orki

ng w

ith y

ou.

1 In

equa

litie

s re

fers

to h

ealth

ineq

ualit

ies,

ineq

ualit

ies

of e

duca

tiona

l opp

ortu

nity

, ine

qual

ities

cau

sed

by d

epriv

atio

n an

d so

on

110

9 M

arch

200

9 5

2.

The

Stor

y of

Har

row

Har

row

is a

n ou

ter L

ondo

n B

orou

gh in

the

north

wes

t of t

he c

apita

l. It

has

an

estim

ated

pop

ulat

ion

of m

ore

than

215

,000

, an

abov

e av

erag

e st

anda

rd o

f liv

ing,

low

une

mpl

oym

ent,

good

pub

lic tr

ansp

ort l

inks

into

the

cent

re o

f Lon

don

and

road

link

s to

the

rest

of t

he c

ount

ry. T

he

chal

leng

e fo

r Har

row

is to

mai

ntai

n an

d, w

here

app

ropr

iate

, im

prov

e on

this

rem

embe

ring

that

it is

a fi

nite

are

a on

a fi

nite

pla

net;

and,

th

eref

ore,

with

fini

te re

sour

ces.

Our

com

mun

ity a

mbi

tions

mus

t not

ove

r rea

ch w

hat w

e ca

n su

stai

n.

The

mos

t dis

tinct

ive

aspe

ct o

f Har

row

is it

s et

hnic

and

relig

ious

div

ersi

ty, w

ith 5

0.1%

of t

he p

eopl

e liv

ing

in th

e bo

roug

h fro

m m

inor

ity e

thni

c gr

oups

. Th

is is

incr

easi

ng a

nd, i

n pa

rticu

lar,

it is

exp

ecte

d th

at th

ere

will

be

a si

gnifi

cant

incr

ease

in th

e pr

opor

tion

of p

eopl

e of

Indi

an

orig

in.

Har

row

is m

ade

up o

f peo

ple

from

at l

east

137

diff

eren

t cou

ntrie

s an

d, b

ased

upo

n th

e se

ven

relig

ions

list

ed in

the

stan

dard

tabl

es

from

the

cens

us, H

arro

w h

as th

e hi

ghes

t lev

el o

f rel

igio

us d

iver

sity

of a

ny lo

cal a

utho

rity

in E

ngla

nd a

nd W

ales

. Th

is g

ives

Har

row

bot

h a

fasc

inat

ing

rang

e of

exp

erie

nces

, cul

ture

s an

d sk

ills b

ut a

lso

chal

leng

es a

roun

d co

mm

unic

atio

n an

d co

hesi

on.

We

mea

sure

our

soc

ial a

nd c

ultu

re c

ohes

ion

thro

ugh

surv

eys

whi

ch c

olle

ct in

form

atio

n ab

out h

ow p

eopl

e ge

t on

toge

ther

. Th

e 20

08 P

lace

S

urve

y re

sults

sho

wed

that

76.

2% o

f peo

ple

belie

ve th

at p

eopl

e fro

m d

iffer

ent b

ackg

roun

ds g

et o

n w

ell t

oget

her i

n th

eir l

ocal

are

a.

Har

row

is a

lso

just

ly fa

mou

s fo

r the

qua

lity

and

quan

tity

of g

reen

bel

t lan

d in

the

boro

ugh.

Thi

s pr

ovid

es a

cces

s to

nat

ure

and

recr

eatio

n fo

r m

any

loca

l peo

ple,

com

plem

entin

g th

e bo

roug

h’s

rang

e of

par

ks a

nd o

pen

spac

es.

Out

side

the

gree

n be

lt, H

arro

w is

inte

nsiv

ely

built

up

with

littl

e va

cant

, und

evel

oped

or u

nder

-dev

elop

ed la

nd.

Har

row

has

a c

ontin

uing

nee

d fo

r mor

e ho

mes

, par

tly to

mee

t the

nee

ds o

f the

in

crea

sing

pop

ulat

ion

and

partl

y du

e to

the

incr

ease

in th

e nu

mbe

r of h

ouse

hold

s. T

his

pres

sure

for h

ousi

ng is

cha

lleng

ing

the

tradi

tiona

l ch

arac

ter o

f par

ts o

f the

bor

ough

. H

arro

w is

a la

rgel

y co

mm

utin

g/fre

elan

cing

bor

ough

with

hig

h le

vels

of e

mpl

oym

ent w

ithin

the

Lond

on re

gion

but

with

a s

igni

fican

t ran

ge o

f em

ploy

men

t in

loca

l bus

ines

ses

with

regi

onal

as

wel

l as

loca

l mar

kets

. 61

.8%

of r

esid

ents

wor

k ou

tsid

e of

the

boro

ugh,

in p

artic

ular

in

othe

r par

ts o

f Wes

t Lon

don

and

cent

ral L

ondo

n w

here

opp

ortu

nitie

s ar

e gr

eate

r. D

ue to

the

larg

e nu

mbe

r of p

eopl

e co

mm

utin

g ou

t of t

he

boro

ugh,

the

car i

s an

inte

gral

par

t of l

ife.

Con

gest

ion,

redu

cing

CO

2 em

issi

ons

and

impr

ovin

g th

e en

viro

nmen

tal s

usta

inab

ility

of H

arro

w

are

ther

efor

e ke

y ch

alle

nges

.

Har

row

Tow

n C

entre

is o

ne o

f the

ten

met

ropo

litan

reta

il ce

ntre

s in

Lon

don,

alth

ough

it is

now

in n

eed

of s

ome

rege

nera

tion

and

upgr

adin

g.

The

oppo

rtuni

ties

for r

egen

erat

ion

have

, how

ever

, bee

n ad

vers

ely

affe

cted

by

the

econ

omic

situ

atio

n fo

r inv

estm

ent a

nd b

y th

e im

pact

and

fu

rther

thre

at o

f job

loss

es in

the

corp

orat

e an

d fin

anci

al s

ervi

ces

sect

ors

in L

ondo

n w

hich

redu

ces

reta

il ac

tivity

and

has

a

disp

ropo

rtion

atel

y hi

gh im

pact

on

Har

row

. W

hile

the

boro

ugh

reta

ins

a st

rong

app

etite

for r

egen

erat

ion,

it is

reco

gnis

ed th

at a

n op

portu

nity

to

mak

e pr

ogre

ss m

ay n

ot b

e im

min

ent.

111

9 M

arch

200

9 6

Har

row

has

a m

odes

tly in

crea

sing

pop

ulat

ion

incl

udin

g a

grow

ing

num

ber o

f old

er p

eopl

e an

d a

richl

y di

vers

e an

d ch

angi

ng c

hild

po

pula

tion.

The

re h

as b

een

a di

spro

porti

onat

ely

high

incr

ease

in th

e nu

mbe

r of o

lder

peo

ple

and

adul

ts li

ving

alo

ne.

Thes

e fa

ctor

s ca

n fu

rther

mag

nify

isol

atio

n an

d im

pact

on

heal

th a

nd w

ell b

eing

. O

ur s

choo

ls c

ontin

ue to

dem

onst

rate

con

tinuo

us im

prov

emen

ts in

sta

ndar

ds w

ith a

n in

crea

sing

num

ber o

f sch

ools

bei

ng ju

dged

as

outs

tand

ing

agai

nst a

bac

kdro

p of

cha

ngin

g de

mog

raph

y.

Em

ploy

men

t lev

els

and

hous

ehol

d ea

rnin

gs a

re c

urre

ntly

rela

tivel

y hi

gh, a

lthou

gh th

ere

are

8,87

0 pe

ople

rece

ivin

g ei

ther

inca

paci

ty

bene

fits

or jo

b se

eker

’s a

llow

ance

.2 A h

igh

leve

l of s

ucce

ss in

the

com

mun

ity c

an a

lso

crea

te a

ssoc

iate

d st

ress

es.

Nat

iona

l rep

orts

su

gges

t tha

t suc

cess

is a

ccom

pani

ed b

y m

igra

tion,

cha

nges

in th

e fa

mily

stru

ctur

e, a

fast

pac

ed w

ork

cultu

re, i

sola

tion,

and

pre

ssur

e of

co

mbi

ning

wor

k an

d ca

ring

resp

onsi

bilit

ies.

Affl

uenc

e ha

s al

so m

eant

larg

er n

umbe

r of c

ars,

with

ass

ocia

ted

chal

leng

es fo

r tra

ffic,

air

qual

ity a

nd p

hysi

cal a

ctiv

ity.

Har

row

’s o

vera

ll he

alth

indi

cato

rs a

re g

ood

and

peop

le b

orn

in H

arro

w c

an e

xpec

t to

live

long

er th

an th

e Lo

ndon

and

Eng

land

ave

rage

s.

How

ever

, Har

row

doe

s ha

ve a

reas

of r

elat

ive

depr

ivat

ion

with

resi

dent

s w

ho h

ave

serio

us h

ealth

nee

ds.

The

bigg

est k

illers

in H

arro

w,

acco

untin

g fo

r ove

r hal

f of a

ll de

aths

, are

circ

ulat

ory

dise

ases

and

can

cers

. D

iabe

tes,

stro

ke a

nd a

irway

s di

seas

e ar

e al

so s

een

mor

e fre

quen

tly in

Har

row

than

the

aver

age

for E

ngla

nd.

Tech

nolo

gica

l adv

ance

s in

med

icin

e ha

ve im

prov

ed th

e liv

es o

f Lon

done

rs w

ith lo

ng

term

deb

ilitat

ing

illnes

ses,

and

an

even

hig

her n

umbe

r of t

erm

inal

ly il

l peo

ple

are

livin

g lo

nger

and

hav

ing

bette

r liv

es.3

For t

he p

erio

d 20

04 to

200

6 th

e av

erag

e lif

e ex

pect

ancy

for m

en in

Har

row

was

78.

9 ye

ars

and

83.1

yea

rs fo

r wom

en.

This

was

the

third

hi

ghes

t life

exp

ecta

ncy

for m

en a

nd fo

urth

hig

hest

in w

omen

in N

orth

Wes

t Lon

don

and

high

er th

an a

vera

ge fo

r Eng

land

(mal

e lif

e ex

pect

ancy

78.

1 ye

ars

and

wom

en 8

2.6

year

s).

How

ever

, the

re a

re w

ide

ineq

ualit

ies

in h

ealth

with

in H

arro

w.

For t

he p

erio

d 20

01-2

005,

at

war

d le

vel,

mal

e lif

e ex

pect

ancy

var

ied

by 6

yea

rs b

etw

een

Wea

ldst

one,

the

war

d w

ith th

e lo

wes

t life

exp

ecta

ncy

at 7

5 ye

ars

and

Pin

ner

Sou

th w

hich

had

the

high

est l

ife e

xpec

tanc

y at

81

year

s. F

or w

omen

, the

hig

hest

life

exp

ecta

ncy

was

87.

9 ye

ars

in P

inne

r Sou

th a

nd th

is

was

8.6

yea

rs m

ore

than

the

life

expe

ctan

cy in

Wea

ldst

one

whe

re th

e av

erag

e fe

mal

e lif

e ex

pect

ancy

was

79.

3 ye

ars.

The

war

ds m

akin

g up

the

cent

ral c

orrid

or a

nd s

outh

ern

parts

of H

arro

w te

nded

to e

xper

ienc

e th

e lo

wes

t life

exp

ecta

ncy

for b

oth

men

and

wom

en.

H

arro

w h

as a

ppro

xim

atel

y 7,

000

peop

le w

ith s

ome

form

of l

earn

ing

disa

bilit

y. T

here

are

stil

l a s

igni

fican

t num

ber o

f peo

ple

with

lear

ning

di

sabi

litie

s w

ho a

re n

ot k

now

n to

any

ser

vice

s. I

n 20

07, 4

15 a

dults

und

er th

e ag

e of

65

wer

e re

ceiv

ing

com

mun

ity b

ased

ser

vice

s fo

r pe

ople

with

phy

sica

l dis

abilit

ies

and

sens

ory

impa

irmen

t, as

com

pare

d to

nea

rly 2

000

in th

ose

aged

65

year

s an

d ov

er.

2 Lab

our M

arke

t Pro

file

– H

arro

w,

Nom

is O

ffici

al L

abou

r Sta

tistic

s M

ay 2

008

3 The

Lon

don

Col

labo

rativ

e, T

he C

olla

bora

tive

City

Fut

ure

Scen

ario

s

112

9 M

arch

200

9 7

Infa

nt m

orta

lity

rate

s an

d th

e nu

mbe

r of l

ow b

irth

wei

ght b

abie

s ar

e al

so h

ighe

r in

Har

row

than

the

aver

age

for E

ngla

nd.

The

natio

nal

heal

th in

equa

litie

s st

rate

gy (T

ackl

ing

Hea

lth In

equa

litie

s: A

pro

gram

me

for A

ctio

n 20

03) r

ecog

nise

d th

e ch

alle

nge

of re

duci

ng in

fant

m

orta

lity.

It s

tress

ed w

e ca

n on

ly m

eet t

his

chal

leng

e by

doi

ng th

ings

diff

eren

tly a

nd b

y ac

ting

in p

artn

ersh

ip w

ith o

ther

s.

Har

row

in th

e fu

ture

E

ngla

nd w

ill b

e fa

cing

a c

halle

ngin

g ec

onom

ic fu

ture

ove

r the

nex

t few

yea

rs.

The

econ

omic

dow

ntur

n an

d its

impa

ct o

n Lo

ndon

bu

sine

sses

and

Lon

done

rs w

ill s

ee ri

sing

une

mpl

oym

ent,

a co

ntin

uatio

n of

falli

ng p

rope

rty p

rices

, a s

low

dow

n an

d po

stpo

nem

ent o

f re

gene

ratio

n an

d re

deve

lopm

ent p

roje

cts,

cre

dit r

estri

ctio

ns o

n bu

sine

sses

, cha

nges

to im

mig

ratio

n an

d a

drop

in c

onsu

mer

spe

ndin

g,

whi

ch w

ill a

ffect

the

prof

itabi

lity

of o

ur lo

cal b

usin

esse

s. T

he in

crea

sed

risk

of n

egat

ive

equi

ty, d

ue to

low

er h

ouse

pric

es; w

orrie

s ov

er h

igh

leve

ls o

f ind

ebte

dnes

s an

d un

empl

oym

ent;

and

the

gene

ral f

all i

n co

nfid

ence

all

mea

n th

at re

side

nt s

pend

ing

is li

kely

to b

e w

eake

r ove

r the

pe

riod

of re

cess

ion

and

the

subs

eque

nt re

cove

ry p

erio

d.

Anal

ysts

dec

lare

that

the

UK

will

be

the

wor

st a

ffect

ed c

ount

ry in

the

deve

lope

d w

orld

, and

that

the

burs

ting

of th

e fin

anci

al s

ervi

ces

and

the

hous

ing

bubb

les

will

mea

n Lo

ndon

is th

e w

orst

affe

cted

city

in th

e U

K4 . H

arro

w, a

s on

e of

the

33 L

ondo

n bo

roug

hs, w

ill n

eed

to re

spon

d to

this

cha

lleng

e an

d fin

d in

nova

tive

way

s to

geth

er o

f miti

gatin

g th

e ad

vers

e im

pact

of t

his

perio

d on

the

urge

nt h

ousi

ng, e

mpl

oym

ent a

nd re

gene

ratio

n ne

eds

of o

ur c

omm

uniti

es.

It m

ay b

e th

at w

e w

ill be

fa

ced

not w

ith d

evel

opin

g ou

r exi

stin

g sk

ills’ b

ut w

ith d

evel

opin

g di

ffere

nt s

kills

as

thos

e w

ho n

ever

exp

ecte

d to

lose

thei

r job

s or

bu

sine

sses

hav

e to

dea

l with

cha

nged

live

s an

d ex

pect

atio

ns.

We

will

nee

d to

ens

ure

that

our

chi

ldre

n an

d yo

ung

peop

le h

ave

a st

rong

ed

ucat

iona

l pla

tform

and

hav

e th

e op

portu

nity

to a

cces

s vo

catio

nal a

nd a

ppre

ntic

eshi

p op

portu

nitie

s to

ass

ist t

heir

trans

ition

into

wor

king

lif

e. W

e w

ill a

lso

need

to c

ontin

ue to

focu

s on

attr

actin

g ne

w, a

nd s

uppo

rting

our

loca

l, bu

sine

sses

and

incr

easi

ng th

e nu

mbe

r of a

fford

able

ho

mes

. H

arro

w’s

futu

re e

cono

my

depe

nds

on th

e cr

eatio

n an

d gr

owth

of a

rela

tivel

y la

rge

num

ber o

f new

sm

all b

usin

esse

s. W

e th

eref

ore

need

to

prov

ide

an e

nviro

nmen

t in

whi

ch b

usin

esse

s ca

n gr

ow a

nd p

rosp

er.

Our

am

bitio

n is

that

Har

row

will

bec

ome

a lo

catio

n of

cho

ice

for p

eopl

e to

live

and

wor

k in

the

boro

ugh

and

for e

ntre

pren

eurs

to s

et u

p an

d de

velo

p th

eir b

usin

esse

s he

re.

Har

row

is a

lso

view

ed a

s a

boro

ugh

with

less

nee

d th

an s

ever

al o

f our

nei

ghbo

urs.

Thi

s m

akes

gai

ning

add

ition

al re

sour

ces

to d

eal w

ith th

e cu

rrent

eco

nom

ic re

cess

ion

and

its

impa

ct o

n ou

r em

ploy

men

t rat

es e

ven

mor

e ch

alle

ngin

g.

Har

row

’s lo

ng te

rm s

patia

l vis

ion

and

obje

ctiv

es s

et o

ut th

e op

tions

to d

eliv

er s

trate

gic

deve

lopm

ent n

eeds

suc

h as

hou

sing

, em

ploy

men

t, re

tail,

leis

ure

and

recr

eatio

n, s

choo

ling,

hea

lth c

are,

com

mun

ity fa

cilit

ies,

ess

entia

l pub

lic s

ervi

ces

and

trans

port

deve

lopm

ent.

The

po

pula

tion

proj

ectio

ns s

how

that

we

will

nee

d to

acc

omm

odat

e 10

,000

mor

e pe

ople

in th

e B

orou

gh b

y 20

25 a

nd th

e ho

usin

g ta

rget

is to

bu

ild a

min

imum

of 4

,000

new

hom

es b

y 20

16.

Futu

re h

ousi

ng w

ithin

Har

row

sho

uld

help

to s

uppo

rt ec

onom

ic g

row

th, p

artic

ular

ly w

ithin

H

arro

w to

wn

cent

re a

nd th

e di

stric

t cen

tres.

Add

ition

ally

, all

hous

ing

will

nee

d to

offe

r a ra

nge

of h

ousi

ng c

hoic

es to

add

ress

the

sign

ifica

nt

shor

tage

of a

fford

able

hou

sing

and

larg

er fa

mily

acc

omm

odat

ion,

as

wel

l as

mee

t the

loca

l acc

ess

for a

ll an

d ac

cess

ible

hom

es s

tand

ards

.

4 T

he M

ayor

’s E

cono

mic

Rec

over

y Ac

tion

Plan

Dec

embe

r 200

8

113

9 M

arch

200

9 8

13.6

% o

f Har

row

’s p

opul

atio

n co

nsis

ts o

f peo

ple

over

the

age

of 6

5, c

ompa

red

to th

e Lo

ndon

ave

rage

of 1

1%.

Estim

ates

sug

gest

that

, by

2016

, the

re w

ill b

e 3,

100

mor

e pe

ople

ove

r the

age

of 6

5, in

clud

ing

500

mor

e pe

ople

age

d be

twee

n 80

-84

and

500

mor

e pe

ople

age

d 85

+ co

mpa

red

with

200

8. T

here

will

als

o be

an

incr

easi

ng n

umbe

r of o

lder

peo

ple

livin

g al

one,

livi

ng w

ithou

t the

ir ow

n tra

nspo

rt an

d/or

car

ing

for s

omeo

ne w

hils

t in

poor

hea

lth th

emse

lves

. W

e ne

ed to

hel

p pe

ople

con

tinue

to li

ve in

depe

nden

tly th

roug

h su

itabl

e ho

usin

g op

tions

, the

pr

ovis

ion

of s

uppo

rt se

rvic

es a

nd b

y pr

omot

ing

heal

thy

and

sust

aina

ble

lifes

tyle

s. W

e ca

n he

lp re

duce

the

risk

of is

olat

ion

and

mar

gina

lisat

ion

as th

e po

pula

tion

grow

s ol

der t

hrou

gh th

e pr

ovis

ion

of a

ctiv

e an

d ac

cess

ible

soc

ial n

etw

orks

and

lear

ning

opp

ortu

nitie

s an

d pu

blic

ise

othe

rs th

at a

lread

y ex

ist s

uch

as th

e U

nive

rsity

of t

he T

hird

Age

.

Saf

egua

rdin

g vu

lner

able

adu

lts is

a p

ublic

dut

y an

d re

quire

s co

oper

atio

n of

the

man

y pa

rtner

s in

volv

ed in

pro

vidi

ng s

ervi

ces

for a

dults

. W

e ca

n im

prov

e sa

fegu

ardi

ng o

f all

grou

ps th

roug

h de

velo

ping

bet

ter w

ays

to c

aptu

re th

e vi

ews

and

expe

rienc

es o

f ser

vice

use

rs a

nd ta

king

ac

tion

agai

nst a

buse

of v

ulne

rabl

e ad

ults

It

is e

xpec

ted

that

trad

ition

al re

tirem

ent w

ill b

ecom

e a

thin

g of

the

past

, with

peo

ple

eith

er h

avin

g to

or c

hoos

ing

to w

ork

long

er.

This

will

have

impl

icat

ions

for t

he n

umbe

r of j

obs

avai

labl

e fo

r you

ng p

eopl

e bu

t als

o on

peo

ple’

s w

ork

life

bala

nce.

H

arro

w h

as a

larg

e nu

mbe

r of c

arer

s in

Har

row

with

resp

onsi

bilit

ies

for y

oung

peo

ple,

old

er p

eopl

e an

d pe

ople

with

dis

abili

ties.

It i

s es

timat

ed th

at th

ere

are

as m

any

as 2

0,00

0 pe

ople

5 with

car

er re

spon

sibi

litie

s ye

t onl

y so

me

2,00

06 are

kno

wn

and

supp

orte

d. C

arer

s U

K es

timat

e th

at c

arer

s ac

ross

the

UK

sav

e £8

7 bi

llion

per y

ear a

nd it

is e

stim

ated

that

car

ers

save

Har

row

£27

9 m

illion

per

yea

r7 . Th

e cr

ucia

l ro

le u

nder

take

n by

car

ers

and

the

savi

ngs

they

pro

vide

for t

he h

ealth

ser

vice

and

soc

ial c

are

serv

ices

nee

d to

be

mor

e w

idel

y re

cogn

ised

an

d su

ppor

ted

thro

ugh

stre

ngth

ened

sup

port

serv

ices

for c

arer

s an

d im

prov

ed c

omm

unic

atio

n be

twee

n ag

enci

es.

Whi

le th

e le

vels

of g

ener

al h

ealth

in th

e B

orou

gh a

re g

ood

and

life

expe

ctan

cy a

bove

the

Lond

on a

vera

ge, t

here

are

tren

ds th

at n

eed

to b

e ad

dres

sed

incl

udin

g th

e pr

eval

ence

of c

oron

ary

hear

t dis

ease

, dia

bete

s an

d st

roke

s. T

hese

issu

es c

an s

tart

to b

e ad

dres

sed

thro

ugh

prev

enta

tive

mea

sure

s su

ch a

s in

crea

sing

phy

sica

l exe

rcis

e fo

r bot

h ad

ults

and

chi

ldre

n an

d sm

okin

g ce

ssat

ion.

The

pre

vale

nce

of o

besi

ty

has

a di

rect

cor

rela

tion

with

the

prev

alen

ce o

f dia

gnos

ed d

iabe

tes

for w

hich

Har

row

is e

stim

ated

to h

ave

the

high

est o

ccur

renc

e in

Lon

don8 .

Oth

er m

easu

res

to a

ddre

ss im

prov

ing

publ

ic h

ealth

incl

ude

redu

cing

alc

ohol

har

m9 a

nd in

crea

sing

effe

ctiv

e dr

ug tr

eatm

ent10

. O

ppor

tuni

ties

for p

eopl

e w

ith le

arni

ng d

isab

ilitie

s an

d th

ose

with

men

tal h

ealth

pro

blem

s ar

e lim

ited,

but

out

com

es c

ould

be

impr

oved

thro

ugh

incr

easi

ng

the

num

ber o

f peo

ple

with

lear

ning

dis

abilit

ies

in e

mpl

oym

ent a

nd th

e nu

mbe

r of a

dults

in c

onta

ct w

ith s

econ

dary

men

tal h

ealth

ser

vice

s w

ho a

re in

set

tled

acco

mm

odat

ion.

5 200

1 C

ensu

s 6 D

raft

Har

row

’s C

arer

s St

rate

gy

7 Val

uing

Car

ers

– C

alcu

latin

g th

e va

lue

of u

npai

d ca

re –

Car

ers

UK

– U

nive

rsity

of L

eeds

(200

7)

8 Har

row

Hea

lth P

rofil

e 20

08, A

PHO

and

Dep

artm

ent o

f Hea

lth

9 Wor

ld H

ealth

Org

anis

atio

n –

Pub

lic H

ealth

Pro

blem

s C

ause

d by

Alc

ohol

10

NTA

Stra

tegy

114

9 M

arch

200

9 9

Har

row

inte

nds

to u

se th

e O

lym

pics

and

Par

alym

pics

to in

spire

you

ng p

eopl

e, re

side

nts

and

busi

ness

es, u

sing

this

as

a ve

hicl

e to

en

cour

age

volu

ntee

ring

and

com

mun

ity in

volv

emen

t H

arro

w re

mai

ns th

e bo

roug

h w

ith th

e lo

wes

t crim

e ra

te in

Lon

don.

In

the

past

, the

fear

of c

rime

has

been

dis

prop

ortio

nate

ly h

igh

whe

n co

nsid

ered

alo

ngsi

de th

e ra

te o

f rep

orte

d cr

ime.

How

ever

, in

the

last

thre

e ye

ars,

ther

e ha

ve b

een

subs

tant

ial f

alls

in th

e le

vel o

f the

fear

of

crim

e, w

hich

, alth

ough

stil

l hig

her t

han

appe

ars

to b

e ju

stifi

ed b

y cu

rren

t crim

e le

vels

, is

beco

min

g m

ore

real

istic

. Th

e re

al le

vel o

f D

omes

tic V

iole

nce

rem

ains

diff

icul

t to

mea

sure

. Th

e ex

perie

nces

of H

arro

w a

re s

imila

r to

othe

r bor

ough

s an

d un

der r

epor

ting

is a

n is

sue.

Th

is is

mos

t acu

te a

mon

gst m

inor

ity e

thni

c w

omen

. U

nder

repo

rting

occ

urs

beca

use

of ‘l

ack

of fa

ith in

the

crim

inal

just

ice

syst

em a

nd fe

ar

of re

tribu

tion’

11.

Rep

orte

d do

mes

tic v

iole

nce

is a

hig

h vo

lum

e cr

ime

repr

esen

ting

25 p

er c

ent o

f all

repo

rted

crim

e in

Lon

don12

.

Har

row

’s d

iver

sity

in te

rms

of e

thni

city

, rel

igio

n an

d w

ealth

mea

ns th

at w

e ha

ve to

be

cons

tant

ly v

igila

nt a

bout

mai

ntai

ning

and

st

reng

then

ing

com

mun

ity c

ohes

ion.

A k

ey to

impr

ovin

g co

hesi

on is

redu

cing

ineq

ualit

y of

opp

ortu

nity

and

in in

com

e, e

mpl

oym

ent,

educ

atio

n an

d th

e sk

ill ba

se, h

ousi

ng c

ondi

tions

and

the

phys

ical

env

ironm

ent.

Ano

ther

asp

ect o

f com

mun

ity c

ohes

ion

is re

duci

ng c

rime

and

fear

of c

rime,

par

ticul

arly

vio

lent

crim

e, h

ate

crim

e, a

nti s

ocia

l beh

avio

ur (y

oung

and

old

) and

dru

g an

d al

coho

l rel

ated

crim

e an

d im

prov

ing

awar

enes

s of

, and

resp

ondi

ng to

, com

mun

ity te

nsio

n.

Dig

nity

and

resp

ect a

re re

cogn

ised

as

key

dete

rmin

ants

of o

ur w

ellb

eing

. Fa

ir tre

atm

ent b

y ot

hers

is a

crit

ical

com

pone

nt o

f rem

ovin

g in

equa

litie

s of

pro

cess

, whi

ch c

reat

e un

just

bar

riers

to in

volv

emen

t in

soci

ety

as w

ell a

s in

the

econ

omy.

Thi

s ha

s an

impa

ct o

n th

e se

nse

of c

omm

unity

coh

esio

n in

Har

row

. O

ppor

tuni

ties

to p

artic

ipat

e in

our

soc

iety

and

to in

fluen

ce it

pos

itive

ly c

an a

lso

incr

ease

com

mun

ity

cohe

sion

.

Ther

e is

a n

eed

to s

afeg

uard

and

enh

ance

the

qual

ity o

f our

infra

stru

ctur

e, th

e bu

ilt e

nviro

nmen

t and

the

wid

er e

nviro

nmen

t. R

educ

ing

carb

on d

ioxi

de e

mis

sion

s w

ill be

an

impo

rtant

ove

rall

obje

ctiv

e, a

s w

ill m

itiga

ting

the

effe

cts

of c

limat

e ch

ange

thro

ugh

enco

urag

ing

grea

ter

use

of re

new

able

ene

rgy,

impr

oved

insu

latio

n, a

nd m

akin

g us

e of

bes

t pra

ctic

e in

sus

tain

able

des

ign

and

life-

time

hom

e st

anda

rds.

P

rote

ctio

n an

d en

hanc

emen

t of t

rees

and

ope

n sp

ace

is im

porta

nt to

ens

ure

that

Har

row

pre

serv

es it

s gr

een,

leaf

y su

burb

an a

ppea

ranc

e an

d w

ill h

elp

to p

reve

nt th

e he

at-is

land

effe

ct.

The

ease

with

whi

ch th

e ge

nera

l pub

lic c

an a

cces

s pu

blic

ope

n sp

aces

, inc

ludi

ng th

e gr

eenb

elt a

nd lo

cal p

arks

var

ies

acro

ss th

e Bo

roug

h si

nce

not a

ll op

en s

pace

is ‘o

pen’

to th

e pu

blic

. In

add

ition

the

leve

l and

type

of l

eisu

re

and

recr

eatio

nal f

acilit

ies

also

var

ies.

The

pot

entia

l exi

sts

with

in N

orth

Wes

t Lon

don

to u

tilis

e pu

blic

ope

n sp

aces

bet

ter a

nd e

nhan

ce th

e qu

ality

of e

xist

ing

asse

ts.

It w

ill be

impo

rtant

to e

nsur

e th

at fa

cilit

ies

for N

orth

Wes

t Lon

don

are

inte

grat

ed w

ith e

ach

othe

r and

with

Lon

don

wid

e in

itiat

ives

suc

h as

Gre

en G

rid, C

apita

l Rin

g an

d th

e Lo

ndon

LO

OP

.

11 H

arro

w C

rime

and

Dis

orde

r Aud

it –

ww

w.c

rimer

educ

tion.

co.u

k 12

The

Sec

ond

Lond

on D

omes

tic V

iole

nce

Stra

tegy

– T

he M

ayor

of L

ondo

n, N

ovem

ber 2

005

115

9 M

arch

200

9 10

With

in a

n ot

herw

ise

gene

rally

pro

sper

ous

and

thriv

ing

boro

ugh,

Har

row

has

just

und

er 7

,000

peo

ple

rece

ivin

g in

capa

city

ben

efits

.13

Red

ucin

g w

orkl

essn

ess

and

prom

otin

g en

terp

rise

is n

ot ju

st im

porta

nt in

its

own

right

. It

can

prov

ide

a co

rner

ston

e fo

r reg

ener

atio

n,

brin

ging

new

mon

ey in

to th

e lo

cal e

cono

my,

cre

atin

g a

grea

ter s

ense

of a

mbi

tion

for e

very

one

who

live

s he

re, i

ncre

asin

g ec

onom

ic w

ell

bein

g an

d re

duci

ng c

hild

pov

erty

. Th

is c

an la

y th

e fo

unda

tions

for f

lour

ishi

ng, e

mpo

wer

ed c

omm

uniti

es.

Bef

ore

this

can

hap

pen,

we

need

to

wor

k to

war

ds re

mov

ing

the

mul

tiple

bar

riers

to w

ork.

Man

y pe

ople

hav

e be

en is

olat

ed fr

om th

e m

ains

tream

labo

ur m

arke

t for

a v

ery

long

tim

e, a

nd m

ay fa

ce p

erso

nal b

arrie

rs s

uch

as c

arin

g re

spon

sibi

litie

s; p

hysi

cal a

nd m

enta

l hea

lth c

ondi

tions

; fam

ily b

reak

dow

n; o

r a h

isto

ry

of o

ffend

ing

or v

ictim

isat

ion.

Thi

s re

quire

s he

lp fr

om a

rang

e of

age

ncie

s an

d su

ppor

t ser

vice

s.

All

of th

is is

mad

e m

uch

mor

e di

fficu

lt in

th

e cu

rrent

eco

nom

ic s

ituat

ion.

The

re is

con

cern

that

jobs

, whi

ch b

ecom

e av

aila

ble,

are

take

n by

the

incr

easi

ng n

umbe

r of n

ewly

un

empl

oyed

and

not

the

hard

est t

o re

ach.

B

y 20

11, a

n es

timat

ed 7

5 pe

r cen

t of U

K h

ouse

hold

s w

ill h

ave

inte

rnet

acc

ess

and

by 2

010,

95

per c

ent o

f the

indu

stria

lised

wor

ld m

ay b

e co

nduc

ting

‘e-b

usin

ess’

on

line.

The

impl

icat

ions

of t

echn

olog

ical

inno

vatio

ns o

n w

ork

and

wor

king

virt

ually

will

mea

n th

at re

mot

e w

orki

ng

will

incr

ease

but

ther

e w

ill s

till b

e a

need

for p

hysi

cal o

ffice

s in

the

futu

re d

ue to

the

nece

ssity

for f

ace-

to-fa

ce c

onta

ct.

Futu

re te

chno

logy

w

ill a

lso

have

an

impa

ct o

n th

e w

ay w

e so

cial

ise

and

deliv

er s

ervi

ces.

New

hom

e te

chno

logi

es w

ill m

ake

it m

uch

easi

er fo

r peo

ple

to

inte

ract

with

ser

vice

pro

vide

rs a

nd a

id th

e pe

rson

alis

atio

n of

pub

lic s

ervi

ce d

eliv

ery.

Soc

ial n

etw

orki

ng s

ites

will

be u

sed

as a

way

of

conn

ectin

g in

divi

dual

s to

adv

ocac

y, c

ampa

igns

, vol

unte

erin

g op

portu

nitie

s an

d to

eac

h ot

her.

Tec

hnol

ogy

adva

nces

will

impa

ct o

n th

e w

ay

we

care

for a

nd m

onito

r vul

nera

ble

peop

le, h

elp

redu

ce th

e im

pact

of o

ur b

igge

st h

ealth

kill

ers

thro

ugh

med

ical

adv

ance

s an

d al

so b

e in

crea

sing

ly u

sed

to h

elp

miti

gate

the

effe

cts

of c

limat

e ch

ange

. Th

ese

tech

nolo

gica

l adv

ance

s ha

ve s

igni

fican

t ass

ocia

ted

cost

s, w

hich

m

ay im

pact

Har

row

’s a

bilit

y to

max

imis

e th

e us

e of

thes

e ov

er th

e ne

xt 1

0 ye

ars.

Tec

hnol

ogy

in th

ese

field

s sh

ould

, how

ever

, red

uce

unit

cost

s an

d in

crea

se s

tand

ards

, pro

vide

d th

e in

itial

inve

stm

ent c

an b

e fo

und.

W

e w

ill n

eed

to w

ork

in in

nova

tive

way

s to

mee

t the

cha

lleng

e of

bud

get c

onst

rain

ts a

nd o

ffer c

hoic

e an

d co

ntro

l to

resi

dent

s in

hou

sing

, he

alth

, com

mun

ity s

afet

y an

d so

cial

car

e se

rvic

es.

This

will

incl

ude

grea

ter s

uppo

rt fo

r car

ers

and

self

fund

ers;

em

pow

erin

g th

e co

mm

unity

vo

ice

and

wor

king

in p

artn

ersh

ip w

ith th

e vo

lunt

ary

and

com

mun

ity s

ecto

r. P

art o

f the

ans

wer

may

wel

l lie

in a

ligni

ng o

r poo

ling

budg

ets

betw

een

publ

ic s

ecto

r org

anis

atio

ns a

nd in

join

tly c

omm

issi

onin

g se

rvic

es to

ove

rcom

e th

e bo

unda

ry is

sues

(tha

t is,

unc

erta

inty

abo

ut

whi

ch b

ody

is re

spon

sibl

e fo

r asp

ects

of s

uppo

rt) th

at to

o of

ten

aris

e.

The

visi

on in

this

stra

tegy

atte

mpt

s to

stri

ke a

bal

ance

bet

wee

n th

e ne

cess

arily

com

petin

g as

pect

s of

wha

t con

stitu

tes

a hi

gh q

ualit

y of

life

. P

rogr

ess

in o

ne e

lem

ent o

f bui

ldin

g a

sust

aina

ble

com

mun

ity w

ill al

way

s ha

ve a

tem

pora

ry o

r per

man

ent i

mpa

ct o

n an

othe

r. S

uch

a tra

de-

off m

ay b

e ac

cept

able

as

long

as

it is

a c

onsi

dere

d el

emen

t of a

n ov

eral

l pla

n, w

hich

set

s us

on

a lo

ng te

rm tr

end

tow

ards

a s

usta

inab

le

futu

re.

For e

xam

ple,

cur

rent

ly th

is s

trate

gy a

ttem

pts

to g

ive

an e

qual

wei

ght t

o ec

onom

ic d

evel

opm

ent a

nd th

e en

viro

nmen

t in

Har

row

. If,

ho

wev

er, t

he e

ffect

s of

clim

ate

chan

ge w

orse

ned

we

may

nee

d to

take

a m

ore

robu

st a

ppro

ach

to th

e en

viro

nmen

tal e

ffect

s of

bus

ines

s.

The

impa

ct o

f put

ting

addi

tiona

l effo

rt in

to h

elpi

ng in

divi

dual

s ga

in h

ighe

r lev

el s

kills

als

o ne

eds

to b

e w

eigh

ed a

gain

st th

e im

pact

of

13

Lab

our M

arke

t Pro

file

Har

row

– M

ay 2

008

116

9 M

arch

200

9 11

inte

rven

ing

to re

mov

e ba

rrier

s to

em

ploy

men

t for

the

hard

est t

o he

lp.

Sho

uld

it pr

ove

nece

ssar

y to

mov

e fro

m th

e ba

lanc

e en

visa

ged

in th

is

stra

tegy

, we

wou

ld e

xpec

t the

re to

be

sign

ifica

nt p

ublic

con

sulta

tion.

H

arro

w S

trate

gic

Par

tner

ship

bel

ieve

s th

at th

ese

are

the

issu

es th

at m

atte

r mos

t to

the

peop

le o

f Har

row

, are

am

enab

le to

impr

ovem

ent,

and

can

be im

prov

ed th

roug

h ef

fect

ive

partn

ersh

ip w

orki

ng.

Thes

e is

sues

repr

esen

t a b

alan

ced

and

cohe

rent

sta

ge in

pro

gres

s to

war

ds

the

visi

on fo

r the

futu

re o

f Har

row

. 3.

H

arro

w’s

app

roac

h to

Sus

tain

able

Com

mun

ity P

lann

ing

Wha

t is

the

Sust

aina

ble

Com

mun

ity S

trat

egy?

Th

e H

arro

w S

usta

inab

le C

omm

unity

Stra

tegy

set

s ou

t a lo

ng-te

rm v

isio

n fo

r the

Bor

ough

. Th

e st

rate

gy c

over

s al

l asp

ects

of l

ife fo

r peo

ple

in th

e B

orou

gh, e

xam

inin

g w

here

we

have

com

e fro

m, w

here

we

are

now

and

whe

re w

e w

ant t

o be

in 2

020.

Th

e vi

sion

has

bee

n pr

oduc

ed b

y th

e H

arro

w P

artn

ersh

ip.

The

Partn

ersh

ip is

a c

olla

bora

tion

of re

pres

enta

tives

from

age

ncie

s th

at d

eliv

er

publ

ic s

ervi

ces,

com

mun

ity a

nd v

olun

tary

org

anis

atio

ns a

nd b

usin

esse

s in

Har

row

. Th

e vi

sion

will

be

revi

ewed

per

iodi

cally

, tak

ing

acco

unt o

f new

cha

lleng

es a

nd m

akin

g su

re th

at o

ur p

lans

are

fit f

or th

e fu

ture

and

the

shor

t te

rm a

ctio

ns w

ill be

revi

ewed

at l

east

eve

ry th

ree

year

s.

How

is th

e Su

stai

nabl

e C

omm

unity

Str

ateg

y us

ed?

The

Sust

aina

ble

Com

mun

ity S

trate

gy is

cru

cial

to s

ettin

g th

e sc

ene

for p

lann

ing

and

deliv

erin

g se

rvic

es to

the

publ

ic, e

nsur

ing

that

they

m

eet t

he v

arie

d ne

eds

of H

arro

w.

We

have

trie

d to

bal

ance

soc

ial,

envi

ronm

enta

l and

eco

nom

ic o

bjec

tives

whi

lst p

rom

otin

g eq

ual

oppo

rtuni

ties

for c

urre

nt a

nd fu

ture

gen

erat

ions

. Th

e st

rate

gy w

ill be

use

d as

a fr

amew

ork

to h

elp

to c

o-or

dina

te th

e ac

tions

of t

he p

ublic

, priv

ate,

vol

unta

ry a

nd c

omm

unity

org

anis

atio

ns

that

ope

rate

loca

lly.

By

wor

king

toge

ther

to m

eet c

omm

unity

nee

ds, l

ocal

org

anis

atio

ns c

an b

est h

elp

peop

le to

enj

oy a

goo

d qu

ality

of l

ife.

The

stra

tegy

will

be d

eliv

ered

thro

ugh

the

vario

us o

rgan

isat

ions

that

mak

e up

the

Har

row

Stra

tegi

c P

artn

ersh

ip in

ord

er to

mak

e th

e vi

sion

a

real

ity.

Our

Loc

al A

rea

Agr

eem

ent (

LAA

) and

an

annu

al p

artn

ersh

ip re

port

will

be u

sed

to m

onito

r the

act

ions

and

repo

rt pr

ogre

ss to

war

ds

our s

hare

d vi

sion

.

117

9 M

arch

200

9 12

Har

row

’s L

ocal

Are

a Ag

reem

ent (

LAA

) set

s ou

t the

mai

n an

d im

med

iate

prio

ritie

s th

at th

e Pa

rtner

ship

is w

orki

ng to

del

iver

. Th

e LA

A is

an

agre

emen

t bet

wee

n th

e P

artn

ersh

ip a

nd c

entra

l gov

ernm

ent t

hat i

nclu

des

chal

leng

ing

perfo

rman

ce ta

rget

s. P

erfo

rman

ce a

gain

st th

e LA

A

is m

onito

red

quar

terly

by

the

Par

tner

s an

d re

porte

d an

nual

ly.

O

ther

par

tner

stra

tegi

es a

nd p

olic

ies

will

also

nee

d to

dem

onst

rate

how

they

will

help

to d

eliv

er th

e S

usta

inab

le C

omm

unity

Stra

tegy

and

do

veta

il w

ith it

.

118

9 M

arch

200

9 13

The

hist

ory

of th

e Su

stai

nabl

e C

omm

unity

Str

ateg

y Th

e pr

iorit

ies

liste

d in

this

doc

umen

t hav

e ar

isen

thro

ugh

exte

nsiv

e re

sear

ch in

to th

e ne

eds

of th

e pe

ople

in H

arro

w.

Com

mun

icat

ion

with

pe

ople

who

live

and

wor

k in

the

Boro

ugh

and

thos

e w

ho p

rovi

de p

ublic

ser

vice

s en

able

d us

to id

entif

y so

me

key

chal

leng

es fo

r the

futu

re.

The

first

Com

mun

ity S

trate

gy fo

r Har

row

was

pub

lishe

d in

May

200

4. T

hat d

ocum

ent e

stab

lishe

d a

sens

e of

par

tner

ship

and

a s

ense

of

dire

ctio

n fo

r the

Bor

ough

. It

was

, del

iber

atel

y, fa

irly

shor

t ter

m a

nd th

e ac

tions

it p

ropo

sed

wer

e qu

ickl

y ac

hiev

ed o

r wer

e ov

erta

ken

by

even

ts.

One

suc

h ev

ent w

as th

e in

trodu

ctio

n of

the

Loca

l Are

a A

gree

men

t (LA

A).

Thi

s is

an

agre

emen

t bet

wee

n C

entra

l Gov

ernm

ent a

nd

the

Partn

ersh

ip to

ena

ble

us to

targ

et re

sour

ces

bette

r on

loca

l prio

ritie

s. H

arro

w a

gree

d its

firs

t LA

A w

ith g

over

nmen

t in

2006

. A

lso

durin

g 20

06 th

e Pa

rtner

ship

pub

lishe

d its

sec

ond

Sust

aina

ble

Com

mun

ity P

lan

whi

ch w

as b

uilt

arou

nd a

sim

ilar f

ram

ewor

k to

the

Loca

l Are

a A

gree

men

t. T

he P

lan

had

a la

rger

focu

s on

med

ium

term

am

bitio

ns, w

hich

look

ed a

t wha

t the

par

tner

ship

sho

uld

wor

k to

war

ds

over

the

next

four

to s

ix y

ears

and

set

out

the

partn

ersh

ip p

riorit

ies.

In

Jun

e 20

08 w

e su

cces

sful

ly re

new

ed o

ur L

ocal

Are

a A

gree

men

t with

gov

ernm

ent,

whi

ch fo

llow

ed a

com

preh

ensi

ve c

onsu

ltatio

n pr

oces

s to

ens

ure

we

wer

e fo

cusi

ng o

n th

e rig

ht a

reas

. W

e ar

e no

w u

sing

the

prio

ritie

s ag

reed

for t

he n

ew L

ocal

Are

a Ag

reem

ent a

s th

e ba

sis

for

this

new

Sus

tain

able

Com

mun

ity S

trate

gy a

nd h

ave

focu

sed

on th

e ke

y ar

eas

of im

porta

nce

to m

ake

it H

arro

w s

peci

fic.

Con

sulta

tion

To d

ecid

e ex

actly

wha

t new

and

exi

stin

g is

sues

we

shou

ld fo

cus

on in

this

refre

shed

Stra

tegy

, we

inte

rvie

wed

ove

r 50

expe

rts a

nd o

pini

on

form

ers

in H

arro

w, i

nclu

ding

key

vol

unta

ry a

nd c

omm

unity

org

anis

atio

ns w

ho re

pres

ente

d ou

r div

erse

com

mun

ity.

The

wid

e ra

nge

of

diffe

rent

issu

es a

bout

wha

t mak

es u

p H

arro

w n

ow a

nd w

hat w

e w

ould

like

it to

look

like

in th

e fu

ture

was

col

late

d an

d di

scus

sed

at tw

o m

ini

sum

mits

. W

e al

so c

onsu

lted

the

Res

iden

t’s P

anel

and

gat

here

d ex

istin

g in

form

atio

n fro

m c

onsu

ltatio

ns th

at h

ad re

cent

ly ta

ken

plac

e e.

g.

the

wor

k un

derta

ken

on th

e Lo

cal D

evel

opm

ent F

ram

ewor

k, th

e Jo

int S

trate

gic

Nee

ds A

sses

smen

t, th

e H

ousi

ng S

trate

gy a

nd th

e re

fresh

ed

Loca

l Are

a A

gree

men

t. A

s a

resu

lt th

is S

trate

gy b

uild

s on

and

refre

shes

our

exi

stin

g P

lan

to p

rodu

ce a

dis

tinct

dire

ctio

n fo

r Har

row

. Th

e ou

tcom

es fr

om th

e co

nsul

tatio

n ac

tiviti

es h

ave

been

col

late

d to

geth

er to

form

the

six

key

them

es a

nd th

e im

plic

atio

ns a

nd is

sues

und

er

each

them

e ar

e lis

ted

on p

age

14.

This

Sus

tain

able

Com

mun

ity S

trate

gy c

onta

ins

issu

es a

nd c

halle

nges

that

are

not

spe

cific

to H

arro

w

alon

e. W

hat m

akes

this

Stra

tegy

dis

tinct

ive

from

all

othe

r Lon

don

boro

ughs

is th

e na

ture

and

prio

rity

of th

e ch

alle

nges

und

er e

ach

them

e.

The

chal

leng

es w

ere

disc

usse

d an

d pr

iorit

ised

dur

ing

the

two

min

i sum

mits

and

refle

ct th

ose

issu

es th

at a

re m

ost i

mpo

rtant

to th

e pe

ople

of

Har

row

.

119

9 M

arch

200

9 14

4. H

arro

w in

202

0 an

d th

e si

x ke

y th

emes

for H

arro

w

EC

ON

OM

IC D

EV

ELO

PM

EN

T IN

HA

RR

OW

Jo

bs D

eman

d M

ore

Hig

hly

Ski

lled

Em

ploy

ees

P

ract

ical

opp

ortu

nitie

s fo

r pre

parin

g pe

ople

for w

ork

A

n en

viro

nmen

t tha

t sup

ports

rele

arni

ng a

nd re

train

ing

N

o la

rge

indu

stria

l or c

omm

erci

al e

mpl

oyer

s

A b

orou

gh m

ade

up o

f sm

all b

usin

esse

s

Low

ava

ilabi

lity

of lo

cal e

mpl

oym

ent

Th

e im

pact

of H

arro

w b

eing

mor

e of

a c

omm

uter

bor

ough

A s

trong

reta

il an

d se

rvic

e se

ctor

AN

IMP

RO

VIN

G E

NV

IRO

NM

EN

T E

nviro

nmen

tal I

ssue

s

Red

ucin

g th

e im

pact

of t

rans

port

on th

e en

viro

nmen

t

Pro

tect

ion

of o

pen

spac

e ac

ross

the

boro

ugh

N

eed

for a

wel

l des

igne

d bo

roug

h, w

ith s

usta

inab

le b

uild

ings

, pu

blic

spa

ces

and

trans

port

Th

e ne

ed fo

r a c

lean

bor

ough

with

hig

h st

anda

rds

of w

aste

re

cycl

ing

and

reus

e

Red

ucin

g em

issi

ons

& a

dapt

ing

to c

hang

es in

the

loca

l clim

ate

G

row

ing

Pop

ulat

ion

S

usta

inin

g H

arro

w’s

env

ironm

ent

Im

plic

atio

ns o

f ove

rcro

wdi

ng a

nd in

crea

sed

dens

ity

N

eed

for a

ppro

pria

te h

ousi

ng a

nd im

prov

ed fa

cilit

ies

&

infra

stru

ctur

e E

VE

RY

HA

RR

OW

CH

ILD

Edu

catio

n fo

r life

Soc

ial O

ppor

tuni

ties

and

resp

onsi

bilit

y

Saf

ety

for y

oung

peo

ple

B

eing

hea

rd a

nd c

onsu

lted

CU

LTU

RE

, CO

MM

UN

ITIE

S A

ND

IDE

NTI

TY

H

ow c

omm

uniti

es g

et a

long

toge

ther

and

the

cont

ribut

ion

peop

le m

ake

to th

eir c

omm

uniti

es

S

ervi

ces

that

mee

t the

nee

d of

our

div

erse

com

mun

ity

C

omm

unity

Saf

ety

Citi

zens

hip

and

its im

plic

atio

ns

C

omm

unity

ties

stre

ngth

ened

H

EA

LTH

, WEL

LBE

ING

AN

D IN

DE

PE

ND

EN

CE

Hea

lthy

Har

row

Sup

porti

ng li

fest

yles

that

pro

mot

e in

depe

nden

t liv

ing

(cho

ice,

co

ntro

l and

em

pow

erm

ent)

Im

pact

of i

sola

tion

and

mar

gina

lisat

ion

W

orki

ng li

fest

yles

Livi

ng lo

nger

hea

lthie

r

THE

FU

TUR

E O

F P

UB

LIC

SE

RV

ICE

S A

ND

DE

MO

CR

AC

Y

Stro

ng a

nd re

spec

ted

partn

ersh

ip w

orki

ng

P

erso

nalis

ed s

ervi

ces

and

neig

hbou

rhoo

d fo

cuse

d

Com

mun

ity e

ngag

emen

t in

the

deve

lopm

ent a

nd d

eliv

ery

of

serv

ices

The

abilit

y to

hav

e re

al in

fluen

ce

S

treng

then

ed V

olun

tary

and

Com

mun

ity S

ecto

r

120

9 M

arch

200

9 15

5.

Key

to u

nder

stan

ding

the

six

them

es

Pag

es 1

5 –

31 a

re s

truct

ured

in th

e fo

llow

ing

way

to o

ffer m

ore

info

rmat

ion

on th

e lo

ng-te

rm v

isio

n in

eac

h th

eme

and

the

appr

oach

the

partn

ersh

ip is

taki

ng.

Vis

ion

W

here

we

wou

ld li

ke to

get

to b

y 20

20

This

sec

tion

iden

tifie

s th

e vi

sion

for e

ach

them

e ba

sed

upon

the

aspi

ratio

ns a

nd c

once

rns

for

Har

row

that

peo

ple

expr

esse

d du

ring

the

one

to o

ne in

terv

iew

s an

d su

mm

it.

S

hort-

Term

ed A

ctio

ns

Th

e sh

ort-t

erm

prio

ritie

s fo

r act

ion

over

the

next

thre

e ye

ars

2009

-201

2 Th

e ac

tions

list

ed in

this

sec

tion

repr

esen

t a s

erie

s of

pro

ject

s in

volv

ing

a w

ide

rang

e of

par

tner

s.

Thes

e ac

tions

are

refle

cted

in o

ur L

ocal

Are

a A

gree

men

t, w

hich

is a

3-y

ear a

gree

men

t bet

wee

n ou

r par

tner

s an

d th

e go

vern

men

t.

Am

bitio

n Th

e lo

nger

-term

age

nda

2013

- 20

20

This

sec

tion

sets

out

spe

cific

are

as th

at th

e H

arro

w S

trate

gic

Par

tner

ship

will

focu

s on

in th

e fu

ture

.

Par

tner

s Th

e rig

ht p

eopl

e an

d or

gani

satio

ns to

tack

le th

e is

sues

. Th

ere

are

man

y or

gani

satio

ns a

nd p

eopl

e in

volv

ed in

hel

ping

to d

eliv

er th

e sh

ort-t

erm

act

ion

and

in s

hapi

ng th

e lo

nger

-term

age

nda.

Mos

t of t

his

wor

k is

del

iver

ed th

roug

h ke

y pa

rtner

ship

s of

or

gani

satio

ns.

The

key

ones

rela

ting

to e

ach

them

e ar

e lis

ted

in th

is s

ectio

n.

In

dica

tors

Th

ese

are

mea

sure

s, w

hich

sho

w o

ur p

rogr

ess

tow

ards

del

iver

ing

our s

hort-

term

act

ion.

Th

is s

ectio

n id

entif

ies

som

e of

the

key

mea

sure

s th

at p

artn

er o

rgan

isat

ions

and

the

publ

ic c

an u

se

to s

how

the

prog

ress

that

is b

eing

mad

e in

eac

h th

eme

over

tim

e.

121

9 M

arch

200

9 16

6.

Eco

nom

ic d

evel

opm

ent i

n H

arro

w

Visi

on

Har

row

will

be

an a

ttrac

tive

plac

e to

wor

k an

d se

t up

busi

ness

and

will

pro

vide

an

econ

omic

ally

via

ble,

sus

tain

able

and

attr

activ

e H

arro

w T

own

Cen

tre.

You

ng p

eopl

e w

ill b

e be

tter p

repa

red

for l

ife a

nd w

ork

and

ther

e w

ill b

e op

port

uniti

es to

rele

arn

and

retr

ain

for a

ll ag

es to

mee

t ski

ll de

man

ds fo

r bot

h cu

rren

t and

futu

re e

mpl

oym

ent.

Har

row

will

con

tinue

to p

rovi

de lo

cal w

ork

oppo

rtun

ities

and

par

tner

s w

ill w

ork

toge

ther

to a

ddre

ss a

nd m

inim

ise

barr

iers

to w

ork.

Har

row

’s p

ublic

tran

spor

t inf

rast

ruct

ure

will

con

tinue

to p

rovi

de a

cces

s to

em

ploy

men

t opp

ortu

nitie

s be

yond

the

boro

ugh.

Sh

ort-T

erm

Act

ion

R

educ

e th

e nu

mbe

r of p

eopl

e un

empl

oyed

Incr

ease

the

num

ber o

f bus

ines

ses

supp

orte

d th

roug

h th

e H

arro

w m

ento

ring

pack

age

H

elp

peop

le to

max

imis

e th

e be

nefit

s th

ey a

re e

ntitl

ed to

Pro

mot

e th

e re

gene

ratio

n of

Har

row

Tow

n C

entre

by

incr

easi

ng it

s re

tail

offe

r, cr

eatin

g a

dist

inct

ive

publ

ic s

pace

and

sec

urin

g a

21st

cent

ury

trans

port

hub

In

crea

se th

e nu

mbe

r of a

dults

with

lear

ning

dis

abilit

ies

in e

mpl

oym

ent

B

allo

t the

tow

n ce

ntre

bus

ines

ses

on th

e cr

eatio

n of

a B

usin

ess

Impr

ovem

ent D

istri

ct

M

axim

ise

the

impa

ct o

f ‘P

athw

ays

into

Wor

k’ a

nd th

e pr

ovis

ion

of in

tern

ship

s an

d ap

pren

tices

hips

to ta

ckle

ski

ll sh

orta

ges

and

incr

ease

em

ploy

men

t

Con

vene

a g

roup

with

par

tner

s to

iden

tify

inte

rven

tions

to le

ssen

the

impa

ct o

f the

eco

nom

ic re

cess

ion

on H

arro

w

Im

plem

ent s

uper

visi

on p

lans

to m

otiv

ate

offe

nder

s to

take

up

empl

oym

ent o

ppor

tuni

ties

or e

ngag

e in

trai

ning

Ass

ist H

arro

w b

usin

esse

s to

ben

efit

from

Oly

mpi

c pr

ocur

emen

t opp

ortu

nitie

s A

mbi

tions

Mor

e ad

ults

and

old

er p

eopl

e to

hav

e ac

cess

to o

ur e

duca

tion

prov

ider

s to

rele

arn

and

retra

in

S

choo

ls a

nd c

olle

ges

in H

arro

w a

re s

kille

d in

the

late

st te

chno

logy

Our

cul

tura

lly d

efin

ed b

usin

esse

s ar

e pr

omot

ed a

nd c

eleb

rate

d

Em

ploy

men

t lan

d is

mai

ntai

ned

and

enha

nced

to p

rovi

de lo

cal r

esid

ents

with

the

oppo

rtuni

ty to

wor

k w

ithin

the

Boro

ugh

Th

ere

are

few

er u

nqua

lifie

d re

side

nts

or re

side

nts

in w

orkl

ess

hous

ehol

ds

B

usin

ess

occu

panc

y is

mai

ntai

ned

and

new

bus

ines

ses

are

attra

cted

to H

arro

w

122

9 M

arch

200

9 17

S

kill

shor

tage

s an

d fu

ture

gro

wth

are

as a

re id

entif

ied

and

addr

esse

d th

roug

h tra

inin

g, in

ord

er to

max

imis

e em

ploy

men

t pot

entia

l for

lo

cal p

eopl

e an

d su

ppor

t loc

al b

usin

esse

s

All

new

maj

or b

usin

esse

s co

min

g in

to H

arro

w a

re c

omm

itted

to tr

aini

ng a

nd s

kills

dev

elop

men

t as

part

of th

eir p

lann

ing

cond

ition

s an

d ar

e co

mm

itted

to e

mpl

oyin

g an

d pr

ocur

ing

loca

lly

To

uris

m to

con

tinue

to p

lay

a po

sitiv

e ro

le in

sup

porti

ng th

e lo

cal e

cono

my

by c

reat

ing

loca

l em

ploy

men

t opp

ortu

nitie

s Pa

rtne

rs

Col

lege

s/C

olle

giat

e S

usta

inab

le D

evel

opm

ent a

nd E

nter

pris

e M

anag

emen

t Gro

up

Har

row

Cou

ncil

Cho

ices

for A

ll S

haw

Tru

st

Job

Cen

tre P

lus

Com

mun

ity L

ink

Up

Men

cap

Lo

ndon

Pro

batio

n

Indi

cato

rs

TA

RG

ETS

Ref

eren

ce

Mea

sure

Nam

e 20

08/0

9 20

09/1

0 20

10/1

1 N

I 152

W

orki

ng a

ge p

eopl

e on

out

of w

ork

bene

fits

9.3%

9.

0%

8.6%

Lo

cal i

ndic

ator

N

umbe

r of b

usin

esse

s (n

ew a

nd e

xist

ing)

sup

porte

d th

roug

h th

e H

arro

w m

ento

ring

pack

age

incl

udin

g m

ento

ring,

co

nsul

tanc

y, d

iagn

ostic

s an

d ca

se s

tudi

es

24

9 bu

sine

sses

su

ppor

ted

NI 1

46

Adu

lts w

ith le

arni

ng d

isab

ilitie

s in

em

ploy

men

t

S

tatis

tical

ly

sign

ifica

nt

impr

ovem

ent

NI 1

51

Ove

rall

empl

oym

ent r

ate

N

I 174

S

kills

gap

s in

the

curre

nt w

orkf

orce

repo

rted

by e

mpl

oyer

s

Loca

l Ind

icat

or

Bus

ines

s st

art u

p en

quire

s

Loca

l Ind

icat

or

Citi

zen

Adv

ice

Bur

eau

Enq

uire

s (v

olum

e)

123

9 M

arch

200

9 18

7.

