Report - London Borough of Hillingdon
Cabinet
Meeting date: THURSDAY 10 TH NOVEMBER 2005
Time:
Venue:
7.00PM
COMMITTEE ROOM 6, CIVIC CENTRE
HIGH STREET, UXBRIDGE
Councillors in the Cabinet
Councillor Ray Puddifoot
Councillor David Simmonds
Councillor Sandra Jenkins
Councillor Philip Corthorne
Councillor Solveig Stone
Councillor Jonathan Bianco
Councillor Douglas Mills
Councillor Keith Burrows
Councillor Mike Heywood
Portfolio / designated area of responsibility
Leader of the Council (Cabinet Chairman),
Older People’s Champion
Deputy Leader of the Council, Social Services and
Health, future development of Children’s Services
Environment
Housing
Education, Youth and Leisure
Finance, Regeneration and Corporate Services
Performance, Partnerships and Community Safety
Planning and Transportation
Service Co-ordination
Further information
This agenda was published on 2 November and contains reports which detail the business
of and decisions to be made by the Cabinet at its meeting on the 10 November. If you
would like further information, please call Hillingdon’s Cabinet Office on 01895 250 472,
email cabinet@hillingdon.gov.uk or visit the Council’s website www.hillingdon.gov.uk
Mark Braddock – Cabinet Secretary
Involving the Public in the way we do business…
Members of the Public and Press are very welcome to attend this
meeting. Free parking is available via the entrance to the Civic
Centre in the High Street. Bus routes 427, U1, U3, U4 and U7 all
stop at the Civic Centre. Uxbridge underground station, with the
Piccadilly and Metropolitan lines, is a short walk away. Please
enter from the Council’s main reception where you will be
directed to the Committee Room.
Please switch off your mobile phone when entering the room and
note that the Council operates a no-smoking policy in its offices.
This agenda
is available in
large print
Agenda & Business
1. Apologies for Absence
2. Declarations of Interest in matters coming before this meeting
3. To receive the minutes of the Cabinet meeting held on 12 October 2005 (pages 1 –
12)
4. To confirm that the items of business marked Part I will be considered in Public and
that the items marked Part 2 will be considered in private
5. Consideration of Cabinet reports (listed below)
6. Any Business transferred from Part 1 of the agenda.
Cabinet Reports – Part 1 – Members, Public and the Press
Items are marked in the order that they will be considered. A reference number is shown to
indicate that this item has previously appeared on the Council’s Forward Plan. The
Forward Plan is a publicly available document updated each month which outlines, as far
as possible, the Cabinet’s work programme over the next four months.
Page No. Ref No.
1 Hillingdon Council’s Strategy for Older People 13 -
2 Development of Children’s Services 42 427
3 Consultation and Engagement – A Future Strategy 52 361
for Hillingdon
4 Hillingdon’s Domestic Violence Strategy 64 512
5 Council Workforce Plan 2005-2015 112 516
6 Equality Standard for Local Government – an
140 441
update
7 West London Tram – Consultation Response 151 -
8 Performance Management Audit – Action Plan 185 514
9 Draft Joint Municipal Waste Management Strategy 206 335
10 Acorn Youth Club development, Columbia Avenue, 220 508
Eastcote
11 Refurbishment and reopening of Public
226 515
Conveniences in Shopping Centres
12 Proposed Charging for Pre-Application Advice on 229 504
Major Development Schemes
13 Budget Month 6 2005/06 Revenue and Capital 240 465
Monitoring
14 The Great Barn, Manor Court, Harmondsworth 271 -
Cabinet Reports - Part 2 – Private, Members Only
The reports listed below in Part 2 are not made public because they contain confidential or
exempt information as defined by law in the Local Government (Access to Information Act
1985). This is because:
• Part of Item 14 and the whole of Item 15 contain information relating to the financial
or business affairs of any particular person (other than the Authority). (paragraph 7
of the Schedule to the Act).
• Items 16 - 24 contain information relating to any terms proposed or to be proposed
by or to the authority in the course of negotiations for a contract for the acquisition
or disposal of property or the supply of goods or services. (paragraph 9 of the
Schedule to the Act).
Page No. Ref No.
