Working together for a better future - London Borough of Hillingdon

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PRIORITIES FOR ACTION Priorities for action Improved partnership working Activity areas 1 year target 3 year objectives Encouraging local initiatives There will be much greater focus on the community and problem solving locally. Improved partnership working and seamless service delivery at locality level will result in safer and stronger local communities. Importance of Heathrow Airport Hillingdon Partners will have comprehensive data and trend information on the benefits and disbenefits of Heathrow Airport locally and will work with adjoining boroughs to lobby the Government and the British Airports Authority (BAA) to ensure the borough maximises the benefits and minimises the disbenefits of Heathrow on the local area and people. Effective communication and engagement Hillingdon people will be reaping the full benefits of integrated and co-ordinated engagement by Hillingdon Partners. There will be much more integrated and co-ordinated engagement by Hillingdon Partners with local communities, business, sub regional and government organisations. 1) Implement new safer neighbourhood teams covering Uxbridge North/Uxbridge South and Townfield /Botwell wards to: 1(a) Widen the scope and activity of the project and link to other existing local initiatives such as SureStart, 1(b) Set up community panels in each pilot area to agree priorities for action, 1(c) Identify the scope for sharing information, and intelligence locally to solve problems locally, 1(d) Identify options for sharing accommodation locally, 1(e) Identify opportunities for engaging local communities in the pilot and 1(f) Promote safer and stronger communities. (Commander Mark Toland, Met Police) 2) Develop an approach to tackling alcohol misuse as part of the locality pilots. Identify specific targets to be met in the short and medium term for the project. (Graeme Betts, Primary Care Trust) 3) Undertake an initial study into information available on Heathrow across Hillingdon Partners, identify gaps and proactively pursue the involvement of the London Development Agency in producing more sub regional information. (John Aldous, Primary Care Trust) 4) Develop a consultation and engagement strategy which sets out a 3 year programme to widen community involvement and influence policy development and service delivery across Hillingdon Partners. (Paul Williams, LB Hillingdon) 5) Establish a strategy across the Hillingdon Partners for building influential networks at a local, sub regional and pan London level. (Dorian Leatham, LB Hillingdon) Locality working extended across the borough following pilots' success in improving local service delivery, solving problems and winning local community support. Ensure that alcohol abuse, associated anti-social behaviour and environmental crime is reduced. In particular reduce assaults in pilot areas by 20%. Ensure reliable and comprehensive data and trend information is available that allows Hillingdon Partners to mount a powerful case to the Government and the British Airports Authority (BAA) on the real impact of Heathrow on the locality and to have made progress in pursuing this line with neighbouring boroughs. Consultation and engagement strategy successfully rolled out. More consistent and wider community consultation and feedback across the Hillingdon Partners. Have established relationships and networks with businesses, adjoining boroughs and other organisations which increase learning, lobbying and influencing opportunities for the Hillingdon Partners. 26 HILLINGDON’S COMMUNITY STRATEGY 2005 - 2015 WORKING TOGETHER FOR A BETTER FUTURE
PRIORITIES FOR ACTION Improved partnership working Activity areas 1 year target 3 year objectives Improving working practices In 10 years there will be much greater integration of service planning across the Hillingdon Partners and sharing of resources, facilities and overheads, all of which will have made a contribution to a significant improvement in services and increased customer satisfaction and quality of life for people in Hillingdon. 6) Improve joint working across Hillingdon Partners to: 6(a) develop and timetable regular strategy meetings for the LSP executive/cabinet, 6(b) agree a procedure and timetable for producing the community strategy, 6(c) ensure that the protocols already agreed are consistently applied by all theme groups. (Dorian Leatham, LB Hillingdon) 7) Establish a corporate team to identify, assess and make proposals to improve joint working / sharing of office space; single access points for services; professional services, training and information / intelligence. (Gerry Edwards, LB Hillingdon; Barbara Wood, Primary Care Trust; Peter Hague, Met Police) 8) Establish a set of protocols for developing and managing partnerships and meeting recommendations of Audit Commission report on ‘Probity in Partnerships’ to reflect best practice. (Jean Palmer, LB Hillingdon) 9) Pilot a joint council / Department of Works & Pensions team locally to provide an integrated service for undertaking financial assessments and providing welfare advice to residents. Review progress and consider extending to include the Primary Care Trust and to cover council tax and housing benefits. (Phillip Sharpe, LB Hillingdon) 10) Further develop the single assessment process for older people to include other partners, such as the London Fire Brigade. (Philip Sharpe, LB Hillingdon) Joint working and policy development accepted as the norm, with many more examples of corporate working, joint funding, shared information / intelligence and shared overheads at all levels across the Hillingdon Partners. Independent administrative support available to the Hillingdon Partners through joint funding or secondment. Implement in full each element of action plan formulated to deliver recommendations of ‘Probity in Partnerships’ report. Services successfully integrated and income maximised for residents using the service. All opportunities taken to expand the process beyond the health and social care agenda, for example to include leisure and cultural activities. HILLINGDON’S COMMUNITY STRATEGY 2005 - 2015 WORKING TOGETHER FOR A BETTER FUTURE 27
Page 1 and 2: Working together for a better futur
Page 3 and 4: Contents A foreword, by the Hilling
Page 5 and 6: FOREWORD A foreword, by the Hilling
Page 7 and 8: ABOUT HILLINGDON About Hillingdon H
Page 9 and 10: OUR CHALLENGES Our challenges Over
Page 11 and 12: Brunel University students make the
Page 13 and 14: HILLINGDON TO 2015 - A VISION FOR T
Page 21 and 22: Volunteers stake out a new discover
Page 23 and 24: Another new arrival at Hillingdon H
Page 25 and 26: Uxbridge, one of London’s top ten
Page 27 and 28: Enjoying an early morning swim 23
Page 29: Setting up shop in a day nursery 25
Page 33 and 34: PRIORITIES FOR ACTION A borough of
Page 35 and 36: PRIORITIES FOR ACTION A safe boroug
Page 37 and 38: Mobile phone security advice from t
Page 39 and 40: PRIORITIES FOR ACTION A clean and a
Page 41 and 42: PRIORITIES FOR ACTION A clean and a
Page 47 and 48: PRIORITIES FOR ACTION A prosperous
Page 49 and 50: PRIORITIES FOR ACTION A borough whe
Page 57: Translation service Obtaining infor

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