Eve

ry H

arro

w C

hild

Vi

sion

H

arro

w w

ill b

e a

plac

e w

here

chi

ldre

n an

d yo

ung

peop

le a

re h

ealth

y an

d sa

fe a

nd s

tay

heal

thy

and

safe

, whe

re th

ey a

re

enco

urag

ed a

nd h

elpe

d to

enj

oy li

ving

, lea

rnin

g pl

ayin

g an

d gr

owin

g an

d to

ach

ieve

whi

le d

oing

so,

whe

re th

ey c

an m

ake

a po

sitiv

e co

ntrib

utio

n to

thei

r ow

n fu

ture

s an

d to

the

futu

re o

f the

ir bo

roug

h an

d th

e co

mm

unity

gen

eral

ly, a

nd w

here

they

can

su

cces

sful

ly p

repa

re fo

r and

eng

age

in a

ctiv

ities

to e

njoy

eco

nom

ic w

ellb

eing

.

Shor

t-Ter

m A

ctio

n

Tack

le in

fant

mor

talit

y th

roug

h im

prov

ed b

reas

tfeed

ing

rate

s an

d ea

rly a

cces

s to

mat

erni

ty s

ervi

ces

S

afeg

uard

and

pro

tect

you

ng p

eopl

e lo

oked

afte

r thr

ough

gre

ater

sta

bilit

y of

pla

cem

ents

Dev

elop

an

inte

grat

ed c

hild

and

ado

lesc

ent m

enta

l hea

lth s

ervi

ce

Im

prov

e ch

ild s

afet

y by

incr

easi

ng th

e nu

mbe

r of c

ore

asse

ssm

ents

und

erta

ken

with

in 3

5 w

orki

ng d

ays

Im

prov

e at

tain

men

t for

Bla

ck a

nd m

inor

ity e

thni

c pu

pils

Impr

ove

atta

inm

ent t

hrou

gh in

crea

sing

the

num

ber o

f ext

ende

d sc

hool

s

Incr

ease

chi

ldre

n an

d yo

ung

peop

le’s

par

ticip

atio

n in

hig

h qu

ality

PE

and

spor

t

Red

uce

the

num

ber o

f per

man

ent a

nd fi

xed

term

exc

lusi

ons

from

our

sch

ools

Impr

ove

the

atte

ndan

ce a

t our

wor

st p

erfo

rmin

g sc

hool

s

D

evel

op a

Chi

ldre

n’s

Trus

t

Impr

ove

and

broa

den

acce

ss to

sex

ual h

ealth

info

rmat

ion

for y

oung

peo

ple

Max

imis

e us

e of

chi

ldre

n’s

cent

res

Am

bitio

ns

C

hild

ren

and

youn

g pe

ople

are

em

pow

ered

to a

chie

ve th

eir f

ull p

oten

tial a

nd to

dev

elop

the

skill

s to

pre

pare

for a

dult

life

C

hild

ren

have

the

right

to h

ave

a sa

y in

the

serv

ices

they

rece

ive

and

are

valu

ed fo

r the

ir co

ntrib

utio

n

Chi

ldre

n fe

el s

afe:

in th

eir l

ocal

ity, f

rom

bul

lyin

g, a

nd fr

om th

e pe

rcep

tions

of o

ther

s an

d ha

ve a

bet

ter u

nder

stan

ding

of c

ultu

ral

diffe

renc

es

A

ttend

ance

and

ach

ieve

men

t are

rais

ed fo

r chi

ldre

n lo

oked

afte

r and

oth

er v

ulne

rabl

e yo

ung

peop

le

H

arro

w’s

hig

h st

anda

rd o

f sch

ools

is m

aint

aine

d

Our

sch

ools

are

rebu

ilt a

nd re

mod

elle

d un

der t

he b

uild

ing

scho

ols

for t

he fu

ture

pro

gram

me

C

hild

ren

and

youn

g pe

ople

hav

e ac

cess

to g

uida

nce

and

supp

ort a

t a y

oung

age

124

9 M

arch

200

9 19

Th

ere

is a

clo

ser w

orki

ng re

latio

nshi

p be

twee

n pa

rent

s an

d sc

hool

s

Youn

g pe

ople

are

sup

porte

d th

roug

h th

e tra

nsiti

on to

adu

lthoo

d, a

chie

ving

inde

pend

ence

and

eco

nom

ic w

ell b

eing

Chi

ldre

n an

d yo

ung

peop

le a

re ta

ught

abo

ut ri

ghts

and

resp

ect,

tole

ranc

e an

d un

ders

tand

ing

and

will

be

enco

urag

ed to

sha

re

resp

onsi

bilit

y fo

r the

wel

l bei

ng o

f the

ir co

mm

unity

Eve

ryon

e ha

s th

e rig

ht to

enj

oy g

ood

phys

ical

and

em

otio

nal h

ealth

rega

rdle

ss o

f the

ir ba

ckgr

ound

, as

wel

l as

bein

g ab

le to

mak

e he

alth

y lif

esty

le c

hoic

es.

Ther

e w

ill be

a re

duct

ion

in c

hild

pov

erty

in H

arro

w

Part

ners

C

hild

ren

and

Youn

g pe

ople

Stra

tegi

c P

artn

ersh

ip

Vol

unta

ry a

nd C

omm

unity

Sec

tor

Har

row

Prim

ary

Car

e Tr

ust

Nat

iona

l Hea

lth S

ervi

ce L

ondo

n S

choo

ls

Ext

ende

d sc

hool

s cl

uste

r co-

ordi

nato

rs

Har

row

Cou

ncil

Cho

ices

for A

ll

Har

row

Pol

ice

Yout

h C

ounc

il Yo

uth

Parli

amen

t Lo

ndon

Pro

batio

n S

ervi

ce In

dica

tors

TAR

GET

S R

efer

ence

M

easu

re N

ame

2008

/09

2009

/10

2010

/11

NI 5

3 P

reva

lenc

e of

bre

astfe

edin

g at

6-8

wee

ks fr

om b

irth

60.2

%

63.3

%

66.0

%

NI 1

26

Ear

ly a

cces

s fo

r wom

en to

mat

erni

ty s

ervi

ces

50%

70

%

90%

N

I 63

Sta

bilit

y of

pla

cem

ents

of c

hild

ren

look

ed a

fter:

leng

th o

f pla

cem

ent

62%

64

%

66%

N

I 51

Effe

ctiv

enes

s of

chi

ld a

nd a

dole

scen

t men

tal h

ealth

ser

vice

s 14

16

16

N

I 60

Cor

e as

sess

men

ts fo

r chi

ldre

n’s

soci

al c

are

that

wer

e ca

rried

out

with

in 3

5 w

orki

ng d

ays

of th

eir c

omm

ence

men

t 80

%

81%

82

%

NI 1

08

Key

sta

ge 4

atta

inm

ent f

or B

lack

and

min

ority

eth

nic

grou

ps

N

I 88

Num

ber o

f ext

ende

d sc

hool

s 70

%

85%

10

0%

Loca

l Ind

icat

or

Rat

es o

f exc

lusi

ve b

reas

tfeed

ing

at s

ix w

eeks

39

%

Loca

l Ind

icat

or

Bre

astfe

edin

g in

itiat

ion

rate

s 69

.5%

N

I 70

Hos

pita

l adm

issi

ons

caus

ed b

y un

inte

ntio

nal a

nd d

elib

erat

e in

jurie

s to

ch

ildre

n an

d yo

ung

peop

le

94.5

5 10

2 10

4

NI 1

12

Und

er 1

8 co

ncep

tion

rate

125

9 M

arch

200

9 20

8.

An

Impr

ovin

g E

nviro

nmen

t Vi

sion

H

arro

w w

ill b

e a

mor

e su

stai

nabl

e ou

ter L

ondo

n B

orou

gh,

Res

iden

ts a

nd v

isito

rs w

ill b

enef

it fr

om a

n im

prov

ed q

ualit

y of

life

with

be

tter a

cces

s to

a ra

nge

of h

ousi

ng, p

ublic

spa

ces

and

tran

spor

t. P

eopl

e in

Har

row

will

not

aut

omat

ical

ly tu

rn to

the

car a

s th

eir

first

mod

e of

trav

el a

s th

ere

will

be

attr

activ

e an

d m

ore

sust

aina

ble

alte

rnat

ives

, with

a m

ore

inte

grat

ed a

nd a

cces

sibl

e pu

blic

tr

ansp

ort s

yste

m.

Envi

ronm

enta

lly s

ensi

tive

area

s w

ill b

e pr

otec

ted

and

deve

lopm

ent f

or h

ousi

ng a

nd e

mpl

oym

ent w

ill b

e ac

com

mod

ated

in a

cces

sibl

e lo

catio

ns.

Our

ope

n sp

ace

will

offe

r a ra

nge

of u

ses,

bal

anci

ng th

e pr

otec

tion

of o

ur w

ildlif

e w

ith

recr

eatio

nal u

se.

The

boro

ugh

will

be

clea

n w

ith h

igh

stan

dard

s of

was

te re

cycl

ing

and

reus

e, a

nd p

ract

ical

ste

ps w

ill b

e ta

ken

to

miti

gate

the

effe

cts

of c

limat

e ch

ange

and

adv

erse

air

qual

ity.

Sh

ort-T

erm

Act

ion

In

crea

se p

rovi

sion

of a

fford

able

hou

sing

Incr

ease

env

ironm

enta

l sus

tain

abili

ty a

nd a

ir qu

ality

thro

ugh

redu

cing

the

use

of c

ars

as th

e m

ain

mod

e of

trav

el to

Har

row

sch

ools

Red

uce

CO

2 em

issi

ons

in H

arro

w

A

gree

a c

limat

e ch

ange

stra

tegy

and

dev

elop

and

impl

emen

t an

actio

n pl

an

Im

prov

e st

reet

and

env

ironm

enta

l cle

anlin

ess

In

crea

se d

omes

tic w

aste

recy

clin

g an

d co

mpo

stin

g

Con

tribu

te to

the

join

t Wes

t Lon

don

Was

te D

evel

opm

ent P

lan

Doc

umen

t

Dev

elop

the

long

term

spa

tial v

isio

n an

d ob

ject

ives

for H

arro

w (L

ocal

Dev

elop

men

t Fra

mew

ork

Cor

e S

trate

gy)

D

evel

op a

Tow

n C

entre

pub

lic tr

ansp

ort i

nfra

stru

ctur

e pr

ogra

mm

e

Con

tinue

to u

nder

take

a tr

ee re

plac

emen

t pro

gram

me

to p

rese

rve

and

enha

nce

Har

row

’s tr

ees

D

eliv

er th

e de

cent

hom

es s

tand

ard

to C

ounc

il ow

ned

hom

es

Im

plem

ent t

he B

iodi

vers

ity A

ctio

n P

lan

R

egen

erat

e R

ayne

rs L

ane

and

Mill

Far

m

Im

prov

e th

e sa

fety

of j

ourn

eys

betw

een

hom

e an

d sc

hool

for c

hild

ren

and

youn

g pe

ople

Red

uce

the

num

ber o

f em

pty

hom

es a

nd h

ouse

hold

s in

tem

pora

ry a

ccom

mod

atio

n

Am

bitio

ns

N

ew d

evel

opm

ents

are

alig

ned

with

tran

spor

t rou

tes

and

trans

port

rout

es a

re a

ligne

d w

ith e

xist

ing

high

den

sity

dev

elop

men

ts to

redu

ce

the

leng

th o

f jou

rney

s be

twee

n ho

me,

wor

k, e

duca

tion,

sho

ppin

g an

d le

isur

e op

portu

nitie

s

126

9 M

arch

200

9 21

R

esid

ents

hav

e a

choi

ce o

f goo

d qu

ality

and

affo

rdab

le h

ousi

ng in

a v

arie

ty o

f ten

ures

, and

in p

artic

ular

impr

ove

the

avai

labi

lity

of la

rger

fa

mily

hou

sing

The

use

of s

usta

inab

le e

nerg

y is

incr

ease

d to

mee

t the

nee

ds o

f the

pre

sent

with

out c

ompr

omis

ing

futu

re g

ener

atio

ns

T

rans

port

for L

ondo

n w

orks

clo

sely

with

Har

row

to im

prov

e th

e ac

cess

and

relia

bilit

y of

pub

lic tr

ansp

ort

Th

ere

is e

asy

and

conv

enie

nt a

cces

s to

foot

path

s, c

ycle

pat

hs a

nd p

ublic

tran

spor

t to

prom

ote

the

use

of m

ore

sust

aina

ble

mod

es o

f tra

nspo

rt fo

r loc

al jo

urne

ys

N

ew d

evel

opm

ents

are

of a

hig

h qu

ality

des

ign

and

are

appr

opria

te in

term

s of

thei

r sca

le, s

ize

and

loca

tion

H

igh

dens

ity d

evel

opm

ent i

nclu

des

prov

isio

n fo

r mix

ed u

se a

ctiv

ities

on

site

Har

row

’s e

xist

ing

herit

age

build

ings

and

site

s ar

e pr

eser

ved

and

enha

nced

Ther

e is

a b

alan

ce a

nd v

arie

ty o

f wel

l man

aged

and

acc

essi

ble

gree

n sp

aces

, and

the

Gre

en B

elt a

nd b

io-d

iver

sity

is p

rote

cted

and

im

prov

ed.

The

grow

th o

f was

te is

redu

ced

thro

ugh

impr

oved

aw

aren

ess

of w

aste

issu

es a

nd th

e im

porta

nce

of w

aste

redu

ctio

n

Was

te w

ill be

div

erte

d fro

m la

ndfil

l by

focu

sing

on

incr

easi

ng th

e am

ount

we

recy

cle

and

com

post

Ther

e is

con

tinue

d in

vest

men

t to

impr

ove

soci

al h

ousi

ng a

nd p

ublic

infra

stru

ctur

e (ro

ads,

pub

lic s

pace

s an

d st

reet

ligh

ting)

Pa

rtne

rs

Sus

tain

able

Dev

elop

men

t and

Ent

erpr

ise

Man

agem

ent G

roup

V

olun

tary

and

Com

mun

ity S

ecto

r S

choo

ls

Har

row

Cou

ncil

Har

row

Prim

ary

Car

e Tr

ust

Tran

spor

t for

Lon

don

Wes

t Lon

don

Was

te A

utho

rity

Indi

cato

rs

TAR

GET

S R

efer

ence

M

easu

re N

ame

2008

/09

2009

/10

2010

/11

NI 1

98

Chi

ldre

n tra

velli

ng to

sch

ool –

redu

cing

the

use

of c

ar

37%

36

%

35%

N

I 197

Im

prov

ed lo

cal b

iodi

vers

ity –

act

ive

man

agem

ent o

f loc

al s

ites

61%

70

%

83%

N

I 186

P

er c

apita

CO

² em

issi

ons

in th

e Lo

cal A

utho

rity

area

3.

5%

redu

ctio

n 7.

5%

redu

ctio

n 11

.5%

re

duct

ion

NI 1

55

Num

ber o

f affo

rdab

le h

omes

del

iver

ed (g

ross

) 21

9 21

9 21

9 N

I 195

Im

prov

ed s

treet

and

env

ironm

enta

l cle

anlin

ess

(a) l

itter

(b) d

etrit

us (c

) gr

affit

i (d)

fly

post

ing

a)

15

b)

20

c)

5 d)

1

a)

13

b)

16

c)

4 d)

1

a)

12

b)

12

c)

3 d)

1

NI 1

92

Hou

seho

ld w

aste

recy

cled

and

com

post

ed

42%

47

%

50%

127

9 M

arch

200

9 22

NI 1

56

Num

ber o

f hou

seho

lds

livin

g in

tem

pora

ry a

ccom

mod

atio

n

964

Loca

l P

rivat

e dw

ellin

gs re

turn

ed in

to u

se

20.6

4%

NI 1

97

Impr

oved

loca

l bio

dive

rsity

– a

ctiv

e m

anag

emen

t of l

ocal

site

s 39

%

50%

67

%

NI 1

94

Leve

l of a

ir qu

ality

– re

duct

ion

in N

Ox

and

prim

ary

PM

10 e

mis

sion

s th

roug

h lo

cal a

utho

rity’

s es

tate

and

ope

ratio

ns

NI 1

58

Per

cent

age

of d

ecen

t cou

ncil

hom

es

128

9 M

arch

200

9 23

9.

Hea

lth, W

ellb

eing

and

Inde

pend

ence

Vi

sion

Th

ere

will

be

a gr

eate

r foc

us o

n he

alth

y an

d su

stai

nabl

e lif

esty

les

so th

at re

late

d ill

ness

es w

ill h

ave

decl

ined

and

hea

lth

ineq

ualit

ies

will

hav

e de

crea

sed.

The

re w

ill b

e an

incr

ease

d pr

omin

ence

for p

reve

ntat

ive

serv

ices

and

a s

tron

ger i

nvol

vem

ent o

f th

e vo

lunt

ary

and

com

mun

ity s

ecto

r in

the

prov

isio

n of

pub

lic h

ealth

mes

sage

s. S

ocia

l car

e us

ers

will

hav

e m

ore

choi

ce o

ver

thei

r car

e an

d w

ill b

e su

ppor

ted

and

empo

wer

ed to

take

con

trol

. T

he s

ervi

ce th

at c

arer

s pr

ovid

e w

ill b

e m

ore

wid

ely

reco

gnis

ed

and

supp

orte

d th

roug

h st

reng

then

ed s

uppo

rt s

ervi

ces

and

impr

oved

com

mun

icat

ion.

The

risk

of i

sola

tion

and

mar

gina

lisat

ion

as

the

popu

latio

n gr

ows

olde

r and

mor

e pe

ople

wor

k at

hom

e w

ill b

e m

inim

ised

thro

ugh

acce

ss to

soc

ial a

ctiv

ities

and

invo

lvem

ent

in s

port

s an

d ar

ts p

rogr

amm

es.

Sh

ort-T

erm

Act

ion

In

crea

se in

depe

nden

t liv

ing

for o

lder

peo

ple

thro

ugh

soci

al s

ervi

ces

In

crea

se th

e nu

mbe

r of s

ocia

l car

e us

ers

who

dire

ct th

eir o

wn

care

and

enh

ance

thei

r ind

epen

denc

e

Incr

ease

par

ticip

atio

n in

leis

ure

and

cultu

ral a

ctiv

ities

Red

uce

the

num

ber o

f peo

ple

smok

ing

R

educ

e al

coho

l har

m re

late

d ho

spita

l adm

issi

ons

Im

prov

e se

xual

hea

lth

D

esig

n an

d bu

ild a

new

Whi

tmor

e H

igh

Sch

ool w

ith d

ual u

se le

isur

e an

d ar

ts fa

cilit

ies

Im

prov

e ac

cess

to a

ccom

mod

atio

n fo

r adu

lts w

ith s

econ

dary

men

tal h

ealth

ser

vice

s

Dev

elop

mor

e E

xtra

Car

e ho

usin

g

Pro

duce

an

acco

mm

odat

ion

stra

tegy

for o

lder

peo

ple

Im

prov

e ca

rers

’ ass

essm

ent a

nd re

view

tim

es a

nd im

plem

ent t

he c

arer

s st

rate

gy

R

educ

e th

e nu

mbe

r of c

hild

ren

and

youn

g pe

ople

who

are

obe

se th

roug

h in

crea

sing

par

ticip

atio

n in

hig

h qu

ality

PE

and

spo

rt

P

rodu

ce a

Hea

lth a

nd W

ell b

eing

Stra

tegy

Impr

ove

the

co-o

rdin

atio

n of

hea

lth p

rom

otio

n be

twee

n pa

rtner

s

Incr

ease

the

num

ber o

f ser

vice

use

s en

gage

d in

eve

ry e

lem

ent o

f ser

vice

pro

visi

on, i

nclu

ding

recr

uitm

ent o

f soc

ial c

are

staf

f A

mbi

tion

P

eopl

e w

ill b

e su

ppor

ted

to s

tay

in th

eir h

omes

for l

onge

r

Ther

e w

ill be

furth

er in

vest

men

t in

prev

enta

tive

activ

ities

that

will

help

peo

ple

to s

tay

heal

thy

129

9 M

arch

200

9 24

S

ervi

ces

will

be p

erso

nalis

ed to

ens

ure

resi

dent

s ar

e em

pow

ered

to p

lay

a le

ad ro

le in

sha

ping

the

serv

ices

they

acc

ess

Par

tner

ship

s w

ill b

e st

reng

then

ed a

cros

s he

alth

and

soc

ial c

are

and

with

the

wid

er c

omm

unity

Ther

e w

ill be

mor

e ap

prop

riate

ser

vice

s to

redu

ce in

equa

litie

s, w

hich

will

resu

lt in

impr

oved

hea

lth o

utco

mes

Peo

ple

feel

saf

e, a

nd a

ble

to c

ontri

bute

to th

e co

mm

unity

and

the

serv

ices

pro

vide

d

Th

ere

will

be

a ra

nge

of le

arni

ng, l

eisu

re a

nd c

ultu

ral o

ppor

tuni

ties

Th

ere

will

be s

uppo

rt fo

r per

sona

l mob

ility

for t

he v

ulne

rabl

e so

that

thei

r qua

lity

of li

fe is

not

com

prom

ised

Sup

port

will

be d

eliv

ered

in a

sm

arte

r way

– th

roug

h te

chno

logy

and

coo

rdin

atio

n of

age

ncy

wor

k

Ther

e w

ill co

ntin

ue to

be

a ra

nge

of a

rts a

nd s

ports

faci

litie

s th

at a

re a

cces

sibl

e to

eve

ryon

e

Red

uce

stre

ss a

nd a

lcoh

ol d

epen

denc

e ar

isin

g fro

m lo

ng w

orki

ng h

ours

The

acco

mm

odat

ion

need

s of

Gyp

sies

and

Tra

velle

rs w

ill b

e m

et to

ena

ble

them

to ra

ise

thei

r fam

ilies

in a

saf

e an

d he

alth

y en

viro

nmen

t

Use

the

Par

alym

pics

to ra

ise

the

prof

ile o

f dis

abilit

y sp

orts

in H

arro

w

Part

ners

A

dult

Hea

lth a

nd S

ocia

l Car

e M

anag

emen

t Gro

up

Chi

ldre

n an

d Yo

ung

Peo

ple

Stra

tegi

c P

artn

ersh

ip

Com

mun

ity C

ohes

ion

Man

agem

ent G

roup

V

olun

tary

and

Com

mun

ity S

ecto

r A

ge C

once

rn

Har

row

Cou

ncil

Har

row

Car

ers

Har

row

Ass

ocia

tion

of D

isab

led

Peop

le

Har

row

Prim

ary

Car

e Tr

ust

Uns

ched

uled

Car

e Bo

ard

Trus

t

Cen

tral a

nd N

orth

Wes

t Lon

don

Men

tal H

ealth

Tru

st

Sch

ools

Le

isur

e C

onne

ctio

n S

port

Engl

and

Com

mun

ity S

port

and

Phy

sica

l Act

ivity

Net

wor

k C

hief

Lei

sure

Offi

cers

Ass

ocia

tion

Arts

Cen

tre

Nor

th W

est L

ondo

n H

ospi

tals

Tru

st

Har

row

Uni

vers

ity o

f the

Thi

rd A

ge (U

3A)

Indi

cato

rs

TA

RG

ETS

Ref

eren

ce

Mea

sure

Nam

e 20

08/0

9 20

09/1

0 20

10/1

1 N

I 136

P

eopl

e su

ppor

ted

to li

ve in

depe

nden

tly th

roug

h so

cial

ser

vice

s 23

85 p

er

100,

000

2785

per

10

0,00

0 29

24 p

er

100,

000

NI 1

35

Car

ers

rece

ivin

g ne

eds

asse

ssm

ents

or r

evie

ws

and

a sp

ecifi

c ca

rer’s

ser

vice

or

adv

ice

and

info

rmat

ion

57%

59

%

62%

NI 1

30

Soc

ial C

are

clie

nts

rece

ivin

g S

elf D

irect

ed S

uppo

rt (D

irect

Pay

men

ts a

nd

Indi

vidu

al B

udge

ts)

245

750

1300

NI 1

34

The

num

ber o

f em

erge

ncy

bed

days

per

hea

d of

wei

ghte

d po

pula

tion

77,1

16

75,5

73

74,0

61

130

9 M

arch

200

9 25

NI 1

49

Adu

lts in

con

tact

with

sec

onda

ry m

enta

l hea

lth s

ervi

ces

in s

ettle

d ac

com

mod

atio

n

S

tatis

tical

ly

sign

ifica

nt

incr

ease

N

I 57

Chi

ldre

n an

d yo

ung

peop

le’s

par

ticip

atio

n in

hig

h-qu

ality

PE

and

spo

rt 76

%

82%

88

%

NI 3

9 A

lcoh

ol H

arm

rela

ted

hosp

ital a

dmis

sion

s 12

% in

c 10

% in

c 8%

inc

NI 8

A

dult

parti

cipa

tion

in s

port

13.3

%

14.8

%

16.3

%

In

crea

se th

e nu

mbe

r of y

oung

peo

ple

acce

ssin

g se

xual

hea

lth s

ervi

ces

in

Har

row

NI 1

1 E

ngag

emen

t in

the

Arts

42

.9%

44

.5%

45

.5%

N

I 123

S

mok

ing

quitt

ers

per 1

00,0

00 p

opul

atio

n ag

ed 1

6 an

d ov

er

675

672

670

Li

fe e

xpec

tanc

y at

tim

e of

birt

h (y

ears

)

N

umbe

r of h

omes

in H

arro

w th

at s

ign

up to

be

smok

e fre

e 30

00

N

umbe

r of 4

wee

k sm

okin

g qu

itter

s w

ho a

ttend

ed th

e N

HS

sm

okin

g se

rvic

e 12

70

131

9 M

arch

200

9 26

10.

Com

mun

ities

, cul

ture

and

iden

tity

Visi

on

Har

row

will

be

know

n fo

r its

div

erse

com

mun

ity, w

hich

we

cele

brat

e, a

nd v

alue

. Th

ere

will

be

bette

r coh

esio

n an

d a

grea

ter f

ocus

on

com

mun

ities

wor

king

toge

ther

to h

elp

them

selv

es a

nd p

rovi

de s

uppo

rt to

vul

nera

ble

and

at ri

sk g

roup

s. P

eopl

e w

ill fe

el s

afer

an

d be

trea

ted

with

dig

nity

and

resp

ect.

The

re w

ill a

lso

be a

bal

ance

bet

wee

n un

iver

sal a

nd s

epar

ate

serv

ices

for o

ur d

iffer

ent

com

mun

ities

. Sh

ort-T

erm

Act

ion

In

crea

se th

e nu

mbe

r of p

eopl

e w

ho re

gula

rly v

olun

teer

Impr

ove

the

sens

e of

coh

esio

n in

Har

row

Trea

t ind

ivid

uals

with

dig

nity

and

resp

ect

Im

prov

e pu

blic

per

cept

ion

of c

rime

and

anti

soci

al b

ehav

iour

in H

arro

w

R

educ

e do

mes

tic v

iole

nce

Incr

ease

the

num

ber o

f dru

g us

ers

reco

rded

as

bein

g in

effe

ctiv

e tre

atm

ent

B

uild

resi

lienc

e to

vio

lent

ext

rem

ism

Sup

port

activ

ities

that

cel

ebra

te a

nd p

rom

ote

Har

row

’s d

iver

se c

omm

unity

and

pro

mot

e in

ter-c

ultu

ral d

ialo

gue

and

enga

gem

ent

Ta

rget

peo

ple

who

hav

e ju

st a

rrive

d in

Brit

ain

to a

ssis

t the

m e

stab

lish

thei

r life

in H

arro

w.

Incr

ease

mig

rant

s’ E

nglis

h la

ngua

ge s

kills

and

kno

wle

dge

R

aise

aw

aren

ess

of v

ulne

rabl

e ad

ults

and

tack

le a

buse

Red

uce

subs

tanc

e m

isus

e by

you

ng p

eopl

e

Red

uced

num

ber o

f res

iden

tial b

urgl

ary

whe

re v

ictim

is o

ver 7

5 ye

ars

Dev

elop

an

‘Act

ive

Har

row

’ cam

paig

n to

info

rm p

eopl

e of

pla

ces

and

oppo

rtuni

ties

to b

e ac

tive

(phy

sica

lly o

r men

tally

) inc

ludi

ng s

ports

, ar

ts, v

olun

teer

ing

and

phys

ical

act

ivity

A

mbi

tion

H

arro

w w

ill c

ontin

ue to

be

a co

hesi

ve b

orou

gh

Lo

cal c

harte

rs a

re a

vaila

ble

betw

een

serv

ices

and

the

com

mun

ity

V

olun

teer

s w

ill be

sup

porte

d an

d va

lued

Equ

aliti

es is

sues

will

be m

ains

tream

ed in

to s

ervi

ce a

nd p

olic

y de

velo

pmen

t to

ensu

re e

qual

opp

ortu

nitie

s fo

r all

peop

le

Th

e w

ork

of th

e co

mm

unity

and

vol

unta

ry s

ecto

r will

be s

uppo

rted

to p

rom

ote

activ

e ci

tizen

ship

132

9 M

arch

200

9 27

A

ll ci

tizen

s w

ill h

ave

acce

ss to

, and

opp

ortu

nitie

s to

par

ticip

ate

in, c

ivic

life

Com

mun

ities

will

feel

incl

uded

and

invo

lved

in s

hapi

ng lo

cal s

ervi

ces

and

will

trust

the

agen

cies

that

ser

ve th

em

D

rug

and

alco

hol m

isus

e w

ill h

ave

decr

ease

d th

roug

h pr

even

tativ

e an

d re

habi

litat

ive

prog

ram

mes

Indi

vidu

al c

omm

uniti

es w

ill h

ave

a be

tter u

nder

stan

ding

of e

ach

othe

r and

will

val

ue a

nd re

spec

t a v

ibra

nt m

ix o

f peo

ple

C

ultu

ral a

ctiv

ities

will

be

valu

ed a

nd w

ill e

ncou

rage

peo

ple

to c

eleb

rate

all

aspe

cts

of a

chie

vem

ent,

dive

rsity

and

civ

ic p

ride

N

eigh

bour

hood

pol

icin

g w

ill c

ontin

ue to

be

effe

ctiv

e an

d pr

iorit

ies

deve

lope

d in

con

junc

tion

with

loca

l peo

ple

Har

row

will

con

tinue

to b

e on

e of

the

safe

st b

orou

ghs

in L

ondo

n

Ther

e w

ill b

e in

crea

sed

repo

rting

of ‘

hidd

en’ c

rime,

for e

xam

ple

dom

estic

vio

lenc

e an

d ha

te c

rime

and

incr

ease

d su

ppor

t for

vic

tims

of

crim

e

Peo

ple

will

feel

saf

e an

d se

cure

and

act

s of

ant

i-soc

ial b

ehav

iour

redu

ced

P

eopl

e w

ill h

ave

an u

nder

stan

ding

of t

he d

iver

sity

issu

es th

at fa

ce g

roup

s an

d in

divi

dual

s

We

will

hav

e st

reng

then

ed li

nks

with

wes

t Lon

don

coun

cils

thro

ugh

the

Wes

t Lon

don

Alli

ance

on

com

mun

ity c

ohes

ion

Is

olat

ion

amon

g sp

ecifi

c gr

oups

of t

he c

omm

unity

will

be

redu

ced

thro

ugh

targ

eted

ser

vice

pro

gram

mes

e.g

. old

er p

eopl

e, c

arer

s, n

ew

arriv

als,

thos

e w

ith m

enta

l hea

lth is

sues

, ref

ugee

s, a

nd a

sylu

m s

eeke

rs

H

arro

w is

kno

wn

for b

eing

a c

omm

unity

whi

ch c

halle

nges

and

take

s ac

tion

agai

nst a

buse

of v

ulne

rabl

e ad

ults

Pa

rtne

rs

Com

mun

ity C

ohes

ion

Man

agem

ent G

roup

S

afer

Har

row

Man

agem

ent G

roup

V

olun

tary

and

Com

mun

ity S

ecto

r H

arro

w C

ounc

il H

arro

w A

ssoc

iatio

n of

Vol

unta

ry S

ervi

ces

Har

row

Pol

ice

Har

row

Prim

ary

Car

e Tr

ust

Har

row

in B

usin

ess

Har

row

Col

lege

S

tanm

ore

Col

lege

S

choo

l Clu

ster

s S

afer

Nei

ghbo

urho

od T

eam

s D

omes

tic V

iole

nce

Foru

m

Hat

e C

rime

Foru

m

Lond

on P

roba

tion

Ser

vice

Indi

cato

rs

Ta

rget

s R

efer

ence

M

easu

re N

ame

2008

/09

20

09/1

0 20

10/1

1 N

I 6

Par

ticip

atio

n in

regu

lar v

olun

teer

ing

24%

25

.8%

27

.7%

N

I 13

Mig

rant

s E

nglis

h la

ngua

ge s

kills

and

kno

wle

dge

TBC

TB

C

TBC

N

I 1

% o

f peo

ple

who

bel

ieve

that

peo

ple

from

diff

eren

t bac

kgro

unds

get

on

wel

l tog

ethe

r in

thei

r loc

al a

rea

76.2

%

78%

79

.8%

NI 1

40

Fair

treat

men

t by

loca

l ser

vice

s 64

.1%

66

.1%

68

.1%

N

I 17

Per

cept

ions

of a

nti s

ocia

l beh

avio

ur

23%

22

%

21%

133

9 M

arch

200

9 28

NI 3

2 R

epea

t inc

iden

ces

of d

omes

tic v

iole

nce

12

.5%

25

%

NI 3

5 B

uild

ing

resi

lienc

e to

vio

lent

ext

rem

ism

1.

5 2.

0 2.

5 N

I 40

Num

ber o

f dru

g us

ers

reco

rded

as

bein

g in

effe

ctiv

e tre

atm

ent

418

435

452

NI 1

15

Sub

stan

ce m

isus

e by

you

ng p

eopl

e 11

%

10%

9%

N

I 2

Per

cent

age

of p

eopl

e w

ho fe

el th

at th

ey b

elon

g to

thei

r nei

ghbo

urho

od

TBC

TB

C

TBC

Lo

cal I

ndic

ator

N

umbe

r of r

esid

entia

l bur

glar

y w

here

vic

tim is

ove

r 75

year

s 18

0

134

9 M

arch

200

9 29

11.

The

futu

re o

f pub

lic s

ervi

ce d

eliv

ery

and

dem

ocra

cy in

Har

row

Vi

sion

C

omm

unity

vie

ws

will

sha

pe a

nd in

fluen

ce p

ublic

ser

vice

s an

d ev

eryo

ne w

ill h

ave

the

oppo

rtun

ity to

pla

y th

eir p

art i

n ho

w lo

cal

serv

ices

are

del

iver

ed.

Har

row

will

hav

e st

rong

com

mun

ity le

ader

ship

and

pub

lic s

ervi

ces,

vol

unta

ry g

roup

s an

d bu

sine

sses

will

w

ork

toge

ther

to im

prov

e re

side

nts

qual

ity o

f life

and

wel

l bei

ng.

Part

ners

’ ser

vice

s w

ill b

e ba

sed

on a

mut

ual v

isio

n an

d pr

iorit

ies,

fina

nces

and

reso

urce

s w

ill b

e m

ore

inte

grat

ed.

Shor

t-Ter

m A

ctio

n

Dev

elop

a jo

int s

elf e

valu

atio

n on

how

effe

ctiv

e H

arro

w’s

pub

lic s

ecto

r, bu

sine

ss s

ecto

r and

the

volu

ntar

y an

d co

mm

unity

sec

tor a

re

wor

king

toge

ther

Dev

elop

an

actio

n pl

an to

impr

ove

the

effe

ctiv

enes

s of

the

partn

ersh

ip

D

evel

op a

nd p

ublis

h a

new

par

tner

ship

web

site

Pub

lish

an a

nnua

l par

tner

ship

repo

rt

Del

iver

on

the

reco

mm

enda

tions

of t

he S

crut

iny

repo

rt on

the

Vol

unta

ry a

nd C

omm

unity

Sec

tor

D

evel

op a

join

t ana

lysi

s gr

oup

to u

nder

stan

d lo

cal i

ntel

ligen

ce a

nd fe

ed in

to p

artn

er o

rgan

isat

ions

’ prio

ritie

s

Impl

emen

t a c

onsu

ltatio

n ch

arte

r

Dev

elop

new

and

cle

arer

sup

port

arra

ngem

ents

for t

he v

olun

tary

and

com

mun

ity s

ecto

r

Dev

elop

a jo

int v

isio

n st

atem

ent f

or th

e vo

lunt

ary

and

com

mun

ity s

ecto

r’s ro

le in

dev

elop

ing

serv

ices

in p

artn

ersh

ip w

ith th

e st

atut

ory

sect

or

E

stab

lish

a pa

nel t

o co

nsid

er p

ropo

sals

und

er th

e S

usta

inab

le C

omm

uniti

es A

ct a

nd th

e D

uty

to In

volv

e

Youn

g pe

ople

to p

artic

ipat

e in

the

Har

row

Stra

tegi

c P

artn

ersh

ip a

nd it

’s d

ecis

ion

mak

ing

Ta

ke fo

rwar

d th

e D

uty

to p

rom

ote

Dem

ocra

cy w

hen

this

is e

nact

ed

Am

bitio

n

Ser

vice

s ar

e m

ore

pers

onal

ised

and

nei

ghbo

urho

od fo

cuse

d

Cus

tom

ers

can

acce

ss o

ur s

ervi

ces

easi

er th

roug

h im

prov

ed in

form

atio

n an

d co

mm

unic

atio

n te

chno

logi

es

S

ervi

ces

refle

ct th

e ne

eds

of th

e co

mm

uniti

es th

ey s

erve

and

use

rs a

re in

volv

ed in

des

igni

ng a

nd e

valu

atin

g se

rvic

es

Th

e Pa

rtner

ship

is s

trong

and

effe

ctiv

e an

d ta

kes

a co

mm

on a

ppro

ach

acro

ss fu

ndin

g so

urce

s

Peo

ple

are

proa

ctiv

ely

enga

ged

and

enco

urag

ed to

pla

y a

part

in c

omm

unity

life

Com

mun

ities

will

feel

incl

uded

and

invo

lved

in s

hapi

ng lo

cal s

ervi

ces

and

will

trust

the

agen

cies

that

ser

ve th

em

135

9 M

arch

200

9 30

P

artn

ers

have

acc

ess

to a

join

t inf

orm

atio

n sy

stem

to a

llow

com

men

ts a

nd c

once

rns

to b

e ca

ptur

ed a

cros

s th

e di

ffere

nt s

ervi

ces

S

ervi

ce u

sers

can

acc

ess

an in

depe

nden

t org

anis

atio

n to

sup

port

them

in c

ontri

butin

g to

the

plan

ning

and

mon

itorin

g of

ser

vice

s Pa

rtne

rs

Har

row

Cou

ncil

Har

row

Prim

ary

Car

e Tr

ust

Har

row

Ass

ocia

tion

of V

olun

tary

Ser

vice

s H

arro

w P

olic

e H

arro

w in

Bus

ines

s / B

usin

ess

Sect

or

Hig

her E

duca

tion/

Furth

er E

duca

tion

Sect

or

Lear

ning

and

Ski

lls C

ounc

il S

choo

ls/E

duca

tion

and

Ear

ly Y

ears

H

arro

w C

hief

Exe

cutiv

es G

roup

Indi

cato

rs

Ref

eren

ce

Mea

sure

nam

e TA

RG

ETS

2008

/09

2009

/10

2010

/11

NI 7

E

nviro

nmen

t for

a th

rivin

g th

ird s

ecto

r 10

.4%

12

.6%

14

.8%

N

I 4

Per

cent

age

of p

eopl

e w

ho fe

el th

ey c

an in

fluen

ce

TBC

TB

C

TBC

N

I 5

The

over

all/g

ener

al s

atis

fact

ion

with

the

loca

l are

a TB

C

TBC

TB

C

NI 3

C

ivic

par

ticip

atio

n in

the

loca

l are

a TB

C

TBC

TB

C

136

9 M

arch

200

9 31

12.

Nex

t ste

ps

The

Har

row

par

tner

ship

has

set

out

a lo

ng te

rm v

isio

n fo

r the

bor

ough

bas

ed u

pon

wid

e ra

ngin

g co

nsul

tatio

n an

d ha

s id

entif

ied

spec

ific

shor

t ter

m a

ctio

n th

at p

artn

ers

will

und

erta

ke to

geth

er o

ver t

he n

ext 3

yea

rs to

mak

e im

prov

emen

ts in

spe

cific

are

as.

Futu

re c

halle

nges

are

to d

ebat

e an

d id

entif

y st

ep c

hang

e im

prov

emen

ts in

ser

vice

del

iver

y th

at w

ill c

ontri

bute

to a

chie

ving

the

visi

on fo

r H

arro

w, s

uch

as:

-

See

king

to in

fluen

ce th

e us

e an

d po

olin

g of

reso

urce

s to

tack

le a

gree

d pr

iorit

ies

- C

ontin

uing

to w

ork

with

and

eng

age

with

com

mun

ities

and

indi

vidu

als

to e

nsur

e th

at th

ey a

re a

ble

to p

lay

thei

r par

t in

this

pro

cess

- E

nsur

ing

info

rmat

ion

on th

e pe

rform

ance

of t

he p

artn

ersh

ip a

nd d

eliv

erin

g ou

r prio

ritie

s is

eas

ily a

cces

sibl

e to

the

publ

ic

- C

ontin

uing

to s

hare

kno

wle

dge

betw

een

partn

ers

to e

nsur

e ou

r prio

ritie

s ex

pres

s co

mm

unity

nee

ds a

nd a

spira

tions

137

9 M

arch

200

9 32

13.

Web

link

s an

d co

ntac

t det

ails

for f

urth

er in

form

atio

n H

ow to

get

invo

lved

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isit

ww

w.h

arro

w.g

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k to

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out

how

you

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you

r org

anis

atio

n ca

n ge

t inv

olve

d w

ith th

e w

ork

of th

e St

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ship

H

arro

w S

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w.h

arro

w.g

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k to

find

out

mor

e ab

out t

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arro

w S

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Par

tner

ship

B

ackg

roun

d to

the

Har

row

202

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ww

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k to

find

out

how

Har

row

in 2

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dev

elop

ed

Or C

onta

ct:

Pol

icy

and

Par

tner

ship

Tea

m 0

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4209

637

Mik

e.H

owes

@ha

rrow

.gov

.uk

For i

nfor

mat

ion

on th

e Lo

cal A

rea

Agr

eem

ent c

onta

ct:

Trin

a Ta

ylor

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420

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arch

200

9 33

14.

Cur

rent

mem

bers

of t

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arro

w S

trate

gic

Par

tner

ship

(200

9)

Org

anis

atio

n R

epre

sent

ativ

e H

arro

w C

ounc

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ader

of t

he C

ounc

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eput

y Le

ader

of t

he C

ounc

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ortfo

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resp

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bilit

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al A

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Agr

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Lead

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horit

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epre

sent

ativ

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arro

w P

rimar

y C

are

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t C

hair

H

arro

w in

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ines

s R

epre

sent

ativ

e Jo

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tre P

lus

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rese

ntat

ive

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mbe

r of C

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R

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mun

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rese

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nive

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of W

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inst

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don

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st

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ntat

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t Lon

don

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ive

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row

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mis

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rese

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arro

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artn

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t Gro

up C

hairs

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o A

ttend

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Har

row

Cou

ncil

Chi

ef E

xecu

tive

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row

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man

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hief

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cutiv

e H

arro

w in

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s C

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cutiv

e G

over

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t Offi

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don

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lity

Man

ager

139

9 M

arch

200

9 34

15.

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es o

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ks b

etw

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es/P

lans

and

the

Sus

tain

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Com

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tions

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ms/

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will

be fu

rther

inve

stm

ent i

n pr

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tive

activ

ities

that

will

help

peo

ple

to s

tay

heal

thy

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rvic

es w

ill be

per

sona

lised

, to

ensu

re re

side

nts

are

empo

wer

ed to

pla

y a

lead

role

in s

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ng th

e se

rvic

es th

ey a

cces

s, a

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njoy

as

full

a lif

e as

pos

sibl

e an

d re

gain

con

trol o

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ir liv

es fo

llow

ing

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alth

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then

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cros

s he

alth

and

soc

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are

and

with

th

e w

ider

com

mun

ity

• Th

ere

will

be b

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r acc

ess

to h

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lity

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th s

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the

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Har

row

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sing

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r cho

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and

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agem

ent a

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ontro

l •

Ther

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ill be

mor

e ap

prop

riate

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ce in

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litie

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impr

oved

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mes

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row

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ting

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ove

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prov

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re d

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ered

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heal

th s

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pula

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of H

arro

w.

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ritis

e th

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t vul

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grou

ps•

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h qu

ality

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pons

ive

and

pers

onal

ised

se

rvic

es w

ill b

e in

form

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tient

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by

effe

ctiv

e pa

rtner

ship

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d de

liver

ed b

y si

gnifi

cant

sys

tem

refo

rm

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l res

iden

ts h

ave

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of g

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qual

ity a

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fford

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hou

sing

in a

va

riety

of t

enur

es, a

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ticul

ar im

prov

e th

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er fa

mily

ho

usin

g •

Empt

y ho

mes

in H

arro

w a

re b

roug

ht b

ack

into

use

•

The

use

of te

mpo

rary

acc

omm

odat

ion

is re

duce

d an

d ho

mel

essn

ess

is

tack

led

• Th

ere

will

be s

uita

ble

hous

ing

optio

ns a

vaila

ble,

offe

ring

choi

ce a

nd

supp

ort t

o en

able

peo

ple

to s

tay

in th

eir h

omes

for l

onge

r •

The

acco

mm

odat

ion

need

s of

Gyp

sies

and

Tra

velle

rs w

ill be

met

to e

nabl

e th

em to

rais

e th

eir f

amilie

s in

a s

afe

and

heal

thy

envi

ronm

ent

Hou

sing

St

rate

gy

• To

impr

ove

neig

hbou

rhoo

ds a

nd th

e qu

ality

of

life

•

Incr

ease

the

supp

ly o

f hou

sing

•

Del

iver

hig

h qu

ality

ser

vice

s •

Mee

t the

nee

ds a

nd a

spira

tions

of v

ulne

rabl

e pe

ople

, esp

ecia

lly o

lder

peo

ple

• C

ontin

ue to

tack

le h

omel

essn

ess

and

high

de

man

d, w

hile

redu

cing

tem

pora

ry

acco

mm

odat

ion

SUSTAINABLE COMMUNITY STRATEGY

• Em

ploy

men

t lan

d is

mai

ntai

ned

and

enha

nced

to p

rovi

de lo

cal r

esid

ents

w

ith th

e op

portu

nity

to w

ork

with

in th

e bo

roug

h •

Busi

ness

occ

upan

cy is

mai

ntai

ned

and

new

bus

ines

ses

are

attra

cted

to

Har

row

•

New

dev

elop

men

ts a

re a

ligne

d w

ith tr

ansp

ort r

oute

s •

Glo

bal s

usta

inab

ility

initi

ativ

es a

re in

tegr

ated

into

all

deve

lopm

ents

, to

redu

ce th

e im

pact

of s

ocie

ty o

n th

e en

viro

nmen

t •

All r

esid

ents

hav

e a

choi

ce o

f goo

d qu

ality

and

affo

rdab

le h

ousi

ng in

a

varie

ty o

f ten

ures

, and

in p

artic

ular

impr

ove

the

avai

labi

lity

of la

rger

fam

ily

hous

ing

• Th

ere

is e

asy

and

conv

enie

nt a

cces

s to

foot

path

s, c

ycle

pat

hs a

nd p

ublic

Loca

l D

evel

opm

ent

Fram

ewor

k

• En

sure

dev

elop

men

t mee

ts th

e ne

eds

of o

ur

resi

dent

s an

d bu

sine

sses

•

Ensu

re a

thriv

ing

cohe

sive

and

sus

tain

able

co

mm

unity

by

loca

ting

deve

lopm

ent w

here

it

will

enab

le lo

cal r

esid

ents

to a

cces

s ea

sily

•

Prom

ote

com

mun

ity s

afet

y •

Ensu

re re

side

nts

have

a c

hoic

e of

goo

d qu

ality

and

affo

rdab

le h

ousi

ng

• Pr

omot

e w

alki

ng a

nd c

yclin

g •

Ensu

re th

e ex

istin

g gr

eenb

elt,

park

s an

d op

en s

pace

s ar

e ac

cess

ible

140

9 M

arch

200

9 35

trans

port

to p

rom

ote

the

use

of m

ore

sust

aina

ble

trave

l mod

es fo

r loc

al

jour

neys

•

Ther

e is

a b

alan

ce a

nd v

arie

ty o

f wel

l man

aged

and

acc

essi

ble

gree

n sp

aces

, and

the

Gre

en B

elt a

nd b

io-d

iver

sity

is p

rote

cted

and

impr

oved

• En

sure

new

dev

elop

men

ts a

re o

f a h

igh

qual

ity d

esig

n an

d ap

prop

riate

•

Inte

grat

e gl

obal

sus

tain

abilit

y in

itiat

ives

into

al

l dev

elop

men

ts

• Al

l citi

zens

will

have

acc

ess

to, a

nd o

ppor

tuni

ties

to p

artic

ipat

e in

, civ

ic li

fe

• C

omm

uniti

es w

ill fe

el in

clud

ed a

nd in

volv

ed in

sha

ping

loca

l ser

vice

s an

d w

ill tru

st th

e ag

enci

es th

at s

erve

them

•

Dru

g an

d al

coho

l mis

use

will

have

dec

reas

ed th

roug

h pr

even

tativ

e an

d re

habi

litat

ive

prog

ram

mes

•

Nei

ghbo

urho

od p

olic

ing

will

cont

inue

to b

e ef

fect

ive

and

prio

ritie

s de

velo

ped

in c

onju

nctio

n w

ith lo

cal p

eopl

e •

Har

row

will

con

tinue

to b

e on

e of

the

safe

st b

orou

ghs

in L

ondo

n

• Im

prov

e th

e se

nse

of c

ohes

ion

in H

arro

w

Lond

on

Polic

ing

Plan

•

Crim

e, d

isor

der,

vuln

erab

ility

and

harm

are

pr

even

ted

and

redu

ced

• O

ffend

ers

are

brou

ght t

o ju

stic

e •

Com

mun

ities

are

eng

aged

with

, con

fiden

t in

and

satis

fied

with

our

pol

ice

serv

ice

• Se

curit

y is

impr

oved

and

the

publ

ic fe

el

reas

sure

d

•

Chi

ldre

n an

d yo

ung

peop

le a

re e

mpo

wer

ed to

ach

ieve

thei

r ful

l pot

entia

l an

d to

dev

elop

the

skills

to p

repa

re fo

r adu

lt lif

e •

Chi

ldre

n ha

ve th

e rig

ht to

hav

e a

say

in th

e se

rvic

es th

ey re

ceiv

e an

d ar

e va

lued

for t

heir

cont

ribut

ion

• C

hild

ren

feel

saf

e; in

thei

r loc

ality

, fro

m b

ully

ing,

and

from

the

perc

eptio

ns

of o

ther

s an

d ha

ve a

bet

ter u

nder

stan

ding

of c

ultu

ral d

iffer

ence

s •

Atte

ndan

ce a

nd a

chie

vem

ent a

re ra

ised

for c

hild

ren

look

ed a

fter a

nd o

ther

vu

lner

able

you

ng p

eopl

e •

Youn

g pe

ople

are

sup

porte

d th

roug

h th

e tra

nsiti

on to

adu

lthoo

d, a

chie

ving

in

depe

nden

ce a

nd e

cono

mic

wel

l bei

ng

Chi

ldre

n an

d Yo

ung

Peop

le’s

Pla

n

• To

be

adde

d at

a la

ter d

ate

141

9 M

arch

200

9 36

142

Pag

e 1

of 2

6

Sus

tain

able

Com

mun

ity S

trate

gy –

Con

sulta

tion

feed

back

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n

GEN

ERA

L C

OM

MEN

TS

1 N

o cl

ear p

riorit

ies

betw

een

the

diffe

rent

vis

ions

.

The

visi

ons

of e

ach

them

e ha

ve b

een

rew

orde

d to

iden

tify

the

key

area

s fo

r the

them

e an

d th

e ov

eral

l vis

ion

(pag

e 4)

spe

lls

out t

he P

artn

ersh

ip’s

prio

ritie

s

Am

end

2 Im

prov

ing

qual

ity o

f life

is M

OS

T lin

ked

to th

e qu

ality

of

our n

atur

al a

nd b

uilt

envi

ronm

ent –

this

is a

bas

ic

aspe

ct o

f qua

lity

of li

fe a

nd n

eeds

stre

ssin

g in

an

urba

n en

viro

nmen

t

This

is a

legi

timat

e po

int o

f vie

w b

ut o

ther

s m

ight

arg

ue th

at

qual

ity o

f life

der

ives

from

eco

nom

ic w

ell-b

eing

; goo

d he

alth

; go

od c

omm

unity

saf

ety

or m

ore

than

ade

quat

e le

vels

of c

are.

To

reco

gnis

e th

is, t

he o

vera

ll 20

20 v

isio

n in

clud

es a

ll of

thes

e as

pect

s w

hich

are

all

impo

rtant

.

Do

not

amen

d

3 Th

ere

is n

o ch

alle

nge

or s

ensi

tivity

in th

e st

rate

gy to

a

poss

ible

diff

eren

t set

of e

xter

nal g

iven

s e.

g. in

wha

t w

ay w

ould

this

stra

tegy

be

diffe

rent

if p

opul

atio

n gr

owth

/dem

ogra

phic

s w

ere

diffe

rent

.

The

envi

sage

d in

crea

se in

Har

row

’s p

opul

atio

n ov

er th

e pe

riod

of th

e st

rate

gy is

just

ove

r 8,0

00 o

r 3.7

% o

f the

cur

rent

po

pula

tion.

It i

s un

likel

y th

at a

ny o

f the

out

com

es e

nvis

aged

in

the

stra

tegy

wou

ld b

e si

gnifi

cant

ly d

iffer

ent i

f the

re w

as a

low

er

popu

latio

n gr

owth

.

If th

e de

mog

raph

ic p

rofil

e of

the

boro

ugh

chan

ged

sign

ifica

ntly

, th

is s

trate

gy w

ould

nee

d to

be

revi

site

d.

Do

not

amen

d

4 In

clud

e a

defin

ition

in th

e co

ntex

t of t

his

stra

tegy

of

sust

aina

ble

and

dem

onst

rate

how

the

prop

osed

st

rate

gy c

ompl

ies

with

this

def

initi

on

Sus

tain

abilit

y in

the

cont

ext o

f the

stra

tegy

mea

ns a

ctiv

ely

man

agin

g ou

r im

pact

on

the

envi

ronm

ent a

nd s

uppo

rting

in

clus

ive

com

mun

ities

whi

ch p

rovi

de th

e jo

bs, h

omes

, ed

ucat

ion,

hea

lthca

re, t

rans

port

and

othe

r ser

vice

s th

at a

ll ci

tizen

s ne

ed (I

DeA

200

8).

This

def

initi

on is

out

lined

in th

e st

rate

gy.

Do

not

amen

d

5 W

e ne

ed to

sur

e th

at th

e st

rate

gy is

real

istic

co

nsid

erin

g th

e cu

rrent

eco

nom

ic c

limat

e. E

ven

thou

gh th

e st

rate

gy is

to 2

020,

dev

elop

men

ts th

at c

an

not c

urre

ntly

occ

ur m

ay d

ispl

ace

actio

ns in

the

futu

re

Agr

eed.

The

Eco

nom

ic D

evel

opm

ent C

hapt

er s

eeks

to a

ddre

ss

this

. D

o no

t am

end

6 Th

e st

rate

gy n

eeds

a s

ense

of c

onte

xt, i

.e. t

hat H

arro

w

is a

fini

te b

orou

gh o

n a

finite

pla

net;

we

have

fini

te

reso

urce

s w

hich

we

mus

t man

age,

and

our

com

mun

ity

ambi

tions

mus

tn’t

over

reac

h w

hat w

e ca

n su

stai

n

Agr

eed.

A

men

d

143

Pag

e 2

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 7

A c

ondi

tion

for a

chie

ving

a s

usta

inab

le c

omm

unity

is to

ha

ve s

usta

inab

le n

umbe

rs.

The

draf

t con

tain

s no

co

nsid

erat

ion

of w

hat t

he ri

ght n

umbe

rs fo

r Har

row

m

ight

be.

In

the

cont

ext o

f the

UK

and

the

Sout

h-Ea

st

in p

artic

ular

bei

ng o

verc

row

ded.

The

pro

ject

ed

incr

ease

of 1

0,00

0 in

har

row

’s p

opul

atio

n ne

eds

chal

leng

ing

The

proj

ecte

d po

pula

tion

grow

th o

f 10,

000

is to

202

5, n

ot w

ithin

th

e lif

e of

this

Stra

tegy

. Th

e pr

ojec

ted

num

ber w

ithin

the

timef

ram

e of

this

Stra

tegy

is a

n as

sess

men

t of w

hat i

s lik

ely

to

happ

en ra

ther

than

nec

essa

rily

wha

t the

Par

tner

ship

wan

ts to

ha

ppen

. It

wou

ld n

ot b

e re

spon

sibl

e to

igno

re c

urre

nt tr

ends

but

an

d th

ere

is v

ery

little

, if a

nyth

ing,

that

the

Par

tner

ship

cou

ld d

o to

influ

ence

them

.

Do

not

amen

d

8 W

ill th

e st

ruct

ure

of th

e H

SP

man

agem

ent g

roup

s ch

ange

to fi

t in

with

the

new

them

es o

f the

Sus

tain

able

C

omm

unity

Stra

tegy

Ther

e ar

e cu

rrent

ly n

o pl

ans

to a

men

d th

e st

ruct

ure

of th

e H

arro

w S

trate

gic

Par

tner

ship

. E

ach

them

e in

the

Stra

tegy

id

entif

ies

whi

ch m

anag

emen

t gro

up w

ill be

lead

ing

on th

e sh

ort

term

act

ions

and

am

bitio

ns u

nder

the

partn

ers

list

Do

not

amen

d

9 G

ener

ally

the

stra

tegy

sho

uld

enco

urag

e sm

all f

amili

es,

to a

ssis

t glo

bal a

nd lo

cal s

usta

inab

ility

This

is n

ot a

pol

icy

area

that

the

Partn

ersh

ip h

as c

onsi

dere

d an

d m

ay n

ot b

e w

ithin

its

scop

e D

o no

t am

end

ST

OR

Y O

F PL

AC

E

10

Th

e su

gges

tion

that

con

side

ratio

n (e

ven

with

sig

nific

ant

publ

ic c

onsu

ltatio

n) w

ould

be

give

n to

rela

x ce

rtain

pl

anni

ng c

ondi

tions

or e

nviro

nmen

tal s

tand

ards

is

tota

lly u

nacc

epta

ble

unde

r any

eco

nom

ic s

cena

rio.

This

is s

acrif

icin

g th

e lo

ng te

rm fo

r sho

rt te

rm

expe

dien

cy.

The

Env

ironm

ent i

s fo

r eve

r. T

he

econ

omy

is fo

r now

. A

dditi

onal

the

sust

aina

ble

envi

ronm

ent a

gend

a is

onl

y no

w g

radu

ally

bei

ng

impl

emen

ted

in H

arro

w –

any

idea

of a

mor

ator

ium

or

back

ped

dlin

g m

ust n

ot b

e pa

rt of

the

SC

S

Env

ironm

enta

l sta

ndar

ds m

ay b

e an

abs

olut

e in

that

dam

age

sust

aine

d m

ay n

ot b

e re

vers

ible

. O

ur p

lann

ing

stan

dard

s,

how

ever

, wer

e de

sign

ed to

ser

ve a

par

ticul

ar ti

me

and

plac

e an

d ha

ve a

nd s

houl

d ch

ange

to re

flect

our

circ

umst

ance

s an

d pr

iorit

ies.

Am

end

to

rem

ove

the

sugg

estio

n of

fle

xibi

lity

in

rela

tion

to

envi

ronm

enta

l sta

ndar

ds.

11

The

stra

tegy

ade

quat

ely

refle

cts

the

proj

ecte

d gr

owth

of

old

er B

ME

peo

ple

in H

arro

w.

How

ever

it la

cks

ackn

owle

dgem

ent o

f the

gro

wth

in d

isab

ilitie

s, in

pa

rticu

lar l

earn

ing

disa

bilit

ies

and

the

grow

th in

type

II

diab

etes

Har

row

has

app

roxi

mat

ely

7,00

0 pe

ople

with

som

e fo

rm o

f le

arni

ng d

isab

ility

in H

arro

w.

Ther

e ar

e st

ill a

sign

ifica

nt n

umbe

r of

peo

ple

with

lear

ning

dis

abilit

ies

who

are

not

kno

wn

to a

ny

serv

ices

. In

200

7, 4

15 a

dults

wer

e re

ceiv

ing

com

mun

ity b

ased

se

rvic

es fo

r peo

ple

with

phy

sica

l dis

abilit

ies

and

sens

ory

impa

irmen

t, as

com

pare

d to

nea

rly 2

000

in th

ose

aged

65

year

s an

d ov

er.

Am

end

the

stor

y of

pla

ce

to in

clud

e ad

ditio

nal

com

men

t

144

Pag

e 3

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 12

H

arro

w in

the

Futu

re

3rd p

ara

– ‘in

exc

ess

of 4

000

new

hom

es’ –

wha

t typ

e of

hou

sing

, lin

k to

dem

ogra

phic

cha

nges

pre

viou

sly

desc

ribed

and

impa

ct o

f e-te

chno

logy

N

ew p

ara

botto

m p

10.

wha

t doe

s in

exc

ess

mea

n. I

s th

ere

an u

pper

lim

it e.

g no

t in

exce

ss o

f 4,5

00 o

r a

rang

e of

4,0

00 to

4,5

00

Har

row

is re

quire

d to

pro

vide

a m

inim

um o

f 4,0

00 h

omes

with

in

a 10

yea

r per

iod

base

d on

the

Lond

on P

lan.