14 The Great Barn, Manor Court, Harmondsworth 285 -
– Part 2 Appendix
15 Uxbridge Lido and Sports Centre Procurement 298 388
– Leisure Management Operator
16 Frank Welch Court, Eastcote – Progress on
339 477
Redevelopment
17 Bedwell Gardens Community Centre, Hayes 344 370
18 Sites E, H and L at Hillingdon House Farm,
360 -
Uxbridge
19 King Edwards Road, Ruislip – Former Hostel 364 473
20 Tender for new 4 bed Respite Care Home at 371 458
Burns Close, Hayes
21 Tender for Provision of Insurance Cover 377 513
22 Tender for Home Improvement Agency and
387 493
Home Handyperson Scheme
23 Pole Hill Open Space, off Gainsborough Road, 392 482
Hayes – Grant of Licence
24 Herlwyn Avenue Playing Fields, West End
Road, Ruislip – Grant of Licence
396 483
7. Any Items transferred from Part 1
8. Any Other Business in Part 2
Cabinet Decisions – 12 th October 2005
DECISION LIST
The left hand column indicates the decision number, which relates to the report number on
the main agenda. The middle column details the actual decision made, the reason for that
decision and also any alternatives considered or rejected. The right hand column indicates
the name of the officer(s) responsible for implementing/following up the decision in each case.
Cabinet Members Present – Councillors:
• Ray Puddifoot (Leader of the Council and Cabinet Chairman)
• David Simmonds (Deputy Leader and Cabinet Member for
Social Services & Health)
• Philip Corthorne (Cabinet Member for Housing)
• Mike Heywood (Cabinet Member for Planning & Transportation)
• Sandra Jenkins (Cabinet Member for Environment)
• Douglas Mills (Cabinet Member for Performance, Partnerships
& Community Safety)
• Solveig Stone (Cabinet Member for Education, Youth &
Leisure)
Officer contact
CABINET
OFFICE
01895 250472
Other Party Leaders Present – Councillors:
• Rod Dubrow-Marshall (Leader of the Labour Group)
• Mike Cox (Deputy Leader of the Liberal Democrat Group)
Apologies for absence received from :-
• Jonathan Bianco (Cabinet Member for Finance, Regeneration
and Corporate Services)
DECLARATIONS OF INTEREST
Councillor Rod Dubrow-Marshall declared a general personal and nonprejudicial
interest as Dean of Faculty at Buckinghamshire Chilterns
University College, which was a provider of courses to the Council’s
Social Services Group and as a member of the Board of Hillingdon
Homes. He also declared a personal and non-prejudicial interest as a
Governor of Uxbridge High School (Item 4).
MINUTES OF MEETING HELD ON 8 TH SEPTEMBER 2005
The minutes of the meeting held on 8 th September 2005 were agreed
as a correct record.
CABINET
OFFICE
01895 250472
CABINET
OFFICE
01895 250472
Cabinet Decisions 12.10.2005 Page 1
DISTRIBUTION OF REPORTS IN PUBLIC AND PRIVATE
Reports on item 8, items 10 to 16 and part of item 9 were considered to
contain exempt information as defined in the paragraphs to the
Schedule to the Local Government (Access to Information) Act 1985.
These reports and part report were considered in the private section of
the meeting with the exception of item 16 which the Cabinet agreed to
consider in the public part of the meeting in view of the public interest in
the issue.
1 COUNCIL PLAN AND COMMUNITY STRATEGY :
PROGRESS REPORT ON WORK PROGRAMME
DECISION
That the Cabinet notes the progress made to date and indicates
that it wishes all targets to be met.
REASON FOR DECISION
Cabinet agreed that both the Community Strategy and Council Plan
should be monitored regularly.
CABINET
OFFICE
01895 250472
TRACY
WATERS
01895 277694
PAUL
WILLIAMS
01895 250986
ALTERNATIVES CONSIDERED AND REJECTED
Cabinet could have instructed officers to take further action on the work
programmes.