Fu

ture

hou

sing

with

in H

arro

w s

houl

d he

lp to

sup

port

econ

omic

gr

owth

, par

ticul

arly

with

in H

arro

w to

wn

cent

re a

nd th

e di

stric

t ce

ntre

s. A

dditi

onal

ly, a

ll ho

usin

g w

ill ne

ed to

offe

r a ra

nge

of

hous

ing

choi

ces

to a

ddre

ss th

e si

gnifi

cant

sho

rtage

of a

fford

able

ho

usin

g an

d la

rger

fam

ily a

ccom

mod

atio

n, a

s w

ell a

s m

eet t

he

loca

l acc

ess

for a

ll an

d ac

cess

ible

hom

es s

tand

ards

Am

end

docu

men

t to

clar

ify

13

Impa

ct o

f tec

hnol

ogy

on o

ur s

ervi

ces

e.g.

soc

ial c

are

By

2011

, an

estim

ated

75

per c

ent o

f UK

hou

seho

lds

will

have

in

tern

et a

cces

s an

d by

201

0, 9

5 pe

r cen

t of t

he in

dust

rialis

ed

wor

ld m

ay b

e co

nduc

ting

‘e-b

usin

ess’

on

line.

The

impl

icat

ions

of

tech

nolo

gica

l inn

ovat

ions

on

wor

k an

d w

orki

ng v

irtua

lly w

ill

mea

n th

at re

mot

e w

orki

ng w

ill in

crea

se b

ut th

ere

will

still

be a

ne

ed fo

r phy

sica

l offi

ces

in th

e fu

ture

due

to th

e ne

cess

ity fo

r fa

ce-to

-face

con

tact

. Fu

ture

tech

nolo

gy w

ill al

so h

ave

an im

pact

on

the

way

we

soci

alis

e an

d de

liver

ser

vice

s. N

ew h

ome

tech

nolo

gies

will

mak

e it

muc

h ea

sier

for p

eopl

e to

inte

ract

with

se

rvic

e pr

ovid

ers

and

aid

the

pers

onal

isat

ion

of p

ublic

ser

vice

de

liver

y. S

ocia

l net

wor

king

site

s w

ill b

e us

ed a

s a

way

of

conn

ectin

g in

divi

dual

s to

adv

ocac

y, c

ampa

igns

, vol

unte

erin

g op

portu

nitie

s an

d to

eac

h ot

her.

Tec

hnol

ogy

adva

nces

will

impa

ct o

n th

e w

ay w

e ca

re fo

r and

mon

itor v

ulne

rabl

e pe

ople

, he

lp re

duce

the

impa

ct o

f our

big

gest

hea

lth k

illers

thro

ugh

med

ical

adv

ance

s an

d al

so b

e in

crea

sing

ly u

sed

to h

elp

miti

gate

th

e ef

fect

s of

clim

ate

chan

ge.

Tech

nolo

gy in

thes

e fie

lds

shou

ld

redu

ce u

nit c

osts

and

incr

ease

sta

ndar

ds p

rovi

ded

the

initi

al

inve

stm

ent c

an b

e fo

und.

Am

end

Sto

ry

of P

lace

14

By

redu

cing

offe

ndin

g in

Har

row

the

Pro

batio

n S

ervi

ce

enha

nces

the

attra

ctiv

enes

s of

Har

row

as

a si

te fo

r bu

sine

sses

to d

evel

op O

ffend

ers

in e

mpl

oym

ent o

r tra

inin

g ha

ve a

dem

onst

rabl

y lo

wer

rate

of r

e-of

fend

ing.

–

Con

tribu

tes

to N

i 152

and

Ni 1

51

It is

impo

rtant

to re

cogn

ise

the

cont

ribut

ion

of th

e P

roba

tion

Ser

vice

in re

duci

ng re

-offe

ndin

g.

Not

e

145

Pag

e 4

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 15

S

afeg

uard

ing

vuln

erab

le a

dults

is a

n im

porta

nt

cons

ider

atio

n to

the

futu

re d

eliv

ery

of a

dult

soci

al c

are

serv

ices

. Th

is n

eeds

to b

e re

flect

ed in

the

Sto

ry o

f P

lace

and

und

er th

e C

omm

uniti

es, c

ultu

re a

nd id

entit

y se

ctio

n

Saf

egua

rdin

g vu

lner

able

adu

lts is

a p

ublic

dut

y an

d re

quire

s co

oper

atio

n of

the

man

y pa

rtner

s in

volv

ed in

pro

vidi

ng fo

r ad

ults

.

We

can

impr

ove

safe

guar

ding

of a

ll gr

oups

thro

ugh

deve

lopi

ng

bette

r way

s to

faci

litat

e th

e vi

ews

and

expe

rienc

es o

f ser

vice

us

ers

and

by ta

king

act

ion

agai

nst a

buse

of v

ulne

rabl

e ad

ults

Am

end

to

add

stat

emen

t in

the

Stor

y of

P

lace

and

am

bitio

ns

EC

ON

OM

IC D

EVEL

OPM

ENT

16

Nee

d to

poi

nt o

ut th

at H

arro

w is

stil

l vie

wed

as

a bo

roug

h w

ith le

ss n

eed

than

sev

eral

of o

ur n

eigh

bour

s,

this

mak

es g

aini

ng e

xtra

reso

urce

s to

dea

l with

bar

riers

to

wor

k ev

en m

ore

chal

leng

ing

Agr

eed

Am

end

17

The

exis

ting

Ent

erpr

isin

g H

arro

w s

trate

gy h

as b

een

deve

lope

d on

the

prem

ise

of s

uppo

rting

the

smal

l bu

sine

ss s

ecto

r as

this

is w

here

loca

l em

ploy

men

t gr

owth

will

com

e fro

m.

This

is a

lso

in ti

mes

of

rece

ssio

n w

here

new

bus

ines

ses

com

e fro

m

Agr

eed

No

actio

n re

quire

d

18

Nee

d to

see

mor

e em

phas

is o

n re

duci

ng

unem

ploy

men

t – it

is im

plic

it ra

ther

than

exp

licit

here

A

gree

d A

men

d

19

Loca

l pro

cure

men

t sho

uld

also

feat

ure

here

A

gree

d A

men

d 20

W

ork

has

alre

ady

star

ted

on a

Ski

lls a

nd E

mpl

oym

ent

Ple

dge

whi

ch w

ill be

bro

ught

to th

e pa

rtner

ship

sho

rtly,

w

hich

will

hop

e to

enc

oura

ge a

ll m

ajor

bus

ines

ses

new

an

d ex

istin

g in

to a

trai

ning

and

loca

l em

ploy

men

t cu

lture

Not

ed

No

actio

n re

quire

d

21

Bec

ause

of t

he re

cess

ion

shou

ld th

is s

ectio

n al

so

incl

ude

inve

stig

atin

g w

ays

of c

reat

ing

wor

k e.

g. g

reen

ec

onom

y an

d lo

ft in

sula

tion

sche

mes

A m

ulti

agen

cy g

roup

has

bee

n co

nven

ed to

inve

stig

ate

way

s of

cr

eatin

g w

ork.

Gre

en e

cono

my

and

loft

insu

latio

n sc

hem

es a

re

pote

ntia

l out

com

es o

f thi

s gr

oup.

Con

vene

a m

ulti

agen

cy g

roup

to id

entif

y in

terv

entio

ns to

le

ssen

the

impa

ct o

f the

eco

nom

ic re

cess

ion

on H

arro

w

No

actio

n re

quire

d

146

Pag

e 5

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 22

La

rger

org

anis

atio

ns c

an fu

rther

sup

port

the

loca

l ec

onom

y by

pay

ing

smal

l bus

ines

ses

prom

ptly

– a

s a

Cou

ncil

this

is a

noth

er e

xam

ple

of h

ow w

e ca

n le

ad b

y ex

ampl

e

A m

ulti

agen

cy g

roup

has

bee

n co

nven

ed to

inve

stig

ate

way

s of

cr

eatin

g w

ork.

Thi

s is

a p

oten

tial a

ctio

n of

this

gro

up

No

actio

n re

quire

d

23

Sho

uld

it al

so in

clud

e op

portu

nitie

s fo

r the

maj

or

play

ers,

e.g

. PC

T an

d th

e C

ounc

il to

pro

vide

in

tern

ship

s an

d m

ore

appr

entic

eshi

ps?

Agr

eed

Am

end

shor

t te

rm a

ctio

n

24

Sho

uld

the

stra

tegy

incl

ude

a lin

e on

hel

ping

peo

ple

to

max

imis

e th

e be

nefit

s th

ey a

re e

ntitl

ed to

? A

gree

d A

men

d

25

The

impa

ct o

f put

ting

effo

rt in

to h

elpi

ng in

divi

dual

s ga

in

high

er le

vel s

kills

nee

ds to

be

wei

ghed

aga

inst

the

impa

ct o

f int

erve

ning

to re

mov

e ba

rrier

s to

em

ploy

men

t fo

r the

har

dest

to h

elp

Agr

eed

Am

end

26

Tran

spor

t lin

ks to

oth

er n

eigh

bour

ing

oute

r Lon

don

boro

ughs

, and

to H

ertfo

rdsh

ire, s

houl

d be

impr

oved

to

allo

w e

asie

r acc

ess

to tr

aini

ng a

nd jo

bs in

thes

e ar

eas

Har

row

ben

efits

from

Lon

don’

s go

od ra

dial

road

and

rail

links

(in

clud

ing

to H

ertfo

rdsh

ire) b

ut s

uffe

rs fr

om a

com

para

tive

lack

of

cro

ss-b

orou

gh ro

utes

alth

ough

bus

ser

vice

s co

ver m

any

of

thes

e ro

utes

.

Am

end

to

refle

ct th

e im

porta

nce

of

trans

port

links

27

W

here

is th

e st

rate

gy to

acc

omm

odat

e th

e in

crea

sing

nu

mbe

r of u

nem

ploy

ed re

side

nts

for t

he n

ext 3

yea

rs

The

Stra

tegy

see

ks to

redu

ce th

e nu

mbe

r of p

eopl

e on

out

of

wor

k be

nefit

s an

d to

tack

le s

kills

sho

rtage

s in

crea

se

empl

oym

ent

Do

not

amen

d

28

The

visi

on fo

r eco

nom

ic d

evel

opm

ent s

houl

d lin

k to

tra

inin

g pr

ovis

ion

with

cre

atio

n of

ski

lls fo

r the

futu

re

e.g.

jobs

in a

reas

of g

row

th in

regi

onal

, UK

and

glo

bal

term

s i.e

. sus

tain

able

eco

nom

y re

quire

s pl

anni

ng fo

r sk

ills d

evel

opm

ent

Har

row

will

be a

n at

tract

ive

plac

e to

wor

k an

d se

t up

busi

ness

es

and

will

prov

ide

an e

cono

mic

ally

via

ble,

sus

tain

able

and

at

tract

ive

Har

row

Tow

n C

entre

. Yo

ung

peop

le w

ill b

e be

tter

prep

ared

for l

ife a

nd w

ork

and

ther

e w

ill be

opp

ortu

nitie

s to

re

lear

n an

d re

train

for a

ll ag

es to

mee

t ski

ll de

man

ds fo

r bot

h cu

rrent

and

futu

re e

mpl

oym

ent.

Har

row

will

prov

ide

loca

l wor

k op

portu

nitie

s an

d pa

rtner

s w

ill w

ork

toge

ther

to a

ddre

ss a

nd

min

imis

e ba

rrier

s to

wor

k. H

arro

w’s

pub

lic tr

ansp

ort

infra

stru

ctur

e w

ill co

ntin

ue to

pro

vide

acc

ess

to e

mpl

oym

ent

oppo

rtuni

ties

beyo

nd th

e bo

roug

h.

Rew

ord

to

refle

ct li

nk to

fu

ture

gro

wth

ar

eas.

29

2012

Oly

mpi

cs is

not

men

tione

d –

this

may

be

an

oppo

rtuni

ty fo

r a s

hort

term

act

ion

Agr

eed

Am

end

147

Pag

e 6

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 30

Th

ere

is n

o id

entif

ied

inte

ract

ion

with

Tou

rism

A

gree

d A

men

d 31

Th

ere

does

n’t a

ppea

r to

be a

ny s

peci

fic s

hort

term

ac

tions

whi

ch s

peci

fical

ly a

ddre

ss th

e de

terio

ratin

g si

tuat

ion

of th

e ec

onom

y.

See

21

abov

e A

dd

addi

tiona

l sh

ort t

erm

ac

tion

32

Cou

rses

at c

olle

ges

and

unde

r the

WEA

sho

uld

not b

e so

hea

vily

focu

sed

on v

ocat

iona

l tra

inin

g an

d le

arni

ng

outc

omes

. W

hen

man

y pe

ople

esp

ecia

lly th

e re

tired

, th

e di

sabl

ed a

nd th

e un

empl

oyed

, ben

efit

grea

tly fr

om

cour

ses

whi

ch h

elp

stim

ulat

e in

tere

st e

.g. t

he a

rts,

mus

ic, h

isto

ry, a

rcha

eolo

gy, n

atur

e, c

urre

nt a

ffairs

, lit

erat

ure,

thea

tre e

tc w

hich

enh

ance

s pe

ople

s qu

ality

of

life

The

Gov

ernm

ent’s

pol

icy

on C

omm

unity

Edu

catio

n is

to

prio

ritis

e le

arni

ng le

adin

g to

a q

ualif

icat

ion

muc

h of

whi

ch is

vo

catio

nal i

n ch

arac

ter.

For

retir

ed p

eopl

e, th

e H

arro

w

Uni

vers

ity o

f the

Thi

rd A

ge (U

3A) p

rovi

des

the

type

s of

inte

rest

le

arni

ng e

nvis

aged

.

Am

end

to

incl

ude

a re

fere

nce

to

U3A

in th

e H

ealth

, W

ellb

eing

an

d In

depe

nden

ce

Sec

tion

33

Add

“sch

ools

and

col

lege

s pr

ovid

e st

ate

of th

e ar

t te

chno

logi

cal e

duca

tion”

A

gree

d A

men

d

34

Incl

usio

n of

dis

abilit

y in

the

labo

ur m

arke

t Th

e st

rate

gy c

onta

ins

a sh

ort t

erm

act

ion

of in

crea

sing

the

num

ber o

f peo

ple

with

lear

ning

dis

abilit

ies

in to

em

ploy

men

t D

o no

am

end

35

Impl

emen

t hig

h qu

ality

sup

ervi

sion

pla

ns fo

r offe

nder

s to

mot

ivat

e of

fend

ers

to ta

ke u

p em

ploy

men

t op

portu

nitie

s or

eng

age

in tr

aini

ng.

Impl

emen

t sup

ervi

sion

pla

ns to

mot

ivat

e of

fend

ers

to ta

ke u

p em

ploy

men

t opp

ortu

nitie

s or

eng

age

in tr

aini

ng

Add

Lon

don

Pro

batio

n as

a p

artn

er

Add

ad

ditio

nal

shor

t ter

m

actio

n A

men

d pa

rtner

list

36

N

ot s

ure

if ec

onom

ic d

evel

opm

ent i

s po

ssib

le w

ith th

e ec

onom

ic d

ownt

urn.

Th

is is

the

mos

t im

porta

nt ti

me

to p

rovi

de h

elp

and

guid

ance

to

firm

s w

hich

may

be

stru

gglin

g to

sur

vive

and

to h

elp

new

co

mpa

nies

em

erge

as,

for H

arro

w, t

he ro

ute

to e

cono

mic

su

cces

s lie

s in

a b

uoya

nt s

mal

l bus

ines

s se

ctor

Do

not

amen

d

37

Har

row

and

Wea

ldst

one

trans

port

links

par

ticul

arly

tra

ins

to C

laph

am J

unct

ion

shou

ld b

e in

crea

sed

as

train

s ha

ve b

een

rem

oved

in 2

009.

Als

o bu

s lin

ks

shou

ld b

e in

crea

sed

in H

arro

w a

nd W

eald

ston

e

Som

e di

rect

ser

vice

s to

Cla

pham

Jun

ctio

n ha

ve b

een

repl

aced

by

ser

vice

s to

Wille

sden

Jun

ctio

n w

ith c

onne

ctio

ns to

Cla

pham

Ju

nctio

n. T

here

is li

ttle

curre

nt e

vide

nce

of th

e ne

ed fo

r fur

ther

im

prov

emen

ts in

bus

ser

vice

s.

Do

not

amen

d

148

Pag

e 7

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 38

H

arro

w is

in d

ange

r of b

ecom

ing

de-in

dust

rialis

ed –

with

cur

rent

em

issi

on s

tand

ards

, ind

ustry

is a

goo

d ne

ighb

our –

ther

e is

indu

stria

l em

ploy

men

t in

Wat

ford

, B

rent

and

Hill

ingd

on –

tech

nica

l ind

ustry

is b

ette

r abl

e to

gen

erat

e re

al (a

nd e

nviro

nmen

tally

sou

nd) e

cono

mic

gr

owth

– n

eeds

to b

e re

cogn

ised

in H

arro

w’s

stra

tegy

Agr

eed

but t

here

are

lim

ited

area

s fo

r dev

elop

men

t for

wha

teve

r ty

pes

of u

ses.

With

the

redu

ctio

n in

the

exte

nt o

f lar

ge in

dust

rial

conc

erns

, it i

s im

porta

nt to

mai

ntai

n in

dust

rial u

ses

for i

ndus

trial

si

tes

that

bec

ome

avai

labl

e.

Am

end

39

Sor

t out

Wea

ldst

one,

too

man

y ch

eap

poun

d sh

ops

This

is a

func

tion

of th

e re

tail

mar

ket a

nd n

ot in

the

gift

of th

e P

artn

ersh

ip

Do

not

amen

d 40

A

gain

, dep

ends

on

wha

t you

mea

n by

“acc

ess”

to

oppo

rtuni

ties.

Will

you

mak

e it

free

or c

heap

for y

oung

pe

ople

to re

ach

the

wor

k pl

ace?

This

am

bitio

n re

fers

to in

crea

sing

the

num

ber o

f adu

lts a

nd o

lder

pe

ople

who

hav

e ac

cess

to c

ours

es a

t our

edu

catio

n pr

ovid

ers

in H

arro

w.

This

cou

ld b

e th

roug

h be

tter p

rom

otio

n an

d m

ore

targ

eted

cou

rses

.

Do

not

amen

d

41

Set

up

busi

ness

sch

ools

for y

oung

peo

ple

This

is in

par

t add

ress

ed th

roug

h th

e Bu

sine

ss S

tudi

es G

CS

E an

d as

soci

ated

col

lege

cou

rses

. D

o no

t am

end

EV

ERY

HA

RR

OW

CH

ILD

42

Th

e E

very

Har

row

Chi

ld p

olic

y sh

ould

spe

cific

ally

sta

te

the

aim

“Eve

ry H

arro

w c

hild

a w

ante

d ch

ild” a

nd

incl

ude

spec

ific

targ

ets

for r

educ

ing

teen

pre

gnan

cies

Har

row

has

a lo

w a

nd fa

lling

rate

of t

eena

ge c

once

ptio

ns.

D

o no

t am

end

43

Sep

arat

e E

very

Har

row

Chi

ld in

to th

e fiv

e th

emes

, “B

e he

alth

y, S

tay

Saf

e, E

njoy

and

Ach

ieve

, Mak

e a

Pos

itive

C

ontri

butio

n, a

nd A

chie

ving

eco

nom

ic w

ell b

eing

”

The

Chi

ldre

n an

d Yo

ung

Peo

ple’

s w

ork

stre

am h

as d

eliv

ery

grou

ps w

orki

ng o

n ea

ch o

f the

five

them

es.

At th

e su

mm

aris

ed

leve

l of t

his

Stra

tegy

, the

five

them

es w

ould

pre

sent

too

muc

h de

tail.

Do

not

amen

d

44

No

men

tion

in S

hort

Term

Act

ions

of e

nsur

ing

smoo

th

impl

emen

tatio

n an

d fo

llow

thru

of m

acro

cha

nges

to

educ

atio

n in

Har

row

i.e.

redu

ced

trans

fer a

ge, 6

th fo

rm

colle

ges,

new

sch

ools

The

intro

duct

ion

of th

e si

xth

form

col

legi

ate

has

been

sm

ooth

ly

and

succ

essf

ully

impl

emen

ted.

As

yet,

the

prop

osal

to a

men

d th

e ag

e of

tran

sfer

has

not

bee

n ag

reed

and

, whi

le s

choo

l re

build

ing

will

take

pla

ce, t

here

are

no

new

sch

ools

env

isag

ed

for t

he b

orou

gh.

No

actio

n ne

eded

45

The

focu

s of

the

shor

t ter

m a

ctio

ns is

on

impr

ovin

g a

long

list

of n

egat

ives

. Th

ere

is n

o m

entio

n of

su

ppor

ting/

prom

otin

g/en

hanc

ing

the

posi

tives

suc

h as

ex

celle

nce.

Thi

s do

es n

ot d

o H

arro

w’s

edu

catio

n ac

hiev

emen

t jus

tice.

The

visi

on o

f thi

s se

ctio

n hi

ghlig

hts

the

exce

llenc

e of

our

sc

hool

s. T

he a

im o

f the

sho

rt te

rm a

ctio

ns is

to c

once

ntra

te o

n im

prov

emen

t prio

ritie

s. T

he C

hild

ren

and

Youn

g P

eopl

es P

lan

cont

ains

mor

e de

taile

d ac

tions

to s

uppo

rt/pr

omot

e an

d m

aint

ain

Har

row

’s e

xcel

lent

sch

ools

Do

not

amen

d

149

Pag

e 8

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 46

A

ll pr

obat

ion

serv

ice

staf

f who

sup

ervi

se o

ffend

ers

are

train

ed in

the

reco

gniti

on o

f chi

ldre

n’s

safe

ty, a

nd a

re

fam

iliar w

ith th

e B

orou

gh’s

refe

rral p

roce

sses

. A

ll st

aff

supe

rvis

ing

offe

nder

s w

ill b

e su

ppor

ted

in id

entif

ying

ris

k fa

ctor

s to

chi

ldre

n w

ith w

hom

offe

nder

s ar

e as

soci

ated

, and

in d

raw

ing

thes

e to

the

atte

ntio

n of

C

hild

ren’

s se

rvic

es u

rgen

tly

Am

end

to re

cogn

ise

the

addi

tiona

l cap

acity

repr

esen

ted

by th

e P

roba

tion

Serv

ice

Am

end

47

Whe

re c

hild

ren

are

asso

ciat

ed w

ith in

cide

nts

of

dom

estic

vio

lenc

e th

e P

roba

tion

Serv

ice:

-

prom

ptly

info

rms

Chi

ldre

n S

ervi

ces

of th

e si

tuat

ion

- ev

alua

tes

the

perp

etra

tor t

o en

sure

the

Cou

rts a

re

advi

sed

of th

e ac

tion

requ

ired

to re

duce

the

risk

of

harm

to a

ny a

ctua

l or p

oten

tial v

ictim

-

Sup

ervi

ses

offe

nder

s st

ringe

ntly

eith

er o

n co

mm

unity

ord

ers,

or o

n lic

ence

s, fo

llow

ing

rele

ase

from

cus

tody

to e

nsur

e th

at a

ll re

quire

men

ts fo

r se

curin

g vi

ctim

saf

ety

are

fully

impl

emen

ted

- Li

aise

freq

uent

ly w

ith C

hild

ren’

s S

ervi

ces

and

Crim

inal

Jus

tice

Uni

ts to

exc

hang

e in

form

atio

n ab

out t

he o

ffend

er’s

beh

avio

ur to

enh

ance

pr

otec

tion

plan

s

See

46

abov

e A

men

d

48

Wha

t will

you

do to

ens

ure

that

sch

ools

adh

ere

to S

EN

co

de o

f pra

ctic

e?

The

Cod

e of

Pra

ctic

e ha

s be

en d

raw

n to

sch

ool’s

atte

ntio

n an

d,

whi

le it

is n

ot a

def

initi

ve s

tate

men

t of t

he la

w, i

t is

impo

rtant

gu

idan

ce.

If th

ere

is a

sug

gest

ion

that

any

sch

ool i

s no

t fo

llow

ing

the

Cod

e

A

N IM

PRO

VIN

G E

NVI

RO

NM

ENT

49

The

char

acte

r of t

he d

iffer

ent a

reas

of t

he b

orou

gh

shou

ld b

e re

tain

ed, s

o th

at a

ny d

evel

opm

ent s

houl

d re

flect

the

scal

e an

d de

nsity

of t

he c

urre

nt h

ousi

ng a

nd

othe

r bui

ldin

gs in

the

loca

tion.

The

mor

e de

priv

ed

area

s of

the

boro

ugh

shou

ld b

e ta

rget

ed fo

r im

prov

emen

t, an

d if

nece

ssar

y re

deve

lopm

ent,

to b

ring

the

hous

ing

stoc

k an

d ot

her a

men

ities

up

to a

bet

ter

stan

dard

The

Loca

l Dev

elop

men

t Fra

mew

ork

Cor

e S

trate

gy in

clud

es a

st

rate

gic

obje

ctiv

e of

ens

urin

g th

at n

ew d

evel

opm

ents

are

of a

hi

gh q

ualit

y de

sign

and

are

app

ropr

iate

in te

rms

of th

eir s

cale

, si

ze a

nd lo

catio

n by

ado

ptin

g a

desi

gn le

d ap

proa

ch to

de

velo

pmen

t and

enh

anci

ng th

e ex

istin

g bu

ilt a

nd p

ublic

real

m

Am

end

to

add

an

addi

tiona

l am

bitio

n

150

Pag

e 9

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 50

R

educ

tion

in p

arki

ng c

harg

es.

Hill

ingd

on a

llow

s th

e fir

st h

alf h

our f

or fr

ee

The

need

s to

be

a ba

lanc

e in

tow

n an

d di

stric

t cen

tres

betw

een

enco

urag

ing

loca

lly s

hopp

ing

by s

ettin

g co

mpe

titiv

e pa

rkin

g ch

arge

s an

d en

cour

agin

g al

tern

ativ

es to

use

of p

rivat

e ca

rs

thro

ugh

real

istic

par

king

cha

rges

.

Do

not a

dd

51

The

first

par

t of i

mpr

ovin

g en

viro

nmen

t ref

ers

to

enab

ling

grea

ter d

evel

opm

ent o

ppor

tuni

ties.

I d

on’t

thin

k th

is is

abo

ut im

prov

ing

the

envi

ronm

ent.

It s

houl

d be

abo

ut p

rovi

sion

of o

pen

spac

es to

giv

e qu

ality

of l

ife

and

WH

ER

E D

EVE

LOP

ME

NT

happ

ens

this

mus

t co

ntrib

ute

tow

ards

EN

HA

NC

ED

env

ironm

enta

l su

stai

nabi

lity

thro

ugh

carb

on n

eutra

l onl

y de

velo

pmen

ts.

The

built

env

ironm

ent w

ill b

e an

impo

rtant

ele

men

t in

the

succ

ess

of H

arro

w a

s a

plac

e an

d th

e m

ore

sust

aina

ble

the

built

en

viro

nmen

t can

be,

the

less

env

ironm

enta

l im

pact

it w

ill ha

ve.

It is

con

side

red

that

the

dist

inct

ion

betw

een

open

spa

ce a

nd

deve

lopm

ent i

s to

o lim

ited

and

that

dev

elop

men

t can

and

mus

t co

ntrib

ute

to s

usta

inab

ility.

Do

not

Am

end

52

Ther

e is

no

ener

gy s

usta

inab

ility

visi

on.

This

is th

e nu

mbe

r 1 k

ey is

sue

abou

t env

ironm

ent a

nd c

limat

e ch

ange

sho

uld

be a

t the

hea

rt of

this

as

it ha

s al

l oth

er

thin

gs to

geth

er.

The

stra

tegy

cur

rent

ly in

clud

es th

e fo

llow

ing

ambi

tion:

In

crea

se th

e us

e of

sus

tain

able

ene

rgy

to m

eet t

he n

eeds

of t

he

pres

ent w

ithou

t com

prom

isin

g fu

ture

gen

erat

ions

C

limat

e ch

ange

is a

lso

refe

rred

to in

the

visi

on o

f Im

prov

ing

Env

ironm

ent

Rew

ord

ambi

tion

to

clea

rly li

nk

with

ene

rgy

sust

aina

bilit

y

53

An

impr

ovin

g en

viro

nmen

t sho

uld

incl

ude

the

prov

isio

n of

dec

ent p

ublic

toile

ts

This

is a

n am

bitio

n th

at c

an o

nly

be fu

lly re

alis

ed a

s fu

rther

fu

ndin

g be

com

es a

vaila

ble.

Rec

ent p

rovi

sion

has

sup

porte

d up

grad

ed p

arks

and

ther

e co

ntin

ue to

be

partn

ersh

ip

arra

ngem

ents

with

var

ious

sho

ps.

Do

not

amen

d

54

Som

e of

the

ambi

tions

in th

e E

nviro

nmen

t sec

tion

may

be

too

optim

istic

e.g

. the

cho

ice

of h

ousi

ng fo

r all

resi

dent

s.

The

ambi

tions

hav

e pu

rpos

eful

ly b

een

writ

ten

as a

mbi

tious

as

the

stra

tegy

is a

long

term

doc

umen

t. H

owev

er it

is a

lso

impo

rtant

that

the

docu

men

t is

not t

oo o

ptim

istic

.

Rew

ord

visi

on

55

Pub

lic re

alm

infra

stru

ctur

e (ro

ads,

pub

lic s

pace

s an

d st

reet

ligh

ting)

is m

aint

aine

d an

d im

prov

ed

Am

end

ambi

tion

Am

end

56

Wor

k w

ith th

e W

est L

ondo

n W

aste

Aut

horit

y an

d th

e ot

her c

onst

ituen

t aut

horit

ies

(Bre

nt, E

alin

g, H

illing

don,

H

ouns

low

and

Ric

hmon

d to

redu

ce th

e am

ount

of

was

te th

at is

not

com

post

ed a

nd re

cycl

ed, t

hat i

s se

nt

to la

ndfil

l)

This

sta

tem

ent i

s si

mila

r to

an e

xist

ing

ambi

tion:

Was

te w

ill be

div

erte

d fro

m la

ndfil

l by

focu

sing

on

incr

easi

ng

the

amou

nt w

e re

cycl

e an

d co

mpo

st

Add

Wes

t Lon

don

Was

te A

utho

rity

as a

par

tner

Am

end

shor

t te

rm a

ctio

ns

and

partn

er

list

151

Pag

e 10

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 57

Th

e te

xt s

houl

d re

flect

the

ongo

ing

disc

ussi

ons

abou

t ho

w to

dea

l with

was

te w

ithin

indi

vidu

al a

reas

ow

n sp

ace

The

idea

that

tow

ns o

r citi

es s

houl

d de

al w

ith th

e w

aste

they

pr

oduc

e in

thei

r ow

n ar

eas

is in

tere

stin

g an

d w

ould

focu

s at

tent

ion

on th

is is

sue

but i

t is

diffi

cult

to s

ee h

ow th

is c

ould

wor

k co

st e

ffect

ivel

y in

Lon

don

with

its

33 lo

cal a

utho

ritie

s w

here

join

t ar

rang

emen

ts h

ave

both

eco

nom

ic a

nd e

nviro

nmen

tal

adva

ntag

es

Do

not

amen

d

58

In th

e ta

ble

NI 1

98 s

houl

d re

fer t

o tra

vellin

g by

car

to

mak

e m

ore

sens

e A

gree

d A

men

d

59

The

term

“act

ivel

y m

anag

ing

our i

mpa

ct” i

s to

o va

gue.

It

shou

ld b

e re

plac

ed w

ith a

def

initi

on o

f wha

t su

stai

nabi

lity

is.

Rew

orde

d to

: In

crea

se th

e us

e of

sus

tain

able

ene

rgy

to m

eet t

he n

eeds

of t

he

pres

ent w

ithou

t com

prom

isin

g fu

ture

gen

erat

ions

Am

end

60

The

gree

n be

lt sh

ould

be

prot

ecte

d w

e sh

ould

n’t h

ave

to fi

ght a

bat

tle o

ver e

very

site

whi

ch d

evel

oper

s ab

ette

d by

som

e co

unci

llors

, wan

t to

expl

oit t

o th

e m

axim

um.

Exi

stin

g bu

ildin

g fo

otpr

ints

are

pus

hed

to

the

lega

l lim

its, a

nd s

ites

like

that

on

Woo

dlan

e, h

ave

been

allo

wed

to b

e de

grad

ed b

y w

aste

tipp

ing

and

then

de

clar

ed n

o lo

nger

env

ironm

enta

lly a

nd e

colo

gica

lly

wor

th p

rese

rvin

g, a

nd th

us ri

pe fo

r dev

elop

men

t. T

he

gree

nbel

t and

oth

er o

pen

spac

es, a

re th

e lu

ngs

of th

e bo

roug

h an

d sh

ould

be

prot

ecte

d fo

r gen

erat

ions

to

com

e. P

lant

mor

e tre

es o

n ou

r stre

ets

too!

An

exis

ting

ambi

tion

incl

udes

the

stat

emen

t of p

rote

ctin

g th

e G

reen

Bel

t and

bio

dive

rsity

. Th

e sh

ort t

erm

am

bitio

ns a

lso

refe

r to

a tr

ee re

plac

emen

t pro

gram

me.

No

actio

n re

quire

d

61

Add

som

ethi

ng a

bout

env

ironm

ent e

duca

tion

in s

choo

ls

This

is a

lread

y re

flect

ed in

the

scho

ol c

urric

ulum

D

o no

t am

end

62

Leav

e ou

r par

ks a

nd o

pen

spac

es a

lone

, no

mor

e ov

erde

velo

pmen

t It

is in

tend

ed to

con

tinue

, as

reso

urce

s pe

rmit,

to e

nsur

e ou

r pa

rks

and

open

spa

ces

rem

ain

attra

ctiv

e an

d w

elco

min

g to

re

side

nts

whi

ch m

eans

, in

som

e ca

ses,

pro

vidi

ng a

dditi

onal

fa

cilit

ies.

No

actio

n re

quire

d

63

Nee

d to

add

som

ethi

ng w

hich

refe

rs to

chi

ldre

n an

d yo

ung

peop

le fe

elin

g sa

fe o

n th

eir j

ourn

ey h

ome

from

sc

hool

Impr

ove

the

safe

ty o

f jou

rney

s be

twee

n ho

me

and

scho

ol fo

r ch

ildre

n an

d yo

ung

peop

le

Am

end

152

Pag

e 11

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 64

C

onsi

dera

tion

of z

ero

was

te p

rinci

ples

in th

e do

cum

ent

Zero

was

te is

bas

ed o

n th

e un

ders

tand

ing

that

all

the

mat

eria

ls

we

use

are

reso

urce

s an

d on

ly b

ecom

e w

aste

as

a re

sult

of

poor

man

agem

ent,

bad

desi

gn a

nd o

ut-d

ated

atti

tude

s to

sor

ting

and

disp

osal

. Sub

scrib

ing

to z

ero

was

te is

ther

efor

e a

way

of

thin

king

, a p

ath

to tr

avel

, rat

her t

han

mea

ning

we

mus

t ins

tant

ly

elim

inat

e ev

ery

last

pie

ce o

f was

te w

hate

ver t

he c

ost.

Zero

w

aste

sim

ply

defin

es w

aste

as

som

ethi

ng th

at is

not

acc

epta

ble.

It

sets

a n

ew p

arad

igm

with

a ta

rget

of a

100

% re

sour

ce-e

ffici

ent

econ

omy

whe

re m

ater

ial f

low

s ar

e cy

clic

al a

nd e

very

thin

g is

re

used

or r

ecyc

led

harm

less

ly b

ack

into

soc

iety

or n

atur

e.

‘Was

te’ a

s w

e th

ink

of it

toda

y w

ill c

ease

to e

xist

bec

ause

ev

eryt

hing

will

be v

iew

ed a

s a

reso

urce

. H

arro

w h

as a

com

para

tivel

y ve

ry h

igh

recy

clin

g an

d co

mpo

stin

g ra

te fo

r mun

icip

al w

aste

, but

ther

e is

stil

l roo

m fo

r im

prov

emen

t be

fore

the

zero

was

te c

once

pt, w

hich

will

requ

ire th

e de

velo

pmen

t of n

ew in

dust

rial p

ract

ices

and

new

pro

duct

de

sign

, cou

ld b

e in

trodu

ced.

Do

not

amen

d

65

We

need

to e

nsur

e th

at g

row

th is

sus

tain

able

bot

h so

cial

ly a

nd e

nviro

nmen

tally

A

gree

d N

o ac

tion

requ

ired

66

Alig

n tra

nspo

rt ro

utes

with

exi

stin

g (p

artic

ular

ly h

igh

dens

ity) a

nd n

ew d

evel

opm

ents

i.e.

enh

ance

PTA

L am

ongs

t cur

rent

low

PTA

L (p

oorly

ser

ved,

hig

h de

nsity

ar

eas)

New

dev

elop

men

ts a

re a

ligne

d w

ith tr

ansp

ort r

oute

s an

d tra

nspo

rt ro

utes

are

alig

ned

with

exi

stin

g hi

gh d

ensi

ty

deve

lopm

ents

to re

duce

the

leng

th o

f jou

rney

s be

twee

n ho

me,

w

ork,

edu

catio

n, s

hopp

ing

and

leis

ure

oppo

rtuni

ties

Am

end

67

The

third

poi

nt is

the

one

that

is p

robl

emat

ic.

TfL

will

need

to b

e cl

osel

y in

volv

ed a

nd h

ow w

illin

g w

ill th

at

orga

nisa

tion

be in

resp

ondi

ng to

cha

ngin

g ne

eds

Cha

nge

wor

ding

to re

flect

the

role

of T

rans

port

in L

ondo

n

Wor

k cl

osel

y w

ith T

rans

port

for L

ondo

n to

impr

ove

the

acce

ss a

nd re

liabi

lity

of p

ublic

tran

spor

t in

Har

row

Am

end

68

Har

row

Wea

ldst

one

need

s in

vest

men

t in

attra

ctin

g sh

ops

and

smal

l bus

ines

ses

sinc

e W

oolw

orth

s cl

osed

, th

e at

tract

iven

ess

of th

e ar

ea h

as d

ecre

ased

. R

egen

erat

ion

shou

ld b

e in

crea

sed

in H

arro

w

Wea

ldst

one

area

nea

r the

trai

n/tu

be s

tatio

n an

d hi

gh

stre

et

The

mai

n ef

fort

in th

e re

cent

pas

t has

bee

n to

re-o

pen

Wea

ldst

one

Hig

h S

treet

to in

crea

se p

assi

ng tr

ade

for s

hops

.

The

Partn

ersh

ip’s

resp

onse

to th

e re

cess

ion

will

add

ress

all

aspe

cts

of H

arro

w’s

eco

nom

y

Do

not

amen

d

153

Pag

e 12

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 69

Th

e na

tura

l env

ironm

ent r

ecei

ves

prop

er a

ttent

ion

in

the

stra

tegy

– th

e bu

ilt e

nviro

nmen

t doe

sn’t.

Eng

lish

herit

age

have

a c

ampa

ign

to im

prov

e st

reet

s (i.

e.

orga

nise

and

min

imis

e st

reet

sig

ns a

nd s

treet

furn

iture

An

exis

ting

ambi

tion

is in

clud

ed in

the

draf

t Stra

tegy

: H

arro

w’s

exi

stin

g he

ritag

e bu

ildin

gs a

nd s

ites

are

pres

erve

d an

d en

hanc

ed

No

actio

n re

quire

d

70

Pla

nnin

g sh

ould

sto

p gi

ving

per

mis

sion

to

deve

lopm

ents

that

are

not

in k

eepi

ng w

ith th

e su

rroun

ding

are

a, th

e bo

roug

h lo

oks

terri

ble

now

as

a re

sult

of th

is.

Bric

ks s

houl

d m

atch

whe

n bu

ildin

g ex

tens

ion

not b

e a

com

plet

ely

diffe

rent

col

our

See

num

ber 4

9

Com

men

t fo

rwar

ded

to

Loca

l D

evel

opm

ent

Fram

ewor

k te

am

71

Sto

p us

ing

the

buzz

wor

ds a

nd te

ll us

wha

t you

real

ly

mea

n! S

ome

coun

cils

hav

e al

read

y ba

nned

the

use

of

term

s su

ch a

s “b

alan

cing

bio

dive

rsity

enh

ance

men

t” w

hat d

oes

this

mea

n?

Agr

eed

– th

e C

ounc

il ha

s ad

opte

d a

jarg

on-b

ustin

g ca

mpa

ign.

Th

e w

ords

quo

ted

com

e fro

m th

e vi

sion

for A

n im

prov

ing

envi

ronm

ent w

here

the

cont

ext i

s “O

ur o

pen

spac

e w

ill of

fer a

ra

nge

of u

ses,

bal

anci

ng b

iodi

vers

ity e

nhan

cem

ent w

ith

recr

eatio

nal u

ses.

” Th

is m

eans

that

we

will

try

to c

reat

e co

nditi

ons

in w

hich

bio

dive

rsity

can

flou

rish

whi

le a

lso

prov

idin

g ac

cess

and

faci

litie

s fo

r rec

reat

ion.

Am

end

wor

ding

72

On

trans

port

need

to re

fere

nce

cycl

ing/

wal

king

C

yclin

g an

d w

alki

ng a

re re

fere

nced

in th

e fo

llow

ing

ambi

tion:

Ther

e is

eas

y an

d co

nven

ient

acc

ess

to fo

otpa

ths,

cyc

le

path

s an

d pu

blic

tran

spor

t to

prom

ote

the

use

of m

ore

sust

aina

ble

mod

es o

f tra

nspo

rt fo

r loc

al jo

urne

ys

No

actio

n re

quire

d

73

Pen

altie

s fo

r litt

erin

g Th

ere

are

stat

utor

y fix

ed p

enal

ties

for l

itter

ing

No

actio

n re

quire

d 74

N

o de

velo

pmen

t on

Gre

en B

elt l

and

and

tight

er

cont

rols

on

turn

ing

hous

es a

nd g

arde

ns in

to fl

ats

Loca

l and

nat

iona

l pla

nnin

g po

licy

prot

ects

the

Gre

en B

elt f

rom

de

velo

pmen

t (in

mos

t circ

umst

ance

s) a

nd d

isco

urag

es (i

n m

any

circ

umst

ance

s) th

e lo

ss o

f fam

ily h

ousi

ng th

roug

h co

nver

sion

to

flats

and

bac

k la

nd d

evel

opm

ent.

No

actio

n re

quire

d

75

That

Har

row

be

retu

rned

, rec

ogni

sed

and

embr

ace

its

orig

ins

thro

ugh

the

rein

trodu

ctio

n of

the

coun

ty o

f M

iddl

esex

This

is b

eyon

d th

e sc

ope

of th

e Su

stai

nabl

e C

omm

unity

S

trate

gy

No

actio

n

154

Pag

e 13

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 76

To

pro

vide

affo

rdab

le h

ousi

ng a

nd le

isur

e ac

tiviti

es

Leis

ure

activ

ities

are

incl

uded

in th

e C

omm

unity

, Cul

ture

and

id

entit

y se

ctio

n.

Affo

rdab

le h

ousi

ng is

incl

uded

as

an a

mbi

tion:

Res

iden

ts h

ave

a ch

oice

of g

ood

qual

ity a

nd a

fford

able

ho

usin

g in

a v

arie

ty o

f ten

ures

, and

in p

artic

ular

impr

ove

the

avai

labi

lity

of la

rger

fam

ily h

ousi

ng

No

actio

n re

quire

d

77

Why

are

brin

ging

em

pty

hom

es b

ack

into

use

and

ta

cklin

g ho

mel

essn

ess

not i

n sh

ort t

erm

act

ion

Agr

eed

Am

end

78

A p

rope

r con

side

ratio

n of

sus

tain

abilit

y. T

here

is a

lack

of

hon

esty

and

con

sist

ency

in th

e C

ounc

il’s

polic

ies

whi

le li

p se

rvic

e is

pai

d to

sus

tain

abilit

y. F

or e

xam

ple

the

prop

osed

dem

oliti

on o

f Gay

ton

Libr

ary

and

Son

ia

Cou

rt to

mak

e w

ay fo

r hig

h ris

e, h

igh

dens

ity to

wer

bl

ocks

; the

se a

re th

e sl

ums

of th

e fu

ture

Hon

esty

and

con

sist

ency

is im

porta

nt a

s is

bal

ance

, whi

ch s

ome

may

rega

rd a

s lip

ser

vice

. Th

e id

ea o

f hig

h de

nsity

hou

sing

in

tow

n ce

ntre

s ne

ar tr

ansp

ort h

ubs

is to

pro

mot

e su

stai

nabi

lity

by

redu

cing

the

need

for p

rivat

e ca

r jou

rney

s. T

he p

ropo

sed

deve

lopm

ent a

t Gay

ton

Libr

ary

did

not i

nclu

de to

wer

blo

cks

No

actio

n

H

EALT

H, W

ELLB

EIN

G A

ND

IND

EPEN

DEN

CE

79

The

targ

ets

for i

mpr

ovin

g th

e ac

cess

to a

nd q

ualit

y of

so

cial

car

e ar

e go

od. T

he e

mph

asis

on

the

gene

ral

popu

latio

n to

livi

ng a

“hea

lthy

lifes

tyle

”, w

hils

t lau

dabl

e,

shou

ld n

ot re

sult

in a

y di

min

utio

n of

hea

lth s

ervi

ces

to

thos

e un

fortu

nate

to s

uffe

r fro

m c

hron

ic c

ondi

tions

, or

for w

hom

the

“idea

l” lif

esty

le is

not

pra

ctic

ally

at

tain

able

.

Agr

eed

No

actio

n re

quire

d

80

Ther

e ne

eds

to b

e a

muc

h cl

oser

liai

son

betw

een

coun

cil a

nd th

e N

HS

in H

arro

w to

ens

ure

certa

in

grou

ps d

o no

t fal

l bet

wee

n se

rvic

es

Agr

eed

Am

end

shor

t te

rm a

ctio

n

81

The

volu

ntar

y se

ctor

sho

uld

not b

e ex

pect

ed to

take

on

role

s th

at s

houl

d be

pro

vide

d fro

m re

sour

ces

fund

ed a

t ei

ther

the

stat

e or

loca

l lev

el; v

olun

teer

s sh

ould

not

be

used

rath

er th

an p

aid

empl

oyee

s.

The

volu

ntar

y se

ctor

may

be

invi

ted

to te

nder

for c

ontra

cts

to

deliv

er s

ervi

ces

on b

ehal

f of t

he C

ounc

il an

d/or

the

PC

T an

d, in

do

ing

so, m

ay s

eek

to in

volv

e vo

lunt

eers

. It

is u

nlik

ely

that

cor

e se

rvic

es c

ould

be

prov

ided

usi

ng v

olun

teer

s on

ly.

No

Act

ion

Req

uire

d

155

Pag

e 14

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 82

Th

e A

rts C

entre

sho

uld

be m

ore

supp

ortiv

e of

am

ateu

r th

eatre

and

cho

ral a

nd a

rts g

roup

s, w

ho’v

e of

ten

been

po

orly

trea

ted.

It i

s sh

amef

ul th

at H

arro

w is

one

of t

he

few

Lon

don

boro

ughs

whi

ch d

oes

not h

ave

a pu

rpos

e bu

ilt p

ublic

thea

tre o

r an

art e

xhib

ition

spa

ce

P

ass

com

men

t on

to H

arro

w

Cou

ncil’s

C

omm

unity

an

d E

nviro

nmen

t D

irect

or

83

A d

iagn

ostic

clin

ic fo

r dem

entia

Th

e G

over

nmen

t has

ann

ounc

ed a

stra

tegy

of d

evel

opin

g a

mem

ory

clin

ic in

eve

ry to

wn

over

the

next

five

yea

rs.

The

deta

ils o

f wha

t thi

s m

eans

for H

arro

w a

re e

ager

ly a

wai

ted.

No

actio

n

84

Con

side

ratio

n of

whe

re th

e jo

bs w

ill be

for r

etire

es

It is

like

ly th

at th

e re

tirem

ent a

ge w

ill ei

ther

rise

or b

ecom

e m

ore

flexi

ble.

Thi

s m

ay m

ean

that

peo

ple

cont

inue

in th

eir e

xist

ing

jobs

(if t

hey

have

one

) for

long

er.

The

net e

ffect

of e

xten

ding

w

orki

ng li

fe w

ill be

a n

eed

for a

dditi

onal

jobs

in th

e ec

onom

y ge

nera

lly ra

ther

than

som

e ai

med

at o

ver 6

5s o

nly,

See

ec

onom

ic

deve

lopm

ent

ambi

tions

85

Will

care

rs b

e su

bsid

ised

– th

is is

in d

ange

r of n

ot

bein

g ta

ken

up.

One

of t

he s

hort-

term

act

ions

in th

is c

hapt

er is

the

deve

lopm

ent

of a

car

ers’

Stra

tegy

whi

ch w

ill lo

ok a

t fun

ding

N

o ac

tion

86

Will

ther

e be

reso

urce

s fo

r im

prov

ed s

ocia

l net

wor

ks

thro

ugh

tech

nolo

gy a

nd p

erso

nal c

onta

ct

The

cost

s of

soc

ial n

etw

orki

ng th

ough

tech

nolo

gy a

re re

duci

ng

and

acce

ss is

ava

ilabl

e at

no

cost

thro

ugh

libra

ries.

N

o ac

tion

87

A s

ervi

ce fo

r eld

erly

peo

ple

to h

ave

thei

r hom

es d

e cl

utte

red,

they

are

a h

azar

d to

them

selv

es a

nd a

lso

a he

alth

and

saf

ety

issu

es to

thei

r nei

ghbo

urs.

Cou

ld b

e lo

oked

at b

etw

een

the

coun

cil a

nd v

olun

tary

sec

tor

This

sug

gest

ed a

ctio

n al

igns

with

the

ambi

tion

“of p

rovi

ding

su

ppor

t to

enab

le p

eopl

e to

sta

y in

thei

r hom

es fo

r lon

ger.”

Forw

ard

sugg

estio

n to

th

e H

arro

w

Cou

ncil

Adu

lts T

eam

88

In

crea

sing

the

num

ber o

f peo

ple

with

lear

ning

di

sabi

litie

s in

em

ploy

men

t sho

uld

be u

nder

am

bitio

ns

rath

er th

an s

hort

term

act

ion.

Incr

easi

ng th

e nu

mbe

r of p

eopl

e w

ith le

arni

ng d

isab

ilitie

s is

an

actio

n in

our

Loc

al A

rea

Agr

eem

ent w

hich

will

be

carri

ed o

ver

the

next

thre

e ye

ars.

The

refo

re th

is is

a s

hort

term

act

ion.

No

actio

n re

quire

d

89

For c

omm

unity

pro

ject

s to

suc

ceed

the

coun

cil m

ust

prov

ide

halls

at r

easo

nabl

e re

nts

so th

at e

lder

ly re

tired

pe

ople

can

mee

t and

lead

an

activ

e an

d in

tere

stin

g lif

e.

The

Cou

ncil’s

Com

mun

ity le

tting

s po

licy

is u

nder

revi

ew.

Com

men

t pa

ssed

to th

e C

ounc

il’s

Com

mun

ity

Dev

elop

men

t S

ervi

ce

156

Pag

e 15

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 90

It

is im

porta

nt to

hav

e a

stra

tegy

to e

nsur

e th

at th

e re

tired

pop

ulat

ion

have

an

activ

e an

d in

tere

stin

g re

tired

lif

e. T

his

will

ens

ure

that

they

live

a h

ealth

y re

tirem

ent,

and

keep

them

selv

es a

ctiv

e al

so.

The

Hea

lth a

nd W

ell b

eing

Stra

tegy

will

need

to ta

ke a

ccou

nt o

f th

is

No

actio

n re

quire

d

91

Nee

d to

men

tion

som

ewhe

re th

e bu

ildin

g sc

hool

s fo

r th

e fu

ture

pro

gram

me

Agr

ee

Am

end

92

Nee

ds to

refle

ct th

e de

terio

ratin

g ec

onom

ic

envi

ronm

ent e

.g. v

isio

n ne

eds

to re

flect

the

debi

litat

ing

effe

ct (o

n in

divi

dual

s an

d fa

mily

) of b

eing

una

ble

to g

et

wor

k fo

r a m

uch

exte

nded

per

iod

and

on a

redu

ced

inco

me,

soc

ial s

uppo

rt op

portu

nitie

s, im

pact

of h

ouse

fo

recl

osur

e

The

visi

on is

a lo

ng te

rm s

tate

men

t and

doe

s no

t ref

lect

the

curre

nt e

cono

mic

clim

ate.

The

Sto

ry o

f Pla

ce a

nd th

e sh

ort t

erm

ac

tions

in th

e E

cono

mic

sec

tion

refle

ct th

e im

pact

of t

he

econ

omic

clim

ate

No

actio

n re

quire

d

93

The

ambi

tion

“sta

y in

hom

e fo

r lon

ger”

need

s to

re

cogn

ise

impa

ct o

f for

eclo

sure

Th

e am

bitio

n in

volv

es th

e pr

ovis

ion

of s

uppo

rt to

ena

ble

peop

le

to s

tay

in th

eir h

omes

for l

onge

r rat

her t

han

seek

resi

dent

ial

care

. A

mul

ti ag

ency

gro

up h

as b

een

conv

ened

whi

ch lo

oks

at

wha

t miti

gatin

g ac

tions

nee

d to

be

put i

n pl

ace

to h

elp

redu

ce

repo

sses

sion

s

No

actio

n re

quire

d

94

Doe

s no

t add

ress

the

prob

lem

of l

ack

of k

now

ledg

e of

nu

mbe

rs o

f car

ers

and

the

need

to a

sses

s th

eir w

hole

ne

eds

The

lack

of k

now

ledg

e of

the

exac

t num

bers

of c

arer

s is

re

cogn

ised

in th

e S

tory

of P

lace

. Th

e sh

ort t

erm

act

ion

of

impr

ovin

g ca

rers

’ ass

essm

ent a

nd re

view

tim

es a

s w

ell a

s im

plem

entin

g th

e ca

rers

stra

tegy

will

help

us

mov

e to

war

ds

asse

ssin

g th

eir w

hole

nee

ds a

nd g

aini

ng a

bet

ter u

nder

stan

ding

of

the

num

bers

of c

arer

s.

The

impo

rtant

role

that

car

ers

unde

rtake

s is

als

o re

flect

ed in

the

new

ly w

orde

d vi

sion

…

.”The

ser

vice

that

car

ers

prov

ide

will

be m

ore

wid

ely

reco

gnis

ed a

nd s

uppo

rted

thro

ugh

stre

ngth

ened

sup

port

serv

ices

and

impr

oved

com

mun

icat

ion…

.”

Adj

ust v

isio

n to

refle

ct th

e ro

le o

f ca

rers

.

95

Ups

kill

is a

dre

adfu

l wor

d. I

ncre

ase

skills

wou

ld b

e a

bette

r ter

m.

Are

the

ambi

tions

ach

ieva

ble?

Th

is s

ectio

n ha

s be

en m

oved

to th

e ec

onom

ic d

evel

opm

ent

them

e to

ens

ure

ther

e is

a s

trong

dis

tinct

ion

betw

een

the

diffe

rent

them

e vi

sion

s.

The

wor

d up

skill

has

been

rem

oved

.

Am

end

157

Pag

e 16

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 96

N

eed

for E

nglis

h la

ngua

ge s

kills

for e

lder

ly A

sian

w

omen

pop

ulat

ion.

The

y ar

e at

par

ticul

ar ri

sk o

f is

olat

ion

as a

con

sequ

ence

. To

o la

te w

hen

they

reac

h ol

d ag

e –

need

s to

be

addr

esse

d ea

rlier

– fu

nds

curre

ntly

use

d fo

r tra

nsla

tions

sho

uld

be u

sed

for

Eng

lish

less

ons

for t

hose

who

nee

d th

em.

The

shor

t ter

m a

ctio

n of

impr

ovin

g th

e m

igra

nts

Eng

lish

lang

uage

ski

lls is

incl

uded

in th

e C

omm

unity

, cul

ture

and

iden

tity

sect

ion.

Thi

s ac

tion

does

not

just

focu

s on

old

er p

eopl

e.

No

actio

n re

quire

d

97

Fine

peo

ple

for s

pitti

ng in

the

stre

et m

ight

hel

p w

ith th

e TB

pro

blem

in th

is a

rea

This

wou

ld re

quire

par

liam

enta

ry le

gisl

atio

n w

hich

is n

ot

curre

ntly

pla

nned

N

o ac

tion

98

Coo

rdin

ated

app

roac

h by

the

Cou

ncil

in te

rms

of h

ealth

pr

omot

ion,

rath

er th

en ju

st b

eing

led

by th

e N

HS

Sec

tor

Add

ition

al s

hort

term

act

ion:

Impr

ove

the

co-o

rdin

atio

n of

hea

lth p

rom

otio

n be

twee

n pa

rtner

s

Am

end

99

Puz

zled

that

not

allo

win

g pe

ople

to re

tire

is s

tate

d as

an

asp

iratio

n –

I wou

ld s

ee it

mor

e as

a re

ality

, but

not

ne

cess

arily

a d

esira

ble

one

The

fact

that

peo

ple

may

not

be

able

, for

fina

ncia

l rea

sons

, to

retir

e at

the

curre

ntly

trad

ition

al a

ge h

as b

een

mov

ed to

fact

ual

Sto

ry o

f Har

row

from

the

aspi

ratio

nal v

isio

n fo

r Hea

lth,

Wel

lbei

ng a

nd In

depe

nden

ce.

Am

end

100

Soc

ial n

etw

orks

sou

nd a

bit

big

brot

heris

h Th

e vi

sion

incl

udes

the

ambi

tion

of m

inim

isin

g is

olat

ion

and

mar

gina

lisat

ion.

Thi

s co

uld

be th

roug

h th

e pr

ovis

ion

of a

dvic

e an

d su

ppor

t for

rela

ted

issu

es s

uch

as w

orkl

essn

ess

and

heal

th

care

. It

coul

d al

so b

e th

roug

h th

e pr

ovis

ion

of c

omm

unity

gr

oups

, lei

sure

rela

ted

prog

ram

mes

etc

. Th

ese

supp

ort

mec

hani

sms

wou

ld fo

ster

gre

ater

opp

ortu

nitie

s to

pro

mot

e in

clus

iven

ess.

It a

lso

refe

rs to

pro

duct

s su

ch a

s Fa

cebo

ok a

nd

Twitt

er w

hich

peo

ple

are

free

to jo

in a

nd le

ave

as th

ey p

leas

e.

Am

end

visi

on

101

Em

phas

is to

be

on g

reat

er fl

exib

ility

of e

mpl

oym

ent,

with

muc

h m

ore

varia

tions

in c

aree

r pat

tern

s Th

is h

as b

een

cons

ider

ed a

nd re

ferre

d to

in th

e E

cono

mic

D

evel

opm

ent s

ectio

n to

hel

p im

prov

e th

e di

ffere

ntia

tion

betw

een

the

6 th

eme

visi

ons.

No

actio

n re

quire

d

102

Com

mun

ity c

entre

s fo

r the

eld

erly

Th

e C

ounc

il pr

ovid

es D

ay c

entre

s fo

r peo

ple

with

car

e ne

eds

and

has

halls

ava

ilabl

e fo

r hire

for c

omm

unity

gro

ups

to

orga

nise

act

iviti

es.

The

Cou

ncil

is a

lso

build

ing

3 N

eigh

bour

hood

Res

ourc

e C

entre

s to

pro

vide

sup

port

to p

eopl

e w

ith m

ore

com

plex

nee

ds

No

actio

n ne

eded

158

Pag

e 17

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 10

3 O

n pa

ge 2

2 th

ere

is a

sta

tem

ent “

soci

al c

are

user

s w

ill ha

ve m

ore

choi

ce o

ver t

heir

care

and

will

be s

uppo

rted

and

empo

wer

ed to

take

con

trol”.

The

re is

no

asso

ciat

ed a

ctio

n lis

ted

to e

nact

this

vis

ion

The

shor

t ter

m a

ctio

n to

incr

ease

the

num

ber o

f use

rs d

irect

ing

thei

r ow

n ca

re is

one

ele

men

t of a

chie

ving

this

vis

ion.

In

add

ition

furth

er a

ctio

ns to

be

incl

uded

are

:

Incr

ease

the

num

ber o

f ser

vice

use

s en

gage

d in

eve

ry

elem

ent o

f ser

vice

pro

visi

on, i

nclu

ding

recr

uitm

ent o

f soc

ial

care

sta

ff

Am

end

shor

t te

rm a

ctio

ns

and

ambi

tions

104

Bui

ldin

g hi

gh ri

se, h

igh

dens

ity b

lock

s of

flat

s w

ill c

reat

e an

env

ironm

ent w

hich

is b

ad fo

r phy

sica

l and

men

tal

heal

th

Hig

h de

nsity

hou

sing

is a

ppro

pria

te fo

r som

e pe

ople

and

impa

ct

of h

igh

rise

hous

ing

on h

ealth

dep

ends

larg

ely

on th

e qu

ality

of

desi

gn a

nd m

anag

emen

t.

No

actio

n

105

The

PC

T Bo

ard

wis

hed

to e

nsur

e th

at N

orth

Wes

t Lo

ndon

Hos

pita

ls T

rust

, as

a m

ajor

em

ploy

er, a

s w

ell

as n

eigh

bour

ing

prim

ary

care

trus

t are

eng

aged

in th

e de

liver

y of

the

stra

tegy

Nor

th W

est L

ondo

n H

ospi

tals

Tru

st h

as b

een

adde

d as

a

partn

er

Am

end

C

OM

MU

NIT

IES,

CU

LTU

RE

AN

D ID

ENTI

TY

106

The

impa

ct o

f the

div

erse

eth

nici

ty o

f the

pop

ulat

ion

of

Har

row

is n

ot w

ell r

efle

cted

in th

e na

rrativ

e Th

e di

vers

ity o

f Har

row

is a

key

fact

or in

the

narra

tive.

The

ne

eds

and

cont

ribut

ions

of o

ur v

ario

us c

omm

uniti

es a

re th

e m

ain

driv

ers

of s

ervi

ce d

esig

n an

d de

liver

y pl

anni

ng a

nd a

re

refle

cted

in a

ll of

the

Stra

tegy

.

No

actio

n ne

eded

107

Vol

unta

ry o

rgan

isat

ions

sho

uld

not b

e ex

pect

ed to

take

on

role

s pr

evio

usly

pro

vide

d by

pub

lic b

odie

s an

d re

sour

ces.

The

volu

ntar

y se

ctor

may

be

invi

ted

to te

nder

for c

ontra

cts

to

deliv

er s

ervi

ces

on b

ehal

f of t

he C

ounc

il an

d/or

the

PC

T an

d, in

do

ing

so, m

ay s

eek

to in

volv

e vo

lunt

eers

. It

is u

nlik

ely

that

cor

e se

rvic

es c

ould

be

prov

ided

usi

ng v

olun

teer

s on

ly.

No

actio

n re

quire

d

108

“The

com

mun

ity” i

s no

t a g

roup

tota

lly u

nder

the

cont

rol

of a

ny g

over

nmen

t, ei

ther

loca

l or n

atio

nal,

and

it sh

ould

not

be

assu

med

that

thro

wn

on it

s ow

n re

sour

ces

“the

com

mun

ity” w

ould

alw

ays

be w

illin

g or

ab

le to

pro

vide

the

expe

cted

“sup

port

to v

ulne

rabl

e an

d at

risk

gro

ups”

Agr

eed.

How

ever

, giv

en th

at 5

0% o

f adu

lts in

Har

row

repo

rted

unde

rtaki

ng s

ome

form

of v

olun

teer

ing

in th

e la

st y

ear,

ther

e is

a

huge

app

etite

for h

elpi

ng e

ach

othe

r in

this

bor

ough

. Th

is fo

rm

of s

uppo

rt is

like

ly to

gro

w a

lthou

gh it

is th

is c

anno

t be

dict

ated

or

gua

rant

eed.

No

actio

n re

quire

d

109

Spe

cific

ally

men

tion

that

we

wan

t to

targ

et p

eopl

e ne

wly

arri

ved

in B

ritai

n. T

his

is a

vul

nera

ble

grou

p id

entif

ied

in th

e C

YPP

Add

ition

al s

hort

term

act

ion:

Targ

et p

eopl

e w

ho h

ave

just

arri

ved

to B

ritai

n to

ass

ist t

heir

inte

grat

ion

into

our

bor

ough

.

Am

end

159

Pag

e 18

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 11

0 W

ill th

e 50

.1%

who

mak

e up

the

min

ority

eth

nic

grou

p be

dis

prop

ortio

nal a

ffect

ed b

y th

e re

cess

ion?

Con

side

r in

tern

al a

nd p

artic

ular

ly e

xter

nal t

ensi

ons

and

impa

ct

on C

ohes

ion?

Ther

e is

no

reas

on to

sup

pose

that

min

ority

eth

nic

com

mun

ities

w

ill b

e di

spro

porti

onat

ely

affe

cted

by

the

rece

ssio

n. T

he im

pact

of

the

rece

ssio

n on

com

mun

ity c

ohes

ion

is li

kely

to b

e re

late

d to

th

e gr

owth

, if a

ny, i

n co

mpe

titio

n be

twee

n gr

oups

for p

ublic

se

rvic

es.

This

is k

ept u

nder

revi

ew

No

actio

n

111

Incr

ease

mig

rant

s “n

umer

acy

and”

Eng

lish

lang

uage

sk

ills a

nd k

now

ledg

e Th

ere

is n

o ev

iden

ce o

f dis

prop

ortio

nate

nee

d fo

r Num

erac

y su

ppor

t am

ongs

t mig

rant

s N

o ac

tion

112

Thro

ugh

high

qua

lity

supe

rvis

ion

of o

ffend

ers

the

Pro

batio

n Se

rvic

e re

duce

s re

offe

ndin

g ra

tes

and

cont

ribut

es to

a lo

wer

ed p

erce

ptio

n of

crim

e an

d an

ti so

cial

beh

avio

ur.

This

act

ion

will

help

us

achi

eve

our s

hort

term

act

ions

of

redu

cing

crim

e an

d an

ti so

cial

beh

avio

ur.

Lond

on P

roba

tion

will

be a

dded

to th

e pa

rtner

list

Add

Lon

don

Pro

batio

n to

th

e pa

rtner

lis

t 11

3 Th

e P

roba

tion

Serv

ice

redu

ces

the

risk

of re

peat

do

mes

tic v

iole

nce

offe

nces

by

ensu

ring

the

cour

ts a

re

prov

ided

with

hig

h qu

ality

risk

ass

essm

ents

, tha

t ef

fect

ive

risk

man

agem

ent p

lans

are

est

ablis

hed

and

activ

ely

mon

itore

d, th

at e

ffect

ive

and

urge

nt a

ctio

n is

ta

ken

to e

nfor

ce ri

sk m

anag

emen

t pla

ns w

here

of

fend

ers

brea

ch th

em, a

nd th

at w

ell r

esea

rche

d an

d te

sted

per

petra

tor p

rogr

amm

es a

re a

vaila

ble

to

offe

nder

s as

sess

ed a

s su

itabl

e to

und

erta

ke th

em

This

act

ion

will

help

us

achi

eve

our s

hort

term

act

ions

of

redu

cing

repe

at d

omes

tic v

iole

nce.

Lo

ndon

Pro

batio

n w

ill be

add

ed to

the

partn

er li

st

Add

Lon

don

Pro

batio

n to

th

e pa

rtner

lis

t

114

All

Pro

batio

n Se

rvic

e st

aff w

ill h

ave

train

ing

to id

entif

y su

ch p

robl

ems

as s

ubst

ance

mis

use

at a

n ea

rly s

tage

of

con

tact

with

offe

nder

s.

This

act

ion

will

help

us

achi

eve

our s

hort

term

act

ion

of re

duci

ng

subs

tanc

e m

isus

e by

you

ng p

eopl

e.

Lond

on P

roba

tion

will

be a

dded

to th

e pa

rtner

list

Add

Lon

don

Pro

batio

n to

th

e pa

rtner

lis

t 11

5 Th

e pr

obat

ion

serv

ice

has

com

mun

icat

ion

links

with

dr

ug w

orke

rs in

pris

ons

and

is u

niqu

ely

plac

ed to

ale

rt ot

her a

genc

ies

to th

e ne

ed fo

r ear

ly p

repa

ratio

n to

pla

n fo

r the

rele

ase

of o

ffend

ers

with

sub

stan

ce m

isus

e pr

oble

ms.

This

act

ion

will

help

us

achi

eve

our s

hort

term

act

ion

of re

duci

ng

subs

tanc

e m

isus

e by

you

ng p

eopl

e.

Lond

on P

roba

tion

will

be a

dded

to th

e pa

rtner

list

Add

Lon

don

Pro

batio

n to

th

e pa

rtner

lis

t

116

Pro

batio

n se

rvic

e en

gage

con

stru

ctiv

ely

with

offe

nder

s it

is w

ell-p

lace

d to

iden

tify

thos

e w

ho a

re a

t ris

k of

be

ing

radi

calis

ed. I

dent

ifica

tion

of o

ffend

ers

can

then

us

eful

ly b

e co

ntrib

uted

to lo

cal i

ntel

ligen

ce n

etw

orks

th

roug

h w

ell-e

stab

lishe

d ch

anne

ls.

This

act

ion

will

help

us

achi

eve

our s

hort

term

act

ion

of b

uild

ing

resi

lienc

e to

vio

lent

ext

rem

ism

. Lo

ndon

Pro

batio

n w

ill be

add

ed to

the

partn

er li

st

Add

Lon

don

Pro

batio

n to

th

e pa

rtner

160

Pag

e 19

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 11

7 A

resp

onsi

bilit

y fo

r hou

seho

lder

s to

kee

p th

e fro

ntag

e of

thei

r pro

perti

es fr

ee fr

om li

tter e

tc.

Cou

ld th

ere

be

som

e sc

hem

e w

here

com

mun

ities

are

hel

ped

to h

ave

mor

e pr

ide

in th

eir s

treet

s?

The

poss

ibilit

y of

dev

elop

ing

loca

l cha

rters

with

spe

cific

are

as in

th

e bo

roug

h is

bei

ng c

onsi

dere

d w

here

by, f

or e

xam

ple,

the

Cou

ncil

wou

ld u

nder

take

to p

rovi

de c

erta

in s

ervi

ces

in re

turn

for

the

com

mun

ity k

eepi

ng th

e ar

ea c

lean

and

tidy

.

Add

loca

l ch

arte

rs

118

Cha

lleng

e th

e co

ncep

t of d

iffer

ent c

omm

uniti

es –

we

have

(or a

spire

to) o

ne c

omm

unity

in H

arro

w w

hich

m

ight

hav

e di

ffere

nt s

trand

s. A

lso

impo

rtant

to

reco

gnis

e th

at re

ligio

us d

iver

sity

and

eth

nic

dive

rsity

ar

e no

t the

sam

e th

ing,

eac

h re

ligio

us g

roup

s in

clud

es

a di

vers

e ra

nge

of e

thni

c gr

oups

am

ong

its m

embe

rs –

ne

ed to

reco

gnis

e th

is a

s pr

omot

ing

wid

er c

omm

unity

co

hesi

on.

Whi

le w

e do

asp

ire to

one

com

mun

ity o

f Har

row

, it i

s ev

iden

t th

at th

ere

are

grou

ps w

ithin

that

com

mun

ity th

at h

ave

a gr

eate

r co

hesi

on b

etw

een

them

selv

es th

an w

ith o

ther

gro

ups.

The

y ha

ve s

trong

inte

rnal

bon

ds a

nd, p

erha

ps, l

ess

stro

ng b

ridge

s w

ith o

ther

gro

ups.

The

aim

of c

omm

unity

coh

esio

n w

ork

is to

in

crea

se th

e po

wer

of b

oth

bond

s an

d br

idge

s to

dev

elop

a m

ore

cohe

sive

sin

gle

com

mun

ity.

It is

app

reci

ated

that

relig

ious

gro

ups

have

adh

eren

ts o

f diff

eren

t et

hnic

ities

and

that

this

can

pro

mot

e co

mm

unity

coh

esio

n.

No

actio

n

119

All

com

mun

ities

sho

uld

be e

qual

not

sep

arat

e no

t one

fo

r one

and

ano

ther

for a

noth

er.

S

ee 1

18 a

bove

N

o ac

tion

120

Ther

e ar

e to

o m

any

serv

ices

for t

he e

thni

c gr

oups

, the

or

dina

ry p

erso

n w

ho w

as b

orn

and

bred

in H

arro

w h

as

been

neg

lect

ed fo

r far

too

long

. Yo

u sh

ould

be

focu

sing

mor

e on

this

, peo

ple

do n

ot fe

el a

ble

to v

oice

th

eir f

eelin

gs in

cas

e th

ey a

re a

ccus

ed o

f Rac

ism

The

Cou

ncil

prov

ides

ser

vice

s to

resi

dent

s ba

sed

on th

eir n

eeds

no

t the

ir et

hnic

ity.

No

actio

n

121

The

ethn

ic m

inor

ities

nee

d to

inte

grat

e be

tter e

very

one

else

has

to b

end

over

bac

kwar

ds fo

r the

m b

ut n

ot

muc

h co

min

g ba

ck to

oth

er w

ay

See

118

abo

ve

No

actio

n

122

Sho

uld

be le

ss e

mph

asis

on

dive

rse

com

mun

ity a

nd

mor

e em

phas

is o

n w

hat u

nite

s A

gree

d. S

ee 1

18 a

bove

N

o ac

tion

123

Isn’

t Har

row

alre

ady

know

n fo

r bei

ng d

iver

se?

Yes

Har

row

is a

lread

y kn

own

for i

ts d

iver

se p

opul

atio

n.

No

actio

n re

quire

d 12

4 W

hat i

s an

inte

grat

ed a

nd s

epar

ate

serv

ice?

Wha

t do

es c

onne

cted

with

a c

omm

unity

act

ually

mea

n?

The

stra

tegy

des

crib

es a

bal

ance

bet

wee

n in

tegr

ated

and

se

para

te s

ervi

ces.

An

inte

grat

ed s

ervi

ce is

one

that

is p

rovi

ded

to th

e w

hole

com

mun

ity a

lbei

t per

haps

in s

light

ly d

iffer

ent f

orm

su

ch a

s m

eals

on

whe

els

whi

ch p

rovi

de a

veg

etar

ian

optio

n. A

se

para

te s

ervi

ce is

one

pro

vide

d fo

r a p

artic

ular

gro

up, s

uch

as

a w

omen

’s o

nly

swim

min

g se

ssio

n.

Rew

ord

to b

e cl

eare

r

161

Pag

e 20

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 12

5 W

e sh

ould

not

loos

e si

ght o

f Har

row

’s h

erita

ge a

nd

cele

brat

e th

is w

here

pos

sibl

e A

gree

d N

o ac

tion

requ

ired

126

Bet

ter C

omm

unity

Coh

esio

n an

d In

tera

ctio

n Th

e vi

sion

incl

udes

the

follo

win

g w

ordi

ng, w

hich

incl

udes

co

mm

uniti

es in

tera

ctin

g to

geth

er:

Ther

e w

ill be

a g

reat

er fo

cus

on c

omm

uniti

es w

orki

ng

toge

ther

to h

elp

them

selv

es”

Add

coh

esio

n in

to th

e vi

sion

Am

end

visi

on

TH

E FU

TUR

E O

F PU

BLI

C S

ERVI

CE

DEL

IVER

Y A

ND

D

EMO

CR

AC

Y

127

“Sin

gle

poin

ts o

f acc

ess”

sho

uld

not m

ean

an in

effic

ient

an

d fru

stra

ting

call

cent

re o

r ina

cces

sibl

e on

e st

op

shop

. Th

e co

mm

unity

act

ually

com

pris

es a

wid

e ra

nge

of in

divi

dual

s an

d or

gani

satio

ns, a

ll of

whi

ch h

ave

spec

ific

need

s an

d di

ffere

nt m

ost e

ffect

ive

mea

ns o

f co

mm

unic

atio

n.

This

is w

here

peo

ple

can

reso

lve

any

issu

es a

t one

pla

ce

with

out n

eedi

ng to

vis

it di

ffere

nt p

artn

ers

sepa

rate

ly i.

e. p

olic

e,

pct a

nd th

e co

unci

l

Rew

ord

visi

on a

nd

ambi

tion

to

clar

ify

128

To a

chie

ve th

is le

vel o

f dem

ocra

cy w

ill re

quire

muc

h m

ore

effic

ient

mea

ns o

f pub

lic c

onsu

ltatio

n th

an th

e pr

esen

t hap

haza

rd a

rrang

emen

ts

The

Cou

ncil

has

adop

ted

a co

nsul

tatio

n st

rate

gy a

nd is

now

co-

ordi

natin

g its

con

sulta

tion

act i

vies

with

thos

e of

the

othe

r pub

lic

agen

cies

in H

arro

w

No

actio

n re

quire

d

129

Mor

e em

phas

is o

n th

e in

volv

emen

t of c

itize

ns in

the

“futu

re o

f pub

lic s

ervi

ce d

eliv

ery

and

dem

ocra

cy in

H

arro

w”

Agr

eed

R

ewor

d vi

sion

130

Invo

lve

youn

g pe

ople

in th

e de

moc

ratic

pro

cess

In

clud

e as

a s

hort

term

act

ion:

Invo

lve

youn

g pe

ople

in th

e H

arro

w S

trate

gic

Par

tner

ship

an

d it’

s de

cisi

on m

akin

g

Add

sho

rt te

rm a

ctio

n

131

A s

trong

er w

ay fo

r the

pub

lic to

pre

sent

thei

r ide

as a

nd

to h

ave

a st

rong

er v

oice

in a

ctua

l dec

isio

n m

akin

g, n

ot

just

in q

uite

sha

llow

con

sulta

tions

. P

leas

e en

sure

that

id

eas

are

colle

cted

from

the

gras

s ro

ots

upw

ards

The

Sust

aina

ble

Com

mun

ities

Act

pro

vide

s fo

r peo

ple

in th

e co

mm

unity

to p

ut fo

rwar

d id

eas

for c

hang

e th

at in

crea

se

sust

aina

bilit

y in

clud

ing

the

trans

fer o

f fun

ctio

ns fr

om o

ne p

ublic

bo

dy to

ano

ther

. A

rrang

emen

ts a

re in

han

d to

pub

licis

e th

ese

pow

ers

loca

lly.

No

actio

n re

quire

d

132

Nee

ds to

be

expr

esse

d in

Pla

n En

glis

h A

gree

d N

ote

and

amen

d w

here

ne

cess

ary

162

Pag

e 21

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 13

3 Th

e co

nsid

erat

ion

of h

ow c

onse

nsus

dem

ocra

cy c

an

be in

clud

ed in

the

stra

tegy

. Th

ere

may

be

a ne

ed to

pr

ovid

e ed

ucat

ion

or a

loca

l spa

ce/fo

rum

to c

onsi

der

and

disc

uss

issu

es.

Con

sens

us d

emoc

racy

invo

lves

a d

ecis

ion

mak

ing

stru

ctur

e w

hich

invo

lves

and

take

s ac

coun

t of a

s br

oad

a ra

nge

of

opin

ions

as

poss

ible

, as

oppo

sed

to s

yste

ms

whe

re m

inor

ity

opin

ions

can

pot

entia

lly b

e ig

nore

d by

vot

e w

inni

ng m

ajor

ities

. Th

is p

roce

ss a

lso

feat

ures

incr

ease

d ci

tizen

par

ticip

atio

n bo

th in

de

term

inin

g th

e po

litic

al a

gend

a an

d in

the

deci

sion

mak

ing

proc

ess

itsel

f. T

he C

ounc

il’s D

uty

to In

volv

e pr

ovid

es a

pla

tform

fo

r loc

al re

side

nts

to e

nsur

e th

at a

var

iety

of v

oice

s ar

e he

ard.

No

actio

n ne

eded

134

Sta

keho

lder

mee

tings

focu

s gr

oups

and

gre

ater

pub

lic

cons

ulta

tions

are

goo

d so

long

as

the

opin

ions

of t

he

user

s of

ser

vice

s ar

e ta

ken

into

acc

ount

in th

e pl

anni

ng

and

deliv

ery

of th

ose

serv

ices

. S

ervi

ce u

sers

nee

d an

in

depe

nden

t org

anis

atio

n to

sup

port

them

in

cont

ribut

ing

to th

e pl

anni

ng a

nd m

onito

ring

of s

ervi

ces.

Lo

cal a

utho

rity

fund

ing

shou

ld n

ot in

hibi

t gro

ups

from

co

nstru

ctiv

e cr

itici

sm o

f sta

tuto

ry s

ervi

ces.

Loc

al

auth

oriti

es s

houl

d no

t use

vol

unta

ry g

roup

s to

co

mpe

nsat

e fo

r the

inad

equa

cy o

f the

ir se

rvic

es.

The

Cou

ncil’s

con

sulta

tion

stra

tegy

pro

vide

s fo

r all

front

line

se

rvic

es to

est

ablis

h se

rvic

e us

er g

roup

s to

mee

t reg

ular

ly to

fe

edba

ck u

ser e

xper

ienc

e fo

r the

bet

ter d

evel

opm

ent o

f fut

ure

serv

ices

. W

here

ser

vice

use

rs n

eed

supp

ort,

this

is o

ften

alre

ady

prov

ided

by,

for e

xam

ple,

adv

ocac

y ag

enci

es.

The

Com

pact

, an

agre

emen

t bet

wee

n th

e lo

cal p

ublic

ser

vice

s an

d th

e vo

lunt

ary

and

com

mun

ity s

ecto

r exp

licitl

y pr

otec

ts g

roup

s w

ho c

ampa

ign

abou

t or h

ighl

ight

ser

vice

pro

blem

s fro

m b

eing

si

ngle

d ou

t for

gra

nt o

r fun

ding

redu

ctio

n or

rem

oval

. A

lso

see

80 a

bove

No

actio

n ne

eded

135

Hop

eful

ly th

is m

eans

that

the

gas,

wat

er a

nd e

lect

ricity

co

mpa

nies

will

be fo

rced

to c

oord

inat

e th

eir

wor

ks/m

aint

enan

ce s

o th

ey d

o no

t was

te re

sour

ces

and

spac

e an

d di

g up

and

cov

er u

p th

e ro

ad tw

ice

in

one

wee

k?

This

is n

ot w

ithin

the

rem

it of

the

partn

ersh

ip

No

actio

n re

quire

d

136

Mor

e an

d su

stai

nabl

e su

ppor

t for

vol

unta

ry g

roup

s Th

e sc

rutin

y re

port

“Del

iver

ing

a S

treng

then

ed V

olun

tary

and

C

omm

unity

Sec

tor”

high

light

s a

num

ber o

f rec

omm

enda

tions

on

how

we

can

supp

ort t

he w

ork

and

stre

ngth

en th

e vo

lunt

ary

com

mun

ity s

ecto

r. T

his

repo

rt w

ill be

dev

elop

ed in

to a

Thi

rd

Sec

tor S

trate

gy a

nd a

ctio

n pl

an

No

Act

ion

requ

ired

137

The

sect

ion

on th

e “F

utur

e of

pub

lic s

ervi

ce d

eliv

ery

and

dem

ocra

cy in

Har

row

” doe

s no

t effe

ctiv

ely

show

ho

w d

emoc

racy

is g

oing

to b

e st

reng

then

ed in

the

futu

re

As

wel

l as

the

issu

es in

the

shor

t ter

m a

ctio

n su

ch a

s th

e C

ounc

il’s D

uty

to In

volv

e, lo

cal a

utho

ritie

s ar

e be

ing

give

n a

new

du

ty to

pro

mot

e de

moc

racy

. Th

e de

tails

of w

hat t

his

will

enta

il ar

e no

t yet

cle

ar b

ut th

e du

ty it

self

shou

ld b

e ad

ded

to th

e ac

tions

Am

end

163

Pag

e 22

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 13

8 Yo

u sa

y yo

u ne

ed to

“res

olve

cha

lleng

es” w

hich

ch

alle

nges

do

you

mea

n?

The

wor

d ch

alle

nges

enc

ompa

sses

a n

umbe

r of a

reas

that

hav

e be

en re

flect

ed in

the

Futu

re o

f Har

row

sec

tion

of th

e S

tory

of

Pla

ce.

For e

xam

ple

the

curre

nt e

cono

mic

clim

ate

and

the

expe

cted

redu

ctio

n in

gov

ernm

ent g

rant

s in

the

near

futu

re a

nd

the

expe

cted

incr

ease

in th

e ol

der p

opul

atio

n an

d th

e im

pact

on

soci

al c

are

serv

ices

No

actio

n re

quire

d

139

Wha

t is

a si

ngle

poi

nt o

f acc

ess

for t

he c

omm

unity

Th

is is

whe

re p

eopl

e ca

n re

solv

e an

y is

sues

at o

ne p

lace

w

ithou

t nee

ding

to v

isit

diffe

rent

par

tner

s se

para

tely

i.e.

pol

ice,

pc

t and

the

coun

cil

Am

end

visi

on

and

ambi

tions

to

bette

r ref

lect

th

e ai

m o

f th

is

stat

emen

t.

2020

VIS

ION

14

0 Th

e lo

cal g

over

nmen

t ele

cted

repr

esen

tativ

es a

nd

offic

ers

shou

ld p

lan

polic

ies

with

rega

rd to

the

need

s an

d pr

efer

ence

s of

the

loca

l com

mun

ity a

nd n

ot m

erel

y fo

llow

the

targ

ets

set b

y na

tiona

l gov

ernm

ent,

whi

ch

may

in th

emse

lves

be

of n

o ad

vant

age,

or e

ven

of

detri

men

t, to

the

loca

l com

mun

ity

Agr

eed

The

Sust

aina

ble

Com

mun

ity S

trate

gy a

ims

to re

flect

wha

t is

impo

rtant

to H

arro

w a

s a

loca

l are

a an

d is

bas

ed o

n th

e co

ncer

ns a

nd is

sues

rais

ed d

urin

g co

nsul

tatio

ns w

ith

stak

ehol

ders

and

resi

dent

s

No

actio

n re

quire

d

141

The

visi

on fo

r the

futu

re o

f pub

lic s

ervi

ces

is to

o va

gue.

Its

202

0 w

e’re

talk

ing

abou

t and

you

’re a

llow

ed to

be

imag

inat

ive

Hav

ing

used

our

imag

inat

ions

, we

real

ised

that

ther

e w

ere

so

man

y po

ssib

ilitie

s fo

r the

way

in w

hich

ser

vice

s co

uld

deve

lop

by 2

020

that

it w

as n

ot p

ossi

ble

to c

hoos

e on

e an

d st

ick

to th

at

rega

rdle

ss o

f circ

umst

ance

s. I

nste

ad, w

e ha

ve tr

ied

to d

escr

ibe

the

char

acte

ristic

s th

at re

side

nts

wou

ld li

ke s

ee in

any

co

nfig

urat

ion

of fu

ture

ser

vice

s.

No

actio

n ne

eded

142

The

over

all v

isio

n sh

ould

link

the

wel

l bei

ng o

f re

side

nts

(the

feel

ing

of h

appi

ness

and

sen

se o

f pla

ce

– sa

tisfa

ctio

n et

c) w

ith e

nviro

nmen

tal,

soci

al a

nd

econ

omic

sus

tain

abilit

y.

It is

not

at a

ll cl

ear t

hat e

nviro

nmen

tal,

soci

al a

nd e

cono

mic

wel

l be

ing

actu

ally

pro

duce

hap

pine

ss (a

lthou

gh it

is c

lear

er th

at th

e ab

senc

e of

thes

e at

tribu

tes

of w

ell b

eing

can

ens

ure

unha

ppin

ess)

. Th

e th

ree

visi

onar

y st

atem

ents

are

con

cern

ed

with

qua

lity

serv

ices

, sus

tain

abilit

y an

d th

e qu

ality

of l

ife re

flect

th

e co

ncer

ns ra

ised

in th

is c

omm

ent w

ithou

t cre

atin

g a

pote

ntia

lly fa

llaci

ous

link.

No

actio

n ne

eded

164

Pag

e 23

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 14

3 A

dd e

cono

mic

to th

e se

cond

bul

let p

oint

A

men

d th

ird b

ulle

t poi

nt to

: Im

prov

ed q

ualit

y of

life

, red

uced

ineq

ualit

ies,

em

pow

ered

com

mun

ity v

oice

, pro

mot

ing

resp

ect,

achi

evin

g ed

ucat

iona

l exc

elle

nce

and

bein

g th

e sa

fest

bo

roug

h in

Lon

don

Ineq

ualit

ies

coul

d be

mis

unde

rsto

od, t

his

shou

ld b

e cl

arifi

ed

Agr

ee re

gard

ing

econ

omic

sus

tain

abilit

y.

Edu

catio

n fe

atur

es in

the

seco

nd v

isio

n bu

llet p

oint

and

is a

m

ore

conc

rete

and

mea

sura

ble

thin

g th

at, f

or e

xam

ple,

em

pow

erin

g th

e co

mm

unity

voi

ce.

Ineq

ualit

ies

here

refe

rs to

, for

exa

mpl

e, h

ealth

ineq

ualit

ies,

in

equa

litie

s of

edu

catio

nal o

ppor

tuni

ty, i

nequ

aliti

es c

ause

d by

de

priv

atio

n an

d so

on

Am

end

Do

not

amen

d A

men

d to

cl

arify

144

We

need

an

over

-arc

hing

obj

ectiv

e th

at a

ll co

mm

unity

de

velo

pmen

t mus

t low

er H

arro

w’s

dem

ands

on

the

glob

al a

nd lo

cal e

nviro

nmen

ts

The

publ

ic fe

edba

ck v

ia th

e R

esid

ents

’ Pan

el a

nd th

e S

umm

it m

eetin

gs a

nd th

e si

gnifi

cant

opi

nion

-form

ers

did

not i

dent

ify th

is

issu

e as

one

that

sho

uld

be a

n ov

erar

chin

g ob

ject

ive.

To

incl

ude

it an

d im

plem

ent i

t pro

perly

wou

ld h

ave

huge

im

plic

atio

ns fo

r the

futu

re o

f Har

row

. Th

ere

may

wel

l be

publ

ic

obje

ctio

ns to

thes

e im

plic

atio

ns, e

spec

ially

if th

ey w

ere

a on

e-bo

roug

h in

itiat

ive

rath

er th

an a

s pa

rt of

a n

atio

nwid

e pr

ogra

mm

e.

Do

not

incl

ude

145

Nee

d to

see

pla

ns fo

r the

pro

visi

on fo

r com

mun

ity c

are

for t

he e

lder

ly, e

spec

ially

thos

e w

ho li

ve a

lone

or

outli

ve th

eir r

elat

ives

and

frie

nds.

The

futu

re o

f soc

ial c

are

is to

incr

ease

inde

pend

ent l

ivin

g fo

r ol

der p

eopl

e w

ith s

ervi

ce u

sers

hav

ing

cont

rol a

nd d

irect

ion

of

thei

r ow

n se

rvic

es.

The

deta

il of

futu

re p

rovi

sion

is th

eref

ore

to

be in

crea

sing

ly in

the

hand

s of

the

user

s.

No

actio

n ne

eded

146

We

need

to h

ave

know

ledg

e of

the

num

bers

of c

arer

s an

d pl

ans

for t

heir

wel

l bei

ng.

S

ee p

oint

81

No

actio

n re

quire

d 14

7 N

eed

to s

ee le

ss a

spira

tiona

l hop

es a

s st

atem

ents

in

the

prea

mbl

e to

the

cons

ulta

tion

and

mor

e de

finite

id

eas

The

Sust

aina

ble

Com

mun

ity S

trate

gy is

pur

pose

fully

an

ambi

tious

doc

umen

t with

a lo

ng te

rm fo

reca

st.

The

Sho

rt Te

rm

actio

ns p

rovi

de a

mor

e de

finiti

ve g

uide

to w

hat w

ill ha

ppen

ove

r th

e ne

xt th

ree

year

s to

hel

p m

ove

us to

war

ds a

chie

ving

the

Stra

tegy

’s v

isio

n

No

actio

n re

quire

d

148

Ther

e ne

eds

to b

e ac

know

ledg

emen

t of t

he fa

ct th

at

som

e fin

d ch

ange

har

der t

o m

anag

e th

an th

e m

ajor

ity

and,

inst

ead

of u

sing

the

term

‘har

dest

to re

ach’

find

w

ays

of in

clud

ing

thos

e fo

r who

m c

hang

e in

the

pres

ent c

limat

e m

ay b

e de

vast

atin

g

Cha

nge

has

beco

me

the

only

con

stan

t in

life.

It w

ill co

me

whe

ther

the

Par

tner

ship

pla

ns fo

r it o

r not

and

will

affe

ct d

iffer

ent

peop

le in

diff

eren

t way

s. T

he b

est w

e ca

n ho

pe to

do

is to

try

to

man

age

chan

ge to

sup

port

the

dire

ctio

n se

t out

in th

is s

trate

gy

and

supp

ort p

eopl

e to

com

e to

term

s w

ith it

. Th

is a

ppro

ach

is

refle

cted

thro

ugho

ut th

e st

rate

gy

No

actio

n re

quire

d

165

Pag

e 24

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 14

9 Th

e do

cum

ent r

ecog

nise

s th

at H

arro

w h

as li

ttle

vaca

nt

land

, ide

ntifi

es p

ress

ures

on

hous

ing,

yet

stil

l req

uire

s th

e po

pula

tion

to e

xpan

d an

d be

hou

sed.

It i

s ac

cept

ing

with

out c

halle

nge

popu

latio

n ta

rget

s im

pose

d fro

m e

lsew

here

. Th

ese

wer

e de

velo

ped

at a

tim

e of

ap

pare

nt p

rosp

erity

, and

ass

ume

ever

-incr

easi

ng

imm

igra

tion,

mos

tly fr

om E

aste

rn E

urop

e, w

hich

is n

ow

reve

rsin

g. A

n in

crea

se in

pop

ulat

ion

has

adve

rse

effe

cts

on th

e en

viro

nmen

t, qu

ality

of l

ife, t

rans

port

and

com

mun

ity c

ohes

ion.

If t

his

is n

eces

sary

as

natio

nal

polic

e, th

ere

shou

ld b

e na

tiona

l ini

tiativ

es to

redu

ce th

e dr

ift o

f pop

ulat

ion

from

the

north

to th

e S

outh

Eas

t re

lativ

ely

easy

with

em

ail/i

nter

net e

tc H

arro

w s

houl

d be

cha

lleng

ing

this

pop

ulat

ion

polic

e, n

ot

acco

mm

odat

ing

it

It is

not

ope

n to

the

Cou

ncil

to d

isag

ree

the

fore

cast

of

popu

latio

n gr

owth

and

the

targ

ets

for h

ousi

ng g

row

th.

If, a

s su

gges

ted

in th

e co

mm

ent,

popu

latio

n gr

owth

tren

ds a

re

redu

cing

or e

ven

reve

rsin

g, n

ew fo

reca

sts

and

targ

ets

will

be

adop

ted

for H

arro

w a

nd th

is s

trate

gy w

ill ne

ed to

refle

ct th

em.

No

actio

n ne

eded

150

Low

er C

ounc

il ta

x an

d m

ore

free

park

ing

plus

mor

e po

lice

Har

row

is a

low

spe

ndin

g bo

roug

h an

d a

low

crim

e bo

roug

h al

thou

gh e

fforts

con

tinue

to g

et b

ette

r val

ue fo

r mon

ey a

nd

redu

ce c

rime

furth

er.

See

49

abov

e fo

r par

king

No

actio

n ne

eded

151

It is

not

like

ly to

hap

pen

with

the

pres

ent C

ounc

il le

ader

ship

152

The

visi

on n

eeds

to b

e ba

sed

on a

pla

n of

act

ion

NO

T su

ch p

erce

ptio

ns a

nd a

dver

tisin

g su

ch a

s “p

rom

otin

g re

spec

t”. I

f the

cou

ncil

prov

ides

goo

d un

com

plic

ated

se

rvic

es th

at d

o no

t pat

roni

se o

r pun

ish

the

citiz

en o

r in

volv

e su

rvei

llanc

e

A v

isio

n fo

r the

futu

re o

f a c

ompl

icat

ed p

lace

like

Har

row

ove

r a

num

ber o

f yea

rs n

eeds

to in

clud

e id

eas

abou

t wha

t sor

t of

com

mun

ity w

e w

ould

like

to s

ee h

ere

by 2

020.

Onc

e th

ese

idea

s ar

e ag

reed

, act

ion

plan

s ca

n be

dev

elop

ed to

brin

g th

em

abou

t. R

espe

ct b

etw

een

peop

le a

nd c

omm

uniti

es c

ould

be

cons

ider

ed to

be

a ha

llmar

k of

sup

porti

ve s

ocie

ty a

nd a

n as

pira

tion

that

for t

he fu

ture

that

man

y w

ould

end

orse

No

actio

n ne

eded

153

Goo

d sh

op a

nd o

pen

mar

kets

no

mor

e ba

rber

s an

d In

dian

rest

aura

nts

The

mar

ket d

eter

min

es w

hat s

orts

of s

hops

can

flou

rish

in a

n ar

ea.

No

actio

n ne

eded

15

4 S

omet

hing

abo

ut p

rom

otin

g ch

ildre

n an

d fa

mily

wel

l be

ing

The

wel

lbei

ng o

f chi

ldre

n is

the

aim

of t

he ‘E

very

Har

row

Chi

ld’

chap

ter

No

actio

n ne

eded

166

Pag

e 25

of 2

6

No

Com

men

t C

omm

enta

ry

Rec

omm

end

atio

n 15

5 Th

e st

atem

ents

are

too

gene

ral a

nd n

eeds

mor

e de

tail

othe

rwis

e th

ey a

re m

eani

ngle

ss

Eac

h of

the

shor

t ter

m a

ctio

ns is

sup

porte

d by

a d

eliv

ery

plan

de

tailin

g w

hat i

s pr

opos

ed, h

ow it

will

be

deliv

ered

, who

will

do

it, w

hen

it w

ill b

e do

ne a

nd w

hat i

mpa

ct it

is e

xpec

ted

to h

ave.

Th

e am

bitio

ns in

the

stra

tegy

will

be

sim

ilarly

sup

porte

d by

de

liver

y pl

ans

in th

e fu

ture

No

actio

n ne

eded

156

Ther

e sh

ould

be

som

e re

fere

nce

to th

e LD

F an

d po

pula

tion

grow

th a

nd th

e ch

ange

s ne

eded

in th

e bo

roug

h to

acc

omm

odat

e it

Ther

e is

men

tion

of th

is th

roug

hout

the

stra

tegy

N

o ac

tion

need

ed

157

Pro

mot

ion

of a

rts a

nd s

ports

A

rts a

nd s

ports

are

pro

mot

ed in

the

chap

ters

rela

ting

to c

hild

ren;

he

alth

, wel

lbei

ng a

nd in

depe

nden

ce a

nd th

e fu

ture

of p

ublic

se

rvic

es.

No

actio

n ne

eded

158

Ser

vice

s w

hich

enh

ance

the

lives

of v

ulne

rabl

e gr

oups

, lik

e th

e W

isew

orks

Ent

erpr

ises

, whi

ch is

vita

l to

the

wel

l be

ing

of m

any

with

men

tal h

ealth

pro

blem

s –

shou

ld

not b

e th

reat

ened

with

clo

sure

by

stea

lth a

nd w

ithou

t ge

nuin

e pu

blic

con

sulta

tion,

and

requ

ire fi

nanc

ially

ex

pens

ive

and

acrim

onio

us le

gal a

ctio

n to

pre

serv

e.

Har

row

sho

uld

valu

e an

d pr

otec

t the

se s

ervi

ces

whi

ch

are

good

and

pop

ular

with

ser

vice

use

rs.

Not

ed

No

actio

n ne

eded

159

Aga

in s

ervi

ces

like

the

“Pho

enix

Em

ploy

men

t” pr

ojec

t “w

isew

orks

” and

the

“Mar

lbor

ough

Hill

Fam

ily A

ctio

n R

esou

rce

Cen

tre” w

hich

wor

k to

dev

elop

the

skills

and

po

tent

ial o

f peo

ple

who

’ve

expe

rienc

ed e

mot

iona

l and

m

enta

l hea

lth p

robl

ems

and

help

them

to b

ecom

e pr

oduc

tive

and

inte

grat

ed m

embe

rs o

f soc

iety

, are

un

der f

unde

d an

d ha

ve a

n un

certa

in fu

ture

.

Not

ed

No

actio

n ne

eded

160

Sec

tion

2 –

2nd

para

– in

clud

e a

stat

istic

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Meeting:

Cabinet

Date:

26th March

Subject:

Communications Plan 2009/10

Key Decision: Yes



Portfolio Holder:

Councillor Paul Osborn, Portfolio Holder for Performance, Communication and Corporate Services.

Exempt:

No

Enclosures:

Appendix 1: Communications Plan 2009/10

1: Summary and Recommendations This report identifies the need to extend the current one year communications contract to continue the improvement of the service. Recommendations: Cabinet is requested to:

1. Approve the attached Communications Plan which is subject to agreeing a contract with Westminster City Council.

2. Delegate to the Assistant Chief Executive the authority to enter into a

contract. Reason: (For recommendation) To ensure the council continues to inform residents about its services and activities which will contribute to increasing their overall satisfaction and improving the council’s reputation with key stakeholders.


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2: Main Report 2.1 Introduction The Communications Workplan will help the council meet its 2012 vision by informing residents about its improvement journey. This will be demonstrated through the three new corporate priorities –which provide the broad structure for the key communications campaigns. The overall objective of the Communications Plan is to improve the reputation of the Council with residents and key stakeholders. 2.2 Options considered The current contract has been in place for almost one year. A range of options were considered for the provision of communications in 2007 when a full review of the service was carried out and the results reported to Cabinet. The outcome of the review was that Cabinet agreed to let a one year contract to Westminster City Council. Consultation was carried out on the three new corporate priorities with the Resident’s Panel and Harrow Times ‘Have your Say’ survey. This now forms the basis for the Communications Workplan 2009/10. The draft version of this plan was unanimously agreed by the Communications Working Group – a cross party group of Councillors. The majority of Directors and Portfolio Holders have been asked for their feed back of the work done to date and the draft plan has been scrutinised through the officer led, Corporate Strategic Board. For reviewing the contract, the council has considered a shorter and longer term options. The council is looking to sign a four year contract with a two year break clause which it could be exercise in 2011. This would provide both flexibility and a period of stability for both Harrow Council and Westminster City Council. Allthough the ultimate period of the contract will result from negotiations with Westminster City Council. The existing terms and conditions allow for a renewal for up to six years. The council’s main partners, the Police and Primary Care Trust, have been informed about the overall plan as well as holding more detailed discussions around specific joint campaigns. 2.3 Background Westminster City Council were brought in from 1st October 2007 following a review of the communications function. After initially recruiting and embedding the new team, as well as drafting the 2008 Workplan, a one year contract was signed, dating from 1st May 2008. 2.4 Current situation In consulting with Lead Officers and Councillors, December 2008, they stated that the improvement in communications was ‘astonishing’ and ‘light years ahead of where they were’. The key outputs and outcomes are shown below. 2.5 Key achievements 2008/09 2.5.1 Internal Communications:

• Produced 6 editions of the newly launched staff newspaper ‘the Arrow’ and are on track to issue 12 versions of the revised CEX Newsletter.

• The team will have delivered 4 Manager’s Forums and 12 Staff Forums. • Created and event managed a brand new Staff ‘CREATE’ Awards to

recognise and reward achievement.

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• The team delivered four internal communications campaigns with one ‘innov8’ was commended for the Good Communications Awards.

2.5.2 Marketing:

• 15,000 free visits by young people for free swimming following a marketing promotion this summer.

• Produced seven editions of a refreshed Harrow People, which was shortlisted

for CIPR Local Government Awards.

• Delivered 10 external marketing campaigns with the value for money sub-campaign being awarded ‘runner up’ in the Local Government Association’s ‘My Council’ Awards.

• Launched a new public opinion research survey called the Reputation

Tracker.

• Produced a combined A-Z and Council Tax Guide sent to all residents and a related version to all businesses.

2.5.3 Media:

• Doubled volumes of media coverage by focusing on key outlets that residents read, watch and listen.

• Achieved comprehensive regional and national coverage for stories ranging

from ‘banning’ council jargon to the introduction of ‘Lie Detector’ technology to reduce benefit fraud.

• Increased informed rating for services and benefits by 2% and contribution to

the rise in overall satisfaction by 8% (according to the November Reputation Tracker)

2.6 Why a change is needed The Council has developed the 2009/10 Communications Workplan for the next year and now need to formally agree this in order to deliver the key objectives. The full details are included in the appendix, however a summary of the main outputs and campaigns are outlined below:

• 12 external corporate/service campaigns (3 paid for with additional resources) and include staff engagement sections.

• 8 editions of Harrow People

• At least 2 editions of ‘That’ magazine

• 1 Adults magazine or a ‘passport’ style guide to activities

• A combined A-Z and Council Tax Guide sent to all residents

• 2 internal communications campaigns

• 6 editions of the Arrow and 12 CEX Newsletter

• 12 staff and 4 manager forums

• 2 Award ceremonies

• 3 Reputation Tracker Surveys (every four months)

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• An average of 500 points per month for media scores, including one regional

TV hit per week

• At least two hits in the top media targets every month. Below is a summary of recommended campaigns by priority (each of which will have an external and internal element):

2.7 Financial and Legal Implications This plan can be delivered within approved budgets for 2009/10. The existing contract allows for renewal of the contract by agreement for up to six further years. The proposed renewal complies with this and the council’s Contract Procedure Rules. Therefore the council does not have to go through a full procurement exercise. 2.8 Performance Issues The communications team will be measured against the following performance indicators. These will be regularly monitored through the Reputation Tracker and measured annually in the MORI Place Survey:

• Help improve by +5% the number of residents who are overall satisfied with the council (currently 58% in Nov 08 Reputation Tracker).

• Increase by +5% residents and staff informed about council services and

benefits (currently 47% in Nov 08 Reputation Tracker 08 and 54% in staff survey 08).

• Increase by +5% the number of residents and staff who feel Harrow

Council is getting better (currently 28% Nov 08 Reputation Tracker).

In order to achieve the above measures, the team will contribute to the following: • Increase by +5% the number of residents who think the council provides

good value for money.

Priority Goal Campaign Lead directorate Portfolio holder 1 Behavioural and/ or

perception change Better Harrow Safer streets Clean streets

CEX Dept Environment Environment

Cllr Paul Osborn Cllr Susan Hall Cllr Susan Hall

2 Perception change Value for Money Common sense Community cohesion Every Child Matters Adult well-being

Finance CEX Dept Community Children’s Services Adults and Housing

Cllr David Ashton Cllr Paul Osborn Cllr Chris Mote Cllr Bednell/ Cllr Patel Cllr Macleod -Cullinane

3 Improve knowledge of service provision

Free swimming Recycling

Community Environment

Cllr Chris Mote Cllr Susan Hall

4 Promotion or event support

Planning Housing

Place Shaping Adults and Housing

Cllr Marilyn Ashton Cllr Macleod -Cullinane

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• Improve service ratings by +5%, through campaigns that help improve

service ratings or as agreed in our campaign plans.

• Increase the percentage of those who feel involved in local decision-making (from 22% to 30%).

2.9 Environmental Impact Consideration has been given to ensuring that all publications are produced in line with recyclable materials. The corporate communications team will also, where appropriate, encourage staff not to print off publications such as the Chief Executive newsletter. The plan also seeks to promote a number of environmental projects including cleaner streets as well as recycling. 2.10 Risk Management Implications The main risk is that the council fails to agree a contract. A separate but also significant risk is that the ongoing recession has a negative impact on resident satisfaction levels. 3. Statutory Officer Clearance

on behalf of the

Name: Sheela Thakrar √ Chief Financial Officer Date: 25/02/09

on behalf of the

Name: Stephen Dorrian √ Monitoring Officer Date: 23/02/09

4. Performance Officer Clearance

on behalf of the

Name: Tom Whiting √ Divisional Director Date: 24/02/09


5. Environmental Impact Officer Clearance

Name: John Edwards √ Divisional Director Date: 24/02/09


6. Contact Details and Background Papers Tom Whiting, Assistant Chief Executive, 020 8424 5484 Appendix 1: Communications Workplan 2009/10 (attached)

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Harrow Council is Getting Better

Communications Plan April 2009 –May 2010

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Contents:

SECTION AREA PAGE 1 Summary 3

2 Goals 4

3 Measurement 5

4 Research 6

5 Strategy 9

6 Corporate Message 12

7 Responsibilities 13

8 Organisation 13

9 Making People Better Informed 14

10 Getting Staff Engaged 15

11 Delivery of the corporate programme 16

12 Corporate/Service campaigns 17

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1. Summary 1.1 The objective of the Council’s corporate communications team is to improve the reputation of

Harrow Council and the borough.

1.2 We will do this by demonstrating that Harrow Council is getting better, delivering cleaner and safer

streets, building strong communities and supporting vulnerable people.

1.3 The communications unit will also promote the authority as a commonsense Council with a

reputation for providing jargon free services at excellent value for money.

1.4 This will be achieved by delivering integrated marketing communication campaigns that improve

information about Council services, help retain and recruit staff, and explain the goals of the authority to the

public and government. (We refer to a ‘campaign’ to mean a linked series of activities designed to achieve

an agreed objective).

1.5 All work will be delivered with regard to achieving high professional standards and measurable

results for the benefit of the community.

1.6 This document sets out the medium-term work that the corporate communications team will deliver

for the Council over 13 months from the start of April 2009 to the end of April 2010. This takes into

consideration that in the weeks leading up to the local elections there will be a period of restricted activity.

1.7 It represents a comprehensive work plan to offer direction to the team and support the corporate

and directorate business objectives of the Council. It will be evaluated against targets that envisage an

increase in key measures such as resident perceptions of Council information and value for money.

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2. Goals: Where does the Council want to be in April 2010?

2.1 Harrow Council wants to be recognised as the most improved Council in London.

2.2 Within this we want residents, as well as staff and stakeholders, to endorse the Council story and

recognise that it is ‘getting better’. We will also seek to promote the Council’s improvement agenda

amongst key organisations such as the Government, the Audit Commission, service inspectorates etc. In

addition, we will co-ordinate an awards programme across the Council to demonstrate our improvement

programme.

2.3 Promote understanding of, and engagement in, the Council’s work amongst key groups, evidenced

through the reputation tracker and MORI Place survey.

2.4 Extend access to the individual services through campaigns delivering measurable changes in

behaviour and perceptions, as agreed with service departments.

2.5 Support the Council’s work with partners by developing or adding value to joint initiatives and

seeking commercial arrangements where they benefit the Council.

2.6 Ensure the communications team contributes to the corporate improvement programme by itself

demonstrating value for money and improving customer service.

2.7 Deliver high standards in the delivery of communications in terms of clarity, accuracy, accessibility

of communication, management of resources, and adherence to law.

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3. Measurement: 3.1 Success in delivering our communications goals will contribute to the Council improving its overall

satisfaction rating. The overall performance will be measured through the September 2009 MORI Place

Survey. The results of which should be benchmarked in Mar/ Apr 2009 and then monitored every four

months (ie July/Aug 09, Nov/Dec 09 and Mar/Apr 2010) by the Reputation Tracker.

3.2 Specifically, the communications team will be measured against the following:

I. Help improve by +5% the number of residents who are satisfied overall with the Council

(currently 58% in Nov 08 Reputation Tracker).

II. Increase by +5% residents and staff informed about Council services and benefits (currently

47% in Nov 08 Reputation Tracker and 54% in staff survey 08).

III. Increase by +5% the number of residents and staff who feel Harrow Council is getting better

(currently 28% in Nov 08 Reputation Tracker).

3.3 In order to achieve the above measures, we will contribute to the following:

I. Increase by +5% the number of residents who think the Council provides good value for

money (currently 30% in Nov 08 Reputation Tracker).

II. Improve service ratings by +5%, through campaigns that help improve service ratings or as

agreed in our campaign plans.

III. Increase by +5% the percentage of those who feel involved in local decision-making (from

22% in Nov 08 Reputation Tracker to 30%).

3.4 The corporate communications team want to be recognised as one of the best in London by March

2010. This professional ambition to deliver excellent results will be evaluated through the other success

measures, additional qualitative feedback and award submissions. We will also support the Council’s aim

to go for the most improved Council in London title, by supporting relevant Council awards.

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4.0 Research

There are a number of key facts to consider when communicating in Harrow:

4.1 Corporate Identity/ Brand

Satisfaction with the Council and advocacy of the Council increase amongst residents who have seen the

Council logo on in-street recycling bins (by 4 percentage points in both cases). Advocacy increases by six

percentage points amongst those who have seen Council mini buses.

Informed ratings about services and benefits is higher among residents who have seen the Council logo on

town centre banners, local schools and staff uniforms by 10, seven and six percentage points respectively.

4.2 Key services

Residents tell us that fear of crime and street cleanliness are key factors in making an area a good place to

live. The level of crime, roads and pavements and street cleanliness are seen to be the issues most in

need of improvement.

Thirty percent of residents think the level of crime in Harrow is in need of improvement. Most likely to feel

this is the case are those who are dissatisfied with the Council (41%), are critical of the Council (37%) and

feel the Council does not give good value for money (35%). Increasing information around what is being

done to combat the level of crime, such as the story about cracking down on knife sales to under 18s,

could have a positive impact on these measures. The November 08 Reputation Tracker also identified ‘activities for young people’ as a ‘new entry' and was

identified as the third most important factor in making an area a good place to live across all residents and

the most important factor among those aged 16-24. We will first check whether this is a seasonal issue and

if not then we will look at addressing this with a package of targeted activities for young people.

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4.3 Community Cohesion and Ethnicity There is a strong and compelling link with cohesion and satisfaction. Residents who agree the Council

encourages good relations between different communities of the borough are more likely to be satisfied

with the Council than those who do not think the Council encourages this (70% and 26%). Residents who

feel the Council encourages good relations between different communities of the borough are also more

likely to speak highly of the Council and feel the Council provides good value for money.

The Reputation Tracker also shows us that BME residents are far more positive than White residents.

Namely, BME residents are typically +6% more likely to be satisfied with the Council and +11% more likely

think Council services will get better over the next 12 months. On the contrary White residents are +6%

more likely to be dissatisfied with the Council than BME residents and +13% more likely to be critical of the

Council than BME residents.

4.4 Better Harrow message Those who think that the Council’s services have got better over the last 12 months are more likely to be

satisfied with the Council and feel informed about Council services and benefits than other residents. Most

likely to feel services have got better are those aged 16 to 24.

In October 2008, at the onset of the recession almost three quarters (72%) of residents thought that the

economic condition of the country was going to get worse over the next few months. Those who think that

the country will get worse are +4% more likely to be dissatisfied with the Council. With the credit crunch

now turning into recession, these figures will therefore almost certainly rise and it is quite possible that

economic pessimism could pervade all communication.

4.5 Value for money

The vast majority (87%) of residents are satisfied if they feel the Council offers good value for money.

Residents who think the offers good value for money are also more likely to speak highly of the Council

(48%) and are more likely to think that Council’s services have got better in the last 12 months (53%) than

residents as a whole. If we can therefore convince those living in Harrow that we are spending every pound

wisely, then we should be able to increase satisfaction and also the number of people who believe that the

Council services are improving.

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4.6 Customer contact Over a third (36%) of all residents say they have contacted the Council in the last two or three months.

Residents who have contacted the Council are 10% less likely to be satisfied with the Council and 15%

more likely to be a critic of the Council than those who have not contacted the Council. This may be as they

are already dissatisfied and this is why they are contacting the Council in the first place. However,

residents who were satisfied with the handling of their enquiry are +23% satisfied and +30% speak highly

of the Council.

4.7 Ability to influence

Currently only one in five (22%) residents feels involved in local decision making. Those who feel informed

about how to get involved in decision-making are more likely to be satisfied with the Council than those

who do not know how to get involved (76% and 48%). Community engagement and consultation are

therefore crucial and emphasis also needs to be placed on feeding back results.

4.8 Media:

Four out of five residents (77%) say that the London Borough of Harrow has been viewed either

positively/neutrally by the media (excluding those who said they don’t know). The stories which had the

most positive effect on Council reputation overall were, about how the Council spends Council tax, free

swimming for the under 16s and plans for the local area. In addition, residents who have heard of any of

these stories are around 10% more likely to feel the Council gives local people good value for money.

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5.0 Strategy

5.1 The strategy of the communications team is to deploy consistently pro-active and evidence based

communications to protect and enhance the reputation of the Council, retain and recruit staff that are

knowledgeable and experienced in their field, and win additional resources for the borough.

5.2 The large and diverse communities across Harrow, combined with the fast pace of life in London,

means that the Council must deliver an intensive communications effort across a range of channels to

reach our audiences. This means utilising direct communications such as Harrow People, supported by

third-party endorsement through the media and face-to-face engagement with staff and the local

community. We will achieve this through co-ordinated campaigns that change public perceptions and

behaviour for the public good.

5.3 The primary audiences of the communications team are Harrow residents, service users, our local

partners, Council staff, and elected members. The secondary audience is composed of community leaders,

opinion formers, businesses, public agencies, and politicians who have an impact on the work of the

Council. Tertiary audiences include other local Councils, visitors and commercial partners.

5.4 This strategic plan is based on the overall story that Harrow Council is delivering better streets,

building strong communities and supporting vulnerable people. These will provide the basis for the twelve

marketing communications campaigns which will all have defined goals and robust measurement agreed in

advance. (See section 13 for more details on the individual campaigns.) Specifically, we will focus our

campaigns in two ways:

I. Targeting of key groups through localised marketing activity

II. Demonstrating how the Council is acting on people’s concerns

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5.5 We will focus our effort on the key driver of resident satisfaction. These are:

• Overall informed: 71% of residents say they are satisfied with the Council if they feel well

informed about Council services compared to 44% if uninformed.

• Value for Money (VFM): 87% are satisfied with the Council if they feel the Council offers

good VFM.

• Media: 77% residents are satisfied if they feel the media has been positive/neutral.

• Brand: Satisfaction levels are around 3% to 4% higher among those who have seen the

Council logo on bins, vehicles, banners and uniforms.

• Decision making: Those who feel informed about how to get involved in local decision-

making are significantly more likely to be satisfied than those who are not (76% vs. 48%).

• Cleaner and Safer Streets: Top two most important and in most need of improvement.

There is also a clear link between street and overall satisfaction.

• Customer Service - those residents are +23% satisfied and +30% likely to be an advocate

of the Council if their contact with the Council has been successful.

5.6 Overall we deploy media relations tools to protect reputation, recruit staff and drive advocacy

ratings. We use internal communications to retain staff, increase productivity and increase understanding

of the goals of the leadership of the authority. We deploy marketing communications techniques to provide

information on - and increase access to - our services. We manage public affairs campaigns to win

additional resources and support for the Council.

5.7 The major outputs from April 2009 to March 2010 will be:

• 12 external corporate/service campaigns (3 paid for with additional resources) and all include staff

engagement sections

• 8 editions of Harrow People

• A combined A-Z and Council Tax Guide, sent to all residents

• At least 2 editions of ‘That’ magazine

• Adult activities publication –either a Passport style guide or magazine.

• 2 internal communications campaigns

• 6 editions of the Arrow and 12 CEX Newsletter

• 12 staff and 4 manager forums

• 2 CREATE Award ceremonies and one well-being staff event

• Reputation Tracker Surveys (every four months)

• An average of 500 points per month for media scores

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• At least two hits in the top media targets every month

5.8 We will also work jointly with the Police, PCT and other partnership bodies to demonstrate community

leadership as part of the Audit Commission’s new Corporate Area Assessment. Specifically, this will

include internal communications around the CAA and external campaigns such as Safer Streets and

Community Cohesion campaigns. This will be co-branded with the individual partnership corporate IDs.

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6. Corporate Message

6.1 The results of our research show that when delivered with real service improvements to residents,

the overall message that ‘Harrow Council is getting better’ will increase satisfaction with the Council. For

instance, a resident who believes that our services are improving is five times more likely to be satisfied

than dissatisfied.

6.2 After careful research, our story is:

Harrow Council is working hard to provide good value local services. We know that money is tight at the

moment but we are spending your money wisely and are focused on helping to make your lives better.

We are making Harrow better, cleaner and safer, building strong communities and supporting vulnerable

people. This is underpinned by providing jargon-free Council services to all our customers for excellent

value for money.

We want you to see your Council as one of the best in London, so we intend to make improvements in

every area of our work, listening to your needs and reporting back on what we’ve changed.

6.3 In order for the narrative to have the desired impact, it needs to be executed across the Council and

demonstrated through real service delivery improvements. These messages will be further developed in

our work on the Corporate ID review. This will ask key questions such as: what does the Council stand for

and what is its promise to customers (in its priorities, its service delivery and the way it works with

customers). The behaviour of staff at Access Harrow will also be an important part of this work, and these

areas will also be a key channel of communication with our customers.

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7. Responsibilities

7.1 The main Communications Team leads for the key service areas are as follows, subject to the

further development of the Communications Team:

i. Finance: Andrew Hadfield, supported by Eden Black and Nicola Rae.

ii. Chief Executive and Legal: Andrew Hadfield, supported by Nicola Rae and Alana Blair.

iii. Children’s Services: Fergus Sheppard, supported by Jenny Stott and Angela Hart.

iv. Adults & Housing: Andrew Hadfield, supported by Jenny Stott and Angela Hart.

v. Community & Environment: Fergus Sheppard, supported by Nicola Rae (Environment) and

Undaleeb Qazi (Community).

vi. Place-Shaping: Eden Black.

vii. Corporate Internal Communications: Andrew Hadfield, supported by Jenny Stott and

Undaleeb Qazi.

8. Organisation

8.1 The Team is led by Andrew Hadfield, Head of Communications, with Fergus Sheppard, as his

deputy.

8.2 A managed expansion of the team has now been completed and we will need to now ensure that

the new team has the relevant capacity and skills to deliver this 2009/10 workplan.

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9. Making people better informed

As part of driving the overall number of residents who feel informed, we will:

9.1 Implement the new corporate narrative and deliver the overall ‘getting better’ message of the

Council;

9.2 Deliver twelve marketing campaigns (3 paid for out of additional resources) to explain Harrow’s

priorities and enhance the profile of the borough;

9.3 Deliver regional and national media coverage, focused on key channels seeking to extend from

purely ‘news’ to ‘consumer’ coverage within the main campaigns;

9.4 Regularly supply stories to the local media to ensure that they understand specific initiatives and

the background to local policies. Extend the supply of press releases to other key stakeholders

such as public agencies and major businesses;

9.5 Deliver 8 editions of Harrow People ensuring that it reflects campaign themes and key

messages, reviewing the format and style and winning a 75% approval rating for the magazine

from residents;

9.6 Produce a reputation tracker three times per year (every four months) so that and we know

changes in residents’ perceptions over time, ensure that our communications is based on

evidence and is then targeted to the most effective channels;

9.7 Conduct more detailed research to communicate better with those uninformed residents who

say that they want to receive more leaflets and direct mail.

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10. Getting staff engaged

10.1 Many of our staff are also residents of the borough and will receive all the messages and

communications outlined in this plan. In this sense, staff communications are integral to the success of our

overall plans and objectives. We will therefore develop an internal communications element to all our

marketing campaigns.

10.2 We will also produce a separate internal communications plan to address specific staff

communications and engagement. This will be aimed at explaining and delivering the corporate story,

reducing jargon as well as at least two additional campaigns.

10.3 The key goals will be to ensure that 55% of staff are clear about the corporate priorities (currently

45%) and that 65% of staff say they are “informed” (currently 54%).

10.4 The strategy to achieve this will be to focus activity on those staff who currently feel least informed.

This will be developed through a separate internal communications plan and will be based on the mini staff

survey that will take place in early 2009. This will then be repeated two or three times per year to test the

impact of this work programme.

10.5 The programme will build on the existing and effective internal communications channels, such as

the Arrow, Chief Executive’s regular staff newsletter and lunches, staff forums and managers’ conferences.

We will also

• Develop and refresh the staff social newsletter called the ‘grapevine’; and

• Work with individual Corporate Directorates to improve internal communications within

departments so that information is properly cascaded.

• Organise two CREATE Award ceremonies and one Council-wide ‘Better Harrow’

competition or well-being activity aimed at increasing staff morale.

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11. Delivery of the corporate programme To help deliver the communications plan, the corporate Communications Team will:

11.1 Maintain and develop the communications planning process whereby departments identify

communication needs for the new financial year, and agree priority service campaigns and corporate goals,

evidenced and with clear outcome measures, such as increasing recycling rates.