2 HEATHROW AIRPORT MASTER PLAN –
CONSULTATION RESPONSE
DECISION
TIM JURDON
01895 250610
1. That Cabinet agrees the Council’s response to BAA’s Heathrow
Airport Interim Master Plan consultation as set out in the report
together with the responses to the questions set out in Appendix 1
and the following additional response to Question 8 :-
‘Reference is made in the Interim Master Plan to the need for
demand management on roads in respect of any schemes for
additional public transport infrastructure (para 9.35 refers). The
Council expects any such potential road pricing proposals to take
full account of the needs of existing local residents and
communities. They should not be financially disadvantaged
simply to facilitate the commercial expansion of Heathrow
Airport.’
and the following additional response to question 7 :-
‘The Council notes that BAA is not willing to cooperate in setting
up community liaison with stakeholders to cover and evaluate
Cabinet Decisions 12.10.2005 Page 2
complaints about airport noise.’
2. That the wording of the final response to be made is delegated
to officers, in consultation with the Cabinet Member for Planning
and Transportation, including the following additional wording in
the response :- ‘BAA has a regulatory responsibility to develop a
strategic environmental impact assessment with regard to
Heathrow Airport.’
REASON FOR DECISION
The response will make BAA aware of the Council’s views in order to
seek to improve the content and subsequent outcomes from the Master
Plan in accordance with the Council’s priorities.
ALTERNATIVES CONSIDERED AND REJECTED
To make no comment.
3 VOID TRANSFER POLICY
DECISION
That the Council continues to jointly deliver the Void Transfer
Agreement with Chiltern Hundreds Charitable Housing
Association (CHCHA) to transfer another 100 Council homes to
the Association.
MELISSA
SPARKS
01895 556689
REASON FOR DECISION
The scheme enables the Council to maximise the use of a limited
number of its dwellings in order to secure additional affordable homes
for rent on a permanent basis to meet local housing need.
The scheme also impacts beneficially on the Council’s Comprehensive
Performance Assessment as it contributes to the Government targets of
reducing numbers of households in temporary accommodation and the
length of time in B & Bs.
ALTERNATIVES CONSIDERED AND REJECTED
To terminate the Agreement.
4 SCHOOL ASSET MANAGEMENT STRATEGY
DECISION
1. That Cabinet approves a draft forward plan for consultation
with schools.
VENETIA
ROGERS
01895 250494
2. That Cabinet agrees that projects at the schools identified in
paragraph 14 of the report should be programmed as soon as
Cabinet Decisions 12.10.2005 Page 3
capital resources permit.
3. That a further report be made to Cabinet following consultation
with schools.
4. That Cabinet approves the draft LEA Assessibility Strategy as a
basis for consultation with schools and relevant community
groups and other partners.
REASON FOR DECISION
The development of a forward plan for capital investment in the
schools’ estate is essential in order to support school improvement,
ensure that buildings are safe and fit for purpose, discharge the
Council’s statutory responsibilities for health & safety, ensure that the
best use is made of scarce capital resources, ensure that propertyrelated
risks are managed, and for the Council’s decision-making
processes to have credibility with schools.
The LEA is required to have in place an Accessibility Strategy for
schools.
ALTERNATIVES CONSIDERED AND REJECTED
To not proceed with the development of a forward plan. Cabinet could
have proposed amendments to the consultation document or to the
draft Accessibility Strategy.
5 PLANNING OBLIGATIONS – QUARTERLY FINANCIAL
MONITORING REPORT
DECISION
That the Cabinet notes the updated financial information as set
out in Appendix 1 to the report.
REASON FOR DECISION
The District Audit “Management of Planning Obligations” Action Plan
1999 contained a number of recommendations. Recommendation R13
specifically requires the Council to produce regular financial
statements. The regular reporting of such information is necessary to
aid transparency and assure probity in the area of planning obligations.
JALES
TIPPELL
01895 250402
PAUL
NEEDHAM
01895 277084
ALTERNATIVES CONSIDERED AND REJECTED
It is a requirement of the District Audit report and an obvious example
of good practice to monitor income and expenditure against specific
planning agreements and ensure that expenditure takes place in
accordance within the parameters of those agreements.
Cabinet Decisions 12.10.2005 Page 4
6 CORPORATE EQUALITIES AND DIVERSITY PLAN
Cabinet recorded its thanks to officers for producing the Plan.
DECISION
That the Plan be agreed and approved for publication on the
external and internal websites and officers be instructed /
requested to utilise its contents in developing service plans.
SONIA
GANDHI
01895 277019
REASON FOR DECISION
This plan will ensure that the Council reach its target of level 2 for the
Equality Standard for Local Government by March 2006, and levels 3 /
4 by March 2008. No target has yet been set for level 5, but it is
anticipated that the Council will achieve this target by March 2010.