11.2 Continue to update the comprehensive communications grid aligning internal and external

communications, within clear targets for one regional (i.e. London-wide) media story a week and one

national story a month.

11.3 Review the use of the corporate identity and manage its proper use to ensure that Council services

are recognised by local taxpayers.

11.4 Circulate a restructured Daily Issues note around the three new corporate priorities to leading

officers and members. We will also instigate a quarterly review process summarising progress against the

plan and checking against upcoming activity is relevant.

11.5 Use the Council’s Experian data, Management Information Systems and Customer Relationship

Management to supplement the Reputation tracker and enable us to better target our communications to

geographic areas or communities of interest.

11.6 Update the Council’s photo library focussed around the corporate message and the three new

corporate priorities. This will be completed by April and then made available on the hub by the end of May

as part of the Corporate ID project.

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12. Corporate/Service campaigns

12.1 The Communications Team will research, plan, deliver and evaluate twelve communications

campaigns over the next 12 months from April 2009 – March 2010. These campaigns will support the

overall corporate narrative that ‘Harrow Council is getting better’ and the three 2009/10 corporate priorities.

12.2 The proposed campaigns are based on corporate and directorate service plans and have been

developed in consultation with lead Members and Directors. Priority has also been given to areas of the

Council’s work that residents have said are most important.

12.3 All campaigns should help the Council meet its key targets on value for money and customer

satisfaction as benchmarked against the MORI Place survey and the Council’s own Reputation Tracker.

12.4 A full programme of work and delivery schedule will be developed, working to the following:

Priority Goal Activity 1 Behavioural

and/ or perception change

Full media, marketing and internal communication support over a period of 6-9 months to secure a specific change in the behaviour of the target audience. Campaign led by senior comms manager supported by other officers.

2 Perception change

Media and marketing activity over a sustained period of 3-6 months, normally with the goal to achieve a change in the perceptions of the target audience. Led by a marketing officer with support from an assistant.

3 Service information

Marketing activity, with limited media support over a 1-2 month period to highlight service. Run by one officer reporting to service department.

4 Raise awareness

Regular media publicity (ie once a month) or event support. Run by one officer reporting to service department.

12.6 The draft list of recommended campaigns and objectives are below. Once agreed campaign plans

will be worked up to support each campaign and setting out the objectives, strategy, implementation and

evaluation. Each campaign will be reviewed on a quarterly basis to assess progress and to discuss any

emerging issues that may lead to a redeployment of resources as priorities change.

191

18

12.7 Below is a summary of recommended campaigns by priority:

Priority Goal Campaign Lead directorate Portfolio holder 1 Behavioural and/ or

perception change Better Harrow Safer streets Cleaner streets

CEX Dept Environment Environment

Cllr Paul Osborn Cllr Susan Hall Cllr Susan Hall

2 Perception change Value for Money Common sense Community cohesion Every Child Matters Adult well-being

Finance CEX Dept Community Children’s Services Adults and Housing

Cllr David Ashton Cllr Paul Osborn Cllr Chris Mote Cllr Bednell/ Cllr Patel Cllr Macleod -Cullinane

3 Improve knowledge of service provision

Free swimming Recycling

Community Environment

Cllr Chris Mote Cllr Susan Hall

4 Promotion or event support

Planning Housing

Place Shaping Adults and Housing

Cllr Marilyn Ashton Cllr Macleod -Cullinane

192

19

Comms Priority

Corporate Priority

Goal(s) or Driver of Satisfaction

Potential activity Audience

1 Better Harrow Increase number of residents and staff who feel Council is improving.

• Implement message structure through guidance document and revised Corporate ID. • Co-ordinate awards programme. • ‘A day in the life’ media sub-campaign about frontline staff. • ‘I love Harrow’ or ‘Better Harrow’ creative.

• All residents • Focus on uninformed wards and those who have contacted the Council.

1

Cleaner and Safer streets

Reduce the Fear of Crime

• Explain how tackling local crime and making streets safer. • Joint campaign with Police • Local data and targeted activity by street or ward. Direct mail after police/ Council activity including Week’s of Action. • Did you know …e.g. CPZ consultation.

• Uninformed residents • Use Experian data to focus on specific streets.

1

Cleaner and Safer streets

Increase perception of clean streets

• Staff uniforms vehicle branding • Street voucher scheme • Pavement/ road repairs • Decluttering street furniture • ‘You said, we did’ direct mail

• Informed residents • Use Experian data to focus on specific streets.

2 Value for Money

Increase satisfaction and value for money ratings.

• Regular fortnightly media activity demonstrating how we are getting better e.g. economic recovery plan. • Consultative element – external innov8 campaign: how can we get even better?

• All residents • Focus on uninformed wards and those who have contacted the Council.

2 Build stronger communities

Increase the number of people who think that residents get on well together

• Separate community cohesion campaign funded by Community Development and Harrow Strategic Partnership.

• See separate campaign plan.

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20

2 Customer services

Increase satisfaction with customer contact.

• Promote Common sense Council. • Jargon free aim by 2012. • Demystify arcane procedures laid bare

and open up Council in unprecedented ways.

• Key activities could include Council chamber taken over by young people, farmers market in car park. Banning emails for a day or first portable Question time ‘gavel to go’.

• Uninformed residents • Those who contact the Council.

2 Increase support for vulnerable (young) people

Increase understanding of safeguarding young people. Increase awareness of activities for young people

• Overall theme of ‘Every Child Matters’ split into three key areas: • Safeguarding – proactive work done by social workers and partners to protect vulnerable. Potential conference on how Harrow is leading in key areas. • Youth Engagement – media focus on the positive activities that young people do in the community. • Activities – summer activities promoted either in a ‘Passport for young people’ or featured in a special edition of ‘That magazine’.

• 16-24year olds as well as 45 - 60 years old parents.

2 Increase support for vulnerable (adults) people

Increase choice, well-being and safety of Adults.

• Promote the services that may be available to you. Help to increase the number of people who take up personalised budgets. Demonstrate leadership in London. • Activities for adults including free swimming and potential ‘Passport’ or older person’s magazine. Joint campaign with PCT.

• Demonstrating how we protect vulnerable people. Consultative element – what you can do if you spot something that has happened to a vulnerable person.

• Current service users • 60+ year old residents (as well as specific other at need groups) • All residents

3 Cleaner and Safer streets

Increase recycling to 50%+

• Separate funds identified but not yet agreed

• See separate campaign plan.


Increase awareness of activities for young people

• Promote free swimming initiative for Under -16s and Over -60s

• See campaign plan and additional resources.


Increase informed ratings and number of people who feel

• Regular monthly proactive media relations only.

• How (strategic) planning works’ to protect open spaces and parks. Also

• All residents

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21

they can influence local decision-making.

lobbying against ‘garden grabbing’. • Consultation around future of Harrow

as a place. • Promote Harrow’s Heroes

volunteering event. • Suggestion boxes in libraries and

plasma screens to ‘have your say’. • Promotion of ward based surgeries

and supported localised services. • Question time in community centres

across the borough.

4 Supporting vulnerable people

Increase tenant satisfaction with Housing service.

• Regular monthly proactive media relations only. This will include at least one story in advance of each Tenants and Leaseholder’s Consultative Forum.

• Support ‘Estates in Bloom’ competition (would require additional marketing resources)

• Tenants

195

196


Meeting:

Cabinet

Date:

26th March 2009

Subject:

Council Insurance Renewal 1st April 2009

Key Decision:

Yes


Myfanwy Barrett, Corporate Director of Finance

Portfolio Holder:

David Ashton, Council Leader, Portfolio Holder for Strategy, Partnership and Finance

Exempt:

No – Part II report to be tabled

Enclosures:

None

Section 1 – Summary and Recommendations This report sets out progress with the procurement of the Council’s insurance requirements from 1st April 2009. Recommendations: That Cabinet: notes the action taken to date to renew the Council’s insurance cover for 2009/10 and authorises officers to enter into the recommended insurance contracts. Reason: (For recommendation) To obtain authority for officers to finalise the Council’s insurance arrangements for 2009/10.


197

Section 2 – Report 2.1 The majority of the Council’s insurance arrangements are placed with

the London Authorities Mutual Limited (LAML) on a long-term agreement that expires on 31st March 2010.

2.2 There are some insurance covers that fall outside of these

arrangements because: (a) the LAML does not underwrite some of the risks; (b) the current arrangements were subject to a long term agreement with other insurers when the LAML was established or (c) In respect of motor insurance, this was purchased through the LAML for 2008/09 but was only available on a 1-year term at that time. 2.3 Accordingly, the covers that are currently subject to a procurement

exercise are as follows:

• Buildings cover for commercial properties • Buildings cover for Right to Buy properties • Personal accident/ travel Insurance • Schools staff absence scheme insurance • Schools offsite activities insurance • Legal expenses • Motor fleet insurance

Insurers have been asked to provide quotations for 1, 3 and 5 year agreements. Options considered 2.4 The procurement has been conducted in accordance within the EU

Directive on the Public Procurement of Services 92/50/EEC and has been managed by the council’s insurance brokers with support from the council’s insurance and corporate procurement teams.

Current situation 2.5 It is traditional for commercial insurers to wait as long as possible to

provide terms (to minimise the risk of the claims history deteriorating) and in any case their proposals are usually only valid for 1 month.

2.6 At the time of writing this report, final terms are not available. The

deadline for receipt of tenders by our broker is 27th February 2009. Following any clarifications, final recommendations are due to be received by the council on 17th March and therefore it is proposed that the recommended programme is circulated to Cabinet Members as soon as available and tabled at the Cabinet meeting.

198

2.7 The tabled paper will contain commercially sensitive information in relation to insurance premium figures and will therefore be a part II item.

Why a change is needed 2.8 The council’s insurance arrangements are reviewed on an annual

basis and any changes are considered in response to existing and emerging risks facing the council, any new opportunities in the insurance market and local authority insurance best practice.

Implications of the Recommendation 2.9 Without insurance the council would be exposed to the financial

consequences of an uninsured event and the arrangements in place are considered a prudent balance between external risk transfer and retained (self-insured) risks.

2.10 Most of the insurance covers subject to tender are either statutory

requirements or cover commitments through contracts or service level agreements.

2.11 There are no implications on equalities, staffing or community safety.

Corporate insurance arrangements protect the council’s finances and therefore contribute towards providing value for money services.

Financial Implications 2.12 The recommended insurance programme will be evaluated against the

existing budget once proposals are received. Intelligence of the current insurance market suggests that proposals will be contained within the existing budget.

Performance Issues 2.13 Risk management through insurance is an element of risk considered

as part of the annual Use of Resources judgement by the Audit Commission.

Environmental Impact 2.14 None Risk Management Implications 2.15 Insurable risk transfer is an integral part of the council’s risk

management arrangements

199


on behalf of the

Name: Myfanwy Barrett √ Chief Financial Officer Date: 19th February 2009

on behalf of the

Name: Helen White √ Monitoring Officer Date: 17 March 2009.


on behalf of the*

Name: Liz Defries √ Divisional Director Date: 11th March 2009



Name: John Edwards √ Divisional Director Date: 24th February 2009


Section 6 - Contact Details and Background Papers Contact: David Ward, Divisional Director - Audit & Risk Tel: 020 8424 1781 Background Papers: None

200

Meeting:

Cabinet

Date:

26 March 2009

Subject:

To agree a new model for delivery of the Community Equipment Service

Key Decision: Yes


Paul Najsarek Corporate Director - Adults and Housing

Portfolio Holder:

Cllr Barry Macleod-Cullinane, Portfolio Holder for Adults and Housing

Exempt:

No

Enclosures:

Appendix 1 – Transforming Community Equipment – Options Appraisal Appendix 2 – Equality Impact Assessment Appendix 3 – Risk Management

Section 1 – Summary and Recommendations

This report sets out the options for transforming the community equipment service, recommends the preferred option for implementation and presents the key implications of implementing the preferred option.

Recommendations: Cabinet is requested to:

1. Agree the recommendation to implement Option C - Retail Model for Simple Equipment; Loan Equipment Home Delivery Service for Complex Equipment

Reason: The recommended solution: • Aligns with changing government and local policy around personalisation,

choice, promoting independence and enabling self-help by putting users at the heart of the service

• Will meet growing demand resulting from changing demographics • Creates a local market that caters to self-funders • Stimulates the local economy during the economic downturn • Enables efficiency savings to be released.


201

Section 2 – Report Introduction 1. The purpose of this report is to present the options for transforming the

community equipment service, recommend the preferred option for implementation and present the key implications of implementing the preferred option.

2. The preferred option is the implementation of the retail model for simple

community equipment and a loan equipment home delivery service (LEHDS) for complex community equipment.

3. The Board is required to make a decision regarding the implementation of

the preferred option. The preferred option: • Aligns with changing government and local policy around

personalisation, choice, promoting independence and enabling self-help by putting users at the heart of the service

• Will meet growing demand due to changing demographics • Creates a local market that caters to self-funders • Stimulates the local economy during the economic downturn • Enables an efficiency saving of an estimated £295,000 to be released

year on year Background 4. The current Integrated Community Equipment Service (ICES) is under

pressure due to changing national and local policy regarding personalisation and in particular the promotion of user choice and control. Predicted changes in local demographics will lead to a growing demand of community equipment as the number of older people (aged 65 and over) is expected to increase by 32% over the next 30 years. There are also performance issues with the current preferred supplier arrangements with Medequip.

5. The Adults & Housing Service have developed a Transformation

Programme Plan that responds to national and local drivers for change and sets out a new vision for care and support to deliver a range of outcomes. These include: • Promoting independence and enabling self help • Improving access to community equipment services for a broader

section of the local population • Providing service users and carers with more choice and control over

how their needs are met • Safeguarding vulnerable people • Ensuring value for money by improving efficiency and performance

against Government targets.

An options appraisal has been undertaken to explore the different models for transforming the service to meet these drivers for change.

202

Options considered 6. Five options for transforming the existing service have been evaluated:

a) Maintain Status Quo b) Retail Model for Simple Equipment; Status Quo for Complex

Equipment c) Retail Model for Simple Equipment; Loan Equipment Home Delivery

Service for Complex Equipment d) Retail Model for Simple Equipment; West London Procurement for

Complex Equipment e) West London Procurement for all Equipment

7. The options appraisal includes a comprehensive assessment of each

option including a SWOT Analysis, Risk Profile, and Financial Analysis. Based on the findings of the assessment, a comparative evaluation of all options against agreed criteria was completed. Please refer to the full Options Appraisal paper for the detailed findings.

Recommendation 8. Based on the evaluation findings, the recommend option for

implementation is Option C - Retail Model for Simple Equipment; Loan Equipment Home Delivery Service for Complex Equipment.

9. The retail model is essentially a prescription-based service where users

receive a prescription for simple equipment (items less than £100) to redeem at an accredited retailer of their choice. The Loan Equipment Home Delivery Service (LEHDS) is a solution that ensures delivery of complex equipment (items more than £100) via a Regional Distribution Centre.

10. It is recommended that implementation be in a phased approach to reduce

risk and ensure continuity of service for users: Phase 1 – Implementation of Retail Model (April 2009 – October 2009) Phase 2 – Implementation of LEHDS (January 2010 – Q3 2010) Once the LEHDS is fully operational the existing community equipment store will close.

Implications of the Recommendation Retailer and User Engagement 11. The interest of local retailers and users has been gauged through a formal

engagement process. The feedback is positive with all retailers expressing an initial interest in working towards accreditation, while users also appreciate having the choice to self help and/or control how their needs are met.

203

Equality Impact Assessment 12. An Equality Impact Assessment (Appendix 1) has been undertaken to

understand if the recommendation has differential implications on any stakeholder group. Two relevant user groups were consulted (Milmans for Older People; Bentley for Physical Disabilities) to collect feedback on any differential impact. The findings from this consultation process confirm that there is no evidence to suggest any stakeholder group will be negatively impacted. In fact, the proposed retail model eliminates the inequality in the existing service: a greater number of users with daily living needs will have their needs assessed whereas currently only those with Critical and Substantial needs under the FACS criteria are eligible for state-funded equipment and therefore get assessed. The emerging retail market will also enable self-funders to have access to more information and greater choice of equipment.

Staffing/Workforce 13. Staff and Trade Unions have been engaged throughout the development

of the business case. A workshop has been held for staff and trade unions and staff and trade unions took part in the final option appraisal workshop.

14. The closure of the community equipment store will have an impact on the

11 employees currently employed by ICES. The potential impact on employees for each phase is outlined below:

End of Phase 1 End of Phase 2

Established Posts

Current FTE

Proposed Discontinuation

of Posts (FTE)

Proposed Continuing

Posts (FTE)


of Posts (FTE)

Proposed Continuing

Posts (FTE)

Service Manager

0.5 0 0.5 0.5 0

Team Manager

1 0 1 1 0

Admin 2.5 1 1.5 1.5 0

Technician 3 1 2 0 2

Driver 3.5 1.5 2 2 0

TOTAL 10.5 3.5 7 5 2 15. At the end of Phase 1 it is anticipated there will be a potential requirement

for 7 continuing posts and at the end of Phase 2 a potential requirement for 2 continuing posts after the store closes.

16. Store closure will result in a reorganisation of service. As such, all

legislative and statutory requirements will be complied with in accordance with the Protocol for Managing Organisational Change. There are opportunities to take advantage of natural wastage through the potential retirement of 2.5 FTE.

204

Legal 17. There may be potential TUPE implications once the Regional Distribution

Centre for the loan equipment home delivery service for complex equipment is established. This will become clearer once the solution is developed and implemented and will be handled through consultation with the Legal Department.

Environmental Impact 18. The Community Equipment Service currently refurbishes Simple Aids for

Daily Living with the exception of commode pans, toilets seats or items deemed unsafe for health and safety reasons. There is a cost to this which is set out in paragraph 19. There are concerns regarding the potential environmental impact arising from the retail model should users dispose of unwanted equipment irresponsibly, with equipment potentially ending up in landfill rather than being passed for recycling. Complex Aids to Daily Living are loaned to service users and will continue to be collected and refurbished. Approximately 10,000 items of simple or complex equipment are dispensed each year, equating to an estimated weight of less than 1 tonne.

19. The environmental impact of the current practice of refurbishing low-level

equipment must be considered. The trucks that collect and return equipment to the store create CO2 emissions, the decontamination process uses chemicals that are released into the drainage system and plastic repackaging of equipment is non-biodegradable. This practice is not environmentally friendly, nor is it financially viable. On average it costs £77.37 to refurbish a single item of equipment. Given 80% of products cost less than £77 to purchase new, it does not make economic sense to continue to refurbish.

20. Government is seeking to influence and require manufacturers of

community equipment to use recyclable materials in the production of equipment. As this change takes place over the next two to three years, it will be possible to recycle used and/or unwanted equipment on a larger scale through manufacturers.

21. Under the retail model users have a number of options available once

equipment is no longer required. Unwanted equipment can be disposed of in the same way as other household equipment. By producing equipment from recyclable materials and combining this with a collection mechanism from individual households, local collection points or at collection centres, equipment can be channelled back into the production process as raw materials.

22. While the retail market is still in embryonic form, in the future it is expected

that third sector organisations and social enterprises will initiate recycling and refurbishment schemes whereby users can return equipment they no longer require. This equipment can then be refurbished and resold to self-funders. This practice is already in place in Dorset where the British Red Cross is collecting, refurbishing and recycling unwanted equipment from users.

205

23. An environmental impact assessment will be undertaken as part of the implementation of Phase 1 of the Retail Model. This will lead to the development of a recycling strategy to maximise recycling of simple aids and minimise the volume of aids being disposed of to landfill.

Financial Implications 24. The service costs around £970,000 per annum. Implementation of the

retail model and LEHDS will release efficiency savings of around £295,000 year on year. Savings will be shared between the PCT and Council on the same basis as contributions to the pooled budget for 2008/09.

25. The cost of implementation (£214,341) is set out below. The transition

costs assume three employees will be retiring and all remaining employees will be offered redundancy. However Harrow is committed to exploring redeployment opportunities. For the purposes of demonstrating potential maximum costs, the ‘worst case scenario’ has been shown.

Simple Aids to

Daily Living (SADLS)

Complex Aids to Daily Living

(CADLS)Estimated

Transition costs

55 One off Redundancy costs £34,275 £76,067 £110,341

56 Cost of Shadow Running £0 £0 £0

57 One off Decommissioning Costs TBC

58 One off Stock Write off from Balance Sheet £0 £0 £0

59 Dual Transport Costs for Shadow Run £0

60 One off Project costs (6 months)

61 Staff (Prog Mgr, 2 staff) £71,755 £32,245 £104,00062 Non-staff (IT, overheads, travel) £0 £0 £0

63 TOTAL TRANSITION COSTS FOR £106,029 £108,312 £214,341

26. The transition costs identified above will be funded from revenue on an

invest-to-save basis. The costs will be shared by the Council and the PCT on the basis of their contribution to the pooled budget for 2008/09.

206

27. The benefits realisation table below shows that financial benefits will be released in financial year 2010/11 with full efficiencies realised in financial year 2011/12.

Performance Issues 28. The previous Best Value indicator PAF-D54 is not carried over into the

National Indicator Set. This required all equipment deliveries to be completed within 7 working days following social work assessment. CSCI have asked us to monitor this formally for the 2008-09 performance year. Arrangements for next year are unclear.

29. In 2007-08 we achieved a result of 81.9%. This was the second worst

result in Outer London, reflecting difficulties experienced by the service over the summer. Our predicted result for 2008-09 is 84% against a target of 90%. Performance on technician-delivered minor adaptations has held up close to the target but the main store has been unable to achieve a consistent delivery rate above 85%.

30. Local performance indicators therefore need be developed and integrated

with monitoring around the direct payments and self-directed support initiatives. The target for the Regional Distribution Centre might differ somewhat from the 7 working day target set for D54. This would reflect the greater complexity of items being stocked by the RDC.

31. There will be a requirement for a service level agreement with the

Regional Distribution Centre to ensure an acceptable level of delivery and care for those most vulnerable. This would include a need to provide basic training to clients in the use of complex equipment as well as delivering items promptly.

1 2 3 4 5 6

2008/09 2009/10 2010/11 2011/12Steady State

Savings (Logistics) 1 64 SADLS (£20,519 ) ( £ 82, 075) ( £ 82 ,075)

65 CADLS £ 0 ( £ 212 , 795) (£ 212 ,795)

66 Sub-Total - Savings £0 (£20,519 ) ( £ 294 , 870) (£ 294 ,870)67 Costs 68 Redundancy £ 34 ,275 £ 76 , 067 69 Cost of Shadow Running 2 £ 0 £ 0 70 Decommissioning Costs 3 £ 0 £ 0 71 Stock 4 (£24,884 ) ( £ 137 , 709) 72 Project Management £27, 000 £ 71 ,755 £ 32 , 245 73 plus Costs under-recovered from previous year £ 60 , 626

74 Sub-Total - Costs £27, 000 £ 81 ,145 £ 31 , 229 £0

75 Net Cost or (Saving) £27, 000 £ 60 ,626 ( £ 263 , 641) (£ 294 ,870)

207

Risk Management Implications 32. Risk included on Directorate risk register? Yes 33. Separate risk register in place? Yes 34. An analysis of key risks and the actions in place to mitigate those risks

are detailed in Appendix 3. A detailed risk assessment will be conducted once the project has been formally established with risks being tracked on an ongoing basis.


on behalf of the

Name: Donna Edwards Chief Financial Officer Date: 3rd March 2009

on behalf of the

Name: Linda Cohen Monitoring Officer Date: 3 March 2009


on behalf of the

Name: David Harrington Divisional Director Date: 3 March 2009.



On behalf of the

Name: Andrew Baker Divisional Director Date: 3 March 2009


208

Section 6 - Contact Details and Background Papers Contact: Mark Gillett, Divisional Director – Commissioning and Partnerships [email protected] 020 8424 1911 Background Papers: None

209

210


Appendix 1

1

Transforming Community Equipment

Options Appraisal

24th February 2009

Prepared for: Mark Gillett Divisional Director Commissioning & Partnerships

211

Appendix 1

2

1 Version Control................................................................................................ 4 2 Executive Summary......................................................................................... 5 3 Purpose ............................................................................................................ 6 4 Background...................................................................................................... 7 5 Drivers for Change........................................................................................... 8

5.1 Current Performance................................................................................ 8 5.2 Future Demand ........................................................................................ 8 5.3 Vision for the Future............................................................................... 10

6 Department of Health’s National Retail Model ............................................. 11 6.1 National Policy Context .......................................................................... 11 6.2 Concerns Regarding Existing National Service ...................................... 11 6.3 Transforming Community Equipment Services (TCES) Programme

Objectives .............................................................................................. 12 6.4 Outcomes of Consultation ...................................................................... 12 6.5 Current Service Conclusions .................................................................. 12 6.6 Community Equipment Components ...................................................... 13 6.7 Shadow Running.................................................................................... 14 6.8 Key Benefits........................................................................................... 14 6.9 National Governance Structure .............................................................. 16 6.10 High-Level Process ................................................................................ 18 6.11 Delivery, Fit & Installation....................................................................... 18 6.12 Hospital Discharge Process ................................................................... 19 6.13 Urgent / Out of Hours Process ............................................................... 19 6.14 Alignment with Direct Payments and Personal Budgets ......................... 19

7 Loan Equipment Home Delivery Service...................................................... 20 7.1 Community Equipment Components ...................................................... 20 7.2 Proposed Solution.................................................................................. 20 7.3 Scope of Products and Services............................................................. 21 7.4 Benefits .................................................................................................. 21 7.5 High-Level Process ................................................................................ 22 7.6 Hospital Discharge ................................................................................. 22 7.7 User Choice ........................................................................................... 22

8 West London Procurement ........................................................................... 23 8.1 Background............................................................................................ 23 8.2 Objectives .............................................................................................. 23 8.3 Key Deliverables .................................................................................... 23 8.4 Framework Contract............................................................................... 24 8.5 Method of Approach............................................................................... 24 8.6 Benefits .................................................................................................. 24 8.7 Process.................................................................................................. 24

9 Future Options ............................................................................................... 25 9.1 Option 1: Maintain Status Quo ............................................................... 25 9.2 Option 2: Retail Model for Simple Equipment; Status Quo for Complex

Equipment.............................................................................................. 25 9.3 Option 3: Retail Model for Simple Equipment; Loan Equipment Home

Delivery Service (LEHDS) for Complex Equipment ................................ 26 9.4 Option 4: Retail Model for Simple Equipment; West London Procurement

for Complex Equipment.......................................................................... 26 9.5 Option 5: West London Agreement for all Equipment ............................. 27 9.6 Option 6: Personal Budgets and Direct Payments.................................. 27

10 SWOT Analysis .............................................................................................. 28 10.1 Option 1 SWOT Analysis........................................................................ 28 10.2 Option 2 SWOT Analysis........................................................................ 29

212

Appendix 1

3

10.3 Option 3 SWOT Analysis........................................................................ 30 10.4 Option 4 SWOT Analysis........................................................................ 31 10.5 Option 5 SWOT Analysis........................................................................ 32

11 Financial Analysis.......................................................................................... 34 12 Risk Profile..................................................................................................... 35 13 Options Evaluation ........................................................................................ 36 14 Recommendation........................................................................................... 37 15 Financial Implications of Recommendation................................................. 38

15.1 Transition Costs ..................................................................................... 38 15.2 Funding Strategy.................................................................................... 38 15.3 Benefits Realisation................................................................................ 39

16 Considerations of Recommendation............................................................ 40 16.1 User Engagement .................................................................................. 40 16.2 Retailer Engagement.............................................................................. 43 16.3 HR / Legal Implications .......................................................................... 44 16.4 Environmental Impact............................................................................. 45 16.5 Impact on Performance Indicators.......................................................... 46 16.6 Impact on Section 75 Agreement ........................................................... 46 16.7 Equality Impact Assessment .................................................................. 46

17 Implementation .............................................................................................. 47 17.1 Implementation Pathway ........................................................................ 47 17.2 Business Continuity Plan........................................................................ 47 17.3 Governance Structure ............................................................................ 48 17.4 Resourcing Plan..................................................................................... 48 17.5 Risk Register.......................................................................................... 49 17.6 Evaluation Plan ...................................................................................... 50

18 Appendix 1 – Financial Evaluation of Options............................................. 51 19 Appendix 2 – Equality Impact Assessment.................................................. 56

213

Appendix 1

4

1 Version Control

Version Date Comment Author

0.1 08/12/08 Document Started Megan Davidson

0.2 05/01/09 Detail Added Megan Davidson

0.3 02/02/09 Detail Added Megan Davidson

1.0 11/02/09 First Draft Megan Davidson

2.0 19/02/09 Final Draft Megan Davidson

2.1 24/02/09 Amendments to Final Draft

Megan Davidson

214

Appendix 1

5

2 Executive Summary The current Integrated Community Equipment Service (ICES) is under pressure due to changing national and local policy regarding personalisation and in particular, the promotion of user choice and control, and growing demand due to changing demographics. An options appraisal has been undertaken to explore the different models for transforming the service to meet these drivers for change. Five options for transforming the existing service have been evaluated:

1. Maintain Status Quo 2. Retail Model for Simple Equipment; Status Quo for Complex Equipment 3. Retail Model for Simple Equipment; Loan Equipment Home Delivery Service for

Complex Equipment 4. Retail Model for Simple Equipment; West London Procurement for Complex

Equipment 5. West London Procurement for all Equipment

The options appraisal includes a comprehensive assessment of each option covering a SWOT Analysis, Risk Profile and Financial Analysis. Using the findings of the detailed assessment, a comparative evaluation of all options against agreed criteria was undertaken. Based on the evaluation, the recommended option for implementation is Option 3 – Retail Model for Simple Equipment; Loan Equipment Home Delivery Service for Complex Equipment. The retail model is essentially a prescription-based service where users receive a prescription for simple equipment (items less than £100) to redeem at an accredited retailer of their choice. The Loan Equipment Home Delivery Service (LEHDS) is a solution that ensures delivery of complex equipment (items more than £100) via a Regional Distribution Centre. The retail model and LEHDS solutions align with changing government and local policy around personalisation, choice, promoting independence and enabling self help by putting users at the heart of the service. It will also meet growing demand resulting from the demographic changes and creates a stimulated local market catering to self-funders. The interest of local retailers and users have been gauged through a formal engagement process. The feedback is positive with all retailers expressing an initial interest in working towards accreditation while users appreciate the notions of choice and self help. Implementation of the retail model and LEHDS will release efficiency savings. It is anticipated there will be a £295,000 year on year saving on the existing service. The costs of implementation will be recovered in 2010/11 with full financial benefits being realised in 2011/12. Implementation will be funded through capitalising the transition costs and writing off against savings generated in 2010/11. It is recommended implementation be in a phased approach to reduce risk and ensure continuity of service for users: Phase 1 – Implementation of Retail Model (April 2009 – October 2009) Phase 2 – Implementation of LEHDS (January 2010 – Q3 2010) Once the retail model is embedded and LEHDS fully operational the existing community equipment store will close resulting in a reorganisation of service. As such, all legislative and statutory requirements will be complied with in accordance with the Protocol for Managing Organisational Change.

215

Appendix 1

6

3 Purpose The purpose of this Options Appraisal Report is to:

• Present all options available for transforming the current community equipment service

• Analyse each option by o conducting a SWOT analysis o conducting a financial evaluation o understanding the risk profile o assessing against agreed evaluation criteria

• Recommend the most appropriate option for implementation and identify a high-level implementation pathway

216

Appendix 1

7

4 Background In 2000 the Department of Health published a recommendation to local authorities and health trusts that consideration should be given to the integration of their community equipment services into a single operation / service (Integrated Community Equipment Service – ICES). Although acceptance of the recommendation was not mandatory, Harrow Local Authority and PCT adopted this model by introducing a pooled budget as specified in the S31 Agreement. The ICES team primarily supported the management, delivery and maintenance of products purchased from 22 un-contracted suppliers, accounting for approximately 70% of equipment spend. The remaining 30% of spend was with a single contracted supplier, Talley, who provided a managed service for pressure relieving products. In 2007, Capita and Harrow Procurement worked collaboratively to identify opportunities to enable cashable savings from the ICES Supply Chain. The focus for savings enablement was the consolidation of supply and supporting processes, and the release of assets. After an options appraisal was undertaken to identify the optimal savings potential, ICES was migrated from the existing operational model to a fully managed service provided by a specialist supplier, Medequip. This exercise was unsuccessful largely due to TUPE implications that were not fully considered and effectively managed. The service was therefore transferred back “in house” and a preferred supplier contract established with Medequip from 1st October 2007. The contract was renewed in September 2008 and is due to expire 31st March 2009. Talley continue to provide pressure relieving equipment and a cleaning and refurbishment service with the Talley contract also due to expire 31st March 2009. The ICES store operates out of a single warehouse located at Central Depot, Forward Drive in Harrow. The warehouse including storage space and offices is rented from Harrow Council. There are 11 ICES staff including a Stores Manager, drivers, customer services officers and technicians. The technicians are based off-site at the Brember Centre in South Harrow which is due to close in July 2009. The ICES store is funded by a pooled budget of £1 million and issues around 12,000 items of equipment annually.

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5 Drivers for Change There are three key drivers for transforming the existing community equipment service. These are: • Performance issues with the current service • An anticipated growth in future demand • The introduction of the Transformation Programme Plan to deliver the

personalisation agenda launched by Central Government

5.1 Current Performance The current service is expensive with the total cost of service before credits being applied costing around £2.1 million annually (see Section 12). When compared to other West London boroughs that have outsourced arrangements with Medequip, it is apparent Harrow is not receiving optimal prices for products, delivery and credits, as evidenced by analysis conducted by the Royal Borough of Kensington and Chelsea. While Harrow’s cost to serve is high, there are also issues with the level of service being received from Medequip. Of large concern is the collection of used equipment that has not been decontaminated and refurbished / disposed of due to lack of resources and little co-operation from Medequip. It is not sustainable to continue with an expensive and inefficient service that only caters to a small amount of the total population requiring equipment.

5.2 Future Demand Demographic trends paint a stark picture. The population of older people is predicted to rise by 70% by 2036. In 2007 for the first time, the number of people aged over 65 exceeded the number under 18. The tables below highlight the anticipated national and local increases in the population of older people over the next 30 years.

5.2.1 National Demographics

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5.2.2 Greater London Demographics

5.2.3 Harrow Demographics

0.0 200.0 400.0 600.0 800.0 1000.0 1200.0

2004

2009

2014

2019

2024

2029

Lo ndo n Demo graphics - Older Peo ple2004 - 2029

65-74 75-84 85+

Total Increase of 31%

65 – 74 up by 33%

75 – 84 up by 19%

85+ up by 59%

Increase in 000s

0.0 200.0 400.0 600.0 800.0 1000.0 1200.0

2004

2009

2014

2019

2024

2029

Lo ndo n Demo graphics - Older Peo ple2004 - 2029

65-74 75-84 85+


65 – 74 up by 33%

75 – 84 up by 19%

85+ up by 59%

Increase in 000s

0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0

2004

2009

2014

2019

2024

2029

Harrow Demo g raphics - Older Peo ple2004 - 2029

65-74 75-84 85+


65 – 74 up by 26%

75 – 84 up by 29%

85+ up by 66%

Increase in 000s

0.0 5.0 10.0 15.0 20.0 25.0 30.0 35.0 40.0 45.0

2004

2009

2014

2019

2024

2029

Harrow Demo g raphics - Older Peo ple2004 - 2029

65-74 75-84 85+


65 – 74 up by 26%

75 – 84 up by 29%

85+ up by 66%

Increase in 000s

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5.3 Vision for the Future Care and support services for older people in Harrow and across the country are in danger of becoming out of date. New generations will expect greater choice and control over their services. They will demand access to quality information to shape services. Demographic changes mean services have to evolve to meet changing demand. In Harrow, the increasing diversity of the population and the over 50’s require services to respond. People are not and will not be content with a public service response that is hard to access and only available at a moment of acute crisis. The Adult and Housing service within Harrow Council have developed a Transformation Programme Plan (TPP) that responds to national and local drivers for change and sets out a new vision for care and support to deliver the following outcomes:

• Promotion of independence and enabling self help where possible by improving access to community equipment services for a broader section of the local population

• Providing service users and carers with more choice and control over how their needs are met

• Ensuring value for money by improving efficiency and performance against Government targets for service delivery

• Safeguarding of vulnerable people and the opportunity for vulnerable people to make a positive contribution to society and the economy

The TPP is a three-year programme resulting in service users controlling their own support and having greater access to services that prevent loss of independence that is critical to sustainable and improved outcomes for service users. This Options Appraisal will explore options for transforming the community equipment service in order to improve current performance and to move towards achieving the TPP objectives and aligning with national and local policy as well as preparing for an increase in future demand. The possible solutions that will be investigated include the Department of Health’s Retail Model and Loan Equipment Home Delivery Service (LEHDS) and West London Procurement led by the Royal Borough of Kensington and Chelsea. Information regarding each of the potential solutions is provided in the next sections.

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6 Department of Health’s National Retail Model

6.1 National Policy Context The government has set specific policy outcomes for the health sector, focusing on prioritising ‘choice’ as core to the provision of ‘quality’ service to users:

• Enabling people to live as independently as possible • Enabling people to exercise choice and control over the support they receive • Promoting high quality safe services • Supporting equality, human rights and social inclusion

In particular, Ministers have committed themselves to:

• Personalised social care and health services • Giving power and control to people to shape the services they need • Working with commissioners, providers and regulators of services to implement

policy • Improving the status of services and of the workforce in health and social care • Developing and sustaining a vibrant and innovative third sector • Ensuring value for money

6.2 Concerns Regarding Existing National Service The state is the largest single purchaser of community equipment. As a result the products:

• Lack any aesthetic and lifestyle appeal; they have a ‘medicalised’ appearance and are usually only available in white

• Are over-engineered for use in a home environment, unnecessarily adding to material manufacture costs

• Are specified to state requirements of basic functionality, longevity and ability to refurbish

Concerns regarding the existing community equipment service delivery were gathered from a variety of sources and are England wide. They are typical of many of the service and qualitative challenges faced by Local Authorities and Health Partners: Eligibility Assessment & Referral Information

• ‘Postcode lottery’ – eligibility criteria vary across the country

• Those who shout loudest, get what they want

• Eligibility criteria exclude those not eligible for state funding from receiving anything – even advice

• Decisions about users’ needs may be over-ruled due to financial constraints

• Little self referral, but multiple, confused and sometimes conflicting pathways

• Assessments are not holistic – e.g. lifestyle not taken into account

• Assessment process does not allow for changing needs

• Where different agencies are involved, assessment is disjointed

• Only partial needs are considered • Users have to repeat the same

information to different individuals involved in the process

• Assessment takes into account financial consideration for the service

• Insufficient information about products available for self-funders

• “System is bewildering” • Lack of signposting (to other

state and independently-provided services)

• Service is poorly advertised to general public

• Lack of basic information e.g. guidance notes on available services, lack of signposting between organisations

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Customer Service Waiting Times Products

• Attitude, skill and knowledge of assessors not consistent even within the same authority area

• There should be dignity and respect on both sides

• Waiting times can be unacceptably long – waiting for assessment or for delivery of equipment

• Lack of choice • Assessments only take

account of products that are state-funded, not the full range of products available

6.3 Transforming Community Equipment Services (TCES) Programme Objectives

On 22nd June 2006, the then Prime Minister Tony Blair launched the Transforming Community Equipment Programme which was tasked with undertaking a comprehensive review of existing community equipment services in England and developing a collaborative model for a new service that put users and carers at the heart. The TCES Programme is overseen by Phil Hope MP, Parliamentary Under Secretary of State for Care Services and sponsored and led by the Department of Health’s Older People and Disability Division. The Programme is part of the Care Services Efficiency Delivery Programme.

6.4 Outcomes of Consultation Phase I of the Programme involved extensive consultation with all stakeholders and concluded that in the future:

• The state should refocus resources to meet the needs of those members of the population with the most complex needs

• Affordability should be addressed by creating efficient and sustainable alternatives to public provision – a model for the next 25-30 years

• Publicly funded products should change to reflect complex needs, this means that the current range of products purchased should change

• Users who could benefit from the current range of low cost / value products should be empowered to self-help

• The market should be stimulated to develop the capacity to absorb increased demand because of population growth.

6.5 Current Service Conclusions The consultation process led to a number of conclusions: • The current community equipment service will not effectively or efficiently address

the central government policy objectives • It is believed that the current service structure will not achieve the outcomes required

to deliver the personalisation, choice and independence agendas • Although the existing publicly provided community equipment service meets the

needs for those users who are entitled to access the service, more users are being excluded from the service

• The existing retail market is fragmented and underdeveloped, seriously undermining the preventative benefits that could be realised by the wider population.

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6.6 Community Equipment Components As shown in the diagram below, community equipment has been segmented into simple aids to daily living (SADLs), complex aids to daily living (CADLs) and bespoke/special equipment. The prescription based model is a solution for simple aids to daily living, typically simple equipment that is less than £100. Information on the remaining equipment – complex aids to daily living (CADLs) can be found in Section 7.

The outcome of the review recommended a conceptual retail model that moved the provision of ‘simple’ equipment (items less than £100) into the retail space. Approval was given to develop the conceptual retail model into a reality. The retail model was then collaboratively designed and developed in partnership with a number of authorities and their NHS partners in the North West including Oldham, Cheshire, Wirral, Manchester and Lancashire.


Home Delivery ServiceSimple Aids to Daily

Living (SADLs)Bespoke or

Specials

Equipment owned by User

Equipment loaned to User

Equipment loaned to

User

PrescriptionePrescription

• These products will be obtained by the user

exchanging a prescription for the product

• Users will be able to ‘top up’ to a different

colour or style of product as long as it is

within the functional range of the prescription

• Prescription products will be from the national catalogue and there will be one price, the national tariff, paid

across England

• Simple Aids to Daily Living (SADLs) are simple equipment

less than £100

• Specials or bespoke equipment will continue to be

provided through a locally commissioned service

• Complex Aids to Daily Living (CADLs) are complex equipment more than £100

• Also included are products used in conjunction with complex equipment e.g. slings

• CADLs will require installation, servicing & maintenance, delivery, decontamination & refurbishment




Specials



Equipment loaned to

User





Specials



Equipment loaned to

User








across England


less than £100






223

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14

6.7 Shadow Running The retail model was ‘shadow run’ with the five partner sites as a critical part of the process to test, validate and grow a robust model. The purpose of shadow running was to ensure the process:

• Enabled users and their carers to take an equipment prescription to an accredited retailer and receive in exchange the prescribed equipment

• Started, in embryonic form, a new marketplace for community equipment that would provide users and carers with the same consumer experience (quality and standards) they expect from any other retailer of commodities

• Provided clarity about the financial benefits for the change • Developed high confidence in the user and carer appetite for change • Developed high confidence in the sustainability of the change • Developed a range of tried and tested tools and templates for other organisations

to use should they elect to implement the retail model Specific measurement data was collected over a four month period and Ipsos MORI conducted independent surveys with each shadow running site to understand the impact of the new retail model. The headline results were very positive with users being satisfied with the overall service they received, as well as having high levels of satisfaction with each stage of the prescription process. The responsiveness of staff, speed of service and quality of equipment were the most commonly mentioned factors for users’ satisfaction with the new model. The high level of satisfaction was clearly transferred into a positive reputation for both the retail model and retailers. There is an appetite among users to be offered choice and flexibility. Most users feel it is important for them to be offered choice when it comes to equipment, as well as a choice in the individual retailer that fulfils their prescription.

6.8 Key Benefits The key benefits of the retail model include:

Benefit Description

Normalisation / mainstreaming of the service

Everyone will benefit from normalisation of the service. Under the retail model, the service becomes a mainstream service. It is unlikely to continue to be called an ‘equipment service’. It will change from a state provided ‘medicalised’ service to a retail outlet for aids to daily living. Normalisation of the service will benefit those who are current service users as well as those who would not categorise themselves as having a medical or social care need.

224

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Increased accessibility and improved delivery mechanisms

More accessible service as there will be accredited retailers rather than limited access through the state. Retailers will have to employ competent staff who are qualified to a regulated standard. Products can be purchased and taken directly or delivered conveniently. More accessible needs assessment as there will be more accessible and full assessment of equipment needs unconstrained by budget considerations. Full assessments will be offered by Independent Needs Assessors, based locally to the user, for both self-funders and state funded. Independent Needs Assessors can also offer therapeutic services. A self assessment tool on the web will support the expectation of future users.

Greater flexibility Users can pay for the equipment using IB / DP / Smart Payment mechanisms (if eligible for state help) or self-fund, or top up.

Improved assessment times

Due to increased use of self-assessment and self-referral and a more accessible service, users will not experience the current lengthy waits for assessment. Future users, who are more web attuned, will be able to access web solutions.

Greater control The retail market model is consumer driven. Users and carers are at the heart of the service as they have spending power and they will have a more dynamic relationship with suppliers and practitioners.

Access to consumer protection legislation

Moving from state provision to a retail model will offer publicly funded users and carers the additional benefits of protection under consumer protection legislation

Change from commissioned service to retail market dynamics

The market dynamics will drive competition and innovation. The incentives to meet the prevention agenda will be aligned (i.e. the market will encourage those with low level needs to purchase equipment and normalise access to equipment as needs deteriorate vs limiting demand and rationing equipment to only those entitled (complex needs). The commissioning exercises to be undertaken at a national and local level will also be better informed. The accredited retailers will collect spend data. Commissioners will incorporate it with other data to accurately forecast supply and demand for state provision.

Easier access to information

A key component of the retail market model is the national communication standard. This will be developed jointly with all key stakeholders. The national communication standard will be delivered by participants in the market to ensure that information about equipment is readily available to all. The communication standard is supplemented by the proposed web portal.

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Benefits of owning equipment

The existing service is a loan service whereas the retail market model proposes that users own their equipment. The benefits to ownership include: Users prefer to have new, not refurbished equipment, particularly equipment used for personal activities e.g. toileting. Users have freedom to use equipment how, where and when they want – they are not tied to the ‘conditions for use’ set by local authorities. These can restrict how and where users can use equipment, e.g. users may not be allowed to take the piece of equipment on holiday. The top-up option will allow users to get what they really want, not just what the state can afford.

Innovation

The removal of the states’ disproportionate influence over product specification will create a direct and dynamic relationship between the user and suppliers. Greater competition will drive innovation as suppliers vie to attract customers.

6.9 National Governance Structure

6.9.1 National Catalogue A national catalogue has been prepared incorporating the most common items of equipment issued through community equipment stores in England. The TCES programme involved occupational therapists and specialist nurses in the preparation of the national catalogue. Generic specifications, meeting clinical need, have been developed to ensure the widest range of equipment items are available in the retail

Market place(Private Sector,

Third Sector, etc)

Apply to become

accredited

ExchangePrescription for

equipment(Top up option)

Normal Consumer Contract between

User & Retailer

Return fulfilled prescriptions

Arrange Retailer Payments

Complex Aids to DailyLiving Home

Delivery Service

Simple Aids to Daily Living

Local Authority &

NHS partners

ePrescription

Issue prescription


Equipment loaned to the User

Users

Regional CADLs

Solution

National catalogue &

Tariff

Prescription Clearing Solution

*Contracts for Prescription Clearing

Service. Fee per prescription

*Contracts for regional Complex Aids to Daily Living Home Delivery Service and supplier

management

Includes Retailer Feeper prescription paid

by the state

CEDAB Accreditation

Body

Information

Market place(Private Sector,

Third Sector, etc)

Apply to become

accredited

ExchangePrescription for

equipment(Top up option)

Normal Consumer Contract between

User & Retailer

Return fulfilled prescriptions

Arrange Retailer Payments

Complex Aids to DailyLiving Home

Delivery Service


Local Authority &

NHS partners

ePrescription

Issue prescription


Equipment loaned to the User

Users

Regional CADLs

Solution

National catalogue &

Tariff

Prescription Clearing Solution

*Contracts for Prescription Clearing

Service. Fee per prescription

*Contracts for regional Complex Aids to Daily Living Home Delivery Service and supplier

management

Includes Retailer Feeper prescription paid

by the state

CEDAB Accreditation

Body

CEDAB Accreditation

Body

Information

226

Appendix 1

17

marketplace. The catalogue is divided into simple equipment and complex equipment items. Each local authority and health partnership will be able to tailor the catalogue to reflect the range of products they will provide within their locality.

There will still be special one-off or bespoke items that will continue to be sourced through a locally commissioned arrangement. These will be reviewed from a national perspective and considered as additions to the national catalogue as required. It is intended the national catalogue will be reviewed regularly through an independent review panel and the process will involve users and their carers / personal assistants, practitioners and third sector organisations specialising in product evaluation such as Ricability, Disabled Living Foundation, the College of OT’s, NAEP Special Interest Groups and individual experts.

6.9.2 National Tariff The national tariff is the public sector retail purchase price assigned to all products on the catalogue. This price will be paid by the public sector to accredited retailers who fulfil prescriptions that they are presented with for items from the catalogue. In addition, accredited retailers will also receive a prescription handling fee per prescription raised in addition to the tariff for the cost of equipment. The initial tariff has been calculated as follows:

• The lower quartile of the weighted average of current local authority community equipment purchasing costs for each item was calculated

• From this, a wholesale price was calculated • The resultant figures were benchmarked against prices agreed by accredited

retailers in areas where the retail model has already been implemented • The views of a number of independent retailers were sought and reflected in the

tariff as necessary In addition a separate commercial price benchmarking exercise was undertaken to finalise the national tariff. The tariff will be reviewed and updated regularly to incorporate additional items that are subsequently identified as necessary and to align with changing market conditions.

6.9.3 Prescription Clearing Solution It is currently estimated around 3 million prescriptions for equipment will be issued annually. Prescriptions can be redeemed at any accredited retailer, not just accredited retailers in the locality of the issuing local authority / NHS partnership. Retailers will be required to send fulfilled prescriptions to an organisation responsible for prescription clearing in order to receive payment for the prescriptions they have redeemed. 1. Processes: The prescription clearing house will receive prescriptions, check,

validate, batch and process prescriptions and invoices for payment. It is intended this would be web based but a manual process may be operated initially. From the key information contained within the prescription the value of equipment issued by each retailer will be checked and the reimbursement calculated. It is intended the prescription clearing house will be able to pay retailers and charge local authority / NHS partnerships but local authority / NHS partnerships could choose to receive collated information and handle payments to retailers direct from their own systems.

2. Management Information: There are key pieces of information contained within the prescription and the prescription clearing house will be able to generate a variety of

227

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reports to enable local authorities and their NHS partners to manage their local budgets.

6.9.4 Accreditation Body The TCES Programme recognises the concern that local authority and health partners have in ensuring they discharge their responsibilities and duty of care to individuals. The retail model includes the function of an Accreditation Body to ensure that the market behaves in a manner that reflects the needs of users and their carers/personal assistants. The body is responsible for registering and accrediting all retailers who wish to redeem prescriptions. Retailers need to fulfil stringent criteria aimed at assuring the integrity and quality of the service users will receive.

6.10 High-Level Process In place of a needs assessor generating an internal requisition, the user will be given a prescription to take to a retailer of their choice: Central to the retail model has been the development of a prescription-based system for the issue of equipment. The core principles that govern the process include:

• Where there is an assessed need, state bodies issue users and carers with a ‘prescription’ that can be exchanged for free equipment at an accredited retailer

• Users have the option to ‘top up’ to another product of their choice within the same functional range, giving them choice empowerment

• The creation of a transparent (but self-regulated) marketplace for equipment • Retailers will have to be accredited to redeem state prescriptions and will be

required to stock the national catalogue through their physical retail outlets or via call-off from suppliers.

6.11 Delivery, Fit & Installation If a user has the ability to access a retailer on their own or with support from a carer or family member, a prescription would be issued for them to redeem themselves. This is agreed at the point of assessment. When redeeming the prescription the user could

Need AssessedNeeds

£J Bloggs Equip.

Batch prescriptions and send to

LA/PCT

Exchange prescription for

product or top-up to product of their

choice

Retail Staff with agreed level of competence

match prescription with

product range

Proposed ‘To Be’ ModelProposed ‘To Be’ Model

Retail Outlet of their choice

Prescription generated

Basic ‘As-Is’ ProcessBasic ‘As-Is’ Process

Retailer gets paid

1 2 3 4 5 6 7 8

new new newnew new

Loan

Store

Needs Need Assessed Contact Loan Store

Equipment delivered or picked up

£

Budget recharged

1 2 4 6 8Requisition generated

3Requisitions /

Purchase orders etc sent to

LA/PCT finance

75Schedule work

Need AssessedNeedsNeeds

££J Bloggs Equip.J Bloggs Equip.

Batch prescriptions and send to

LA/PCT

Exchange prescription for

product or top-up to product of their

choice

Retail Staff with agreed level of competence

match prescription with

product range

Proposed ‘To Be’ ModelProposed ‘To Be’ Model

Retail Outlet of their choice

Prescription generated

Basic ‘As-Is’ ProcessBasic ‘As-Is’ Process

Retailer gets paid

1 2 3 4 5 6 7 8

new new newnew new

Loan

StoreLoan

Store

NeedsNeeds Need Assessed Contact Loan Store

Equipment delivered or picked up

££

Budget recharged

1 2 4 6 8Requisition generated

3Requisitions /

Purchase orders etc sent to

LA/PCT finance

75Schedule work

228

Appendix 1

19

choose to pay for delivery, delivery and fit or delivery and installation of the equipment. The cost of delivery, fit and installation services is determined by the retailer. The retail model does take into consideration users who are unable to access a retailer on their own and have no carer or family network (i.e. vulnerable patients). In these situations delivery, delivery and fit, or delivery and installation can be prescribed. The user can arrange their own delivery with a retailer of their choice or jointly with an assessor. On delivery day the retailer will bring a selection of equipment along with the prescribed equipment so the user will still receive choice. The retailer will demonstrate how to use the equipment and will fit and/or install if required. Where fit and installation services are not offered by the retailer, they will be provided through a locally commissioned arrangement.

6.12 Hospital Discharge Process Best practice and planning is crucial to making the retail model work. Where a patient has a planned hospital visit i.e. hip replacement, equipment can be prescribed and redeemed at a retailer in advance in readiness for when the patient is discharged. Where a patient has an unplanned hospital visit, simple equipment can be issued from a pool of stock on hand then replenished through local retailers. The majority of hospital discharges will require complex equipment as well as simple equipment. See section 7.6 for further details on how this will be provided.

6.13 Urgent / Out of Hours Process Out of hours and urgent equipment requests will be handled by emergency stores as currently done. Replenishing emergency stock of simple equipment would be done through arrangements with local retailers.

6.14 Alignment with Direct Payments and Personal Budgets Direct payments are cash payments made to individuals who have been assessed as needing services. The aim of a direct payment is to give more flexibility in how services are provided. By giving individuals money in lieu of social care services, people have greater choice and control over their lives, and are able to make their own decisions about how their care is delivered. Personal budgets are designed to also bring about independence and choice for people receiving care or support. It gives them a full understanding of the finance that is available, in order to empower them to take control and make decisions about the care that they receive. The retail model for community equipment integrates with the direct payments and personal budgets initiatives. At the point of needs assessment, the user can choose to receive a prescription for simple equipment, a direct payment to purchase equipment themselves, or receive equipment as part of a complete care package. The retail model, direct payments and personal budgets are not separate agendas but fundamental components of a future social care system that delivers greater personalisation, choice and improved quality.

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20

7 Loan Equipment Home Delivery Service The Loan Equipment Home Delivery Service (LEHDS) is a national solution being developed by the Department of Health for the provision of complex aids to daily living (CADLs). Complex equipment includes equipment that is more than £100 and will typically require delivery, installation, servicing & maintenance, decontamination and refurbishment.

7.1 Community Equipment Components

7.2 Proposed Solution The proposed LEHDS solution is delivery of complex equipment through regional distribution centres (RDCs). Suppliers will deliver in-scope products to the RDC. Each RDC will hold the full range of in-scope products and undertake all usual warehouse operations plus decontamination and refurbishment activities. Each RDC will have a dedicated fleet and drivers for customer home delivery service. The drivers will have the competencies to install and demonstrate the full range of equipment. There will also be a collection service for equipment. All complex equipment will continue to be loaned to the user and will be serviced, repaired and maintained as required. An IT system and regional governance structure will support the LEHDS solution. The LEHDS solution is planned to be developed and tested by Q4 2009 and ready for implementation by Q1 2010.




Specials



Equipment loaned to

User








across England


less than £100









Specials



Equipment loaned to

User








across England


less than £100






230

Appendix 1

21

7.3 Scope of Products and Services Products to be included in the LEHDS solution:

• Bath / Shower Chairs • Bath Lifts • Profiling Beds • Cot Sides / Bumpers • Mattresses • Back Rests / Pillow Lifters • Hoists • Slings • Pressure Relieving Cushions • Pressure Relieving Mattresses • Ramps • Suction Machines and Medical Equipment

Services to be included:

• Order management • Equipment purchase, storage and restocking • Home delivery • Home installation and demonstration • Home servicing and routine maintenance • Home emergency maintenance • Collection from home • Decontamination • Refurbishment • Providing management information

7.4 Benefits The benefits of having a regional contract for complex equipment include:

• LA and NHS partnerships will be able to gain control over the supply chain covering £92 million in expenditure for complex aids to daily living

• The state will be able to exert leverage on suppliers as to how goods are procured and delivered to meet the needs of state supported users at least cost

• Reduction in direct costs in the supply chain through better buying, better planned and managed service, maintenance and asset management

• Improvement in service to state supported users through better availability and speedier delivery of products

• Increase in efficiency of prescribers by reducing the time spent ordering and chasing up equipment

• Enhanced skills of the staff working in the community equipment service through up-skilling to use new technology

• Opportunity to fully exploit the opportunities to leverage spend and reduce cost through expanding the service to include bespoke or special products

• Provides purchasing economies of scale • Opportunity for existing stores staff to be redeployed to the regional distribution

centre • Standardised service provision across the region • Standard measurement can be achieved across the region and between regions • Investment in new technology will bring customer service and efficiency

improvements

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22

7.5 High-Level Process Prescribers will be able to place order or collection requests by:

• Telephoning directly into a dedicated customer services team • Through a web-enabled booking screen

The orders will be received on the regional distribution centre’s order management system, to be picked, packed, routed and delivered within the specified time. Returns will be scheduled for collection. At all stages the order or collection status can be tracked. The delivery crew will pre-call the customer to check availability to receive the goods or have them uplifted. On arrival, the crew will remove obstacles and protect carpets, remove packaging and assemble (or dissemble) the products. Products will be demonstrated to agreed protocols. Random customer surveys will be undertaken and fed back to delivery teams.

7.6 Hospital Discharge Following good practice will mean that the RDC can readily provide the right equipment ‘package’ in time for a user’s arrival at home. For Friday afternoon discharges, there will be a premium service to respond to requests for delivery within 2 or 4 hours. Flexible packages that include both simple and complex equipment can be delivered as a ‘one-stop’ solution.

7.7 User Choice The LEHDS solution will still provide users with an element of choice. As in the example below, if a user is prescribed as requiring both simple and complex equipment, the user can choose to receive a prescription for the simple equipment and have the complex equipment delivered, or choose to have all equipment provided through the home delivery service if that is their preference.

Mr Fletcher receives a prescription for the simple equipment as his

daughter is keen to see the items demonstrated

The complex equipment is delivered, demonstrated and installed through the home

delivery service in conjunction with the District Nurse

Mr Fletcher has a long-term illness and soon will be

discharged from hospital

He has been prescribed a profiling bed, pressure relieving mattress, a

commode, wheeled walker, pressure relieving cushion and a bath lift. The equipment needs to be in place for Mr Fletcher to be

returned home.

All equipment provided through the home delivery

service if that is Mr Fletcher’s preference

Option 1 Option 2

Mr Fletcher receives a prescription for the simple equipment as his

daughter is keen to see the items demonstrated

The complex equipment is delivered, demonstrated and installed through the home

delivery service in conjunction with the District Nurse





returned home.



Option 1 Option 2





returned home.



Option 1 Option 2

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8 West London Procurement

8.1 Background The Royal Borough of Kensington & Chelsea (RBKC) currently outsource their community equipment service to Medequip under the ICES initiative. The current model has given rise to questions such as:

• Is joint purchase power being maximised? • Is the overall standard being set or is it reacting to local relationship issues?

From a West London perspective, it is clear the current position is not being maximised. With their contract ending in March 2009, RBKC started looking at re-tendering while considering opportunities to improve their purchasing power and service. One such opportunity included working together with other West London boroughs. After an initial meeting, it was agreed there were benefits in collaboration. The West London Procurement project was then initiated which aimed to unite West London boroughs to agree a framework contract based upon a common service specification with the aim of maximising joint purchasing power and setting the future service agenda. The West London Procurement includes both simple and complex equipment. The project has been led by RBKC with input from the following boroughs:

• Brent • Camden • Ealing • Hammersmith and Fulham • Harrow • Hillingdon • Hounslow • Westminster

More recently Southwark, Wandsworth and Waltham Forest.

8.2 Objectives Against the background of the DH integration agenda and maximising service user’s choice, the aim of the West London Procurement is to explore the benefits of a common service specification and delivery.

8.3 Key Deliverables There are three key deliverables that will form the future solution: 1. Service Specification – outlines the business processes for the provision of

community equipment, developed through a series of workshops with participating boroughs. Processes include prescriber setup, user setup, equipment ordering, managing and using the catalogue, stock management, delivery, fitting, minor adaptations, collections, service and maintenance, and after care.

2. IT Specification – outlines the minimum requirements for a system that supports both the retail model and a locally commissioned service for ordering and stock management. Requirements include security, usability, interfaces, maintenance and support. RBKC are also conducting an options review to understand if the IT system will be provider owned or 3rd party hosted.

3. Framework Contract – agreed core provisions with the selected equipment provider regarding product prices, service delivery and quality based on the common Service Specification. The Framework Contract will be used as a basis for individual contract

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negotiation by each participating borough. The Framework Contract will be developed and finalised through a process of ‘competitive dialogue’.

8.4 Framework Contract There will be a tendering process to award the Framework Contract. A contract notice was issued 18th December according to EU regulations, inviting potential providers to respond. Ten respondents will be short-listed against an award criteria including business strategy, financial eligibility, low risk of failure, data management, customer care and references. Successful short-listed providers will participate in a ‘competitive dialogue’ to assess the markets capability to deliver according to the service specification and to develop the Framework Contract. The selected provider will be awarded the Framework Contract. Once established, each participating Authority will then decide whether or not to enter into its own contract direct with the service provider based upon the Framework Contract. The timeline to have the Framework Contract awarded is end of May 2009. Individual boroughs can then begin individual contract negotiation and implementation from May.