Ensuring that the actions stated in the plan will result in meeting all of
the equality and diversity best value performance indiactors as
indicated in the Council Plan.
Many of the actions listed will help the council meet short, medium and
long term targets as stated in the Community Strategy.
ALTERNATIVES CONSIDERED AND REJECTED
Cabinet could have modified the plan.
7 BUDGET – MONTH 5 2005/06 REVENUE MONITORING
DECISION
1. That Directors provide Cabinet Members with options to ensure
any forecast overspend on revenue budgets for the current year is
reduced to bring it back in line with the approved budget.
PAUL
WHAYMAND
01895 556074
2. That the Leader of the Council assisted by other Cabinet
Members, be instructed to review the Adult Education and Special
Education Needs budgets and report back to Cabinet at a later
date.
REASON FOR DECISION
To ensure the Council achieves its budgetary objectives.
ALTERNATIVES CONSIDERED AND REJECTED
None.
The report relating to this item had been dispatched less than 5 working
days before the Cabinet meeting and the Chairman therefore agreed
that it may be discussed as urgent so that decisions on the budget may
Cabinet Decisions 12.10.2005 Page 5
e taken based on the most up to date information available.
8 BOTWELL GREEN SPORTS AND LEISURE CENTRE –
APPOINTMENT OF QUANTITY SURVEYORS / COST
CONSULTANTS AND DESIGN TEAM TO DEVELOP THE
DESIGN
BILL KING
01895 250566
DECISION
1. To agree to progress the development of the Botwell Green
Sports & Leisure Centre.
2. To authorise the expenditure of £750K as outlined in the
body of the report to develop the project up to pre-construction
stage.
3. To agree to the appointment of Atkins Consultants to act as
the Council’s Quantity Surveyor/Cost Consultants for the project.
4. To agree to the appointment of an architect led design team
at the conclusion of the best value review undertaken by the
appointed quantity surveyor and officers based on the submitted
tenders that will provide the most suitable design solution.
5. To authorise the Asset Management Review Project Director
to commission surveys as necessary to develop designs to preconstruction.
6. To agree to the submission of detailed planning
application(s) at RIBA Stage D to secure consent for the
development of the Project.
7. To agree to the submission of Outline Planning application
for the disposal of Hayes Pool.
REASON FOR DECISION
To enable progress of a key project, which is part of the Education,
Youth & Leisure Asset Management Review strategy of developing new
leisure facilities to meet the needs of the community.
ALTERNATIVES CONSIDERED AND REJECTED
To not approve the appointments and cancel the project.
This report was considered in part 2 because it contained exempt
information as defined in paragraph 8 of the schedule to the Local
Government (Access to Information) Act 1985. (The amount of any
expenditure proposed to be incurred by the authority under any
particular contract for the acquisition of property of the supply of goods
or services).
Cabinet Decisions 12.10.2005 Page 6
9 REFURBISHMENT AND REOPENING OF PUBLIC
CONVENIENCES IN SHOPPING CENTRES
DECISION
GERRY
EDWARDS
01895 250903
1. To request officers to progress the reopening of the public
conveniences at Botwell Lane, Hayes and Manor Farm, Ruislip
(Option b) and to report the proposed programme to the
November meeting of the Cabinet.
2. To agree to the funding of CCTV provision from the CCTV
budget.
REASON FOR DECISION
To respond to the requests of older people and disabled people in the
borough for the Council to reopen some of the public toilets previously
closed using funding from the fund for disabled and older people’s
priorities.
ALTERNATIVES CONSIDERED AND REJECTED
To reopen alternative or additional public conveniences.
The report relating to this item had been dispatched less than 5 working
days before the Cabinet meeting and the Chairman therefore agreed
that it may be discussed as urgent because of the need to progress
works speedily.
Appendix A to this report was considered in part 2 because it contained
exempt information as defined in paragraph 8 of the schedule to the
Local Government (Access to Information) Act 1985. (The amount of
any expenditure proposed to be incurred by the authority under any
particular contract for the acquisition of property of the supply of goods
or services).
10 RUISLIP MANOR SPORTS AND SOCIAL CLUB
DECISION
1. That in view of its wish to see the preservation of a valuable
sports and recreational facility in the Ruislip area, the Cabinet
supports the existence of Ruislip Manor Sports and Social Club
(RMSSC) and the need for it to continue to provide such a facility
for the benefit of the community.