8.5 Method of Approach Participating boroughs and health trusts have nominated key personnel to attend workshops and to provide key service information (for example details of existing contracts, volumes and range of equipment / services). The protocol governing ongoing joint working is yet to be agreed. This will need to cover:

• How sites can access the framework contract • Who has responsibility for post contract administration / activities including

negotiating equipment prices (including inflation) • The workings of any volume discount mechanism and which authority will

administer the arrangements • Any ongoing administration fee

8.6 Benefits The joint procurement should result in:

• Lower overall costs by maximising joint purchasing power • Greater use of specials / bespoke stock • Operational efficiencies in terms of common processes and documentation • A forward looking information system that supports future changes • Ability to directly influence suppliers contract management and developmental

processes

8.7 Process An approved prescriber will order a piece of equipment on the web. For each prescriber an authorisation profile is set up which controls the range of equipment that can be ordered and the delivery period. On delivery, the Authority then pays the agreed price and activity fee and ownership of the equipment passes to the Council.

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9 Future Options There are five key options for the future service that will be explored in this options appraisal. Each option will be fully assessed against a SWOT Analysis, financial cost/benefit analysis and agreed evaluation criteria to determine the most suitable way forward for Harrow.

9.1 Option 1: Maintain Status Quo

9.2 Option 2: Retail Model for Simple Equipment; Status Quo for Complex Equipment

Store to remain operating as currently Practitioners continue to order equipment through the storeStore to arrange issuing of equipment, delivery and collectionStore to arrange replenishment of stock through preferred supplier contract

This option will require a new negotiation for preferred supplier once the Medequip contract expiresPressure relieving equipment and cleaning will continue to be provided through the Talley contracts

RetailerRetailer

For all complex items of equipment (more than £100) and bespoke/specials, continue to issue from the store as currently doneWhere both simple and complex equipment is required, issue from the store to ensure the User receives a “one stop” solution (particularly for hospital discharge)Continue to provide an in-house delivery / fit / installation / repairs and maintenance serviceFor urgent needs, continue to respond as currently donePreferred supplier contract for provision of complex equipment and small volume of simple equipment

For all simple items of equipment (less than £100), Practitioners issue a prescription that Users can redeem at an accredited retailerFit and/or installation services can be prescribed as neededDelivery can also be prescribed if the User is deemed unable to do this themselvesFor hospital discharge and urgent needs requiring simple equipment, issue equipment using a pool of stock on-site which is then replenished via a retailer

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9.3 Option 3: Retail Model for Simple Equipment; Loan Equipment Home Delivery Service (LEHDS) for Complex Equipment

9.4 Option 4: Retail Model for Simple Equipment; West London Procurement for Complex Equipment

Regional Distribution CentreRegional Distribution Centre

For all complex items of equipment (more than £100), an e-prescription will be sent to the regional distribution centre for deliveryThe regional distribution centre will arrange delivery, collection, decontamination, servicing and repairs for complex equipmentPremium service to respond to urgent complex equipment requests for delivery within 2 or 4 hours

RetailerRetailer

For users exiting hospital requiring both simple and complex equipment, they have the choice of receiving a prescription for simple equipment to redeem themselves (or by a carer / family member) or receiving both simple and complex equipment through the LEHDS solution as a “one stop solution”Existing store will ultimately close


West London ProviderWest London Provider

For all complex items of equipment (more than £100), Prescribers use the West London Procurement solution

Single provider of equipment for all West London boroughsSingle catalogue and equipment prices across West London boroughsSingle ordering and management systemDelivery, fit, installation, repairs and maintenance of complex equipment all performed by single provider

Existing store will ultimately close

RetailerRetailer


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9.5 Option 5: West London Agreement for all Equipment

9.6 Option 6: Personal Budgets and Direct Payments There was initial discussion around using personal budgets and direct payments to provide equipment to users, whereby users are either given a ‘voucher’ of a certain value as part of a total care package or given cash in which to purchase equipment. However this option was discounted as first of all the NHS cannot provide direct payments and secondly it is recognised the current retail market is immature i.e. there are very few retailers in which to redeem vouchers or exchange cash for required equipment. Also the option of receiving direct payments or personal budgets can be incorporated into the retail model.

West London ProviderWest London Provider

For all community equipment, Prescribers use the West London Procurement solution

Single provider of equipment for all West London boroughsSingle catalogue and equipment prices across West London boroughsSingle ordering and management systemDelivery, fit, installation, repairs and maintenance of complex equipment all performed by single provider

Existing store will ultimately close

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10 SWOT Analysis SWOT Analysis is a method used to evaluate the strengths, weaknesses, opportunities and threats of options for the way forward to enable informed decision-making. Strengths: Internal attributes that are helpful in achieving transformation Weaknesses: Internal attributes that are harmful in achieving transformation Opportunities: External conditions that are helpful in achieving transformation Threats: External conditions that could prevent transformation

10.1 Option 1 SWOT Analysis Maintain Status Quo

STRENGTHS WEAKNESSES • Existing jobs maintained – no

redundancy or TUPE implications • Positive perception of local service that

is locally delivered by local people • Local knowledge of community and

service users • A known quantum i.e. familiar with

what works and what does not therefore can anticipate and resolve issues

• Continuity of service • Flexible and responsive i.e. deliveries

given priority

• Does not align with changing government policy around personalisation, choice, promoting independence or enabling self help

• Does not achieve any efficiency savings cost of existing service is not good value for money

• Cannot sustain increase in demand associated with anticipated demographic changes

• Does not cater for self-funders requiring equipment

• Undermines current work on Self Directed Support, Personal Budgets and Direct Payments

• Does not align with Harrow’s long term strategy or objectives for change

• Leaves Harrow behind nationally • Maintains current performance levels which will

impede progress towards improving CSCI rating • Inefficient purchasing economies • Wasteful of special / bespoke equipment i.e.

limited scope for recycling • High cost of recycling arrangements • Continued problem around lack of resources to

refurbish contaminated equipment • Delivery through Medequip does not always meet

required performance targets • Does not put users at the heart of the service • Does not contribute to development of local

economy • Does not cater for self-funders requiring

equipment

OPPORTUNITIES THREATS

• Opportunity to negotiate better terms for existing preferred supplier contract

• Opportunity to reconfigure the existing service e.g. direct payments

• Talley could increase prices and change conditions of contract for pressure relieving equipment

• Talley could increase prices for cleaning equipment

• Preferred supplier may not be able to provide required level of service / prices

• Changing market environment (e.g. national rollout of retail model) could adversely impact

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contract arrangements regarding price and supply

10.2 Option 2 SWOT Analysis Retail Model for Simple Equipment; Status Quo for Complex Equipment

STRENGTHS WEAKNESSES

• Stores staff will remain in place (or potentially redeployed) therefore no TUPE or redundancy implications

• Aligns with changing government policy around personalisation, choice, promoting independence or enabling self help

• Will achieve some efficiency savings • Maintains local control of complex equipment • Meets growing demand resulting from

demographic changes • Complements current work on Self Directed

Support, Personal Budgets and Direct Payments

• Aligns with Harrow’s long term strategy and objectives for change

• Puts users at the heart of the service (i.e. choice of retailers, demonstration of equipment, top-ups)

• Contributes to development of local economy • Creates a stimulated local market catering to

self-funders • Low risk approach i.e. could be a safe step

change towards full transition of the service

• Does not achieve full potential efficiency savings

• Inefficient to keep store operational (i.e. high operational costs and overheads with low throughput of complex equipment high unit costs)

• Does not achieve purchasing economies of scale for CADLs that can be achieved through LEHDS or WLP

• Wasteful of special / bespoke equipment i.e. limited scope for recycling


• Opportunity to meet users growing need for choice and control over how their needs are met

• This could be an interim solution before moving to the LEHDS or WLP solution

• Talley could increase prices and change conditions of contract for pressure relieving equipment

• Changing market environment could adversely impact contract arrangements regarding price and supply of CADLs

• Potential for less favourable contract for CADLs given small volume

• Vulnerability given single supplier arrangements for CADLs

• Potential for miscommunication and negative perception regarding the service with users

• Potential lack of local retailers who want to become accredited

• Difficult to recall products for housebound and vulnerable patients

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10.3 Option 3 SWOT Analysis Retail Model for Simple Equipment; LEHDS for Complex Equipment


• Aligns with changing government policy around personalisation, choice, promoting independence or enabling self help

• Will achieve full potential efficiency savings • Meets growing demand resulting from

demographic changes • Complements current work on Self Directed

Support, Personal Budgets and Direct Payments


• Will lead to improved performance indicators which will accelerate improvements in CSCI rating

• Improved purchasing economies of scale from pooled national volumes



self-funders • Aligns with Department of Health’s national

solution • Low risk approach as can be implemented in

phases (implement retail model then once embedded implement LEHDS)

• TUPE and redundancy implications when store closes and staff transferred to LEHDS

• Loss of local control of service delivery as it’s a more remote solution

• Loss of staff means loss of knowledge which would be expensive to regain


• More effective re-use of CADLs, special / bespoke equipment (across region or even nationally)


• Increased control over product and service prices / rates

• Market innovation which will ultimately lead to improved products at better prices

• Redeployment of stores staff e.g. technicians could be redeployed to major adaptations team



• Difficult to recall products for housebound and vulnerable patients

• Unclear as to what the national solution for CADLs will be (DH still designing and developing)

• The regional distribution centres could be in a sub-optimal location making delivery against targets difficult

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10.4 Option 4 SWOT Analysis Retail Model for Simple Equipment; West London Procurement for Complex Equipment

STRENGTHS WEAKNESSES • Aligns with changing government policy

around personalisation, choice, promoting independence or enabling self help

• Will achieve some efficiency savings through retail model

• Meets growing demand resulting from demographic changes

• Complements current work on Self Directed Support, Personal Budgets and Direct Payments


• Will lead to improved performance indicators which will accelerate improvements in CSCI rating

• Improved purchasing economies of scale from pooled West London volumes

• Will maximise re-use of special and bespoke equipment by sharing between Authorities



self-funders • Can set specific performance targets for

delivery

• TUPE and redundancy implications when store closes and staff transferred to provider

• Unclear as to what the financial and qualitative benefits will be for WLP assumption it does not achieve full potential efficiency savings

• Loss of local control of service delivery • Unclear as to what the IT implications will

be (training costs, implementation timeframe, software/hardware costs)

• Limited control over development of the framework contract and selected provider

• Is not true transformation WLP is a procurement exercise that does not take into consideration national solution and national/local drivers for change

• Lack of transparent management information (e.g. refurbishment costs)

• Complicated transfer of ownership of current Harrow-owned equipment out in the community

• In-house admin team required to deliver WLP which means double administration costs

• Solution still being developed



• Could be an interim solution before moving to LEHDS

• Market innovation which will ultimately lead to improved products at better prices

• Redeployment of stores staff e.g. technicians could be redeployed to major adaptations team

• Flexible could offer users option of retail model or buying in from contract

• Can ‘opt in’ to the framework contract at any point in time



• Difficult to recall products for housebound and vulnerable patients through retail model

• Individual contract negotiation required for CADLs may not get improved service delivery to meet performance indicators

• Medequip could be new framework contract provider negative view within Harrow from past experience

• Limited number of potential providers of the framework contract may not be able to meet service specifications

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10.5 Option 5 SWOT Analysis West London Procurement for all Equipment


• Releases some efficiency savings through stores closure

• Improved purchasing economies of scale from pooled West London volumes

• Will maximise reuse of special and bespoke equipment by sharing between Authorities

• Cross-boundary deliveries • Can set specific performance targets for

delivery

• TUPE implications once store closes and staff transferred to new provider

• Complicated TUPE process with little clarity provided by RBKC

• Does not align with changing government policy around personalisation, choice, promoting independence or enabling self help

• Unclear as to what the financial and qualitative benefits will be for WLP assumption it does not achieve full potential efficiency savings

• Loss of local control of service delivery • Cannot sustain demographic growth and

increase in demand • Does not align with current work on Self

Directed Support, Personal Budgets and Direct Payments


• Is not true transformation WLP is a procurement exercise that does not take into consideration national solution and nation/local drivers for change

• Lack of transparent management information (e.g. refurbishment costs)

• Complicated transfer of ownership of current Harrow-owned equipment out in the community

• In-house admin team required to deliver WLP which means double administration costs

• Solution still being developed • Puts “all our eggs in one basket”


• Could move towards LEHDS in the future • Opportunity to negotiate better service terms • Can ‘opt in’ to the framework contract at any

point in time

• Individual contract negotiation may not get improved service delivery to meet performance indicators

• Medequip could be new framework contract provider negative view within Harrow from past experience

• Limited number of potential providers of the framework contract may not be able to meet service specifications

• Capacity of provider to deliver across all West London boroughs within delivery times required

• Retail model could become mandatory in

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the future

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11 Financial Analysis The following is a summary of the financial analysis that highlights the overall costs and financial benefits for each of the options against the existing service. A more detailed financial analysis for each option is available in Appendix 1.

Note 1: the savings identified are year on year. There are potential savings on cost of product that have not been incorporated into the overall savings as it is anticipated product price savings will be reinvested to meet a growth in demand. Note 2: there is a significant difference of cost of Commissioning and Logistics when comparing Options 4 and 5 with Options 1, 2 and 3. The basis for this difference is primarily the estimated cost of management and profit that would be charged by outsourcing the service through West London Procurement. While the tendering exercise has not yet commenced, an estimate of management and profit percentages charged has been calculated based on existing outsourced services and that percentage applied to Harrow’s volume and value of equipment. Meanwhile the LEHDS solution maximises the release of efficiency, the economy of scale and is on a not-for-profit basis.

£336,513£216,093(£194,628)£20,217(Saving) / Cost on Existing Service

£1,305,899£1,185,479£774,758£989,603£969,386Net Cost of Service

(£1,140,801)(£1,029,177)(£1,029,177)(£1,029,177)(£1,140,801)Credit on Refurbishment & Reuse of Equipment

£2,446,699£2,214,656£1,803,935£2,018,781£2,110,187Total Cost of Community Equipment Service

£1,603,172£1,603,172£1,603,172£1,603,172£1,603,172Cost of Product

£843,527£611,484£200,763£415,609£507,014Cost of Commissioning & Logistics

Option 5: West London Procurement

for ALL Equipment

Option 4: Retail Model for SADLs;

West London Procurement

for CADLs

Option 3: Retail Model for SADLs; LEHDS for

CADLs


Status Quo for CADLs

Option 1: Maintain

Status QuoCost Benefit Analysis

£336,513£216,093(£194,628)£20,217(Saving) / Cost on Existing Service

£1,305,899£1,185,479£774,758£989,603£969,386Net Cost of Service

(£1,140,801)(£1,029,177)(£1,029,177)(£1,029,177)(£1,140,801)Credit on Refurbishment & Reuse of Equipment

£2,446,699£2,214,656£1,803,935£2,018,781£2,110,187Total Cost of Community Equipment Service

£1,603,172£1,603,172£1,603,172£1,603,172£1,603,172Cost of Product

£843,527£611,484£200,763£415,609£507,014Cost of Commissioning & Logistics

Option 5: West London Procurement

for ALL Equipment


West London Procurement

for CADLs

Option 3: Retail Model for SADLs; LEHDS for

CADLs


Status Quo for CADLs

Option 1: Maintain

Status QuoCost Benefit Analysis

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12 Risk Profile The following table identifies all the key risks involved with transforming the service and compares each of the risks against the options using a High, Medium, Low ranking.

HHMLLPotential for complicated TUPE implications when store closes and staff transferred to new service

MMMMLCould be lack of buy-in to the new service by users

HHLHMMay fail to meet the CRS07 cost efficiency target

MLLLHMay potentially necessitate quite a significant extension of restriction of access under the Fair Access to Care Service (FACS) criteria due to increases in demand

HLLLHMay not meet the policy demands of choice, independence and control

HLLLHQuality of service to users may be compromised due to financial pressure and unsustainable increases in demand

MLLLMDepartment of Health could make retail model mandatory in the future

LHLHLPotential for high operational costs given small throughput of complex equipment

HHLHMMay release insufficient efficiencies to cater for the increase in demand

MMMMLCould be lack of local and national retailer appetite in becoming accredited

Option 4: Retail

Model for SADLs; WLP for CADLs

Option 5: WLP for all Equipment

Option 3: Retail

Model for SADLs;

LEHDS for CADLs

Option 2: Retail Model for SADLs; Status Quo for CADLs

Option 1: Maintain

Status QuoRisks

HHMLLPotential for complicated TUPE implications when store closes and staff transferred to new service

MMMMLCould be lack of buy-in to the new service by users

HHLHMMay fail to meet the CRS07 cost efficiency target

MLLLHMay potentially necessitate quite a significant extension of restriction of access under the Fair Access to Care Service (FACS) criteria due to increases in demand

HLLLHMay not meet the policy demands of choice, independence and control

HLLLHQuality of service to users may be compromised due to financial pressure and unsustainable increases in demand

MLLLMDepartment of Health could make retail model mandatory in the future

LHLHLPotential for high operational costs given small throughput of complex equipment

HHLHMMay release insufficient efficiencies to cater for the increase in demand

MMMMLCould be lack of local and national retailer appetite in becoming accredited

Option 4: Retail



Option 3: Retail

Model for SADLs;

LEHDS for CADLs


Option 1: Maintain

Status QuoRisks

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13 Options Evaluation Each of the options were evaluated against an agreed set of criteria in a workshop with the ICES Board held on Friday 23rd February. The evaluation criteria are focused on the benefits each option will provide and how well the option meets that benefit. The criteria are derived from the drivers for change (changing demographics and demand), vision for the future as outlined in the Transformation Programme Plan, national policy changes and financial targets. In line with best practice there is a 70/30 split of qualitative benefits versus financial benefits.

High fit

No fit

Allows equality of service for users

79%

Option 4: Retail



Option 3: Retail

Model for SADLs;

LEHDS for CADLs


Option 1: Maintain

Status QuoCriteria

44%95%65%39%TOTAL

Provides lower operational costs year on year

Accelerates improvement in CSCI rating

Strengths and opportunities outweigh weaknesses and threats

Releases efficiency savings

Safeguards vulnerable people

Aligns with Harrow’s vision

Maximises purchasing power

Promotes personalisation agenda i.e. enables self help, independence and provides users and carers with more choice and control

Meets changes in demographics and future demand growth for community equipment

Allows equality of service for users

79%

Option 4: Retail



Option 3: Retail

Model for SADLs;

LEHDS for CADLs


Option 1: Maintain

Status QuoCriteria

44%95%65%39%TOTAL

Provides lower operational costs year on year

Accelerates improvement in CSCI rating

Strengths and opportunities outweigh weaknesses and threats

Releases efficiency savings

Safeguards vulnerable people

Aligns with Harrow’s vision

Maximises purchasing power

Promotes personalisation agenda i.e. enables self help, independence and provides users and carers with more choice and control

Meets changes in demographics and future demand growth for community equipment

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14 Recommendation Based on the outcomes of the SWOT Analysis, Risk Profile, Financial Analysis and Options Evaluation, the recommended option for implementation is Option 3 – Retail Model for Simple Equipment; LEHDS for Complex Equipment. It is recommended Option 3 is implemented in a two-phased approach to reduce risk and ensure continuity of service for users: Phase 1 – Implementation of Retail Model (April 2009 – October 2009) Phase 2 – Implementation of LEHDS (January 2010 – Q3 2010) Further details on implementation is in Section 17.

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15 Financial Implications of Recommendation

15.1 Transition Costs The following table shows the total cost of implementation for both the retail model and LEHDS.


(SADLS)


(CADLS)Estimated

Transition costs

55 One off Redundancy costs £34,275 £76,067 £110,341

56 Cost of Shadow Running £0 £0 £0

57 One off Decommissioning Costs TBC

58 One off Stock Write off from Balance Sheet £0 £0 £0

59 Dual Transport Costs for Shadow Run £0

60 One off Project costs (6 months)

61 Staff (Prog Mgr, 2 staff) £71,755 £32,245 £104,00062 Non-staff (IT, overheads, travel) £0 £0 £0

63 TOTAL TRANSITION COSTS FOR £106,029 £108,312 £214,341

Note 1: The transition costs assume three employees will be retiring and all remaining employees will be offered redundancy. However as discussed in Section 14.4 Harrow are committed to exploring redeployment opportunities. For the purposes of demonstrating potential maximum costs, the ‘worst case scenario’ has been used. Note 2: The Department of Health have submitted a bid to Capital Ambitions for the funding of project management resources to implement the retail model across London. Should this bid be successful, Harrow will not be required to fund the £104,000 in project management costs.

15.2 Funding Strategy There are five options available to fund transition costs:

1. Offset transition costs against savings. 2. Finance from transformation budget. It is understood this budget is fully

committed and will provide no further funding going forward. 3. Earmark any under-spends in budget in 2008/2009 to contribute to funding the

transition costs. 4. ‘Invest to Save’. Either ‘capitalise’ or accrue the transition costs in 2009/10 and

write-off against savings generated in 2010/11. 5. Seek funding from the Regional JIP

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The ICES Board agreed at the Board meeting on December 19th 2008 that Option 4 is most preferable. From the benefits realisation table below (Section 15.3), the net transition cost can be off-set against the total savings in financial year 2010/11. Currently the PCT contribute 44% of the pooled budget while the Council contributes 56%. This same basis should be applied to the funding of transition costs. It is recommended each party contributes the following towards transition costs:

• PCT contributes £94,310 • Council contributes £120,031

15.3 Benefits Realisation The table below shows the length of time until the transition costs will be recovered and financial benefits are being realised.

1 2 3 4 5 6

2008/ 09 2009/ 10 2010/ 11 2011/ 12Steady State

Savings (Logistics) 164 SADLS (£20,519) (£82,075) (£82,075)

65 CADLS £0 (£212,795) (£212,795)

66 Sub-Total - Savings £0 (£20,519) (£294,870) (£294,870)67 Costs68 Redundancy £34,275 £76,06769 Cost of Shadow Running 2 £0 £070 Decommissioning Costs 3 £0 £071 Stock 4 (£24,884) (£137,709)72 Project Management £27,000 £71,755 £32,245

73 plus Costs under-recovered from previous year £60,626

74 Sub-Total - Costs £27,000 £81,145 £31,229 £0

75 Net Cost or (Saving) £27,000 £60,626 (£263,641) (£294,870)

Financial benefits will be released in financial year 2010/11 with full efficiencies realised in financial year 2011/12. It is recommended financial benefits are applied based on contributions to the pooled budget i.e. the PCT receive 44% of efficiencies and the Council receive 56%.

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16 Considerations of Recommendation

16.1 User Engagement

16.1.1 National User Engagement After piloting the retail model in the North-West of England, the Department of Health arranged for Ipsos MORI to conduct an independent survey that sought feedback from users who received a prescription and redeemed that prescription at an accredited retailer. Out of 102 users that provided feedback on the retail model, 75% – 90% believed in the importance of having choice of equipment they receive and choice of retailers to go to for their equipment.

An overwhelming majority of users (90%) valued the ability to ‘top up’ their prescriptions to an item they really wanted.

5 7

7 2

2 1

1 7

2

2 4

1 3

6

5 3

% Ve ry g o o d % F a irly g o o d % Ne ith e r g o o d n o r p o o r% F a irly p o o r % Ve ry p o o r % D o n 't k n o w

T h e Im p o r ta n c e o f C h o ic e

H o w im p o r ta n t, if a t a ll, d o y o u fe e l it is th a t p a t ie n ts . . .

B a s e : 1 0 2 P a t ie n ts , O c to b e r 2 0 0 7 - A p r il 2 0 0 8

a re o ffe re d a c h o ic e o f re ta i le rs to g o to fo r th e ir a id s /

e q u ip m e n t p re s c r ip t io n s

h a v e th e o p p o r tu n ity to m a k e a c h o ic e a b o u t th e a id s /e q u ip m e n t

th e y re c e iv e .

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All 102 users surveyed redeemed their prescription, with 84% redeeming it themselves. The low rate of redemptions on another’s behalf is in contradiction to practitioners’ perceptions that most of their users do not have the ability or means to redeem their prescriptions.

The Ipsos MORI survey revealed users overall had a positive experience with the retail model and value choice – choice of retailers, choice of equipment and choice to top up.

61%

29%

5%3%

Im portance of topping up

Fa irly im portant

Very im portant

N either/nor (1% )

H ow im portant, if a t a ll, do you fee l it is tha t patients are ab le to ‘top-up ’ the ir p rescrip tions in th is w ay. W ould you say it w as…

B ase: 102 Patien ts , O ctober 2007 - A pril 2008

N o t im portant a t a ll (1% )

N ot very im portantD on ’t know

84%

7%9%

W ho Redeems the Prescriptions?

For m yself

O n behalf of someone else -Carer

And can I just check, for your recent prescription are you redeeming this for yourself or on behalf of somebody else? And are you that persons carer or not?

Base: 102 Patients, October 2007 - April 2008

O n behalf of someone else - O ther

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16.1.2 Local User Engagement Meetings with two user groups were conducted on the 9th February to understand local interest in the retail model. The two user groups included Milmans for older people and Bentley, a user group for users with physical disabilities. There were a total of approximately 25 users. Both user groups expressed an interest in the retail model, with choice being the primary benefit. The user groups also were interested in being kept informed throughout the design and development of the retail model so their feedback can be incorporated.

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43

16.2 Retailer Engagement A workshop was held on 14th January 2009 to gauge local interest in working with Harrow to become an accredited retailer. Three representatives from local independent retailers attended. Attendees were asked to complete a questionnaire to understand level of interest. All responses were positive with a strong interest in working towards accreditation. Two other pharmacies and independent retailers could not attend the workshop but have also expressed an interest. Interested retailers are marked on the retail map below with a green flag. The Department of Health are working with national retailers and pharmacies. Boots Pharmacies are due to pilot the retail model from March 2009 and roll out nationally across England from May 2009. Boots stores within Harrow are marked in blue on the retail map below. Harrow have been in discussion with Days Healthcare, a supplier of independent living products, who are developing a strategy for participating in the retail model. Days Healthcare are planning to become accredited by December 2009.

Interested Independent RetailersIndependent Retailers to be EngagedBoots

Interested Independent RetailersIndependent Retailers to be EngagedBoots

253

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44

16.3 HR / Legal Implications Once the LEHDS solution is fully operational the community equipment store will close. This will have an impact on the 11 employees currently employed by ICES. The potential impact on employees for each phase is outlined as following.

End of Phase 1 End of Phase 2

Established Posts

Current FTE


of Posts (FTE)

Proposed Continuing

Posts (FTE)


of Posts (FTE)

Proposed Continuing

Posts (FTE)

Service Manager

0.5 0 0.5 0.5 0

Team Manager

1 0 1 1 0

Admin 2.5 1 1.5 1.5 0

Technician 3 1 2 0 2

Driver 3.5 1.5 2 2 0

TOTAL 10.5 3.5 7 5 2 At the end of Phase 1 it is anticipated there will be a potential requirement for 7 continuing posts and at the end of Phase 2 a potential requirement for 2 continuing posts after the store closes. Store closure will result in a reorganisation of service. As such, all legislative and statutory requirements will be complied with in accordance with the Protocol for Managing Organisational Change. The Protocol states consultation will employees and Trade Unions will commence at an early stage. Throughout the consultation process, a mutually supportive relationship with employees and the Trade Unions will be developed and maintained with discussions conducted in a spirit of openness and partnership as a means of reducing the anxiety that will result from this type of organisational change. Information including consultation documents, briefing letters to employees and newsletters will be produced on a regular basis. According to the Protocol, Harrow are committed to considering measures to avoid redundancy, fair selection of employees for redundancy and redeployment of potentially redundant employees where possible. Harrow have a statutory responsibility to assist employees in finding alternative work as a means of reducing the numbers dismissed due to redundancy. There are opportunities to take advantage of natural wastage through the potential retirement of 2.5 FTE. There may be potential TUPE implications once the Regional Distribution Centre is established. This will become clearer once the solution is developed and implemented and will be handled through consultation with the Legal Department. Due consideration will be needed regarding the contract monitoring function relating to future services. Proportionate funding of the HR resources required will need to be considered in the Section 75 Agreement.

254

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45

16.4 Environmental Impact The Community Equipment Service currently refurbishes Simple Aids for Daily Living with the exception of commode pans, toilets seats or items deemed unsafe for health and safety reasons. There are concerns regarding the potential environmental impact arising from the retail model should users dispose of unwanted equipment irresponsibly, with equipment potentially ending up in landfill rather than being passed for recycling. Complex Aids to Daily Living are loaned to service users and will continue to be collected and refurbished. Approximately 10,000 items of simple or complex equipment are dispensed each year, equating to an estimated weight of less than 1 tonne. First off the environmental impact of the current practice of refurbishing low-level equipment must be considered. The trucks used to collect and return equipment to the store creates CO2 emissions, the decontamination process uses chemicals that are released into the drainage system and plastic repackaging of equipment is non-biodegradable. This practice is not environmentally friendly, nor is it financially viable as the case study below demonstrates. On average it costs £77.37 to refurbish a single item of equipment. Given 80% of products cost less than £77 to purchase new, it does not make economic sense to continue to refurbish.

Harrow are committed to effective waste management. During implementation, different opportunities for incorporating the retail model into the national waste management strategy will be explored whereby waste prevention, re-use and recycling are the focus in accordance with the waste hierarchy. To this end, Government is seeking to influence and require manufacturers of community equipment to use recyclable materials in the production of products. As this change takes place over the next two to three years, it will be possible to recycle used and/or unwanted equipment on a larger scale through manufacturers. Under the retail model users have a number of options available once equipment is no longer required. Unwanted products can be disposed of in the same way as other household equipment. As outlined above, by producing these products from recyclable materials and combining this with a collection mechanism from individual households, local collection points or at collection centres, these products can be channelled back into the production process as raw materials.

Costs No of Items Total Cost Cost per Item

Schedule Collection 8,632 £90,216 £10.45

Collect and Return to Store 8,632 £227,510 £26.36

Decontaminate and Inspect, Service & Repair and Scrap 8,632 £201,571 £23.35

Return to Stock 8,632 £47,262 £5.48

Consequential Cost of Refurbishing (We would anticipate a reduction in price as a consequence of increasing the volume of new equipment being produced)

8,632 £101,263 £11.73

Total cost of Refurbishing 8,632 £667,823 £77.37

255

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46

While the retail market is still in embryonic form, in the future it is expected third sector organisations and social enterprises will initiate recycling and refurbishment schemes whereby users can return equipment they no longer require. This equipment can then be refurbished and resold to self-funders. An environmental impact assessment will be undertaken as part of the implementation of Phase 1 of the Retail Model. This will lead to the development of a recycling strategy to maximise recycling of simple aids and minimise the volume of aids being disposed of to landfill.

16.5 Impact on Performance Indicators The introduction of the retail model removes the requirement to complete a D54 as confirmed by CSCI. Local performance indicators will be developed and integrated with new monitoring around the direct payments and self-directed support initiatives. There will be a requirement for a service level agreement with the Regional Distribution Centre to ensure an acceptable level of delivery and care for those most vulnerable.

16.6 Impact on Section 75 Agreement The existing Section 75 (previously Section 31) arrangement will require review and scrutiny. Of specific note will be the consideration of finance quarterly meetings and Head Agency responsibilities.

16.7 Equality Impact Assessment An Initial Equality Impact Assessment has been undertaken to understand if the recommendation has a differential impact with regards to race, gender, disability, sexual orientation, age or religious belief. Two relevant user groups were consulted with (as cited in Section 16.1.2) to collect feedback on any differential impact. There is no evidence to suggest any stakeholder group will be negatively impacted. In fact, the proposed retail model provides more equality than the existing service as a greater number of users with daily living needs will be able to be assessed whereas currently only those with Critical and Substantial needs under the FACS criteria are eligible for state-funded equipment. The emerging retail market will also enable self-funders to have access to more information and greater choice of equipment. A copy of the Initial Equality Impact Assessment is available in Appendix 2.

256

Appendix 1

47

17 Implementation

17.1 Implementation Pathway

Phase 1- Retail Model has a 6-month implementation timeframe. The first two months will be dedicated to establishing the governance structure, preparing the Project Initiation Document and launching the project with staff and key stakeholders. The Department of Health will then conduct a ‘Start Up Readiness’ test to ensure key success components are in place and Harrow are ‘ready’ to begin full implementation. The next four months will be focused on tailoring the national retail solution to suit Harrow’s specific requirements using structured tools and templates provided by the TCES team. It is anticipated Harrow will ‘go live’ with issuing the first prescription in October 2009 with an aim of ramping up to full prescriptions by January 2010. Phase 2 – LEHDS is still being designed and tested by the Department of Health. The solution is planned to be ready for implementation in January 2010. Once the LEHDS is fully operational the existing store will close.

17.2 Business Continuity Plan In the event the LEHDS solution is not ready for implementation by January 2010, there are two options available to ensure users continue to receive an effective service. 1. Keep the equipment store in operation to deliver the complex equipment until the

LEHDS solution is ready for implementation 2. Move to the West London framework agreement and close the store. The first option is recommended as this is lower cost and lower risk.

APR 09 MAY 09 JUN 09 JUL 09 AUG 09 SEP 09 OCT 09 NOV 09 DEC 09 JAN 10 FEB 10Initiate Phase 1: Prepare PID, Establish Governance, Launch Project

ACTIVITIES

Milestone

Pass Start Up Readiness Test

Design & Build (Tailor National Solution to Local Requirements)

Phase 1 Go Live (Issue First Prescription)

Ramp Up and Embed Retail Model

End of Phase 1

Initiate Phase 2: LEHDS Implementation

APR 09 MAY 09 JUN 09 JUL 09 AUG 09 SEP 09 OCT 09 NOV 09 DEC 09 JAN 10 FEB 10Initiate Phase 1: Prepare PID, Establish Governance, Launch Project

ACTIVITIES

Milestone

Pass Start Up Readiness Test

Design & Build (Tailor National Solution to Local Requirements)

Phase 1 Go Live (Issue First Prescription)

Ramp Up and Embed Retail Model

End of Phase 1

Initiate Phase 2: LEHDS Implementation

257

Appendix 1

48

17.3 Governance Structure A governance structure will be established to oversee implementation of Phase 1. The working groups will design and develop the local solution with support from the Project Manager while the Project Sponsor, Project Board and Steering Group will make key decisions, provide leadership and direction, and keep the project on course. The Department of Health are committed to providing ten days support for Phase 1 of implementation.

17.4 Resourcing Plan The following resources will need to be committed to the recommended ‘man days’ in order to effectively implement Phase 1 within the planned timeframe.

Project Resources Hours Per Week

Project Manager Full Time

Change Manager 20

Communications Manager 8

General Needs Assessment Working Group: • Chair • Members x 5

5 1

Hospital Discharge Working Group: • Chair • Members x 5

5 1

Executive Steering GroupExecutive Steering Group

Working Group SessionsWorking Group Sessions

DH Implementation TeamDH Implementation Team

ThenNow

Project BoardProject Board

Project SponsorProject Sponsor

Project ManagerProject Manager

Needs Assessment Working Group


Retail Working Group


Commissioning / Finance Working

Group


GroupHospital Discharge

Working GroupHospital Discharge

Working Group

Executive Steering GroupExecutive Steering Group

Working Group SessionsWorking Group Sessions

DH Implementation TeamDH Implementation Team

ThenNow

ThenNow

Project BoardProject Board

Project SponsorProject Sponsor

Project ManagerProject Manager






Group


GroupHospital Discharge

Working GroupHospital Discharge

Working Group

258

Appendix 1

49

Retail Working Group: • Chair • Members x 5

5 1

Back Office / Commissioning Working Group: • Chair • Members x 5

5 1

User Working Group: • Chair • Members x 5

5 1

Identification of these resources will take place in the initiation stage of Phase 1.

17.5 Risk Register There are specific risks that need to be carefully managed throughout the life of the project. Below is an initial risk register that specifies the risk, the estimated impact to the project’s time, cost and quality objectives, the likelihood of occurring and potential actions to mitigate. A detailed risk assessment will be conducted once the project has been formally established with risks being tracked on an ongoing basis.

Risk Description Impact H/M/L

Likelihood H/M/L

Mitigating Actions

Complicated TUPE implications when store closes and staff potentially transferred to regional distribution centre

H L Follow the full consultation process as specified in the Protocol for Managing Organisational Change

Lack of local and national retailer appetite in becoming accredited

H L

Initial retailer engagement workshop has identified interested retailers who want to become accredited

In the first 2 months of the project another retailer engagement workshop will be held

Interested retailers will participate in a Retail Working Group as part of the project governance structure

Lack of buy-in to the new service by users H L

Hold regular engagement activities with user forums e.g. Milmans and Bentley

LEHDS solution not developed and fully tested by Department of Health in time for Harrow’s implementation timeline

L L

Maintain current process for complex equipment according to business continuity plan until solution is ready for implementation as detailed in Section 15.2

259

Appendix 1

50

17.6 Evaluation Plan It is essential to understand and evaluate the impact of the retail model on key business areas. Measurement data will be collected to provide a complete picture of the change. Change will be measured around 6 key business areas with measurement data being collected by way of templates and surveys. Collated data and anecdotal evidence will form the basis of a full business case to be produced at the end of implementation that demonstrates quantitative and qualitative benefits.

Initial Contact & Demand

Mgmt

Prescription Issue

Impact on budget

Back Office

Customer Experience

Retail

Needs Assessment

Initial Contact & Demand

Mgmt

Prescription Issue

Impact on budget

Back Office

Customer Experience

Retail

Needs Assessment

260

Appendix 1

51

18 Appendix 1 – Financial Evaluation of Options Option 1: Maintain Status Quo

SADLs CADLs Total

1 LOGISTICS

2 Management & specials commissioning for contracted service £0 £0 £0

3 Total annual gross salary costs £93,672 £207,888 £301,560

4 Total annual property costs £6,469 £35,799 £42,268

5 Total other non pay costs £1,449 £8,021 £9,470

6 Total annual transport non-pay costs £4,125 £22,830 £26,955

7 Total cost of inspection & maintenance (inc repairs) £0 £0 £0

8 Total cost of refurbishment (non-pay) £24,595 £5,405 £30,000

9 Minor Adaptations - In-House £0 £65,550 £65,550

10 Value of returned stock written off for disposal £0 £0 £0

11 Total charges for waste equipment disposal £0 £0 £0

12 Collection & delivery (outsourced) £0 £0 £0

13 Inventory financing cost (opportunity cost @ 3.5% cost of capital) £9,331 £2,051 £11,382

14 Directorate management of contracted service £0 £0 £0

15Corporate management & back office overhead (based on 4.3% of total cost of activity)

£16,257 £3,573 £19,830

15 Total Logistics £155,898 £351,116 £507,014

16 PRODUCTS

17 Simple aids to daily living (SADLs) 245357.41 0 245357.41

18 Bespoke / Special aids to daily living 0 146464.83 146464.83

19 Complex aids to daily living (CADLs) 0 1211349.89 1211349.89

20 Total Products £245,357 £1,357,815 £1,603,172

21 Total Service Cost (Before Credit) £401,255 £1,708,931 £2,110,187

22 Stores credit on reusing complex equipment -£111,623 -£1,029,177 -£1,140,801

23 TOTAL SERVICE £289,632 £679,754 £969,386

261

Appendix 1

52


SADLs CADLs Total

1 COMMISSIONING

2 Commissioning Body (fee per prescription) £7,132 £7,132

3 Complex Equipment £0 £0

4 Corporate management & back office overhead £16,257 £16,257

5 Subtotal: Commissioning £23,389 £0 £23,389

6 LOGISTICS

7 Logistics - Retail Model

8 Retailer fee per prescription (SADLs) £5,219 £5,219

9 Delivery & Fit of SADLs £35,884 £35,884

10 Logistics - Inhouse Store for CADLs £0

11 Total annual gross salary costs £207,888 £207,888

12 Total annual property costs £35,799 £35,799

13 Total other non-pay costs £8,021 £8,021

14 Total annual transport non-pay costs £22,830 £22,830

15 Total cost of inspection & maintenance (inc repairs) £0 £0

16 Total cost of refurbishment (non-pay) £5,405 £5,405

17 Total cost of Minor Adaptations £65,550 £65,550

18 Value of returned stock written off for disposal £0 £0

19 Total charges for waste equipment disposal £0 £0

20 Collection & delivery (outsourced) £0 £0

21 Inventory financing cost (opportunity cost @ 3.5% cost of capital) £2,051 £2,051

22 Directorate management of contracted service £0 £0

23Corporate management & back office overhead (based on 4.3% of total cost of activity) £3,573 £3,573

24 Subtotal: Logistics £41,103 £351,116 £392,220

25 Total Commissioning & Logistics £64,492 £351,116 £415,609

26 PRODUCTS

27 Simple aids to daily living (SADLs) £172,732 ` £172,732

28 Bespoke / Special aids to daily living £0 £146,465 £146,465

29 Complex aids to daily living (CADLs) £0 £1,211,350 £1,211,350

30 Saving per National Catalogue & Tariff (to be reinvested in stock) £72,626 £0 £72,626

31 Additional cost to purchase equipment previously refurbished £0 £0 £0

32 Total Products £245,357 £1,357,815 £1,603,172


34 Stores credit on reusing complex equipment -£1,029,177 -£1,029,177

35 TOTAL SERVICE £309,849 £679,754 £989,603

262

Appendix 1

53

Option 3: Retail Model for SADLs; LEHDS for CADLs

SADLs CADLs Total

1 COMMISSIONING

2 Commissioning Body (fee per prescription) £7,132 £1,567 £8,699

3 Complex Equipment £0 £34,006 £34,006

4 Corporate management & back office overhead £16,257 £3,573 £19,830

5 Subtotal: Commissioning £23,389 £39,146 £62,535

6 LOGISTICS

7 Retailer fee per prescription (SADLs) £5,219 £0 £5,219

8 Delivery & Fit of SADLs £35,884 £0 £35,884

9 Cost of service and repair of CADLs £0 £37,620 £37,620

10 Delivery and collection of CADLs £0 £9,804 £9,804

11 Refurbishment of CADLs £0 £31,949 £31,949

12 Minor Adaptations £0 £17,752 £17,752



15 PRODUCTS

16 Simple aids to daily living (SADLs) £172,732 £0 £172,732


18 Complex aids to daily living (CADLs) £0 £852,790 £852,79019 Saving per National Catalogue & Tariff (to be reinvested in stock) £72,626 £290,290 £362,916

20 Additional cost to purchase equipment previously refurbished £0 £111,623 £111,623

21 Total Products £245,357 £1,357,815 £1,603,172



24 TOTAL SERVICE £309,849 £464,908 £774,758

263

Appendix 1

54

Option 4: Retail Model for SADLs; West London Procurement for CADLs

SADLs CADLs Total

1 COMMISSIONING

2 Commissioning - Retail Model

3 Commissioning Body (fee per prescription) £7,132 £7,132

4 Complex Equipment £0 £0

5 Corporate management & back office overhead £16,257 £3,573 £19,830

6 Commissioning - Framework Management

7 Management of framework contract £7,500 £7,500

8 Invoice processing £0


10 LOGISTICS



13 Delivery & Fit of SADLs £35,884 £35,884

14 Logistics - Framework Management £0

15 Contract Management £190,461 £190,461

16 Total delivery costs (CADLs) £154,367 £154,367

17 Total collection costs (CADLs) £42,336 £42,336

18 Total repairs & maintenance costs (CADLs) £103,420 £103,420

19 Total cost of refurbishment (CADLs) £7,715 £7,715

20 Minor Adaptations £37,620 £37,620

21 Logistics - Ordering & Management System £0

22 Annual license fees £0

23 Ongoing system support £0



27 PRODUCTS

28 Simple aids to daily living (SADLs) £172,732 £172,732



31 Saving per National Catalogue & Tariff (to be reinvested in stock) £72,626 £0 £72,626

32 Saving per Framework Contract (to be reinvested in stock) £0 £0 £0

33 Total Products £245,357 £1,357,815 £1,603,172



36 TOTAL SERVICE £309,849 £875,629 £1,185,479

264

Appendix 1

55

Option 5: West London Procurement for ALL Equipment

SADLs CADLs Total

1 COMMISSIONING

2 Commissioning - Framework Management

3 Management of framework contract £30,554 £169,087 £199,641

4 Invoice processing £20,496 £4,504 £25,000


6 LOGISTICS



9 Delivery & Fit of SADLs £0 £0

10 Logistics - Framework Management

11 Contract Management £34,416 £190,461 £224,877

12 Total delivery costs (CADLs) £9,491 £154,367 £163,857

13 Total collection costs (CADLs) £2,603 £42,336 £44,939

14 Total repairs & maintenance costs (CADLs) £103,420 £103,420

15 Total cost of refurbishment (CADLs) £29,325 £7,715 £37,041

16 Minor Adaptations £37,620 £37,620

17 Logistics - Ordering & Management System

18 Annual license fees £0

19 Ongoing system support £0



22 PRODUCTS

23 Simple aids to daily living (SADLs) £245,357 £0 £245,357



26 Saving per Framework Contract (to be reinvested in stock)

27 Total Products £245,357 £1,357,815 £1,603,172


29 Stores credit on reusing complex equipment -£111,623 -£1,029,177 -£1,140,801

30 TOTAL SERVICE £267,751 £1,038,148 £1,305,899

265

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/ re

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nt g

roup

s to

exp

lore

thei

r vi

ews

on th

e is

sues

?

Yes

N

o 7.

Ple

ase

list t

he

rele

vant

gr

oups

/exp

erts

Milm

ans

– O

lder

Peo

ple’

s U

ser G

roup

Be

ntle

y –

Use

r Gro

up w

ith P

hysi

cal D

isab

ilitie

s

8. H

ow w

as th

e vi

ews

of th

ese

grou

ps o

btai

ned?

(ple

ase

tick)

Le

tter

Mee

tings

In

terv

iew

s

Tele

phon

e

Wor

ksho

ps

Fo

ra

Que

stio

nnai

res

O

ther

9. P

leas

e lis

t the

da

te w

hen

each

gr

oup/

expe

rt w

as

cont

acte

d

Milm

ans

– 09

Feb

ruar

y 20

09

Bent

ley

– 09

Feb

ruar

y 20

09

10. P

leas

e ex

plai

n in

det

ail t

he

view

s of

the

rele

vant

gr

oups

/exp

erts

on

the

issu

es

invo

lved

(con

tinue

on

a se

para

te

piec

e of

pap

er if

nec

essa

ry)

The

user

s ex

pres

sed

an in

tere

st in

the

reta

il m

odel

, par

ticul

arly

the

bene

fits

arou

nd b

eing

offe

red

choi

ce –

ch

oice

of r

etai

lers

and

cho

ice

of e

quip

men

t.

11. A

s a

resu

lt of

this

as

sess

men

t is

a Fu

ll Im

pact

Ass

essm

ent

nece

ssar

y?

Yes

No

12. D

ate

on w

hich

the

Full

Ass

essm

ent i

s to

be

star

ted

To b

e un

derta

ken

as

part

of th

e re

tail

mod

el

impl

emen

tatio

n if

agre

ed b

y C

abin

et

13. D

ate

on w

hich

the

Full

Ass

essm

ent

shou

ld b

e co

mpl

eted

To b

e un

derta

ken

as p

art o

f th

e re

tail

mod

el

impl

emen

tatio

n if

agre

ed b

y C

abin

et

267

268


App

endi

x 2

– Eq

ualit

y Im

pact

Ass

essm

ent

Dire

ctor

ate

Adu

lts &

H

ousi

ng

Sec

tion

Com

mun

ity

Equi

pmen

t - I

CES

Pers

on

resp

onsi

ble

for t

he

asse

ssm

ent

Meg

an D

avid

son

/ N

orm

a St

erlin

g D

ate

of th

e as

sess

men

t 10

Feb

ruar

y 20

09

Nam

e of

the

polic

y to

be

asse

ssed

R

etai

l Mod

el

Is th

is a

new

or

exis

ting

polic

y

New

pro

pose

d m

odel

for d

eliv

ery

of c

omm

unity

eq

uipm

ent

i. R

ace

ii.

Gen

der

iii

. Dis

abili

ty

iv. A

ge

v.

Sex

ual o

rient

atio

n 1.

In w

hat a

reas

are

ther

e co

ncer

ns, t

hat t

he p

olic

y co

uld

have

a d

iffer

entia

l im

pact

(ple

ase

tick)

vi.R

elig

ious

Be

lief

vii.D

epen

dent

svi

ii. O

ffend

ing

past

ix

. Tra

nsge

nder

ed o

r tra

nsse

xual

2. W

hat a

re th

e co

ncer

ns th

at th

e po

licy

coul

d ha

ve a

diff

eren

tial

impa

ct o

n re

leva

nt g

roup

s. P

leas

e ex

plai

n (c

ontin

ue o

n a

sepa

rate

pi

ece

of p

aper

if n

eces

sary

)

The

Ret

ail M

odel

pro

vide

s m

ore

equa

lity

than

the

exis

ting

serv

ice

ther

efor

e re

duci

ng th

e di

ffere

ntia

l im

pact

. Th

e R

etai

l Mod

el w

ill e

nabl

e a

grea

ter n

umbe

r of u

sers

with

dai

ly li

ving

nee

ds to

be

asse

ssed

whe

reas

cur

rent

ly o

nly

thos

e w

ith C

ritic

al a

nd S

ubst

antia

l nee

ds u

nder

the

FAC

S cr

iteria

are

elig

ible

for s

tate

-fund

ed e

quip

men

t.

The

emer

ging

reta

il m

arke

t will

als

o en

able

sel

f-fun

ders

(tho

se w

ho a

re n

ot e

ntitl

ed to

sta

te-fu

nded

equ

ipm

ent)

to

have

acc

ess

to m

ore

info

rmat

ion

and

grea

ter c

hoic

e of

equ

ipm

ent w

here

cur

rent

ly th

ere

is li

mite

d op

portu

nity

to

serv

e th

ese

user

s.

3.

Wha

t exi

stin

g ev

iden

ce (e

ither

pr

esum

ed o

r oth

erw

ise)

do

you

have

for t

his?

(con

tinue

on

a se

para

te p

iece

of p

aper

if

nece

ssar

y)

The

Ret

ail M

odel

is a

Dep

artm

ent o

f Hea

lth in

itiat

ive

that

has

bee

n pi

lote

d in

the

north

-wes

t of L

ondo

n.

Evid

ence

col

lect

ed d

urin

g th

e pi

lot s

how

ed a

n im

prov

ed q

ualit

y of

ser

vice

as

the

Ret

ail M

odel

put

s us

ers

and

care

rs a

t the

hea

rt. B

y st

imul

atin

g a

loca

l ret

ail m

arke

t, us

ers

with

mor

e si

mpl

e ne

eds

coul

d be

refe

rred

to

reta

ilers

to o

btai

n si

mpl

e eq

uipm

ent,

empo

wer

ing

serv

ices

to fo

cus

on u

sers

with

mor

e co

mpl

ex n

eeds

. Th

e R

etai

l Mod

el a

llow

ed a

gre

ater

num

ber o

f use

rs to

be

asse

ssed

in a

sho

rter a

mou

nt o

f tim

e, a

nd th

ey w

ere

able

to

rece

ive

the

equi

pmen

t the

y re

ally

wan

ted,

not

just

the

equi

pmen

t the

sta

te c

ould

affo

rd.

It is

exp

ecte

d th

e sa

me

outc

omes

will

app

ly to

Har

row

.

4. W

hat a

re th

e ris

ks a

ssoc

iate

d w

ith th

e po

licy

in re

latio

n to

di

ffere

ntia

l im

pact

No

risks

iden

tifie

d th

at re

late

to d

iffer

entia

l im

pact

.

269

5 Pl

ease

sta

te c

lear

ly th

e ex

pect

ed

bene

fits

of th

e po

licy

Th

e R

etai

l Mod

el p

rom

otes

inde

pend

ence

and

ena

bles

sel

f-hel

p by

impr

ovin

g ac

cess

to c

omm

unity

equ

ipm

ent

serv

ices

for a

bro

ader

sec

tion

of th

e lo

cal p

opul

atio

n. T

he R

etai

l Mod

el p

rovi

des

user

s an

d ca

rers

with

mor

e ch

oice

and

con

trol o

ver h

ow th

eir n

eeds

are

met

. Th

e be

nefit

s ar

e al

igne

d to

cha

ngin

g go

vern

men

t pol

icy

arou

nd p

erso

nalis

atio

n an

d ch

oice

, and

the

Adul

t and

H

ousi

ng T

rans

form

atio

n Pr

ogra

mm

e Pl

an.

6.

Do

you

appr

oach

exp

erts

/ re

leva

nt g

roup

s to

exp

lore

thei

r vi

ews

on th

e is

sues

?

Yes

N

o 7.

Ple

ase

list t

he

rele

vant

gr

oups

/exp

erts

Milm

ans

– O

lder

Peo

ple’

s U

ser G

roup

Be

ntle

y –

Use

r Gro

up w

ith P

hysi

cal D

isab

ilitie

s

8. H

ow w

as th

e vi

ews

of th

ese

grou

ps o

btai

ned?

(ple

ase

tick)

Le

tter

Mee

tings

In

terv

iew

s

Tele

phon

e

Wor

ksho

ps

Fo

ra

Que

stio

nnai

res

O

ther

9. P

leas

e lis

t the

da

te w

hen

each

gr

oup/

expe

rt w

as

cont

acte

d

Milm

ans

– 09

Feb

ruar

y 20

09

Bent

ley

– 09

Feb

ruar

y 20

09

10. P

leas

e ex

plai

n in

det

ail t

he

view

s of

the

rele

vant

gr

oups

/exp

erts

on

the

issu

es

invo

lved

(con

tinue

on

a se

para

te

piec

e of

pap

er if

nec

essa

ry)

The

user

s ex

pres

sed

an in

tere

st in

the

reta

il m

odel

, par

ticul

arly

the

bene

fits

arou

nd b

eing

offe

red

choi

ce –

ch

oice

of r

etai

lers

and

cho

ice

of e

quip

men

t.

11. A

s a

resu

lt of

this

as

sess

men

t is

a Fu

ll Im

pact

Ass

essm

ent

nece

ssar

y?

Yes

No

12. D

ate

on w

hich

the

Full

Ass

essm

ent i

s to

be

star

ted

To b

e un

derta

ken

as

part

of th

e re

tail

mod

el

impl

emen

tatio

n if

agre

ed b

y C

abin

et

13. D

ate

on w

hich

the

Full

Ass

essm

ent

shou

ld b

e co

mpl

eted

To b

e un

derta

ken

as p

art o

f th

e re

tail

mod

el

impl

emen

tatio

n if

agre

ed b

y C

abin

et

270

Appendix 3 – Risk Register

Risk Description Impact H/M/L

Likelihood H/M/L

Mitigating Actions

Complicated TUPE implications when store closes and staff potentially transferred to regional distribution centre

H M Follow the full consultation process as specified in the Protocol for Managing Organisational Change

Lack of local and national retailer appetite in becoming accredited

H L

• Initial retailer engagement workshop has identified interested retailers who want to become accredited

• In the first 2 months of the project another retailer engagement workshop will be held

• Interested retailers will participate in a Retail Working Group as part of the project governance structure

Lack of buy-in to the new service by users H L

Hold regular engagement activities with user forums e.g. Milmans and Bentley

LEHDS solution not developed and fully tested by Department of Health in time for Harrow’s implementation timeline

L L

Maintain current process for complex equipment according to business continuity plan until solution is ready for implementation as detailed in Section 15.2

271

272


Determinationofadmissionarrangements0.doc 1

Meeting:

Cabinet

Date:

26 March 2009

Subject:

Determination of Admission Arrangements – Academic Year 2010-11

Key Decision: Yes


Heather Clements, Director Schools and Children’s Development

Portfolio Holder:

Councillor Anjana Patel, Schools and Children’s Development

Exempt:

No

Enclosures:

Appendix 1 (Part A)-Definitions for community school admissions Appendix 1 (Part B)-Nursery School Admission Arrangements Appendix 1 (Part C)-Primary School Sector Admission Arrangements Appendix 1 (Part D) Secondary School Sector Admission Arrangements Appendix 2 – Schemes of Co-ordination Appendix 3 – Harrow’s Relevant Area Appendix 4 – Harrow’s Fair Access Protocol Appendix 5 – Equalities Impact Assessment Appendix 6 – Risk Management Implications Appendix 7 – Late responses from Governing Bodies to consultation Appendix 8 – Recommendation from Harrow Admissions Forum


273


Section 1 – Summary and Recommendations Harrow is required to consult before determining admission arrangements for community schools. Consultation took place between 8 December 2008 and 13 February 2009. Members of the Harrow Admissions Forum (HAF) at their meeting on 23 February 2009 made the following recommendations for the Cabinet’s consideration. Recommendations: Cabinet is requested to consider the recommendations made by the Harrow Admissions Forum and agree the admission arrangements for Harrow community schools as follows : 1. The definition of terms for community school admission rules as set out in

Appendix 1-Part A 2. The admission arrangements for Harrow nursery schools as set out in

Appendix 1-Part B. 3. The admission arrangements for Harrow primary sector schools as set out

in Appendix 1-Part C, with the caveat that further consultation take place with Elmgrove First & Middle Schools and Roxeth F&M School about proposals to increase the planned admissions number

4. The admission arrangements for Harrow community co-educational high

schools for the academic year 2010-11 as set out in Appendix 1-Part D with the following oversubscription criteria: 1st priority Children Looked After 2nd priority Agreed medical claims for student/parent(s) 3rd priority Siblings attending the school at the same time (excluding

students at the sixth form) 4th priority For 2010 only, families with children in Year 6(11+ transfer)

and Year 7(12+ transfer) who indicate they want their children to attend the same school, the following will apply: Where one child is offered a place because they best meet the admission rules at a preferred school, the other child will be given the sibling priority for that school

5th priority Distance from home to school measured in a straight line

2. The admission arrangements for Bentley Wood High School for Girls as set out in Appendix 1-Part D

3. The Schemes of Co-ordination for 2010-11 as set out in See Appendix 2 4. Harrow’s relevant area as set out in Appendix 3 5. Harrow’s Fair Access Protocol as set out in Appendix 4 7. The following additional tie-breaker - Where applicants live equidistant

from the school or in cases of multiple births where places cannot be offered to both/all children, places will be allocated by random computer selection.

274


Reason: (For recommendation) There is a statutory requirement under the School Standards and Framework Act 1998 for admission authorities to determine admission arrangements by 15 April in the determination year (ie by 15 April 2009). Section 2 – Report Background In October 2008 the Cabinet agreed the strategic approach to school re-organisation and established a Stakeholder Reference Group (SRG) to provide advice and guidance on proposals and options for school organisation. A range of Focus Groups were engaged to work in conjunction with the SRG. The Harrow Admissions Forum set up a School Admissions Arrangement Working Groups specifically to review co-educational community high school admission arrangements. The Working Group met on a number of occasions and developed a set of underlying principles for the review, as follows: o Compliance with the national Code of Practice. o Encourage parents to stay in Harrow. o Achieve a balance so there is perceived fairness and equity across the

Borough. o Act on the commitment made to review high school admission. Options Considered and Recommendations Options Considered: 1. No change

The current arrangements were considered to be liable to legal challenge as they would not be deemed to be fair and equitable because: • Some primary schools have dual links. • One high school is oversubscribed by children from its feeder

primary schools. • One high school only has one single linked school

2. Minimum change

Retaining links but adjusting where current links are not working effectively was considered at great length but there were major difficulties in developing a model that was fair, equitable and would gain the support of parents and schools.

275


3. Abolish linked school arrangements This option considered changing from linked criteria to other alternatives: • distance • random allocation (lottery) • banding Random allocation and banding were ruled out following an exercise undertaken in July 2008 to obtain early views on admission arrangements from both parents and schools. The Working Party felt that distance offered a fair, equitable and stable option both for now and the future.

Recommendations Members of HAF received regular reports from the School Admissions Arrangement Working Group. On the basis of their initial work it was considered that there should be two options for consultation.

• Distance from home to school measured in a straight line. • A revised links model.

After very careful consideration, the Working Group did not believe it was possible to develop a revised links model that would gain the support of parents and schools. The Working Group was concerned about the disruptive impact of changes to current links and the knowledge, based on previous experience, that any change to long established links was going to be extremely unpopular. In view of this, the School Admission Arrangements Working Group recommended to HAF that there should be a single option for consultation, namely, distance from home to school measured in a straight line. The Working Group also considered the impact the proposed change to school organisation in Harrow from September 2010 would have on those families with a child in both the Year 6 and Year 7 transfer groups. In order to ensure siblings would be offered the same school it was proposed that an additional sibling rule apply for the 2010 academic year only: New School Admissions Code of Practice At its meeting on 23 February 2009, the Harrow Admissions Forum was advised that a new School Admissions Code came into force with effect from 10 February 2009. This code gives a list of prohibited oversubscription criteria, which includes giving priority to children according to their date of birth. As a tie-breaker, in cases where applicants live equidistant from the preferred school and places cannot be offered to both children, Harrow currently gives priority to the oldest child. This also applies in the case of multiple births. Members of the Admissions Forum reviewed Harrow’s current admission arrangements and agreed to recommend a change to the tie-breaker in circumstances where applicants live equidistant or in cases of multiple births. The proposal is that places should be allocated using a random computer selection (similar to that used for Bentley Wood).

276


CONSULTATION

Consultation arrangements

When

• Consultation on admission arrangements took place between 8 December 2008 and 13 February 2009. This met the statutory timetable for consultation.

Who was involved

• All Harrow governing bodies and schools • Parents • Community groups • Neighbouring LAs

How

• Report to all Harrow governing bodies and pro-forma response forms. • Information/pro-formas provided for schools to use with parents. • Schools’ normal communication channels (ie newsletters, parent’s

evenings, etc). • Posters provided for schools, nurseries, pre-school playgroups,

community notice boards, medical centres, doctors’ surgeries, supermarkets, etc. to display in order to inform parents about the consultation

• Notice published in the local press • Harrow People magazine January 2009. • Harrow website. • Powerpoint presentation for schools to use • Officer attendance at meetings (if required).

Consultation Feedback Response from Parents 752 individual responses were received from parents (including 21 website responses). Parents were able to comment on any area of the admission arrangements. However, responses received concentrated mainly on increases to the PAN of two primary schools and the admissions criteria to high school. A summary of the responses is as follows: Primary school admission arrangements FOR AGAINST

Increase in Planned Admission Number for Elmgrove School

60% 22%

Increase in Planned Admission Number for Roxeth F&M School

58%

27%

Other areas of admission arrangements See further observations arising from consultation

277


High school admission arrangements FOR AGAINST Agreed medical claims 81% 8%

Sibling link for children attending school at the same time (excluding 6th form students)

88% 6%

Sibling link for 2010 only 77% 15%

Remove linked schools and change to distance 54% 37%

Other areas of admission arrangements See further observations arising from consultation

Response from Governing Bodies One high school and 16 primary school governing bodies responded to the consultation. Their responses are as follows: Primary school admission arrangements FOR AGAINST

Schemes of co-ordination 14

Increase in Planned Admission Number for Elmgrove School

13

Increase in Planned Admission Number for Roxeth F&M School

13 1

Other areas of primary admission arrangements No comments

High school admission arrangements FOR AGAINST Schemes of co-ordination 14

Agreed medical claims 16

Sibling link for children attending school at the same time (excluding 6th form students)

16

Sibling link for 2010 only 15

Remove linked schools and change to distance 12 5

Other areas of admission arrangements No comments

Response from Community Groups A letter and consultation response pro-forma was sent to a number of community groups. No responses were received. Response from Other LEAs and Admission Authorities A copy of the consultation report and schemes of co-ordination were sent to neighbouring LEAs. No responses were received. A full analysis of responses will be made available in the Members’ Library and on the Harrow website. The completed response pro-formas will also be available in the Members’ Library,

278


FURTHER OBSERVATIONS ARISING FROM THE CONSULTATION Increase in the Planned Admission Numbers for Elmgrove First and Middle Schools and Roxeth First & Middle School Parents who responded to the consultation were in the main in favour of this proposal. However, parents took the opportunity when responding to the proposal to raise their concerns about class sizes and overcrowding in primary schools. The Governing Body of Roxeth First & Middle School raised concern that they were not approached prior to the consultation. Having now had the opportunity speak to officers about capital development The Governing Body of Roxeth First & Middle School believe that they may be able to increase class sizes with support of the LA but they are unlikely to achieve this by 2010. Change from Linked Schools to Distance 54% of parents supported this change, with 37% indicating they were against the proposal. Some themes that arose from this consultation were as follows: • If the proposal is to go ahead then there should be a phased introduction,

otherwise it is unfair to children who are already in the system. Parents have chosen their child’s primary school on the basis of the linked high school.

• Parents felt there were benefits to the current linked system, particularly in terms of security for children in knowing the high school to which they would transfer.

• Concern was raised that the change could impact on housing and house prices.

• Some respondents mentioned the benefits of using distance in terms of fairness and also for children of walking to school and impact on the environment

There was quite a low response from Governors, with 12 supporting the change to distance and five in favour of remaining with linked schools. Medical Claims 81% of parents were in favour of the medical claim criterion, as were the majority of governors who responded.

279


Sibling Link 88% of parents supported the use of the sibling link, with 77% supporting an additional sibling link for 2010 only to ensure siblings in the 11+ and 12+ transfer groups could attend the same school. The majority of governors who responded were also in favour of both sibling link proposals. Some parents took the opportunity to mention the issue of the exclusion of 6th form students from the sibling link. Equalities Impact An Equalities Impact Assessment has been undertaken. A copy is at Appendix 5. There is no identified detrimental impact on any of the equality groups. Overall the proposed change in admission arrangements brings Harrow more in line with neighbouring boroughs (only one of the 33 London boroughs uses links schools) and will enhance the equality of opportunity and choice for young people. Legal comments The School Standards and Framework Act 1998 enables the Council to publish annually the criteria for admission arrangements for the schools for which it is the responsible admission authority Financial Implications There are no financial implications arising from this report Performance Issues A fair and transparent admissions process is crucial to the local school system and to maintaining high standards found in Harrow's schools. The relevant national indicators include: • NI 72 - 74 Key stage attainment • NI 92 -93 Progression at key stages • NI 102 Narrowing the gap - free school meals • NI 104-5 Narrowing the gap - Special Educational Needs • 107 Key stage 2 attainment for BME groups • 108 Key stage 4 attainment for BME groups Challenging targets have been set for of these indicators and the first set of results will be available at the end of 2008/9.

280


Risk Management Implications There is a risk register for the school reorganisation project that is reviewed by the School Organisation Officer Group. It contains a high level risk for each of the workstreams, including review of admission arrangements, and is subject to on-going review and development. An extract is provided at Appendix 6. Environmental Impact

The proposed change from linked schools to distance should mean that more children will attend a local high school. This should reduce the number of car journeys to school.


on behalf of the

Name:……Emma Stabler…. √ Chief Financial Officer Date: …… 25.2.09…………..

on behalf of the

Name: … Helen White √ Monitoring Officer Date: …… 16.3.09……..


on behalf of the

Name:…David Harrington…. √ Divisional Director Date: …2.3.09…………..


281



on behalf of the

Name:…Andrew Baker…. √ Divisional Director Date: … 2.3.09………..


Section 6 - Contact Details and Background Papers Contact: Madeleine Hitchens, Manager, :Place Planning & Admissions – 020 8424 1398

282

DeterminationofAdmissionArrangements10.doc 1

APPENDIX 1

COMMUNITY SCHOOL ADMISSION ARRANGEMENTS

FOR THE 2010/11 ACADEMIC YEAR

PART A Definitions (i.e. terms used in community school admission rules). PART B How places will be allocated in Harrow’s community school nursery

classes for September 2010. PART C How places will be allocated in community primary schools for September

2010. PART D How places will be allocated on community high schools for September

2010.

283

Manager / Admission Arrangements 2010 / Draft Admissions Arrangements 2010 17/03/2009 2

PART A

COMMUNITY SCHOOL ADMISSION ARRANGEMENTS 2010

DEFINITION OF TERMS USED IN COMMUNITY SCHOOL ADMISSION RULES Distance* The home address is where a child normally lives. Distance is measured in a straight line from home to school, using a computerised mapping system based on ordnance survey data. Harrow community schools are mapped onto the system, including all official entry points. The journey is measured from the unique address point for the home address to the closest school entrance. In cases where applicants live equidistant from the preferred school and places cannot be offered to both children, the available place will be allocated using a random computer selection. This will also be the case in the event of multiple birth applications. Home address** This must be the address where parent and child normally live and they must be living there on the closing date for receipt of applications. Confirmation of address will be required. Where a child lives with parents with shared responsibility, each for a part of a week, the home address will be taken as the address of the parent who receives child benefit. In cases where parents are not eligible for child benefit the address will be that of the parent where the child is registered with the doctor. Sibling*** A sibling means a child’s brother or sister. However, Harrow Council recognises that family arrangements can vary considerably and wishes to ensure that where children live as brother and sister in the same household they are treated in the same way as siblings for admissions purposes. The sibling priority does not include cousins or other extended family members who live in the same household, but will include step-brothers/sisters and foster children. Places will be offered to twins, triplets and other multiple-birth children in the parents preferred school provided that the school has places. In cases where places cannot be offered to both/all children, the available place will be allocated using a random computer selection. In the event that the school cannot accommodate all children, places will be offered in another school unless specifically instructed to do otherwise by parent(s) / carer(s). However, where twins are concerned and one twin has a Statement of Special Educational Needs that names a specific school, the other twin will be treated as having a sibling link for that academic year.

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Children looked after by the local authority This term refers to children who are subject to care orders and those who are accommodated by the Authority.

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PART B

ADMISSION TO HARROW COMMUNITY SCHOOL NURSERY CLASSES

If more applications are received than there are places in a Nursery, the Council will give places to children in the following order: First Four year olds, in date of birth order, referred by Learning Support Services. Next Other four year olds, in date of birth order. Next Three year olds, in date of birth order referred by Learning Support Services. Next Other three year olds, in date of birth order. If there are more children with the same date of birth than there are places in the nursery, then places are offered in the following order:

First Children whose first language is not English. Next Children whose parents are in receipt of Income Support / Income Based Job

Seekers Allowance. Children who live outside the borough may be offered a place when all demand from Harrow residents has been satisfied. Children can attend Nursery either in the mornings or afternoons. Parents can say on the application form if they prefer the mornings or afternoons, or if either session is acceptable. A place in a nursery class does NOT give any priority for a place in a Reception class in that school. Parents need to make a separate application for a First School place.

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PART C

HOW PLACES WILL BE ALLOCATED IN COMMUNITY PRIMARY SCHOOLS FOR SEPTEMBER 2010 ADMISSION TO RECEPTION CLASS (MAIN ALLOCATION) If more applications are received than there are places available, places are offered up to a school’s planned admissions number to applicants whose application is received by the closing date in the following priority using an equal preference system (see below). EQUAL PREFERENCES Each preference is treated as a separate application. We then work out how well applicants qualify for each school using the admission rules. If applicants qualify for a place at more than one school, a place is offered at the one given the highest ranking. If more applications are received in any one criterion than there are places available the admission rules will be re-applied followed by the 'tie-breaker' of distance, measured in a straight line. a) Children looked after by the local authority b) Medical reasons relevant to pupil Children where there are special medical reasons for seeking a place at the preferred school. Claims on medical grounds will only be considered for the school closest to the child’s home address except in wholly exceptional circumstances. Applications made on medical grounds must be accompanied by supporting evidence from a Consultant at the time of application. This letter must provide full details about the child's medical condition, the effects of this condition and why, in view of this, the child needs to attend the preferred school. In assessing these applications advice, as appropriate, will be sought from Harrow’s Special Education Needs Placement Panel. c) Medical reasons relevant to parent(s) Parent(s) with special medical reasons for seeking a place for their child at their preferred school. Such requests will only be considered for the school closest to the home address, except in wholly exceptional circumstances. Applications will only be considered for the parent(s) with whom the child lives and must be accompanied by supporting evidence from a Consultant at the time of application. This letter must provide full details about the parent’s medical condition, the effects of this condition and why, in view of this, the child needs to attend the preferred school. In assessing these applications advice, as appropriate, will be sought from Harrow’s Special Educational Needs Placement Panel.

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d) Sibling link (i.e. older brothers/sisters) Children with a brother or sister attending the school or the linked middle school at the time of admission. e) Distance Children living nearest to the school measured in a straight line from home to school. This must be the address where parent and child normally live and they must be living there on the closing date for receipt of applications. LATE APPLICATIONS/CHANGES TO THE APPLICATION FORM AFTER THE CLOSING DATE Application forms must be received by Harrow Council by the closing date of 26 February 2010. Applications for school places are dealt with differently depending on whether we receive them late or by the closing date. Additionally, any changes to the application (eg order of school preference or change of address) received, or that come into effect, after the closing date will be treated in the same way as a late application (see below). Applications received by the closing date will be processed first. Applications received after the closing date will NOT be considered until all other applications have been dealt with. However, in very exceptional cases applications received after the closing date may be considered. The following are some example of exceptions that may apply provided the application is received by 26 March 2010:

If your family has just moved house you will be asked to provide: • A letter from your solicitor confirming completion date which must be on or before 26

March 2010 • A formal tenancy agreement from a letting/estate agent, which comes into effect on or

before 26 March 2010

If you are returning from abroad you will need to provide:

• A council tax bill confirming re-occupation of your property by 26 March 2010 if your property has not been occupied

• Confirmation that tenancy has ceased by 26 March 2010 and that you will re-occupy your property if it has been rented during your absence

• Confirmation from your employer that you will return to live in Harrow on or before 26 March 2010 if you were seconded abroad.

If a single parent has been ill for some time, or there has been a recent death of an

immediate family member (evidence of this will be required).

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WAITING LISTS Parents/carers can ask for their child's name to be put on the waiting list for any Harrow community school. Waiting lists are not a 'first come - first served' list and so time on the list does not give any priority. Waiting lists are kept in the priority order as explained in the admission rules. Places are offered from the waiting list throughout the year. When a place becomes available, it is offered to the first child on the list and if it is accepted all other children will move up the list. Children may also move down the waiting list if another family, with a higher priority under the admission rules, ask for their child’s name to be added to the list. Applicants who ask for their child’s name to be placed on the waiting list for another school, after a school place has been allocated, are indicating they prefer this school to the school already allocated. If at a later date a place is offered from the waiting list, this new offer will supersede any previous offer, which will then be withdrawn. APPEALS Parents/carers can appeal against any decision made by Harrow about the school where they would like their child to be educated. When an appeal form is requested, the child's name is automatically placed on the waiting list for that school. Parents/carers can ask for their child's name to be put on the waiting list for any other school. Any child admitted to the school as a result of an appeal will take precedence over others on the waiting list.

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HOW PLACES WILL BE ALLOCATED IN COMMUNITY MIDDLE SCHOOLS FOR SEPTEMBER 2010 ADMISSION RULES If more applications are received than there are places available, places are offered up to a school’s planned admissions number to applicants whose application is received by the closing date in the following priority using an equal preference system (see below). EQUAL PREFERENCES Each preference is treated as a separate application. We then work out how well applicants qualify for each school using the admission rules. If applicants qualify for a place at more than one school, a place is offered at the one given the given the highest ranking. If more applications are received in any one criterion than there are places available the admission rules will be re-applied followed by the 'tie-breaker' of distance, measured in a straight line. a) Children looked after by the local authority

b) Children attending the linked first school All children currently attending Year 2 in the linked first school even if this number is greater than the middle school’s standard number. c) Medical reasons relevant to pupil Children where there are special medical reasons for seeking a place at the preferred school. Claims on medical grounds will only be considered for the school closest to the child’s home address except in wholly exceptional circumstances. Applications made on medical grounds must be accompanied by supporting evidence from a Consultant at the time of application. This letter must provide information about the child's medical condition, the effects of this condition and why, in view of this, the child needs to attend the preferred school. In assessing these applications advice, as appropriate, will be sought from Harrow’s Special Education Needs Placement Panel. d) Medical reasons relevant to parent(s) Parent(s) with special medical reasons for seeking a place for their child at their preferred school. Such requests will only be considered for the school closest to the home address, except in wholly exceptional circumstances. Applications will only be considered for the parent(s) with whom the child lives and must be accompanied by supporting evidence from a Consultant at the time of application. This letter must provide information about the parent’s medical condition, the effects of this condition and why, in view of this, the child needs to attend the preferred school. In assessing these applications advice, as appropriate, will be sought from Harrow’s Special Educational Needs Placement Panel. f) Sibling link (i.e. brothers/sisters) Children with a brother or sister attending the school or the linked first school at the time of admission. g) Distance Children living nearest to the school measured in a straight line from home to school. This must be the address where parent and child normally live and they must be living there on the closing date for receipt of applications.

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LATE APPLICATIONS Applications received after the closing date will be dealt with after those received by that date have been considered. Places will be offered at school(s) that still has vacancies. WAITING LISTS Parents/carers can ask for their child's name to be put on the waiting list for any Harrow community school. Waiting lists are not a 'first come - first served' list and so time on the list does not give any priority. Waiting lists are kept in the priority order as explained in the admission rules. Places are offered from the waiting list throughout the year. When a place becomes available, it is offered to the first child on the list and if it is accepted all other children will move up the list. Children may also move down the waiting list if another family, with a higher priority under the admission rules, ask for their child’s name to be added to the list. Applicants who ask for their child’s name to be placed on the waiting list for another school, after a school place has been allocated, are indicating they prefer this school to the school already allocated. If at a later date a place is offered from the waiting list, this new offer will supersede any previous offer, which will then be withdrawn. APPEALS Parents/carers can appeal against any decision made by Harrow about the school where they would like their child to be educated. When an appeal form is requested, the child's name is automatically placed on the waiting list for that school. Parents/carers can ask for their child's name to be put on the waiting list for any other school. Any child admitted to the school as a result of an appeal will take precedence over others on the waiting list.

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ADMISSION TO COMMUNITY PRIMARY SCHOOL AFTER THE MAIN ALLOCATION A place will be offered at the school requested provided there is a vacancy in the appropriate year group. Where the year group is full and it is not possible to meet parental preference, a place will be offered at the nearest community primary school with a vacancy in the year group. The address used to process the application will be the address where the parent and child normally live and they must be living there at the time of application. Admission of one child to a primary school does not give a right of admission for brothers or sisters, if places are not available for all at the same time. LATE APPLICATIONS Applications received after the closing date will be dealt with after those received by that date have been considered. Places will be offered at schools that still have vacancies. WAITING LISTS Parents/carers can ask for their child's name to be put on the waiting list for any Harrow community school. Waiting lists are not a 'first come - first served' list and so time on the list does not give any priority. Waiting lists are kept in the priority order as explained in the admission rules. Places are offered from the waiting list throughout the year. When a place becomes available, it is offered to the first child on the list and if it is accepted all other children will move up the list. Children may also move down the waiting list if another family, with a higher priority under the admission rules, ask for their child’s name to be added to the list. Applicants who ask for their child’s name to be placed on the waiting list for another school, after a school place has been allocated, are indicating they prefer this school to the school already allocated. If at a later date a place is offered from the waiting list, this new offer will supersede any previous offer, which will then be withdrawn. APPEALS Parents/carers can appeal against any decision made by Harrow about the school where they would like their child to be educated. When an appeal form is requested, the child's name is automatically placed on the waiting list for that school. Parents/carers can ask for their child's name to be put on the waiting list for any other school. Any child admitted to the school as a result of an appeal will take precedence over others on the waiting list.

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SCHOOL

PLANNED ADMISSION

NUMBER

PLANNED ADMISSION

NUMBER

FIRST

FIRST & MIDDLE MIDDLE

Aylward 60 Belmont 60 60 Cannon Lane 90 90 Cedars Manor 60 Earlsmead 60 Elmgrove 60 82 Glebe 60 Grange 60 60 Grimsdyke 60 Kenmore Park 90 90 Little Stanmore 30 Longfield 90 90 Marlborough 60 Newton Farm 30 Norbury 60 Pinner Park 90 90 Pinner Wood 60 Priestmead 90 90 Roxbourne 90 90 Roxeth 60 Roxeth Manor 90 90 Stag Lane 90 90 Stanburn 90 90 Vaughan 60 Weald 90 90 Welldon Park 60 60 West Lodge 90 90 Whitchurch 90 90 Whitefriars 60

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PART D

HOW PLACES WILL BE ALLOCATED IN COMMUNITY HIGH SCHOOLS FOR SEPTEMBER 2010 ADMISSION RULES CO-EDUCATIONAL HIGH SCHOOLS - ADMISSION TO YEAR 8 (12+ TRANSFER) If more applications are received than there are places available, places are offered up to a school’s standard admissions number to applicants whose application is received by the closing date using an equal preference system (see below). EQUAL PREFERENCES Each preference is treated as a separate application. We then work out how well applicants qualify for each school using the admission rules. If applicants qualify for a place at more than one school, a place is offered at the one given the highest ranking. If more applications are received in any one criterion than there are places available the admission rules will be re-applied followed by the 'tie-breaker' of distance, measured in a straight line. a) Children looked after by the local authority b) Medical reasons relevant to pupil Children where there are special medical reasons for seeking a place at the preferred school. Claims on medical grounds will only be considered for the school closest to the child’s home address except in wholly exceptional circumstances. Applications made on medical grounds must be accompanied by supporting evidence from a Consultant at the time of application. This letter must provide full details about the child's medical condition, the effects of this condition and why, in view of this, the child needs to attend the preferred school. In assessing these applications advice, as appropriate, will be sought from Harrow’s Special Education Needs Placement Panel.

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d) Medical reasons relevant to parent(s) Parent(s) with special medical reasons for seeking a place for their child at their preferred school. Such requests will only be considered for the school closest to the home address, except in wholly exceptional circumstances. Applications will only be considered for the parent(s) with whom the child lives and must be accompanied by supporting evidence from a Consultant at the time of application. This letter must provide full details about the parent’s medical condition, the effects of this condition and why, in view of this, the child needs to attend the preferred school. In assessing these applications advice, as appropriate, will be sought from Harrow’s Special Educational Needs Placement Panel. e) Sibling link (older brothers or sisters) Children with a brother or sister attending the high school at the time of admission. The sibling link does not apply to students who will be attending the sixth form in September 2010. f) Sibling link 2010 only Families with children in both the Year 6(11+) and Year 7(12+) transfer groups who indicate they want their children to attend the same school, the following will apply: Where one child is offered a place because they best meet the admission rules at a preferred school, the other child will be given the sibling priority for that school g) Distance* from home to school Places are allocated to applicants whose home address is nearest to the school. This must be the address where parent and child normally live and they must be living there on the closing date for receipt of applications

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APPLICATIONS RECEIVED AFTER THE CLOSING DATE. We will deal with applications for school places differently depending on whether we receive them late or by the closing date. Additionally, any changes to the application (eg order of school preference or change of address) received, or that come into effect, after the closing date will be treated in the same way as a late application (see below). Applications received by the closing date will be processed first. Applications received after the closing date will NOT be considered until all other applications have been dealt with. However, in very exceptional cases applications received after the closing date may be considered. The following are some example of exceptions that may apply provided the application is received by 11December 2009 If your family has just moved house you will be asked to provide: • A letter from your solicitor confirming completion date, which must be on or before11

December 2009. • A tenancy agreement, which comes into effect on or before 11 December 2009. If you are from abroad you will need to provide: • A council tax bill confirming re-occupation of your property by 11 December 2009 if your

property has not been occupied • Confirmation that tenancy has ceased by 11 December 2009 if your property has been

rented during your absence • Confirmation from your employer that you will return to the UK by 11 December 2009 if you

were seconded abroad. If a single parent has been ill for some time, or there has been a recent death of an immediate family member (evidence of this will be required). WAITING LIST FOR CO-EDUCATIONAL HIGH SCHOOLS Parents/carers can ask for their child's name to be put on the waiting list for any Harrow community school. Waiting lists are not a 'first come - first served' list and so time on the list does not give any priority. Waiting lists are kept in the priority order as explained in the admission rules. Places are offered from the waiting list throughout the year. When a place becomes available, it is offered to the first child on the list and if it is accepted all other children will move up the list. Children may also move down the waiting list if another family, with a higher priority under the admission rules, ask for their child’s name to be added to the list. Applicants who ask for their child’s name to be placed on the waiting list for another school, after a school place has been allocated, are indicating they prefer this school to the school already allocated. If at a later date a place is offered from the waiting list, this new offer will supersede any previous offer, which will then be withdrawn.

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APPEALS Parents/carers can appeal against any decision made by Harrow about the school where they would like their child to be educated. When an appeal form is requested, the child's name is automatically placed on the waiting list for that school. Parents/carers can ask for their child's name to be put on the waiting list for any other school. Any child admitted to the school as a result of an appeal will take precedence over others on the waiting list.

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PART D

SINGLE SEX EDUCATION BENTLEY WOOD HIGH SCHOOL FOR GIRLS If more applications are received for Bentley Wood than there are places available, places will be offered in the following priority order up to the school’s standard admissions number to applicants whose application is received by the closing date using an equal preference system (see below). EQUAL PREFERENCES Each preference is treated as a separate application. We then work out how well applicants qualify for each school using the admission rules. If applicants qualify for a place at more than one school, a place is offered at the one given the highest ranking If more applications are received in any one criterion than there are places available the admission rules will be re-applied followed by the 'tie-breaker' of distance, measured in a straight line. a) Children looked after by the local authority. b) Medical reasons relevant to pupil Children where there is a special medical reasons for seeking a place at Bentley Wood. Claims on medical grounds will only be considered if Bentley Wood is the school closest to the child’s home address, except in wholly exceptional circumstances. Applications made on medical grounds must be accompanied by supporting evidence from a Consultant at the time of application. This letter must provide full details about the child's medical condition, the effects of this condition and why, in view of this, the child needs to attend the preferred school. In assessing these applications advice, as appropriate, will be sought from Harrow’s Special Education Needs Placement Panel. c) Medical reasons relevant to parent(s) Parent(s) with special medical reasons for seeking a place for their child at Bentley Wood. Such requests will only be considered if Bentley Wood is the school closest to the home address, except in wholly exceptional circumstances. Applications will only be considered for the parent(s) with whom the child lives and must be accompanied by supporting evidence from a Consultant at the time of application. This letter must provide full details about the parent’s medical condition, the effects of this condition and why, in view of this, the child needs to attend the preferred school. In assessing these applications advice, as appropriate, will be sought from Harrow’s Special Educational Needs Placement Panel.

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d) Sibling link (older sisters) Children with a sister attending Bentley Wood High School at the time of admission. The sibling link does not apply to students who will be attending the sixth form in September 2010. e) Sibling link (2010 only) Families with children in both the Year 6(11+) and Year 7(12+) transfer groups who indicate they want their children to attend the same school, the following will apply: Where one child is offered a place because they best meet the admission rules at a preferred school, the other child will be given the sibling priority for that school e) Random computer selection After pupils under a) to e) have been allocated places, if there are more applications remaining than places available, a random selection is made by computer. A random selection will be made separately for each ranked preference (ie 1st, 2nd 3rd and so on). LATE APPLICATIONS/CHANGES TO THE APPLICATION FORM AFTER THE CLOSING DATE We will deal with applications for school places differently depending on whether we receive them late or by the closing date. Additionally, any changes to the application (eg order of school preference or change of address) received, or that come into effect, after the closing date will be treated in the same way as a late application (see below). Applications received by the closing date will be processed first. Applications received after the closing date will NOT be considered until all other applications have been dealt with. However, in very exceptional cases applications received after the closing date may be considered. The following are some example of exceptions that may apply provided the application is received by 11 December 2009. If your family has just moved house you will be asked to provide: • A letter from your solicitor confirming completion date which must be on or before 11

December 2009 • A tenancy agreement which comes into effect on or before 11 December 2009. If you are returning from abroad you will need to provide: • A council tax bill confirming re-occupation of your property by 11 December 2009 if your

property has not been occupied • Confirmation that tenancy has ceased by 11 December 2009 if your property has been

rented during your absence • Confirmation from your employer that you will return to the UK by 11 December 2009 if

you were seconded abroad. If a single parent has been ill for some time, or there has been a recent death of an immediate family member (evidence of this will be required).

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WAITING LIST FOR BENTLEY WOOD After places have been allocated to Children Looked, girls/parents with an agreed medical claim and girls with sisters attending Bentley Wood at the same time; then places are offered throughout the year by undertaking a fresh random allocation to decide which child is to be offered a place from the waiting list. When a place becomes available, it is offered to the child whose name is selected through the random computer allocation. Applicants who ask for their child’s name to be placed on the waiting list for another school, after a school place has been allocated, are indicating they prefer this school to the school already allocated. If at a later date a place is offered from the waiting list, this new offer will supersede any previous offer, which will then be withdrawn. APPEALS Parents/carers can appeal against any decision made by Harrow about the school where they would like their child to be educated. When an appeal form is requested, the child's name is automatically placed on the waiting list for that school. Parents/carers can ask for their child's name to be put on the waiting list for any other school. Any child admitted to the school as a result of an appeal will take precedence over others on the waiting list.

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ADMISSION TO COMMUNITY HIGH SCHOOL AFTER THE MAIN ALLOCATION A place will be offered at the school requested provided there is a vacancy in the appropriate year group. Where the year group is full and it is not possible to meet parental preference, a place will be offered at the nearest community high school with a vacancy in the year group. The address used to process the application will be the address where the parent and child normally live and they must be living there at the time of application. Admission of one child to a high school does not give a right of admission for brothers or sisters, if places are not available for all at the same time. LATE APPLICATIONS Applications received after the closing date will be dealt with after those received by that date have been considered. Places will be offered at school(s) that still has vacancies. WAITING LISTS Parents/carers can ask for their child's name to be put on the waiting list for any Harrow community school. Waiting lists are not a 'first come - first served' list and so time on the list does not give any priority. Co-educational schools waiting lists Waiting lists are kept in the same priority order as explained in the admissions rules. Places are offered from the waiting list throughout the year. When a place becomes available, it is offered to the first child on the list and if it is accepted all other children will move up the list. Children may also move down the waiting list if another family, with a higher priority under the admission rules, ask for their child’s name to be added to the list. Bentley Wood High School waiting list Waiting lists are kept in the same priority order as explained in the admissions rules, ie when a places becomes available a fresh random allocation will be undertaken. APPEALS Parents/carers can appeal against any decision made by Harrow about the school where they would like their child to be educated. When an appeal form is requested, the child's name is automatically placed on the waiting list for that school. Parents/carers can ask for their child's name to be put on the waiting list for any other school. Any child admitted to the school as a result of an appeal will take precedence over others on the waiting list.

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Admission to Harrow Sixth Form Collegiate All students may continue to study in the sixth form of their current school, providing they meet the academic entry requirements of their selected courses. A collegiate system operates at sixth form level within Harrow and some courses are offered through this arrangement. As a result some students from other schools and/or colleges join courses at a particular sixth form and some students from the school may join sixth form courses in other schools and/or colleges. Applications should be made to the school by (date to be agreed).

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APPENDIX 2

SCHEME OF CO-ORDINATION FOR ADMISSIONS TO HARROW’S PRIMARY

SECTOR SCHOOLS 2010-2011

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QUALIFYING CO-ORDINATED ADMISSIONS SCHEME FOR PRIMARY SCHOOLS IN THE AREA OF LONDON BOROUGH OF HARROW Introduction 1. This scheme is made in compliance with The Education (Co-ordination of Admission Arrangements) (Primary Schools) (England) Regulations 2002 that require all Local Education Authorities (LA) to formulate a Qualifying Scheme. Interpretation 2. In this scheme – “the LA” means London Borough of Harrow Council acting in their capacity as local authority; “the LA area” means the area in respect of which the LA is the local authority; “primary education” has the same meaning as in section 2(1) of the Education Act 1996; “secondary education” has the same meaning as in section 2(2) of the Education Act 1996; “primary school” has the same meaning as in section 5(1) of the Education Act 1996; “secondary school” has the same meaning as in section 5(2) of the Education Act 1996; “school” means a community or voluntary-aided school (but not a special school) which is maintained by the LA; “VA schools” means such of the schools as are voluntary-aided schools; “admission authority” in relation to a community school means the LA and, in relation to a VA school means the governing body of that school; “the specified year” means the school year beginning at or about the beginning of September 2007; “admission arrangements” means the arrangements for a particular school or schools which govern the procedures and decision making for the purposes of admitting pupils to the school; “casual admission” means any application for a place in the first year of secondary education that is received after 1 September 2010; and “eligible for a place” means that a child has been placed on a school’s ranked list at such a point which falls within the school’s published admission number.

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Definitions “the Academic Year” the year in which the academic year commences “the Application Year” the academic year in which the parent makes an

application i.e. in relation to the academic year of entry, the year preceding it

“the Common Application Form” this is the form that each authority must have under

the Regulations for parents to use to make their applications, set out in rank order

“the Equal Preference System” the model whereby all preferences listed by parents on

the Common Application Form are considered under the over-subscription criteria for each school without reference to parental rankings. Where a pupil is offered a place at more than one school within an LA, the rankings are used to determine the single offer by selecting the one ranked highest of the places offered

“the Home LA” the LA in which the applicant/parent is resident “the Local Admission System the IT module for administering admissions in each LAS” LA and for determining the highest offer both within

and between participating Admission Authorities “the Maintaining LA” the LA which maintains a school to which an applicant

has applied the Notification Letter” the agreed form of letter sent to applicants which

communicates any determination granting or refusing admission to a primary school, which is attached as Schedule 2

the Participating LAs the LAs that will co-ordinate the timetable for

Reception applications (ie Brent and Harrow Council)

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3. The scheme 1. This scheme is made pursuant to section 89B of the School Standards and Framework

Act 1998, for co-ordinating the arrangements for the admission of pupils to primary schools in the LA area (“the scheme”).

2. The scheme shall be determined in accordance with the provisions set out in Part 1

and processed in accordance with the timetable set out in Schedule 3. 3. The scheme shall apply to every community and voluntary aided primary school in the

LA. 4. A list of other admission authorities for which the scheme applies is given at Schedule

4. .

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PART I - THE SCHEME 1. There will be a standard form known as the Common Application Form (CAF). 2. The CAF will be used for the purpose of admitting pupils into the first year of entry to

Harrow primary sector schools (ie reception for all through primary schools, separate first, or combined first and middle schools and Year 3 for middle schools).

3. The CAF must be used as a means of expressing four preference for the purposes

of section 86 of the School Standards and Framework Act 1998, by parents wishing to express a preference for their child to be admitted to a school within the LA area (including VA and foundation schools);

4. The CAF will –

a. invite the parent to express four preferences for a school maintained by the LA and invite the parent to rank those preferences;

b. invite parents to give their reasons for each preference; c. explain that the parent will receive no more than one offer of a school place d. specify the closing date and where it must be returned, in accordance with

paragraph 11.

5. The LA will make appropriate arrangements for consideration of the application against the published admissions criteria.

4. Where a school receives a supplementary form it will not be regarded as a valid application unless the parent has also completed a CAF and the school is nominated on it. Where supplementary forms are received directly by VA schools the school must inform the LA immediately so it can verify whether a CAF has been received from the parent and, if not, contact the parent and ask them to complete a CAF. Under the requirements of the scheme, parents will not be under any obligation to complete an individual school’s supplementary form where this is not strictly required for the governing body to apply their oversubscription criteria.

5. Parents will be able to express a preference for FOUR maintained primary schools. 6. Applicants will be invited to give their reasons for each preference.

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PART 2 – PROCESSING (Admissions to Reception Class) 1. Applications for admission to Reception class will be made on Harrow’s Common

Application Form, which will be available and able to be submitted on line. 2. Applicants must return the CAF to Harrow by 26 February 2010. 3. Up to 26 March 2010 Harrow will accept late applications only if they are late for a

good reason. Examples of what will be considered as a good reason include: when a single parent has been ill for some time, or has been dealing with the death of an immediate family member; a family has just moved into the area or is returning from abroad (proof of ownership or tenancy of a property within Harrow will be required in these cases).

4. Applications received after the closing date will be considered only after those

received by this date have been processed. As far as possible late applicants will be offered a place on 24 April 2010 but the closer to the deadline that an application is received, the less likely it will be that an offer will be made on that date.

5. By (date to be agreed) Harrow will give its Voluntary Aided Schools a list detailing

applications that have been made for those schools, including all relevant information and any supplementary form received by Harrow that the schools require in order to apply their oversubscription criteria.

6. By (date to be agreed) the admission authority for each Voluntary Aided School will

consider all applications for their school, without reference to rank order, apply the school’s oversubscription criteria (if appropriate) and provide the LA with a list of applicants ranked according to the school’s oversubscription criteria.

7. When the admission authorities within Harrow have provided a list of applicants in

criteria order to Harrow, Harrow shall, for each applicant to its schools for whom more than one potential offer is available, use the highest ranked preference to decide which single potential offer to make.

8. By (date to be agreed) participating authorities will share information about offers

made for schools in each of their areas.

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PART 3 : OFFERS 1. Application data relating to applications to schools in other participating LAs will be

shared by (date to be agreed). 2. This will involve exchanges of information between participating LAs (in accordance

with a specified timetable), which will continue until a steady state is achieved 3. Participating LAs will co-ordinate offers so that if a child is eligible for a place at only

one of the nominated schools that school will be allocated to the child.

4. Where a child is eligible for a place at two or more of the nominated schools, they will be allocated a place at whichever of these is the highest ranked preference.

5. Where it is not possible to offer a place in a Harrow Community School, applicants will be offered a place at the nearest appropriate community school with a vacancy. Where a parent has only applied for voluntary aided schools, the Harrow Admissions Service will provide information about vacancies remaining in Harrow schools. Outborough applicants will also be advised to contact their home authority.

6. Harrow will inform all applicants of their highest offer of a school place and, where relevant, the reasons why higher preferences were not offered.

7. This authority shall use the form of Notification Letter set out in Schedule 3. PART 4 : POST-OFFER 1. Harrow will share with its non-participating neighbouring LAs information about their

residents who have been offered places in a Harrow community or voluntary aided school. If the parents have also been allocated a place in a school in their home LA, Harrow will give parents ten working days to confirm which place they are accepting. If no response is received or the parent is unwilling to indicate a preference, Harrow will liaise with the relevant LA and agree which school offer will be withdrawn and notify the parent accordingly.

2. Applicants not offered a place in a Harrow community primary school will be advised

of their right of appeal and the process for being placed on the waiting list 3. Applicants not offered a place in a Harrow voluntary aided primary school will be

advised of their right of appeal. They will also be advised to contact the admission authority about placement on the waiting list.

4. Elimination of multiple offers before children start school in September. Applicants

who ask for their child’s name to be placed on the waiting list for another school, after a school place has been allocated, are indicating they prefer this school to the school already allocated. If at a later date a place is offered from the waiting list, this new offer will supersede any previous offer, which will then be withdrawn under the co-ordinated admission arrangements.

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PART 5 : CASUAL ADMISSIONS

Harrow Community Schools 1. Applications received after 1 September 2010 and for year groups other than the year

of entry will be treated as casual admissions. 2. Applications should be made on Harrow’s casual admission form and sent to the LA,

which will determine any application for a Community Primary School for which it is the admission authority.

3. If the application names a Harrow Voluntary Aided School or a school outside of

Harrow, the application form will be referred to the relevant admission authority/LA. Harrow Voluntary Aided Schools 1. Applications received after 1 September 2010 and for year groups other than the year

of entry will be treated as casual admissions. 2. Applications should be made direct to the schools. Where it is not possible to

allocate a place because the relevant year group is full applicants must be advised about their right of appeal. They should also be informed that their child’s name can be added to the school’s waiting list.

3. If the child does not have a place in any school, the applicant should be referred to

the LA.

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SCHEDULE 1

Harrow’s Common Application Form will contain the following fields as a minimum: Applicant’s details: Forename Surname Date of Birth Gender Name of nursery / pre-school Parent’s / carers’s details : Title Name Address Telephone Number Preference details (four preferences can be made) Name of primary school Address of primary school Preference ranking Additional information: Reasons for Preferences (including any religious or philosophical grounds) Does the applicant have a statement of SEN? Details of parent’s/child’s medical condition Is the applicant a child looked after?

If yes, name of responsible authority If the applicant has sibling/s which schools do they attend? Other: Signature of parent or carer Date of signature Where a school to which the applicant has applied requires further information, the relevant school will send a supplementary form direct to the parents.

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SCHEDULE 2

DRAFT NOTIFICATION LETTER

FIRST PREFERENCE Dear Parent Application for a Harrow Primary School I am writing to let you know the outcome of your application for a primary school. I am pleased to tell you that your child has been allocated a place at

NAME OF SCHOOL Offers which could have been made for any schools, which you placed lower in your preference list, were automatically withdrawn under the co-ordinated admission arrangements as a higher preference has been offered. I should be grateful if you would fill in the attached slip and return it to the address at the top of the slip by XXXXXXXX. Pressure on places in Harrow schools is very high and we need to know if you are accepting this place or not. If you do not return the form by XXXXXX we will have to consider offering the place to another child. The Headteacher will contact you in XXXXXXX about your child’s admission. All the information you need about starting school will be given to you at that time. Please do not contact the school before then, as they will be unable to help you. Yours sincerely

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To: Admissions Service, Strategy Department, People First, Civic Centre, etc. (FOR COMMUNITY PRIMARY SCHOOLS) TO: VA School (FOR VA SCHOOLS) ADMISSION TO PRIMARY SCHOOL FOR XXXXXXXXX CHILD’S NAME, ADDRESS, DATE OF BIRTH AND SCHOOL OFFERED Please tick relevant box I wish to accept the place for my child I do not wish to accept the place for my child I have made the following arrangements for my child’s education: ______________________________________________________________ If you are accepting the school offered, the school needs to have the name and address of the pre school/nursery your child attends. Please give details below: Name of Nursery/Pre School ______________________________________ Address________________________________________________________ _______________________________________________________________ Phone No. _____________________________________________________ I consent to this information being passed to teaching staff. Signed: Mother / Father / Carer / Relative (Please delete as appropriate) Please print your name in BLOCK CAPITALS

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NON-FIRST PREFERENCE Dear Parent Application for a Harrow Primary School I am writing to let you know the outcome of your application for a primary school. Your child has been offered a place at

X School. I am sorry that it was not possible for your child to be offered a place at any of the schools you listed as a higher preference on your application form. For each of these schools there were more applications than places, and other applicants had a higher priority than your child under the school’s published admission criteria. Offers which could have been made for any schools, which you placed lower in your preference list, were automatically withdrawn under the co-ordinated admission arrangements as a higher preference has been offered. I appreciate you may be disappointed by this, but I strongly recommend that you now take the time to visit the school you have been offered. I am sure you will find it a suitable alternative. A visit will give you an opportunity to meet the staff and to find out what they can offer your child. If, after that, you are still unhappy about the school offered, you may wish to exercise your right of appeal. If you need more advice or information about infant class appeals for a community primary school please ring the telephone number below. If you need information about an appeal for a Church of England, Jewish or Roman Catholic school please telephone the school. You should know, however, that there are very limited grounds for succeeding at appeal. Admission authorities are required to limit the size of infant classes to 30, and your preferred school already has 30 children in each of its classes. Consequently, to succeed on appeal you would need to show either that: 1. The decision, not to take measures that would allow the school to accept more pupils without having

more than 30 in a class, was unreasonable in light of the circumstances of the school (NOT in light of the circumstances of your child or the family).

OR 2. The admission rules were not properly applied and your child would have been given a place if the

admission arrangements had been properly applied. If you cannot make a case under 1 or 2 above, your appeal will fail. I enclose an information sheet explaining why your child was not offered a place at a community school. If you would like information about the reason that your child was not offered a place at a faith school, you should contact the school within the next few days. You may ask for your child’s name to be put on the waiting list for any school and information about how to do this is attached. However, it is important to understand that waiting lists are not a ‘first come, first served’ list. Children’s names are placed on the waiting list by applying the admission rules. This means children can move up and down the waiting list as places are offered from the list, or a family with a higher priority under the admission rules asks for their child’s name to be added to the list. Yours etc

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ADMISSION TO SCHOOL : XXXXXXXX PLEASE COMPLETE ALL SECTIONS OF THIS FORM CHILD’S NAME DATE OF BIRTH ADDRESS PLEASE TICK RELEVANT BOX 1. I wish to accept the place offered at (name of school offered)

If you are accepting the school offered, the school needs to have the name and address the pre school/nursery your child attends. Please give details below:

Name of Pre School/Nursery ___________________________________________ Address ___________________________________________________________ __________________________________________________________________ Phone No __________________________________________________________ 2. I have made other arrangements for my child’s schooling and do not require a place in a Harrow school. The alternative arrangements are as follows: _______________________________________________________________ 4. I do NOT want to appeal against Harrow’s decision but I would like my child’s name to be put on the for the following school(s): I understand that by asking to go on the waiting list I am indicating I prefer this/these school(s) to the allocated school and that if I am offered a place from the waiting list the current offered school will be automatically withdrawn. _______________________________________________________________ _______________________________________________________________ As previously advised, you have the right to appeal against the decision of the Local

Education Authority under the School Standards and Framework Act 1988. Any request for appeal papers must be made in writing quoting your child's details and the school you wish to appeal for.

Signed: __________________________________________ Date _____________ Mother / Father / Carer / Relative Please print your name in BLOCK CAPITALS

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No offer letter Date: Dear Parent Application for Harrow voluntary aided school I am writing to let you know the outcome of your application for a Harrow voluntary aided school. We are sorry that it has not been possible to offer a place at any school on your list of preferences. The reason for this is that there were more applicants for these schools than there are places, and other applicants had a higher priority under the school’s published admission criteria. If you would like more information about the reason that your child was not offered a place at any school, you should contact the school within the next few days. You have a statutory right of appeal against the refusal of a place at any of the schools for which you have applied. If you wish to appeal, you must contact the school as soon as possible to obtain the procedure and the date by which an appeal must be received by them. You can also ask for your child’s name to be placed on the waiting list for any voluntary aided school by contacting the school direct. You will need to check with the school how long children’s names will be kept on waiting lists and when places will be offered from the waiting list. Alternatively, there are still some Harrow community schools that have vacancies. If you would like information or advice about applying for a Harrow community school please call us on 020 8424 1680. Yours sincerely

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SCHEDULE 3

PROPOSED DRAFT TIMETABLE CO-ORDINATED PRIMARY ADMISSIONS TO RECEPTION CLASS 2010

EASTER SUNDAY IS 4 APRIL 2010

July/September 2009

Notices published to advise parents of timetable for application

1 September 2009 Admissions Service to send application forms and booklets to schools

Early February 2010 Publicity re closing date

26 February 2010 Deadline for receipt of applications

15 March 2010 Admissions Service sends information of applicants to VA schools

26 March 2010 VA Schools send Admissions Service list of applicants in priority order according to admission rules

26 March 2010 Deadline for late ‘on time’ application

March - April Exchanges of information between participating LAs

12 April 2010 Admissions Service determines school offer by application of parental ranking

23 April 2010 Offer letters to parents and schools informed of children allocated places.

7 MAY 2010 Deadline for acceptance of offer

21 MAY 2010 Appeal papers sent to parents

4 JUNE 2010 14 days for parents to return appeal papers

JULY 2010 Appeals to start

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SCHEDULE 4 AMISSION AUTHORITIES IN HARROW TO WHICH TO SCHEME APPLIES HARROW COUNCIL MORIAH JEWISH DAY SCHOOL ST ANSELM'S RC PRIMARY SCHOOL ST BERNADETTE'S RC PRIMARY SCHOOL ST GEORGE'S RC PRIMARY SCHOOL ST JOHN FISHER RC FIRST & MIDDLE SCHOOL ST JOHN'S C OF E SCHOOL STANMORE ST JOSEPH'S RC FIRST & MIDDLE SCHOOL ST TERESA'S RC FIRST & MIDDLE SCHOOL KRISHNA AVANTI SCHOOL

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11+ SCHEME OF CO-ORDINATION FOR HARROW RESIDENTS APPLYING FOR PLACES IN HARROW COMMUNITY AND VASCHOOLS

AND SCHOOLS OUTSIDE THE BOROUGH WHERE STUDENTS TRANSFER AT YEAR 7

2010-11

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QUALIFYING CO-ORDINATED ADMISSIONS SCHEME FOR HARROW RESIDENTS APPLYING FOR PLACES IN HARROW’S VOLUNTARY AIDED SCHOOLS AND SCHOOLS OUTSIDE THE BOROUGH WHERE THE AGE OF TRANSFER IS 11 Introduction This scheme is made in compliance with The Education (Co-ordination of Admission Arrangements) (Secondary Schools) (England) Regulations 2002 that require all Local Education Authorities (LA) to formulate a Qualifying Scheme. Interpretation In this scheme – “the LA” means Harrow Council acting in their capacity as local authority; “the LA area” means the area in respect of which the LA are the local authority; “primary education” has the same meaning as in section 2(1) of the Education Act 1996; “secondary education” has the same meaning as in section 2(2) of the Education Act 1996; “primary school” has the same meaning as in section 5(1) of the Education Act 1996; “secondary school” has the same meaning as in section 5(2) of the Education Act 1996; “school” means a community, voluntary-aided school or foundation school (but not a special school) which is maintained by the LA; “VA schools” means such of the schools as are voluntary-aided schools; “admission authority” in relation to a community school means the LA and, in relation to a VA school means the governing body of that school; “the specified year” means the school year beginning at or about the beginning of September 2010; “admission arrangements” means the arrangements for a particular school or schools which govern the procedures and decision making for the purposes of admitting pupils to the school; “casual admission” means any application for a place in the first year of secondary education that is received after 1 September 2010; and “eligible for a place” means that a child has been placed on a school’s ranked list at such a point which falls within the school’s published admission number.

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PAN-LONDON CO-ORDINATED ADMISSION SYSTEM

TEMPLATE LA SCHEME FOR ADMISSION TO SECONDARY SCHOOL IN SEPTEMBER 2010

Definitions “the Application Year” the academic year in which the parent makes an application

ie. in relation to the academic year of entry, the year preceding it

“the Board” the Pan-London Admissions Executive Board, which is

responsible for the Scheme “the Common Application Form”this is the form that each authority must have under the

Regulations for parents to use to make their applications, set out in rank order

“the Equal Preference System” the model whereby all preferences listed by parents on the

Common Application Form are considered under the over-subscription criteria for each school without reference to parental rankings. Where a pupil is offered a place at more than one school within an LA, the rankings are used to determine the single offer by selecting the one ranked highest of the places offered

“the Highly Recommended the elements of the Template Qualifying Scheme Elements” that are not mandatory but to which subscription is strongly

recommended in order to maximise co-ordination and thereby simplify the application process as far as possible

“the Home LA” the LA in which the applicant/parent is resident “the Local Admission System the IT module for administering admissions in (LAS)” each LA and for determining the highest offer both within

and between participating LAs “the Maintaining LA” the LA which maintains a school to which an applicant has applied “the Mandatory Elements” those elements of the Template LA Scheme to which

authorities must subscribe in order to be considered as ‘Participating Authorities’ and to benefit from the Pan-London Register and related funding

“the Notification Letter” the agreed form of letter sent to applicants on the

Prescribed Day which communicates any determination granting or refusing admission to a secondary school, which is attached as Schedule 2

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“the Prescribed Day” 1st March in the year following the relevant determination

year except that , in any year in which that day is not a working day, the prescribed day shall be the next working day.

“the Pan-London Register (PLR)” the database which will transmit application and offer data

between each LA’s LAS “the Pan-London Timetable” the framework for processing of application data which is

attached as Schedule 3 “the Participating LA” any LA that has indicated in the Memorandum of

Agreement that they are willing to incorporate, at a minimum, the mandatory elements of the Template LA Scheme presented here.

“the Qualifying Scheme” the scheme which each LA is required to formulate

pursuant to section 89B(1)(a) of the School Standards and Framework Act 1998 and the Regulations for co-ordinating arrangements for the admission of pupils to secondary schools

Applications 1. Harrow will advise home LAs of their resident pupils on the roll of Harrow’s

maintained primary schools and whose parents are eligible to make application in the forthcoming application year.

2. Applications from residents of Harrow will be made on this authority’s Common

Application Form (CAF), which will be available and able to be submitted on-line. This will include all the fields and information specified in Schedule 1 to this Template LA Scheme. These will be supplemented by any additional fields and information where deemed necessary by Harrow to enable the admission authorities in the LA area to apply the published oversubscription criteria.

3. Harrow will take all reasonable steps to ensure that every parent who is resident in

Harrow and has a child in their last year of primary education within a maintained school, either in Harrow or any other maintaining LA, receives a copy of Harrow's admissions booklet and CAF, including details of how to apply online. The admissions booklet will also be available to parents who do not live in Harrow, and will include information on how they can access their home LA's CAF.

4. The admission authorities within Harrow will not use supplementary forms except

where the information available through the CAF is insufficient for consideration of the application against the published oversubscription criteria. Where supplementary forms are used by the admissions authorities within Harrow, the LA will seek to ensure that these only collect information which is required by the published oversubscription criteria, in accordance with para 1.73 of the School Admissions Code (Feb 2007).

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5. Where a school in Harrow receives a supplementary form, Harrow will not consider it to be a valid application unless the parent has also listed the school on their home LA's CAF, in accordance with para 1.16 of the School Admissions Code (Feb 2007).

6. Applicants will be able to express a preference for six maintained secondary schools

or Academies within and/or outside the Home LA ( and any City Technology College that has agreed to participate in their LA’s Qualifying Scheme).

7. The order of preference given on the CAF will not be revealed to a school within the

area of Harrow in accordance with para 2.13 of the School Admissions Code (Feb 2007). However, where a parent resident in Harrow expresses a preference for schools in the area of another LA, the order of preference for that LA’s schools will be revealed to that LA in order that it can determine the highest ranked preference in cases where a child is eligible for a place at more than one school in that LA’s area.

8. Harrow undertakes to carry out the address verification process set out in its entry in

the Pan London address verification register (being compiled by the Chair of LIAAG). This will in all cases include validation of resident applicants against Harrow's primary school data and the further investigation of any discrepancy. Where Harrow is not satisfied as to the validity of an address of an applicant whose preference has been sent to a maintaining LA, it must advise the maintaining LA no later than 11 December in the Application Year 2009.

9. Harrow will check the status of any resident applicant who is a 'Child Looked After'

and provide evidence to the maintaining LA in respect of a preference for a school not in Harrow's area by 16 November in the Application Year 2009..

10. Harrow will advise a maintaining LA of the reason for any preference expressed for a

school not in Harrow's area, in respect of a resident child born outside of the correct age cohort and will forward any supporting documentation to the maintaining LA by 16 November in the Application Year 2009.

Processing 11. Applicants resident within Harrow must return the CAF, which will be available and

able to be submitted on-line, to Harrow by 23 October in 2009. 12. Application data relating to applications to schools in other participating LAs will be

up-loaded to the PLR by 16 November in 2009. Supplementary information provided with the CAF will be sent to maintaining LAs by the same date.

13. Harrow shall, in consultation with the admission authorities within Harrow’s area and

within the framework of the Pan-London timetable, determine and state here its own timetable for the processing of application data and the application of admissions criteria – 4th January 2010.

14. All preferences for schools within Harrow will be considered by the relevant

admission authorities without reference to rank order in accordance with para 2.13 of the School Admissions Code (Feb 2007). When the admission authorities within Harrow have provided a list of applicants in criteria order to Harrow, Harrow shall, for each applicant to its schools for whom more than one potential offer is available, use

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the highest ranked preference to decide which single potential offer to make. [This is the ‘Equal Preference System’.]

15. Harrow will accept late applications only if they are late for a good reason. Examples

of what will be considered as good reason include: when a single parent has been ill for some time, or has been dealing with the death of an immediate family member; a family has just moved into the area or is returning from abroad (proof of ownership or tenancy of a property within Harrow will be required in these cases).

16. Where such applications contain preferences for schools in other LAs, Harrow will

forward the details to maintaining LAs via the PLR as they are received. Harrow will accept late applications which are considered to be on time within the terms of the home LA’s scheme.

17. The latest date for the upload of late applications which are considered to be on-time

within the terms of the home LA’s scheme to the PLR is 11 December in 2009. 18. Where a parent moves from one participating home LA to another after submitting an

on-time application under the terms of the former home LA's scheme, the new home LA will accept the application as on-time up to 11 December 2009, on the basis that an on-time application already exists within the Pan-London system.

19. Harrow will participate in the application data checking exercise scheduled between

13 December 2009 and 2 January 2010 in the Pan-London timetable. 20. Harrow will carry out all reasonable checks to ensure that pupil rankings are correctly

held in its LAS before uploading data to the PLR. 21. Harrow will upload the highest potential offer available to an applicant for a

maintained school in Harrow to the PLR by 3 February 2010. The PLR will transmit the highest potential offer made by the Maintaining LA to the Home LA.

22. The LAS of Harrow will eliminate, as a Home LA, all but the highest ranked offer

where an applicant has more than one potential offer across Maintaining LAs submitting information within deadline to the PLR. This will involve exchanges of information between the LAS and the PLR (in accordance with an iterative timetable published in the Business User Guide) which will continue until a steady state is achieved (which the PLR will indicate), or until 16 February 2010 if this is sooner. Harrow will transmit to the PLR information about which final offers have and have not been made no less than 5 working days before 1 March 2010. The PLR will in turn transmit this information to the LAS of the relevant Maintaining Authorities for their information.

23. Harrow will participate in the offer data checking exercise scheduled between 17 and

24 February 2010 in the Pan-London timetable. 24. Harrow will send a file to the E-Admissions portal with outcomes for all residents who

have applied online no later than 24 February 2009. (33 London LAs & Surrey only).

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Offers 25. Harrow LA will ensure that Harrow Borough resident children without an offer of a

place at one of their preferred schools will be allocated a place at the nearest appropriate Harrow Borough school to their home with a vacancy, subject to the availability of places at that point.

26. Harrow has agreed, for the purposes of Paragraphs 2(e), 4(d) and 4(e) of the

Schedule to the Regulations, that the Home LAs shall inform all applicants within their areas of their highest offer of a school place and, where relevant, the reasons why higher preferences were not offered, whether they were for schools in the Home LA or in other participating LAs.

27. Harrow shall use the form of Notification Letter set out in Schedule 2. 28. On 1 March 2010, Harrow will send by first class post notification of the outcome to

resident applicants. 29. Harrow will provide primary schools with destination data of its resident applicants by

the end of the Summer term 2010. Post Offer 30. Harrow will request that resident parents accept or decline the offer of a place by 15

March 2010. 31. Where a parent resident in Harrow accepts or declines a place in a school

maintained by another LA by 15 March 2010, Harrow will forward the information to the maintaining LA by 22 March 2010. Where such information is received from parents between 15 March and 31 August 2010, Harrow will pass it to the maintaining LA as it is received.

32. In the period 1 March to 31 August 2010, Harrow will seek to ensure that a place is not offered at a school in its area which is ranked on the CAF as a lower preference than any school already offered to a parent.

33. In the period 1 March to 31 August 2010, Harrow will inform the home LA, where

different, of any change to an applicant's offer status as soon as it occurs. 34. In the period 1 March to 31 August 2010, Harrow will accept new applications

(including additional preferences) for its schools from home LAs. 35. Applicants will be informed that they can ask for their child’s name to be placed on

the waiting list for any Harrow community school by contacting Harrow. For all other schools, applicants will be advised to contact the school direct. They will also be advised to check with the school how long children’s names will be kept on waiting lists and when places will be offered from the waiting list.

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SCHEDULE 1 Harrow’s Common Application Form will contain the following fields as a minimum. Child’s details: Surname Forename Date of Birth Gender Name of primary school Address of primary school (if outside home LA) Parent’s details: Title Surname Initials or Forename Address Telephone Number (Home, Daytime, Mobile) Email address Relationship to child Preference details (x 6 recommended): Name of secondary school Address of secondary school Preference ranking Local Authority in which the school is based Additional information: Reasons for Preferences (including any medical or social reasons) Does the applicant have a statement of SEN? Y/N* Is the applicant a child looked after? Y/N If yes, name of responsible authority Surname of sibling Forename of sibling DOB of sibling Gender of sibling Name of school sibling attends Other: Signature of parent or guardian Date of signature * Where an LA decides not to request this information on the CAF, it must guarantee that no statemented pupil details will be sent via the PLR.

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SCHEDULE 2 Pan-London Co-ordinated Admission Scheme Template Outcome Lettter

From: Home LA Date: 1 March 2009 Dear Parent, Application for a Secondary School I am writing to let you know the outcome of your application for a secondary school. Your child has been offered a place at X School. The school will write to you with further details. I am sorry that it was not possible for your child to be offered a place at any of the schools which you listed as a higher preference on your application form. For each of these schools there were more applications than places, and other applicants has a higher priority than your child under the school’s published admission criteria. Offers which could have been made for any schools which you placed lower in your preference list, were automatically withdrawn under the co-ordinated admission arrangements, as a higher preference has been offered. If you would like more information about the reason that your child was not offered a place at any school, you should contact the admission authority that is responsible for admissions to the school within the next few days. Details of the different admission authorities for schools in the borough of X are attached to this letter. If the school is outside the borough of X, the admission authority will either be the borough in which the school is situated, or the school itself. You have the right of appeal under the School Standards & Framework Act 1998 against the refusal of a place at any of the schools for which you have applied. If you wish to appeal, you must contact the admission authority for the school within the next few days to obtain the procedure and the date by which an appeal must be received by them. Please would you confirm that you wish to accept the place at X School by completing the reply slip below. If you do not wish to accept the place, you will need to let me know what alternative arrangements you are making for your child’s education. [You can also confirm that you wish your child’s name to be placed on the waiting list for a school in the borough of X, by completing the reply slip. If you applied for a place in another borough and wish to be placed on the waiting list, please contact the school or the borough concerned.] (The above paragraph can be omitted if the LA automatically places children on a waiting list for higher preference schools). If you wish to apply for any other school in this borough or elsewhere, you must obtain an application form from this office. Please return the reply slip to me by 15 March 2010. If you have any questions about this letter, please contact me on __________________. Yours sincerely (First preference offer letters should include the paragraphs in italics only)

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ACCEPTANCE OF SCHOOL PLACE WHERE AGE OF TRANSFER IS 11 Please complete and return this slip to the address below by:

xxxxxxxx

NAME OF CHILD DATE OF BIRTH SCHOOL OFFERED Please tick box as appropriate

I confirm I wish to accept the place for my child and that I have informed the school accordingly.

I do NOT wish to accept the place offered. I have made other

arrangements for my child’s secondary education. Please give details _______________________________________________________________ _______________________________________________________________ Signed: ____________________________________________ Date: ________________ Please print name in BLOCK CAPITALS________________________________________

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Haf 10 10 05 – CAS 2007-08 12+ 17/03/2009 27

SCHEDULE 3

TIMETABLE FOR 11+TRANSFER CO-ORDINATED 11+ SCHEME

SEPTEMBER 2009

Start of September 2009 Application forms and booklets available. Supplies will be sent to Harrow VA schools.

23 October 2009 Deadline for receipt of applications.

16 November 2009 Deadline for the transfer of application information by the Home LA to the PLR

11 December 2009 Deadline for receipt of late applications

11 December 2009 Deadline for the upload of late applications to the PLR

3 February 2010 Deadline for the transfer of potential offer information from the Maintaining LEAs to the PLR

16 February 2010

Final ALT file to PLR

24 February 2010

Deadline for On-line ALT file to portal

1 March 2010 Offer letters to parents

15 March 2010 Deadline for acceptance of offer

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Haf 10 10 05 – CAS 2007-08 12+ 17/03/2009 28

SCHEDULE 4 HARROW ADMISSION AUTHORITIES TO WHICH THE SCHEME APPLIES Harrow Council The Scared Heart Language College Salvatorian College

332

Haf 10 10 05 – CAS 2007-08 12+ 17/03/2009 29 333

Haf 10 10 05 – CAS 2007-08 12+ 17/03/2009 30

12+ SCHEME OF CO-ORDINATION 8 2010-2011

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CAS2005 12+ 31

QUALIFYING CO-ORDINATED ADMISSIONS SCHEME FOR COMMUNITY SECONDARY SCHOOLS IN THE AREA OF LONDON BOROUGH OF HARROW Introduction This scheme is made in compliance with The Education (Co-ordination of Admission Arrangements) (Secondary Schools) (England) Regulations 2002 that require all Local Authorities (LA) to formulate a Qualifying Scheme. Interpretation In this scheme – “the LA” means London Borough of Harrow Council acting in their capacity as local education authority; “the LA area” means the area in respect of which the LA are the local authority; “primary education” has the same meaning as in section 2(1) of the Education Act 1996; “secondary education” has the same meaning as in section 2(2) of the Education Act 1996; “primary school” has the same meaning as in section 5(1) of the Education Act 1996; “secondary school” has the same meaning as in section 5(2) of the Education Act 1996; “school” means a community or voluntary-aided school (but not a special school) which is maintained by the LA; “VA schools” means such of the schools as are voluntary-aided schools; “admission authority” in relation to a community school means the LA and, in relation to a VA school means the governing body of that school; “the specified year” means the school year beginning at or about the beginning of September 2009; “admission arrangements” means the arrangements for a particular school or schools which govern the procedures and decision making for the purposes of admitting pupils to the school; “casual admission” means any application for a place in the first year of secondary education that is received after 1 September 2009; and “eligible for a place” means that a child has been placed on a school’s ranked list at such a point which falls within the school’s published admission number.