DORIAN
LEATHAM
01895 250569
2. That Cabinet authorises the Corporate Director of Education
Youth and Leisure to explore whether, as part of the voluntary and
community sector initiative, it is possible for RMSSC to assist in
the area of youth development and thereby attract grant funding
from the Council.
Cabinet Decisions 12.10.2005 Page 7
3. That Cabinet authorises the Head of Corporate Property
Services and the Borough Solicitor to explore whether the
Landlord is prepared to permit the location of the London
Ambulance Services’ vehicles on part of the playing fields which it
has demised to RMSSC.
4. That in the event that a satisfactory solution cannot be
found by pursuing the courses of action set out in Decisions 2 and
3 above, Cabinet authorises offices to explore generally whether
any assistance, including the possibility of providing financial
assistance, can be given to RMSSC.
5. That once officers have explored the possibilities set out in
the above recommendations and the outcome of the arbitration
process is known, to report back to the Leader and the Chief
Executive who will have the delegated authority to decide the form
and extent of any assistance which the Council may decide to
provide to RMSSC.
REASON FOR DECISION
Cabinet wishes to explore the steps which it can legitimately take to
support and assist RMSSC.
ALTERNATIVES CONSIDERED AND REJECTED
To not provide assistance to the RMSSC.
This report was considered in part 2 because it contained exempt
information as defined in paragraph 4 of the schedule to the Local
Government (Access to Information) Act 1985. (information relating to
any particular applicant for, or recipient or former recipient of, any
financial assistance provided by the authority ).
11 ACCEPTANCE OF TENDER FOR TERM CONTRACT –
SCHEDULE 33 – ERECTION AND RENEWAL OF STREET
FURNITURE
DECISION
E BALA
01895 250443
That the Term Contract Schedule 33 – Erection and Renewal of
Street Furniture be awarded to Cyril Smith (Fencing) ltd.
REASON FOR DECISION
The analysis of tenders received shows that the one recommended
offers best value to the Council.
ALTERNATIVES CONSIDERED AND REJECTED
To accept an alternative tender.
Cabinet Decisions 12.10.2005 Page 8
This report was considered in part 2 because it contained exempt
information as defined in paragraph 9 of the schedule to the Local
Government (Access to Information) Act 1985. (Any terms proposed by
or to the authority in the course of negotiations for a Contract for the
acquisition or disposal of property of the supply of goods or services).
12 REPLACEMENT OF THE LIBRARY COMPUTER
MANAGEMENT SYSTEM
DECISION
1. That Cabinet approves that SirsiDynix be awarded preferred
supplier status for the contract subject to satisfactory terms and
conditions being negotiated.
DERRICK
FERNANDES
01895 250701
2. That Cabinet approves the re-phasing of the costs of the capital
project, as set out in Table D in Section 9.0 of the report.
REASON FOR DECISION
SirsiDynix offered the best value.
ALTERNATIVES CONSIDERED AND REJECTED
To accept another of the tenders.
This report was considered in part 2 because it contained exempt
information as defined in paragraph 8 of the schedule to the Local
Government (Access to Information) Act 1985. (The amount of any
expenditure proposed to be incurred by the authority under any
particular contract for the acquisition of property of the supply of goods
or services).
13 SELECTION OF SUPPLIER OF NETWORK HARDWARE
DECISION
1. That Company A is awarded preferred supplier status for this
contract subject to satisfactory terms and conditions being
negotiated.
STEVE
PALMER
01895 556009
2. That Company B is awarded secondary supplier status should
satisfactory terms and conditions fail to be negotiated with
Company A.
REASON FOR DECISION
Company A has clearly demonstrated their ability to officers to deliver
the items in the current capital programme. Company B has also
demonstrated that they have the ability to deliver but at a higher cost
than Company A.
Cabinet Decisions 12.10.2005 Page 9
ALTERNATIVES CONSIDERED AND REJECTED
To award the contract to another company.
This report was considered in part 2 because it contained exempt
information as defined in paragraph 8 of the schedule to the Local
Government (Access to Information) Act 1985. (The amount of any
expenditure proposed to be incurred by the authority under any
particular contract for the acquisition of property of the supply of goods
or services).