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CAS2005 12+ 32

Definitions “the Academic Year” the year in which the academic year commences “the Application Year” the academic year in which the parent makes an

application i.e. in relation to the academic year of entry, the year preceding it

“the Common Application Form” this is the form that each authority must have under

the Regulations for parents to use to make their applications, set out in rank order

“the Equal Preference System” the model whereby all preferences listed by parents on

the Common Application Form are considered under the over-subscription criteria for each school without reference to parental rankings. Where a pupil is offered a place at more than one school within an LA, the rankings are used to determine the single offer by selecting the one ranked highest of the places offered

“the Home LA” the LA in which the applicant/parent is resident “the Local Admission System (LAS)

the IT module for administering admissions in each LA and for determining the highest offer both within and between participating LAs

“the Maintaining LA” the LA which maintains a school to which an applicant

has applied the Notification Letter” the agreed form of letter sent to applicants on the

Prescribed Day which communicates any determination granting or refusing admission to a secondary school, which is attached as Schedule 2

“the Prescribed Day” 1st March in the year following the relevant

determination year except that in any year in which that day is not a working day, the prescribed day shall be the next working day.

“the Pan-London Register(PLR) the database which will transmit application and offer

data between each LA’s LAS “the Pan-London Timetable” the framework for processing of application data which

is attached as Schedule 3 “the Participating LA” any LA that has indicated in the Memorandum of

Agreement that they are willing to incorporate, at a minimum, the mandatory elements of the Template LA Scheme presented here.

336

CAS2005 12+ 33

“the Qualifying Scheme” the scheme which each LA is required to formulate pursuant to section 89B(1)(a) of the School Standards and Framework Act 1998 and the Regulations for co-ordinating arrangements for the admission of pupils to secondary schools

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CAS2005 12+ 34

3. The scheme 1. This scheme is made pursuant to section 89B of the School Standards and

Framework Act 1998, for co-ordinating the arrangements for the admission of pupils to secondary schools in the LA area (“the scheme”).

2. The scheme shall be determined in accordance with the provisions set out in Part 1

and processed in accordance with the timetable set out in Schedule 2. 3. The scheme shall apply to every community secondary school in Harrow where the

age of transfer is 12.

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CAS2005 12+ 35

PART I - THE SCHEME 1. There will be a standard form known as the Common Application Form (CAF). 2. The CAF will be used for the purpose of admitting pupils into the first year of

secondary education to Harrow Community High Schools where the age of transfer is in Year 8 in the specified year.

3. Applications for Harrow Community High Schools will be made on Harrow’s CAF.

This will include all the fields and information specified in Schedule 1 to Harrow’s Scheme. These will be supplemented by any additional fields and information where deemed necessary by Harrow.

4. As part of its 12+ Qualifying Scheme of Co-ordination, Harrow will make its CAF

available to neighbouring LAs to enable out-borough applicants to apply for Harrow Community High Schools. Applicants from out-borough will return the form to Harrow for processing. Harrow will advise the home LA of any applications received.

5. Harrow will make appropriate arrangements to ensure that:

a CAF is sent to children on roll in Year 7 in Harrow middle schools

the CAF is available on request from Harrow, neighbouring LAs and Harrow Community Middle Schools

the CAF is accompanied by a written explanation of the co-ordinated admissions scheme.

6. The CAF will –

invite parents to list all eight Harrow Community High Schools in rank order of preference

invite parents to give their reasons for each preference.

7. As the admission authority Harrow will not use supplementary forms except where the information available through the CAF is insufficient for consideration of the application against the published admissions criteria.

8. The order of preference given on the CAF will not be revealed except insofar as

other admission authorities/LAs need this information to apply their own admission criteria, for example if a school’s admission criteria give highest priority to parents who have made that school their first preference.

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CAS2005 12+ 36

PART 2 - PROCESSING 1. All applicants whether resident within Harrow or outside the borough must return the CAF

to Harrow by 23 October 2009. 2. Harrow will allocate places according to the Council’s admissions rules. For each

applicant to its schools for whom more than one potential offer is available, Harrow will use the highest ranked preference to decide which single potential offer to make.

3. Harrow will accept late applications only if they are late for a good reason up to 9

December 2009. Examples of what will be considered as good reason include: when a single parent has been ill for some time, or has been dealing with the death of an immediate family member; a family has just moved into the area or is returning from abroad (proof of ownership or tenancy of a property within Harrow will be required in these cases).

4. Applications received after the date in 3. above will be considered only after those

received by this date have been processed. As far as possible late applicants will be offered a place on 1 March 2010, but the closer to this date that an application is received, the less likely it will be that an offer will be made on that date.

5. The LAS of Harrow will eliminate all but the highest ranked offer where an applicant has

more than one potential offer. PART 3 : OFFERS 6. Where a child is eligible for a place at only one of the nominated schools that school will

be allocated to the child.

7. Where a child is eligible for a place at two or more of the nominated schools, they will be allocated a place at whichever of these is the highest ranked preference.

8. Where the child is not eligible for a place at any of the nominated schools, the child will be allocated a place at the nearest appropriate Harrow Community High School with a vacancy.

9. On 1 March 2010 all applicants will be notified by Harrow that they are being offered places at the allocated school. The letter will give the following information:

The name of the school at which a place is offered. The reasons why the child is not being offered a place at each of the other schools

nominated on the CAF. Information about their statutory right of appeal against the decisions to refuse places at

other nominated school. Information about how to place their child’s name on the waiting list for any Harrow

Community High School. 10. Harrow will inform neighbouring authorities of any school offered to applicants that live in

their area.

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CAS2005 12+ 37

11. 15 March 2010 is the deadline for parents to accept the place offered. If they do not

respond by this date it will be assumed that they have accepted the place. 12. Harrow shall use the form of Notification Letter set out in Schedule 3.

PART 4 : POST-OFFER 13. Following the allocation of places on 1 March 2010, Harrow will start to compile

waiting list for its Community High Schools. Pupils’ names will be added to the waiting list on parental request for any school in the authority.

14. Names will be added to the waiting list by applying the admission rules in the same

priority order as used for the allocation of places. 15. Applicants who ask for their child’s name to be placed on the waiting list for another

school, after a school place has been allocated, are indicating they prefer this school to the school already allocated. If at a later date a place is offered from the waiting list, this new offer will supersede any previous offer, which will then be withdrawn under the co-ordinated admission arrangements.

16. Harrow will begin to offer places from the waiting list within one calendar month from 2

March, as and when places become available. PART 5 : CASUAL ADMISSIONS

Harrow Community High Schools 17. Applications received after 1 September and for other year groups than the year of

entry will be treated as a casual admission. 18. Applications should be made on Harrow’s casual admission form and sent to the LA,

which will determine any application for a community high school for which it is the admission authority.

19. If the application is for a Harrow Voluntary Aided School or a school outside of Harrow,

the application form will be referred to the relevant admission authority/LA.

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CAS2005 12+ 38

SCHEDULE 1

Harrow’s Common Application Form will contain the following fields as a minimum: Applicant’s details: Forename Surname Date of Birth Gender Name of primary school Parent’s / carers’s details: Title Name Address Telephone Number Preference details (eight preferences can be made) Name of Harrow community high school Preference ranking Additional information: Reasons for Preferences (including any religious or philosophical reasons) Does the applicant have a statement of SEN? Details of parent/child’s medical condition Is the applicant a child looked after? If yes, name of responsible authority If the applicant has sibling/s which schools do they attend? Name of School Other:

Signature of parent or carer Date of signature

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CAS2005 12+ 39

SCHEDULE 2

TIMETABLE FOR 12+ TRANSFER

SEPTEMBER 2010

1 September 2009 Application forms and booklets available. Supplies will be sent to Harrow middle schools, and on request to neighbouring LAs and parents.

23 October 2009 Deadline for receipt of applications.

11December 2009 Deadline for receipt of late applications (with good reason)

1 March 2010 Offer letters to parents

15 March 2010 Deadline for acceptance of offer

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CAS2005 12+ 40

SCHEDULE 3(i)


FIRST PREFERENCE

Dear Application for a Harrow Community High School Thank you for your application for a Harrow community high school for September 2010. I am writing to let you know the outcome of that application and am pleased to inform you that your child has been offered a place at:

Offers which could have been made for any schools, which you placed lower in your preference list, were automatically withdrawn under the co-ordinated admission arrangements as a higher preference has been offered. You have a statutory right of appeal against the refusal of a place at any of the schools for which you have applied. If you wish to appeal, please contact us on 020 8424 1680. Pressure on places in Harrow schools is very high and we need to know if you are accepting this place or not. I should be grateful if you would fill in the attached slip and return it in the pre-paid envelope by XXXXX. If you do not return the form by XXXXX, we will have to consider offering the place to another child. If you move between now and September please let me know your new address as soon as possible. This will ensure that our records are accurate. Yours sincerely,

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CAS2005 12+ 41

HIGH SCHOOL TRANSFER: SEPTEMBER 2010

PLEASE TICK RELEVANT BOX I wish to accept the place for my child I DO NOT wish to accept the place for my child. I have made the following arrangements for My child’s education: -------------------------------------------------------------------------------------------------------------------------- -------------------------------------------------------------------------------------------------------------------------- SIGNED:______________________________________________________DATE:_______________ Please print your name in BLOCK CAPITALS____________________________________________

Please circle to indicate relationship to pupil: Parent Carer Guardian Foster parent Family friend Relative Address*:__________________________________________________________________________

*If this is different from the address printed above, please provide proof ie. current council tax bill, letter from solicitor confirming completion date, tenancy agreement from Estate or Letting Agent, letter from Housing Department or Housing Association and make sure it specifies the date you moved to this property. Please return in the attached pre-paid envelope to: Admissions Service, , Harrow Council, PO Box 22, Civic Centre, Station Road, Harrow, HA1 2UW As previously advised, you have the right to appeal against the decision of the Local Education Authority under the School Standards and Framework Act 1988. Any request for appeal papers must be made in writing quoting your child's details and the school you wish to appeal for.

Name: Address: Date Of Birth: School Offered: Pupil No:

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CAS2005 12+ 42

SCHEDULE 3(ii)


NON-FIRST PREFERENCE

Dear Application for a Harrow Community High School

DOB:

I am writing to let you know the outcome of your application for a Harrow high school. Your child has been offered a place at

I am sorry that it was not possible for your child to be offered a place at any of the schools you listed as a higher preference on your application form. For each of these schools there were more applications than places, and other applicants had a higher priority than your child under Harrow's admission rules. The attached information explains how places were allocated and why it was not possible to offer a place for your child. Offers which could have been made for any schools, which you placed lower in your preference list, were automatically withdrawn under the co-ordinated admission arrangements as a higher preference has been offered. I appreciate that you will be disappointed that you have not been offered a place at your preferred school. However, I strongly recommend that you now take the time to visit the school you have been offered, as I am sure you will find it a suitable alternative. A visit will give you an opportunity to meet the staff in the school and find out what it can offer your child. If, after that, you are still unhappy about the high school offered, you might wish to exercise your right of appeal under the School Standards & Framework Act 1998 against the refusal of a place at any of the schools for which you have applied. If you wish to appeal, please read the information in the attached leaflet and then complete and return the reply slip. You can also ask for your child's name to be placed on the waiting list for any school by giving details on the attached sheet. I should be grateful if you would fill in the attached slip and return it in the pre-paid envelope by ……………………. Pressure on places in Harrow schools is very high and we need to know if you accepting this place or not. If you do not return the form by …………………………….., we will have to consider offering the place to another child. Yours sincerely

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CAS2005 12+ 43

Name: Address: Date Of Birth: School Offered: Pupil No:

HIGH SCHOOL TRANSFER: SEPTEMBER 2010

I wish to accept the place for my child. I understand that accepting this place will not affect my child's position on a waiting list or my right of appeal. I do NOT wish to accept the place for my child. I have made other arrangements. Please give details:__________________________________________________________________ I do NOT want to appeal against Harrow's decision but I would like my child's name to be put on the waiting list for the following school(s). I understand that by asking for my child's name to be placed on the waiting list for the following school(s), I am indicating that I prefer this/these school(s) to the school already allocated. I understand if I am offered a place from the waiting list at another school, this new offer will mean any previous offer will be withdrawn under the co-ordinated admissions arrangements. _________________________________________________________________________________ _________________________________________________________________________________

PLEASE TICK BOX 1 OR BOX 2:

1.

2.

3.

YOU MUST TICK BOX 1 OR 2 BEFORE COMPLETING BOX 3

SIGNED:_________________________________________________________DATE:______________________ Please print your name in BLOCK CAPITALS_______________________________________________________ Please circle to indicate relationship to pupil: Parent Carer Guardian Foster parent Family friend Relative Address*:____________________________________________________________________________________ *If this is different from the address printed above, please provide proof ie. current council tax bill, letter from solicitor confirming completion date, tenancy agreement from Estate or Letting Agent, letter from Housing Department or Housing Association and make sure it specifies the date you moved to this property. Please return in the attached pre-paid envelope to: Admissions Service, People First, Strategy, Harrow Council, PO Box 22, Civic Centre, Station Road, Harrow, HA1 2UW As previously advised, you have the right to appeal against the decision of the Local Education Authority under the School Standards and Framework Act 1988. Any request for appeal papers must be made in writing quoting your child's details and the school you wish to appeal for.

347


SCHEDULE 4 SCHOOLS IN THE LA AREA OF HARROW TO WHICH THE SCHEME APPLIES

Bentley Wood High School for Girls

Canons High

Harrow High

Hatch End High Nower Hill High

Park High

Rooks Heath High

Whitmore High

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349

350


APPENDIX 3

HARROW’S RELEVANT AREA Harrow’s relevant area - The ‘relevant area’ is defined as the administrative area of the London Borough of Harrow.

351

352


APPENDIX 4

FAIR ACCESS PROTOCOL

This protocol applies only to children living in Harrow. Confirmation of residence will be required. Which children are covered?

o A child looked after by the Local Authority and who does not have a school place, including CLA who can be treated as “excepted pupils” for an infant class places.

o Children arriving in Harrow without a school place (eg refugees, asylum seekers, families moving into Harrow from other parts of the UK or abroad).

o Children who have been permanently excluded or for whom a managed move has been agreed by the Rapid Intervention Team.

Which children are not covered?

o Children on roll in school where the parent is seeking a transfer to another school. Which schools are involved in this protocol? All Harrow community and voluntary aided schools When will the protocol apply? 1. Harrow resident pupils who have been permanently excluded or for whom a

managed move has been agreed by the Rapid Intervention Team.

For permanently excluded pupils – Either when an Independent Appeal Panel has decided not to direct reinstatement or, if there is no appeal, on the day after the last date on which an appeal may be made or on the day (if earlier) the parent/carer notifies the LA that they do not intend to appeal. For Managed Move pupils – immediately after the decision is made by the RIT.

2. For CLA or children arriving in Harrow without a school place.

Cases will be referred to the next meeting of the Admissions Panel as soon as the Harrow Admissions Service identifies it is not able: o For secondary pupils – to offer any place because all schools in the relevant

year group are full.

o For primary pupils – to offer a place because there is no school with a vacancy within a reasonable distance of the home address. Cases will not be referred to the Admission Panel if this would have a consequent impact on Infant Class Legislation (ie would result in more than 30 children in one teaching group).

353

When will the Admissions Panel meet? Meetings of the Admissions Panel are scheduled in advance and are generally held every two weeks during term time. If required a meeting is held during school holidays, usually the week before term starts, so that parents can be notified of the school allocated before the start of term. Process for determining allocation of places □ Harrow resident pupils who have been permanently excluded or for whom a

managed move has been agreed by the Rapid Intervention Team. Pupils will be placed in another mainstream school, even if the year group concerned is full. Secondary pupils will be referred to another high school on a rota basis. Primary pupils will be referred to the next nearest school to their home address. A primary school will not normally be expected to take more than one excluded pupil per year group in each academic year.

Applications for CLA or children arriving in Harrow without a school places

will be referred to the next meeting of the Admissions Panel. For both primary and secondary pupils the Admissions Service will provide the Members of the Admissions Panel with the following details to inform their decision:

o The pupil’s date of birth and year group. o The school(s) the parent has named on their application together with the

number of places available, the number of children currently on roll and the number on roll if all cases admitted.

o Names of the schools closest the child’s home address together with the number of places available, the number of children currently on roll and the number on roll if all cases admitted.

o Whether the child is looked after and name of the care authority o Names and dates of birth of siblings attending any of the schools identified. o Any known special educational needs. o Any known religious, philosophical or other reasons for parental preference o Any information provided by the school.

In light of the information provided, the Members of the Admissions Panel will make their recommendation, which the Director of Schools and Children’s Development will then ratify. Once the decision has been ratified the Admissions Service will inform the school and parents of the decision. Parents still retain their right of appeal against any decision made by the Local Authority through this protocol. Monitoring The Admissions Service will provide regular updates and an annual report on the placement of pupils through the Fair Access Protocol to the Harrow Admissions Forum. Revised : September 2010

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e m

ajor

ity o

f sta

keho

lder

s

9 W

ho a

re th

e m

ain

stak

ehol

ders

in re

latio

n to

th

e fu

nctio

n/po

licy?

Pare

nts,

chi

ldre

n, y

oung

peo

ple

Scho

ols

and

gove

rnor

s O

ther

inte

rest

par

ties

incl

udin

g ne

ighb

ourin

g lo

cal a

utho

ritie

s, M

Ps,

the

bodi

es re

pres

entin

g th

e re

ligio

us

deno

min

atio

ns fo

r fai

th s

choo

ls

10 W

ho im

plem

ents

the

func

tion/

polic

y an

d w

ho is

re

spon

sibl

e fo

r the

fu

nctio

n/po

licy?

Har

row

Cou

ncil

has

the

stat

utor

y re

spon

sibi

lity

for

dete

rmin

ing

adm

issi

on a

rran

gem

ents

for i

ts

com

mun

ity s

choo

ls.

The

Adm

issi

ons

Serv

ice

appl

ies

the

Cou

ncil’s

pol

icy.

356

AP

PE

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3

11 W

hat d

ata

or o

ther

exi

stin

g ev

iden

ce

have

you

use

d to

ass

ess

whe

ther

the

func

tion/

polic

y m

ight

hav

e a

diffe

rent

ial

impa

ct?

(ple

ase

cont

inue

on

a se

para

te p

iece

pap

er if

nec

essa

ry)

• O

utco

me

data

from

pre

viou

s ye

ars’

adm

issi

on ro

unds

•

Out

com

e of

an

Early

Sou

ndin

gs e

xerc

ise

to g

athe

r ear

ly v

iew

s fro

m p

aren

ts a

nd s

choo

ls o

n op

tions

for

chan

ges

to h

igh

scho

ol a

dmis

sion

arra

ngem

ents

•

An e

xerc

ise

unde

rtake

n us

ing

only

dis

tanc

e on

the

2008

hig

h sc

hool

tran

sfer

gro

up w

hich

sho

wed

littl

e im

pact

on

the

num

ber o

f suc

cess

ful f

irst p

refe

renc

e ap

plic

atio

ns b

etw

een

dist

ance

and

link

ed s

choo

ls

• D

CSF

gui

danc

e th

at th

at s

choo

ls s

houl

d no

t col

lect

Eth

nic

Gro

up in

form

atio

n un

til a

fter a

chi

ld’s

ad

mis

sion

to s

choo

l and

that

loca

l aut

horit

ies

shou

ld n

ot c

olle

ct th

is in

form

atio

n m

ore

than

onc

e. B

oth

the

Dat

a Pr

otec

tion

Com

mis

sion

er a

nd th

e C

omm

issi

on fo

r Rac

ial E

qual

ity a

ppro

ved

this

adv

ice.

12

H

as th

e da

ta o

r oth

er e

vide

nce

rais

ed

conc

erns

that

the

func

tion/

polic

y m

ight

ha

ve a

diff

eren

tial i

mpa

ct?

If so

in w

hat

area

(ple

ase

circ

le)?

Rac

e N

o G

ende

r N

o D

isab

ility

No

Oth

er

No

(If o

ther

ple

ase

spec

ify)

Chi

ldre

n Lo

oked

Afte

r C

hild

ren

with

spe

cial

edu

catio

nal

need

s

13 W

hat a

re th

e co

ncer

ns?

(ple

ase

cont

inue

on

a se

para

te p

iece

pap

er)

Rac

e W

ithin

the

prop

osal

s ar

e no

issu

es th

at w

ill im

pact

on

the

equa

lity

of a

cces

sing

sch

ool p

lace

s or

impa

ct o

n et

hnic

gro

ups

Gen

der

No

chan

ges

are

prop

osed

to th

e ad

mis

sion

arra

ngem

ents

for H

arro

w’s

sin

gle

sex

girls

sch

ools

D

isab

ility

With

in th

e pr

opos

als

ther

e ar

e no

issu

es th

at w

ill im

pact

on

the

equa

lity

of a

cces

sing

sch

ools

pla

ces

for

child

ren/

youn

g pe

ople

with

a d

isab

ility.

The

Dis

abilit

y D

iscr

imin

atio

n Ac

t mak

es p

rovi

sion

for r

easo

nabl

e ad

just

men

ts to

be

mad

e fo

r chi

ldre

n w

ith d

isab

ilitie

s.

Chi

ldre

n Lo

ok A

fter

The

prop

osal

s st

ill en

sure

that

prio

rity

in th

e ad

mis

sion

arr

ange

men

ts is

giv

en to

Chi

ldre

n Lo

oked

Afte

r Pu

pils

with

spe

cial

edu

catio

nal n

eeds

Sc

hool

pla

cem

ent f

or c

hild

ren

with

a s

tate

men

t of s

peci

al e

duca

tiona

l nee

ds is

not

par

t of t

he

over

subs

crip

tion

crite

ria.

Chi

ldre

n w

ith a

sta

tem

ent t

hat n

ames

a s

choo

l mus

t be

adm

itted

to th

e sc

hool

eve

n if

the

scho

ol is

full.

Th

e Sc

hool

Adm

issi

ons

Cod

es s

peci

fies

that

chi

ldre

n w

ith s

peci

al e

duca

tion

need

s bu

t with

out s

tate

men

ts

mus

t be

treat

ed in

the

sam

e w

ay a

s al

l oth

er a

pplic

ants

. Al

l Har

row

com

mun

ity s

choo

ls a

re re

sour

ced

to

mee

t the

nee

ds o

f the

se c

hild

ren.

14 D

oes

the

diffe

rent

ial i

mpa

ct a

mou

nt to

ad

vers

e im

pact

i.e.

cou

ld it

be

disc

rimin

ator

y, d

irect

ly o

r ind

irect

ly?

NO

15

If y

es, c

an th

e ad

vers

e im

pact

be

just

ified

on

the

grou

nds

of p

rom

otin

g eq

ualit

y of

opp

ortu

nity

for o

ne g

roup

? O

r an

y ot

her r

easo

n?

N/A

357

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4

16 H

ave

you

cons

ider

ed w

ays

in w

hich

the

adve

rse

impa

ct m

ight

be

redu

ced

or

elim

inat

ed?

The

Har

row

Adm

issi

ons

Foru

m (H

AF) r

epor

ts to

the

Stak

ehol

der R

efer

ence

Gro

up.

Thes

e gr

oups

hav

e re

pres

enta

tives

from

cro

ss-p

arty

mem

bers

, hea

dtea

cher

s, g

over

nors

, ear

ly y

ears

ser

vice

s, fa

ith g

roup

s an

d in

th

e ca

se o

f the

SR

G fr

om tr

ades

uni

ons

and

HAF

from

Har

row

Cou

ncil

for R

acia

l Equ

ality

. Bo

th th

ese

grou

ps

are

cons

ider

ing

all t

he is

sues

rais

ed in

the

revi

ew o

f hig

h sc

hool

adm

issi

on a

rrang

emen

ts.

Inpu

t fro

m H

arro

w T

rans

ition

Sup

port

Offi

cers

(TSO

s) w

hose

role

is to

targ

et, s

uppo

rt an

d ad

vise

har

d to

re

ach

grou

ps a

bout

app

lyin

g fo

r a s

choo

l pla

ce.

The

TSO

s ha

ve in

volv

ed lo

cal c

omm

unity

gro

ups

in w

orki

ng

with

par

ents

and

hav

e ar

rang

ed m

eetin

gs a

loca

l sch

ools

, mos

ques

and

chu

rche

s.

17 H

ow h

ave

you

mad

e su

re y

ou h

ave

cons

ulte

d w

ith t

he re

leva

nt g

roup

s an

d se

rvic

e us

ers

from

Et

hnic

Min

oriti

es?

Dis

able

d pe

ople

? M

en a

nd w

omen

gen

eral

ly?

An E

arly

Sou

ndin

gs e

xerc

ise

was

und

erta

ken

in J

uly

2008

to g

ive

pare

nts

and

scho

ol a

n op

portu

nity

to g

ive

thei

r vie

ws

abou

t opt

ions

for c

onsu

ltatio

n on

adm

issi

on a

rran

gem

ents

. W

ide

rang

ing

cons

ulta

tion

was

un

derta

ken

from

8 D

ecem

ber 2

008

to 1

3 Fe

brua

ry 2

009,

whi

ch m

et th

e st

atut

ory

timet

able

for c

onsu

ltatio

n.

How

?

• R

epor

t to

all H

arro

w g

over

ning

bod

ies

and

pro-

form

a re

spon

se fo

rms.

• In

form

atio

n/pr

o-fo

rmas

pro

vide

d fo

r sch

ools

to u

se w

ith p

aren

ts.

• Sc

hool

s’ n

orm

al c

omm

unic

atio

n ch

anne

ls (i

e ne

wsl

ette

rs, p

aren

ts e

veni

ngs,

etc

).

• H

arro

w P

eopl

e m

agaz

ine

Janu

ary

2009

.

• H

arro

w w

ebsi

te.

• Po

wer

poin

t pre

sent

atio

n fo

r sch

ools

to u

se

• C

omm

untit

y G

roup

s •

Offi

cer a

ttend

ance

at m

eetin

gs (i

f req

uire

d).

18. P

leas

e gi

ve d

etai

ls o

f the

rele

vant

se

rvic

e us

ers,

gro

ups

and

expe

rts y

ou a

re

appr

oach

ing

for t

heir

view

s on

the

issu

es

• Al

l Har

row

gov

erno

rs a

nd s

choo

ls

• Pa

rent

s

• C

omm

unity

gro

ups

• N

eigh

bour

ing

LAs

• In

depe

nden

t Leg

al A

dvic

e

358

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5

19 H

ow w

ill th

e vi

ews

of th

ese

grou

ps b

e ob

tain

ed?

(Ple

ase

tick)

Lette

r

Mee

tings

In

terv

iew

s

Te

leph

one

Wor

ksho

ps

Fora

Que

stio

nnai

res

O

ther

20 P

leas

e gi

ve th

e da

te w

hen

each

gro

up/e

xper

t was

co

ntac

ted

Gov

erno

rs

8/

12/0

8 Sc

hool

s

8/12

/08

Com

mun

ity

Gro

ups

8/

12/0

8 N

eigh

bour

ing

Las

8/12

/08

Pare

nts

Se

e at

tach

ed

re

turn

s fro

m

sc

hool

s Le

gal a

dvic

e ??

???

21 P

leas

e ex

plai

n in

det

ail t

he v

iew

s of

the

rele

vant

gr

oups

/exp

erts

on

the

issu

es in

volv

ed. (

Plea

se u

se a

se

para

te s

heet

if n

eces

sary

)

The

cons

ulta

tion

resp

onse

s w

ill be

pre

sent

ed to

the

Har

row

Adm

issi

on F

orum

in F

ebru

ary

2009

.

22 T

akin

g in

to a

ccou

nt th

e vi

ews

of th

e gr

oups

/exp

erts

, pl

ease

cle

arly

sta

te w

hat c

hang

es if

any

you

will

mak

e,

incl

udin

g th

e w

ays

in w

hich

you

will

mak

e th

e fu

nctio

n/po

licy

acce

ssib

le to

all

serv

ice

user

s, o

r if n

ot

able

to d

o so

, the

are

as a

nd le

vel o

f ris

k (P

leas

e co

ntin

ue o

n a

sepa

rate

she

et if

nec

essa

ry)

The

Har

row

Adm

issi

ons

foru

m w

ill be

pre

sent

ed w

ith a

full

anal

ysis

of t

he o

utco

me

of

cons

ulta

tion

and

will

take

thes

e vi

ews

into

con

side

ratio

n w

hen

mak

ing

reco

mm

enda

tions

for

Cab

inet

’s c

onsi

dera

tion.

23 P

leas

e de

scrib

e ho

w y

ou in

tend

to m

onito

r the

effe

ct

this

func

tion/

polic

y ha

s on

diff

eren

t min

ority

gro

ups

(Ple

ase

cont

inue

on

a se

para

te s

heet

if n

eces

sary

)

The

outc

ome

of e

ach

adm

issi

on ro

und

is m

onito

red

annu

ally

and

the

outc

ome

repo

rted

to th

e H

arro

w A

dmis

sion

For

um.

The

purp

ose

of H

AF is

to p

rovi

de a

veh

icle

for a

dmis

sion

aut

horit

ies

and

othe

r key

inte

rest

ed p

artie

s to

get

toge

ther

to d

iscu

ss th

e ef

fect

iven

ess

of lo

cal a

dmis

sion

ar

rang

emen

ts.

Thei

r mai

n fo

cus

is to

con

side

r the

fairn

ess

of a

rran

gem

ents

in th

eir l

ocal

co

ntex

t. 24

If a

ny e

lem

ents

of y

our f

unct

ion/

polic

y ar

e pr

ovid

ed

by th

ird p

artie

s pl

ease

sta

te, w

hat a

rran

gem

ents

you

ha

ve in

pla

ce to

ens

ure

that

to e

nsur

e th

at th

e C

ounc

il’s

equa

l opp

ortu

nitie

s cr

iteria

are

met

N/A

359

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6

25 P

leas

e lis

t any

per

form

ance

targ

ets

rela

ting

to

equa

lity

that

you

r fun

ctio

n/po

licy

incl

udes

, and

any

pl

ans

for n

ew ta

rget

s (P

leas

e co

ntin

ue o

n a

sepa

rate

sh

eet i

f nec

essa

ry)

N/A

26

How

will

you

pub

lish

the

resu

lts o

f thi

s Im

pact

as

sess

men

t?

Thro

ugh

repo

rt to

Cab

inet

27 D

ate

of n

ext a

sses

smen

t TB

C

Sign

ed:

Dat

e:

NA

ME:

M

. Hitc

hens

C

ompl

etin

g of

ficer

Si

gned

:

D

ate:

N

AM

E:

H. C

lem

ents

Le

ad O

ffice

r

360

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7

Plea

se li

st a

ctio

ns y

ou in

tend

to ta

ke a

s a

resu

lt of

this

ass

essm

ent.

Atta

ch a

dditi

onal

she

ets

if ne

cess

ary.

IMPR

OVE

MEN

T PL

AN

IS

SUE

IDEN

TIFI

ED

AC

TIO

N R

EQU

IRED

LE

AD

OFF

ICER

TI

MES

CA

LE

CO

MM

ENTS

361

362


Ris

k R

egis

ter

APP

END

IX 6

Dire

ctor

ate

Nam

e:

Chi

ldre

n's

Serv

ices

Ris

k R

egis

ter N

ame:

Sc

hool

Re-

orga

nisa

tion

- Jan

uary

200

9 O

nwar

ds Im

plem

enta

tion

Con

tact

Nam

e:

Joha

nna

Mor

gan

Dat

e of

Reg

iste

r:

Jan-

09

Ris

k no

.R

isk

Des

crip

tion

Con

trol

s/M

itiga

nts

Ris

k ra

ting

afte

r co

ntro

lsFu

rthe

r pos

sibl

e ac

tions

Targ

et

Ris

k ra

ting

Act

ion

Ow

ner

Ris

k O

wne

r

1A

dmis

sion

s - a

dmis

sion

ar

rang

emen

ts fo

r 201

0 do

not

mee

t th

e D

CS

F C

ode

of P

ract

ice,

no

stak

ehol

der s

uppo

rt an

d fa

ilure

by

Cab

inet

to a

gree

arr

ange

men

ts 1

5 A

pril

2009

. Unc

erta

inty

and

del

ay.

Arr

ange

men

ts re

ferr

ed to

OS

A.

Sub

-gro

up o

f Adm

issi

on F

orum

es

tabl

ishe

d w

ith re

pres

enta

tives

and

al

so re

porti

ng to

SR

G, r

evie

w

adm

issi

on a

rran

gem

ents

, gat

her

initi

al v

iew

s (s

ound

ings

), de

velo

p m

odel

s to

mee

t new

requ

irem

ents

of

code

of p

ract

ice,

und

erta

ke a

nnua

l co

nsul

tatio

n an

d re

port

to A

dmis

sion

s Fo

rum

. Cab

inet

to a

ppro

ve b

y 15

A

pril

2009

or p

ossi

ble

refe

rral

to th

e O

SA

if fa

il to

app

rove

.

Pow

erpo

int p

rese

ntat

ion

for

head

teac

hers

to u

se w

ith

mee

ting

with

par

ents

etc

. O

ffer o

f offi

cer a

ttend

ance

at

scho

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366

HARROW ADMISSIONS FORUM 23 FEBRUARY 2009

Chairman: * Reverend P Reece

Councillors: * Mrs Anjana Patel

* Dinesh Solanki * Bill Stephenson

Community School Representatives:

Governor (Vacancy)

Primary † Sue Jones

Secondary * Janice Howkins

Jewish School Representative:

Mrs D Palman

Roman Catholic School Representative:

* Mike Murphy

Church of England School Representative:

† Mrs S Hinton

Church of England Diocese Representative:

* Reverend P Reece

Catholic Schools Diocese Representative:

* Mr Billiet

Primary Elected Parent Governor Representative:

* Mrs D Speel

Secondary Elected Parent Governor Representative:

Mr R Chauhan

Harrow Council for Racial Equality Representative:

Julia Smith

Early Years Development Partnership Representative:

* Helena Tucker

Children’s Services Representative:

(Vacancy)

* Denotes Member present † Denotes apologies received

PART I - RECOMMENDATIONS RECOMMENDATION 1 - Proposed Admission Arrangements 2010/11 The Forum considered a report of the Director of Schools and Children’s Development, which had been admitted late to the agenda on the grounds of urgency as the authority’s admissions arrangements needed to be determined by the statutory deadline of 15 April 2009. The report had not been available at the time the main agenda had been printed, as the consultation had not yet come to an end. The report detailed the results of the consultation on the Authority’s proposed schemes of coordination, the proposed admissions arrangements for 2010, and Harrow’s relevant area and the Fair Access Protocol. The consultation documents had been circulated to Governors and Headteachers of all Harrow Schools, all other admission authorities in the relevant area, neighbouring Local Authorities and local Community Groups. Schools had been provided with an A4 flyer and response pro-forma, and asked to use their normal channels of communication to consult with parents. Notices and posters had been provided for nurseries, pre-school playgroups, libraries, community notice boards, medical centres, doctors’ surgeries and supermarkets to display in order to inform parents about the consultation. One of the main focuses of the consultation had been the change from linked school to distance for the over-subscription criteria for community high schools. Additionally for 2010 only, for families with children in both Year 6 (11+ transfer) and Year 7 (12+ transfer) transfer groups who had indicated that they wanted their children to attend the same school, the following rule would apply: where one child was offered a place,

367

because they best meet the admission rules at a preferred school, the other child would be given the sibling priority for that school. It was noted that the highest response to the consultation had been received from parents through the schools. 77% of parents were in favour of the sibling link for 2010 only and 54% of parents were in favour of the change from linked schools to distance regarding the over-subscription criteria. Some parents had felt that the change in criteria should be phased in, as introducing it straight away might unfairly affect some families with children already in schools. Some parents had responded that a linked school system had benefits, such as providing continuity by allowing children to remain within the same peer groups. A number of parents had also responded in favour of the distance criteria, as this would give an opportunity to many children to walk to school instead of being driven, thereby benefiting the environment. Some parents believed that such a change might have an impact on house prices due to parents moving closer to their favoured schools. There were no responses to the consultation from other admission authorities, neighbouring Local Authorities or community groups. An officer reported that the new School Admissions Code of Practice had come into effect on 10 February 2009. The Code gave a list of prohibited over-subscription criteria, which included giving priority to children according to their date of birth. As a tie-breaker, in cases where applicants lived equidistant from the preferred school and places could not be given to both children, Harrow currently gave priority to the eldest child. This also applied in cases of multiple births. The Members of the Forum were requested to consider changing to random computer selection as the tie-breaker in circumstances where applicants lived equidistant or in cases of multiple births. The Forum’s attention was drawn to the tie-breaker which was part of the over-subscription criteria for nursery class places when there were more children with the same date of birth than there were places in the nursery. Places were offered first to children whose first language was not English, and then to children whose parents were in receipt of Income Support / Income Based Job Seekers’ Allowance. Forum Members were asked to consider whether they wished to consult during the next admissions round on continuing with such a tie-breaker. It was noted that:

- the Church of England Diocese had been consulted on the admission arrangements but the Diocese had indicated that the response should come from the schools themselves;

- parents were generally in favour of an increase in the Planned Admission

Number (PAN) for Elmgrove and Roxeth First and Middle Schools;

- Roxeth First and Middle School had indicated that it might be possible to accommodate the increase in PAN, which would require changes to the buildings, by the 2010 school year;

- the response from parents to consultations in the past had been low;

- parents tended to respond if there were feelings of discontent;

- one governing body had circulated the consultation information individually and

discussed the proposed changes at two meetings. The responses were thoroughly analysed and it appeared that some groups had not fully understood what was being proposed;

- responses from some Governing Bodies had been received late. The

responses would be included in the report to Cabinet, but would be marked as having been received after the deadline;

Members felt that the proposed changes would not make a significant difference to the majority of applications to Harrow schools. They noted that the changes to the admissions arrangements would be publicised through the Harrow website and the local press. The Portfolio Holder for Schools and Children’s Development would contribute to an informal article about the changes to the admission arrangements in the Harrow People magazine. It was agreed that the Working Group would be retained

368

to continue work on the admission arrangements, including the over-subscription criteria for nursery places. Resolved to RECOMMEND: (to Cabinet) That (1) the proposed admissions arrangements as consulted upon be implemented; (2) where applicants lived equidistant from a school, or, in cases of multiple births, random computerised selection be used as the tie-breaker. [Reason for Recommendation: To meet the requirement under the School Standards and Framework Act 1988 for admission authorities to determine admission arrangements by 15 April in the determination year]. (See also minutes 105 and 108).

369

370


Meeting:

Cabinet

Date:

26th March 2009

Subject:

Grant Funding 2009-10

Key Decision:

Yes


Javed Khan, Director of Community and Cultural Services

Portfolio Holder:

Chris Mote, Portfolio Holder for Community and Cultural Services

Exempt:

No

Enclosures:

Appendix 1 – Recommendation and minute extract of the Grants Advisory Panel meeting on 4th March 2009. Appendix 2:- Recommended allocations Appendix 3:- Rationale to support revised recommendations

Section 1 – Summary and Recommendations This report sets out the recommendations for allocation of community grants 2009/10. Recommendations: Cabinet is requested to approve the grant recommendations as set out in Appendix 2 and confirm funding to voluntary organisations for 2009/10. Reason: (For recommendation) To approve the allocation of funding to voluntary organisations for 2009/10.


371

Section 2 – Report 2.1 Introductory paragraph / background 2.1.1. Harrow Council is empowered to make grants to voluntary

organisations under Section 48 of the Local Government Act 1985, as well as under other legislation.

2.1.2 The provision of grant funding to voluntary organisations in Harrow has

the potential to contribute to the delivery of the following 2009-10 Council’s Corporate Priorities;

• Improve support for vulnerable people, and • Build stronger communities.

2.2 Options considered 2.2.1 The Grants Advisory Panel (GAP) at its meeting on 4th March 2009

considered applications for grant funding and recommendations for continued funding of organisations supported through service level agreements (SLA) for 2009/10. The recommendations are consistent with the grants budget for 2009/10.

2.2.2 The Portfolio Holder for Community and Cultural Services has further

reviewed the GAP panel’s recommendations to ensure adherence to the grants criteria. As a result, some of the recommendations of the GAP panel have been adjusted and the revised allocations are attached at Appendix 2, along with the rationale for each of the revisions at Appendix 3.

2.3 Current Situation 2.3.1 Cabinet at its meeting on 12th February 2009 approved the grants

budget for 2009/10, which includes inflation at 1.75%. 2.3.2 Cabinet is requested to approve the recommendations as set out in

Appendix 2 to enable distribution of funding to eligible organisations. 2.4 Why a Change is needed 2.4.1 No change is being proposed to the current process, however Cabinet

is aware that the whole grants function has been examined as part of an overall Overview and Scrutiny review of support to the voluntary sector, which was undertaken during 2008/09. The recommendations from this review were noted by Cabinet at its meeting on the 18th December 2008, and a further paper with more detailed responses to the recommendations is being presented to Cabinet on 26th March 2009.

372

Implications of the Recommendation 2.5 Staffing / Workforce 2.5.1 There are no staffing or workforce implications for the Council. 2.6 Equalities Impact 2.6.1 The allocation of grant funding to voluntary and community groups in

the Borough has implications for the whole of the voluntary sector in Harrow. The provision of grant funding to organisations aims to address inequalities and disadvantage and promote community cohesion. The proposed grant funding will assist some organisations serving black and minority ethnic communities, young people, women, people with disabilities, the elderly and carers.

2.7 Legal Comments 2.7.1 The Council should distribute grants in accordance with its agreed

criteria. Agreed policies should only be departed in exceptional circumstances. Due weight must be given in terms of equalities duties, procedural fairness and the statement of intention of the Compact with the voluntary sector. Should the Council distribute funds not in accordance with these principles, then it will be at risk of legal challenge by way of judicial review.

2.8 Community Safety 2.8.1 The organisations recommended for funding in 2009/10 are expected

to comply with all relevant legislation. They are expected to have Health and Safety policies and procedures, Child Protection policies (where applicable), and procedures for the Protection of Vulnerable Adults (where applicable). Some of the organisations supported through grant funding contribute to community safety through the provision of community safety activities such as diversionary activities for young people, third party reporting sites and support for victims of crime.

2.9 Financial Implications 2.9.1 Cabinet on 12th February 2009 agreed the grants budget for 2009/10 in

the sum of £775,956, which includes inflation of 1.75%. 2.9.2 The Grants Advisory Panel at its meeting on 4th March 2009 agreed a

total amount of £550,985 to be awarded to organisations on current 3 year service level agreements.

2.9.3 The Panel also agreed an allocation of £218,380 as grants to voluntary

organisations that applied for funding in 2009/10. These allocations have since been revised as explained in 2.2.2 above, and now total £218,323.

2.9.4 The allocations outlined in paragraphs 2.9.2 and 2.9.3 above are within

the total amount of £775,956 available in the approved grants budget for 2009/10, with a projected surplus of £6,646.

373

2.11 Performance Issues 2.11.1 National Indicator (NI) number 7, which relates to creating an

environment in which the voluntary and community sector can thrive, has been included within Harrow’s Local Area Agreement. Results from the first national Third Sector Survey indicate that Harrow's performance against this indicator is 10.4%. Harrow will be aiming to improve performance by a statistically significant amount, now agreed as an increase of 4.4%.

2.11.2 The recommendations in this report have the potential to contribute to

improving performance against this indicator.

2.11.3 The provision of grant funding to voluntary and community sector organisations has the potential to contribute to NI 1 ‘% of people who believe people from different backgrounds get on well together in their local area’. Current performance against this indicator is 49% and target performance is 61%.

2.11.4 The provision of grant funding to voluntary and community sector

organisations has the potential to contribute to NI 6 ‘ Participation in regular volunteering’. The target increase in numbers volunteering is 300 for ‘socially excluded’ volunteers and 1,200 for other volunteers. The current position is an achievement against target on ‘socially excluded’ volunteers and a slight under-achievement against ‘other volunteers’.

2.12 Environmental Impact

2.12.1 Some of the organisations recommended to receive grant funding contribute to the preservation of local biodiversity, flora and fauna and to improving the quality of publicly accessible open space.

2.13 Risk Management Implications 2.13.1 The potential risk associated with this decision is that organisations

recommended for funding may not deliver services as described in their grant applications. This risk is mitigated through a process of annual grant monitoring that also aims to support groups to improve their capacity to deliver.

374


on behalf of the

Name: Sheela Thakrar Chief Financial Officer Date: 4th March 2009

on behalf of the

Name: Helen White Monitoring Officer Date: 13 March 2009


Name: Tom Whiting Divisional Director Date: 25th February 2009



Name: John Edwards Divisional Director Date: 24th February 2009


Section 6 - Contact Details and Background Papers Contact: Audrey Salmon – Interim Service Manager, Tel: 020 8424 7625 Background Papers: Minutes of the Grants Advisory Panel meeting on 4th March 2009.

375

376


GRANTS ADVISORY PANEL 4 MARCH 2009

Chairman: * Councillor Chris Mote

Councillors: * Ms Nana Asante

* Don Billson * G Chowdhury * Thaya Idaikkadar (3) * Ashok Kulkarni

* Mrs Myra Michael * Joyce Nickolay * Mrs Rekha Shah * Mrs Sasi Suresh

Adviser: * Mike Coker, Representative, Voluntary and Community Sector Representative

* Denotes Member present (3) Denotes category of Reserve Member

PART I - RECOMMENDATIONS PART I - RECOMMENDATIONS RECOMMENDATION 1 - Grants Applications 2009/2010 The Panel received a report of the Director of Community and Cultural Services which outlined the applications made for funding and the grants-based service level agreements to be awarded for the 2009/10 financial year. Resolved to RECOMMEND: (to Cabinet) That (1) organisations currently receiving a grant through a three-year service level agreement as listed in Appendix 1 of the minutes continue to receive funding with inflation additions to salaries, with the exception of, Harrow Association of Somali Voluntary Organisations, Harrow Sports Council, Harrow Weald Common Conservators, in the 2009/10 financial year; (2) a grant of £15,000 be awarded to the Harrow Heritage Trust from the Council’s Capital Programme for the 2009/10 financial year; (3) the recommendations detailed in Appendix 1 of these minutes be agreed. [Reason for Recommendations: To enable the allocation of funding to voluntary organisations for 2009/2010.] (See also Minute 156)

377

378


APPENDIX 1

GRANTS APPROVED TO VOLUNTARY ORGANISATIONS 2009/2010

Organisation Amount recommended (£)

Amount granted (£)

Reason for Recommendation

APPLICANTS FUNDED UNDER 3-YEAR SERVICE LEVEL AGREEMENTS

HARROW ASSOCIATION OF DISABLED PEOPLE

46,722 46,722 In accordance with criteria and officer recommendations

HARROW ASSOCIATION OF SOMALI VOLUNTARY ORGANISATIONS (HASVO)


HARROW ASSOCATION OF VOLUNTARY SERVICES


HARROW CITIZENS ADVICE BUREAU 104,349 104,349 In accordance with criteria and officer recommendations

HARROW COUNCIL FOR RACIAL EQUALITY


HARROW SHOPMOBILITY SCHEME 15,121 15,121 In accordance with criteria and officer recommendations

HARROW SPORTS COUNCIL 27,540 27,540 In accordance with criteria and officer recommendations

HARROW WEALD COMMON BOARD OF CONSERVATORS


HARROW WOMEN’S CENTRE 59,045 59,045 In accordance with criteria and officer recommendations

HESTIA HOUSING & SUPPORT (PREVIOUSLY WOMEN’S AID, HARROW)


IGNITE TRUST 10,379 10,379 In accordance with criteria and officer recommendations

RELATE 24,063 24,063 In accordance with criteria and officer recommendations

VICTIM SUPPORT HARROW 16,740 16,740 In accordance with criteria and officer recommendations

WELLDON ACTIVITY GROUP 22,988 22,988 In accordance with criteria and officer recommendations

TOTAL

550,985

550,985

N/A

APPLICANTS FOR GRANTS IN 2009/10

ADHD SUPPORT GROUP 10,080 9,000 The organisation receives funding from other sources. The amount recommended

would pay the Project Manager’s salary.

AGE CONCERN HARROW 12,663 5,000 The organisation should seek to reduce the subsidy provided

to service users. ANGOLAN CIVIC COMMUNITIES ALLIANCE (ACCA)


ASHIANA 1,920 3,060 In accordance with the grant received in the previous financial year 2008/09

ASIAN ELDERLY GROUP 2,400 5,500 In accordance with the grant received in the previous financial year 2008/09

ASSOCIATION OF SENIOR MUSLIM CITIZENS

1,885 2,040 In accordance with the grant received in the previous

379

APPENDIX 1


Amount granted (£)


financial year 2008/09 BENTLEY PRIORY NATURE RESERVE


CARRAMEA (CONSORTIUM OF ANTI-RACIST, REFUGEE AND MINORITY ETHNIC ASSOCIATIONS)

2,200 2,400 In accordance with the grant received in the previous financial year 2008/09

COMMUNITY LINK UP 5,650 5,650 In accordance with criteria and officer recommendations

HARROW AFRICAN-CARIBBEAN ASSOCIATION

4,500 6,732 In accordance with the grant received in the previous

financial year 2008/09.The management committee

should review the way in which volunteer expenses are paid.

HARROW AGENDA 21 ENVIRONMENTAL FORUM


HARROW ANTI-RACIST ALLIANCE ( HARA )


HARROW ASSOCIATION OF SOMALI VOLUNTARY ORGS (HASVO)

6,500 3,250 The organisation would not receive funding in the 2009/10 financial year and contributes to the well being of Somalian

Community in Harrow. HARROW BANGLADESHI ASSOCIATION

0 1,000 The organisations work was vital for community cohesion and should receive funding to

continue it’s work. HARROW BENGALEE ASSOCIATION 2,100 2,729 In accordance with the grant

received in the previous financial year 2008/09

HARROW BEREAVEMENT CARE (FORMERLY HBVS)


HARROW COMMUNITY RADIO 0 0 In accordance with criteria and officer recommendations

HARROW COMMUNITY TRANSPORT 8,840 8,840 In accordance with criteria and officer recommendations

HARROW CROSSROADS WITH OUTREACH

0 0 In accordance with criteria and officer recommendations

HARROW GINGERBREAD 1,400 1,530 In accordance with the grant received in the previous financial year 2008/09

HARROW HERITAGE TRUST 8,100 8,100 In accordance with criteria and officer recommendations

HARROW IN EUROPE ASSOCIATION (HIE)


HARROW INTER FAITH COUNCIL 2,710 2,710 In accordance with criteria and officer recommendations

HARROW IRANIAN COMMUNITY ASSOCIATION (HICA)


HARROW KUWAITI COMMUNITY ASSOCIATION


continue it’s work. HARROW MENCAP 8,080 8,080 In accordance with criteria and

officer recommendations HARROW OVER 50s CLUB 960 2,000 In accordance with the grant

received in the previous financial year 2008/09

HARROW PENSIONERS' ACTION 500 500 In accordance with criteria and

380

APPENDIX 1


Amount granted (£)


ASSOCIATION officer recommendations HARROW PRE-SCHOOL LEARNING ALLIANCE (HPSLA)

0 1,000 The organisation provides an invaluable service and should receive funding to support it’s

viability. HARROW PUBLIC TRANSPORT USERS ASSOCIATION

360 400 The amount applied for to ensure that they can continue

their activities at the same level as previous year

HARROW REFUGEE FORUM 7,000 7,000 In accordance with criteria and officer recommendations

HARROW SOMALI WOMEN'S ACTION GROUP (HASWAG)


HARROW TALKING NEWSPAPER 5,000 5,000 In accordance with criteria and officer recommendations

HARROW TAMIL ASSOCIATION 2,040 2,040 In accordance with criteria and officer recommendations

HARROW TAMIL SCHOOL ASSOCATION


continue it’s work. HEADWAY NW LONDON 3,487 3,487 In accordance with criteria and

officer recommendations HESTIA HOUSING & SUPPORT 11,830 5,295 To contribute to the

organisations salary costs as they receive a significant

amount of funding from other sources.

HOME START – HARROW 5,000 5,000 In accordance with criteria and officer recommendations

IGNITE TRUST (in addition to service level agreement)


INDIAN ASSOCIATION OF HARROW 0 1,000 The organisations work was vital for community cohesion and should receive funding to

continue it’s work. KIDS CAN ACHIEVE 10,000 10,000 In accordance with criteria and

officer recommendations K.S.I.M SENIOR CITIZENS ASSOC 0 1,000 The organisations work was

vital for community cohesion and should receive funding to

continue it’s work. LONDON KALIBARI 0 1,500 The organisation had received

funding in 2007/08 and work done promotes community

cohesion MIDDLESEX ASSOCIATION FOR THE BLIND


MIND IN HARROW 7,722 7,722 In accordance with criteria and officer recommendations

MULTIPLE SCLEROSIS SOCIETY- HARROW BRANCH


NATIONAL AUTISTIC SOCIETY-HARROW BRANCH


NATIONAL COUNCIL OF VANIK ASSOCIATIONS (UK)


continue it’s work. NAVALAR TAMIL SCHOOL 0 1,000 The organisations work was

vital for community cohesion and should receive funding to

381

APPENDIX 1


Amount granted (£)

Reason for Recommendation continue it’s work.

PAKISTAN SOCIETY OF HARROW 6,775 6,775 In accordance with criteria and officer recommendations

PARKINSON'S DISEASE SOCIETY 2,500 2,500 In accordance with criteria and officer recommendations

ROYAL MENCAP SOCIETY, HARROW PATHWAY


RUSSIAN IMMIGRANTS ASSOCIATION


SANGAT ADVICE CENTRE 10,000 10,000 In accordance with criteria and officer recommendations

SPECIAL CONNECTION 1,000 1,000 In accordance with criteria and officer recommendations

ST. LUKES HOSPICE 5,000 5,000 In accordance with criteria and officer recommendations

UNITED SOMALI LEAGUE TRUST 0 0 In accordance with criteria and officer recommendations

U. K. ASIAN WOMEN'S CONFERENCE 1,200 1,200 In accordance with criteria and officer recommendations

WEALDSTONE ACTIVE COMMUNITY 1,200 1,200 In accordance with criteria and officer recommendations

WHITTLESEA LIFE SKILLS ASSOCIATION


WISH CENTRE (THE) 0 0 In accordance with criteria and officer recommendations

YOUTH UNITED 0 0 In accordance with criteria and officer recommendations

TOTAL (£)

221,892

218,380

REJECTED APPLICATIONS GIRLGUIDING MIDDLESEX NORTH WEST

0 5,000 A large number of the beneficiaries of the services provided by the organisation

are Harrow residents. TOTAL

0

5,000

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LONDON BOROUGH OF HARROW CABINET 26 MARCH 2009 REFERENCE FROM GRANTS ADVISORY PANEL – 4 MARCH 2009 MINUTE 152 - GRANT APPLICATIONS FUNDING 2009/2010 Further to Recommendation 1, a Member of the Panel requested for officers to look into how funding should be allocated to the Harrow Heritage Trust for the 2009/10 financial year. He added that the funding could not be monitored effectively by grants officers as it was part of the Council’s Capital programme. Another Member of the Panel commented that organisations met the grants funding criteria, if it was based in Harrow and 80% of the beneficiaries of the service provided were Harrow residents. The Member added that allocations of grants should be fair and equitable. A discussion took place on the allocation of grants to groups, such as, Girl Guiding Middlesex North West, which fell outside the published criteria and Headway and St. Luke’s Hospice, who were based in Harrow followed. The Panel referred to copies of the original grant applications contained in the exempt documents and to an email sent by officers to Members. The adviser to the Panel recommended that if a group that did not meet the criteria and were allocated funding on an historical basis, it could cause resentment to other organisations who had not received a grant for not meeting the criteria. The Legal officer advised that all organisations should be considered fairly. The Chairman added that exceptional circumstances would be required before the Panel should allocate funding. Another Member commented that they should allocate funding to Girl Guiding Middlesex North West as they felt that organisation provided an important service to the 50% of its beneficiaries who were Harrow residents. Upon a vote, the Panel resolved to recommend to Cabinet that a grant be provided to Girl guides Middlesex North West. RESOLVED: That the comments be noted.

FOR INFORMATION Background Documents:

Report considered by and the minutes of the Grants Advisory Panel held on 4 March 2009.

Contact Officer: Lysandra Dwyer, Democratic Services Officer Tel: 020 8424 1264 Email: [email protected]

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388

Appendix 3

Portfolio Holder Rationale for revised allocations AGE CONCERN As the Panel agreed to support the proposed project, funding should be awarded to ensure that it is viable for the organisation to deliver the service. This would not be achieved if the GAP’s recommendation were accepted. An amendment to the original recommendation is suggested based on a representation from the organisation, which was available to members at the meeting, stating that the organisation would not be able to deliver the service unless the salary costs are met. As per the officer’s report, it is recommended that the organisation be awarded £12,663 to enable them to deliver the project. ASIAN ELDERLY GROUP The panel was informed that the organisation has declared an under-spend of £1,800 for 2008/09, due to a staff vacancy. As per the original officer recommendation, it is suggested that the organisation carry this under-spend forward and in addition be awarded £2,400 so that the total grant available to them will be £4,200. This reduction in funding has taken into account the fact that the organisation has been unable to spend their full grant of £5,500. HARROW ASSOCIATION OF SOMALI VOLUNTARY ORGANISATION As the Panel agreed to support the proposed project, funding should be awarded to ensure that it is viable for the organisation to deliver the service. However, this would not be achieved if the GAP’s recommendation was accepted. As per the original officer recommendation, it is suggested that £6,500 be awarded to the organisation to cover the salary costs of a part-time advice worker. HARROW GINGERBREAD The panel was informed that a reduction in funding was recommended because the organisation had requested funding for a different project. As per the original officer recommendation, it is suggested that a contribution of £1,400 be made to cover the cost of visits/entry fees and travel costs. HARROW KUWAITI COMMUNITY ASSOCIATION Further representation received from the organisation was available for consideration. It stated that the needs of this community have been overlooked. However, as stated in the original officer’s report, the organisation has provided insufficient evidence of the need for this service and therefore funding is not recommended. The organisation is advised to access support and advice on fund-raising.

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HARROW OVER 50’S CLUB Further representation received from organisation was available for consideration. It stated that their membership had increased and requested that this be taken into reconsideration. This information was not submitted with their original application, and it was not clear whether all members were also beneficiaries of the services. As per the original officer’s report the organisation has provided very little evidence of the need for this project and therefore it is recommended that they be awarded £960 to meet the hall hire cost. It is also advised that they explore other sources of funding. HARROW PRE-SCHOOL LEARNING ALLIANCE The organisation had requested £10,724 and therefore an award of £1,000 would be inadequate and would not enable the organisation to pay the rent at Glebe School and the salary costs of the Administrator and the Finance Officer. As per the officer’s report, it is recommended that the Alliance is not awarded funding for 2009/10 but is advised that HPSLA re-negotiate their SLA with the Integrated Early Years and Community Services to meet their core costs. HARROW TAMIL SCHOOL ASSOCIATION A representation was made by a member of the panel on behalf of the organisation stating that their concessions on lettings will be reduced to 25%. Officers have confirmed that this is incorrect as they currently receive a 50% concession and will continue to do so. As per the officer’s report, it is recommended that this organisation is not awarded funding for 2009/10 but is advised to continue to raise funds to support their activities. INDIAN ASSOCIATION OF HARROW Further representation provided by the organisation shows that the organisation organises day trips, cultural celebrations and encourages members to access free swimming sessions at Harrow Leisure Centre and free health walks. It was not possible to see from this information how many of their members had accessed these activities. As stated in the officer’s report, a full breakdown of how the grant would be used was not provided and there was also insufficient evidence of the need for this service. Therefore it is recommended that the organisation not be awarded funding for 2009/10. KSIM SENIOR CITIZEN ASSSOCIATION This organisation does not meet the 80% rule. This was supported by a successful compact challenge in 2008/09, which meant that the organisation was not eligible for funding. The officer’s report, which is based on evidence recently provided by the organisation, confirms that they are still not eligible for funding as less than 80% of their beneficiaries live in Harrow. Therefore it is recommended that the organisation be not awarded funding for 2009/10.

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LONDON KALIBARI The grant can't be used to support religious activities and the organisation has declared in their application that they will be using the grant to fund a ‘social/religious function’; and monitoring information gathered in 2008 showed that the organisation had used their grant to fund religious activities. Therefore it is recommended that the organisation is not awarded funding for 2009/10. NATIONAL COUNCIL OF VANIK ASSOCIATIONS (UK) Insufficient evidence has been provided as to the need for this service. As per the officer’s report it is recommended that the organisation be not awarded funding for 2009/10. GIRL GUIDING MIDDLESEX NORTH WEST The organisation does not meet the following grant qualifying condition:

“The applicant must be a voluntary group based in Harrow, with 80% of this beneficiaries either living or working in Harrow”

The organisation is requesting funding to cover the cost of services that are used by girls that live in Harrow that attend the Willow Tree Centre, based in Hillingdon. A representation was received from a member of the panel on behalf of the organisation, stating that the organisation provides an invaluable service to 4,000 girls from Harrow. However the organisation is not based in Harrow and the service is not delivered in the borough and therefore it is recommended that this application be rejected. Note: There is an outstanding Compact challenge, relating to the above criteria, as the GAP meeting in January 2009 decided to award Edward Harvest Trust funds to the organisation.

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Harrow Council forward plan - Committee meetings

Documents

Transcript of Harrow Council forward plan - Committee meetings