14 UXBRIDGE RUGBY FOOTBALL CLUB – HILLINGDON
HOUSE FARM
DECISION
1. To approve the terms set out in Appendix A and B for the grant
of an Agreement for a Lease and Lease for a term of fifteen years
in respect of the land shown edged black on plan UXB444 dated
7 th September 2005 to permit construction of the rugby pitch.
MAYUR
PATEL
01895 277279
2. That paragraph 5 in Appendix B be amended to add the
following wording to the end:- ‘, as attached to the lease.’
REASON FOR DECISION
To allow the construction of a new rugby pitch.
ALTERNATIVES CONSIDERED AND REJECTED
To not grant an agreement.
This report was considered in part 2 because it contained exempt
information as defined in paragraph 9 of the schedule to the Local
Government (Access to Information) Act 1985. (Any terms proposed by
or to the authority in the course of negotiations for a Contract for the
acquisition or disposal of property of the supply of goods or services).
15 APPOINTMENT OF CONSULTANT TO PREPARE
OUTLINE PLANNING APPLICATION AND ANY
NECESSARY ACCOMPANYING REPORTS FOR THE
DISPOSAL OF HARLINGTON ROAD DEPOT
DECISION
SETISH
VEKARIA
01895 277245
To appoint Bickerdike Allen Partners to prepare the outline
planning application and any necessary accompanying reports
and assessments for the disposal of Harlington Road Depot.
Cabinet Decisions 12.10.2005 Page 10
REASON FOR DECISION
To progress the project.
ALTERNATIVES CONSIDERED AND REJECTED
To identify an alternative resource to manage the planning application.
This report was considered in part 2 because it contained exempt
information as defined in paragraph 9 of the schedule to the Local
Government (Access to Information) Act 1985. (Any terms proposed by
or to the authority in the course of negotiations for a Contract for the
acquisition or disposal of property of the supply of goods or services).
16 PROGRESS REPORT ON THE POTENTIAL ACQUISITION
OF HARMONDSWORTH BARN
DECISION
1. That Cabinet expresses its wish to purchase the freehold of
Harmondsworth Barn but notes that the condition survey and
estimated annual maintenance revenue costs are still to be
confirmed.
2. That Cabinet notes that the appropriate delegated officer will
take any necessary decision with respect to Harmondsworth Barn
in consultation with the Leader of the Council and the Cabinet
Members for Finance, Regeneration and Corporate Services and
Planning and Transportation.
JANET
RANGELEY
01895 250553
SARAH
DRYSDALE
01895 277078
REASON FOR DECISION
To ensure that the barn is secured for the community.
ALTERNATIVES CONSIDERED AND REJECTED
None.
The report relating to this item had been dispatched less than 5 working
days before the Cabinet meeting and the Chairman therefore agreed
that it may be discussed as urgent in order that a formal statement
indicating the Council’s interest in securing the long term future of the
Barn is made before the Official Receivers close the accounts on 31 st
October 2005.
This report was identified as containing exempt information as defined
in paragraph 8 of the schedule to the Local Government (Access to
Information) Act 1985. (The amount of any expenditure proposed to be
incurred by the authority under any particular contract for the
acquisition of property of the supply of goods or services).
The Cabinet decided to consider the item in the public part of the
Cabinet Decisions 12.10.2005 Page 11
meeting in view of the public interest in the issue.
The meeting closed at 8.33 p.m.
THIS DECISIONS SHEET WAS PUBLISHED ON 13 TH OCTOBER 2005. NO DECISIONS
WERE CALLED IN FOR SCRUTINY AND ALL DECISIONS THEREFORE CAME INTO
FORCE ON 20 TH OCTOBER 2005.
Cabinet Decisions 12.10.2005 Page 12
HILLINGDON COUNCIL’S STRATEGY FOR
OLDER PEOPLE
ITEM 1
Contact Officer Phillip Sharpe 01895 277274
Papers with this report
Appendix 1 - attached
SUMMARY
This report outlines the development of a multi-agency, Council strategy for older
people which links to Hillingdon’s Community Plan. Members are asked to adopt the
strategy attached as appendix one and agree to the monitoring procedures outlined.
RECOMMENDATIONS
That the Cabinet agrees:
1. To adopt the strategy as outlined in Appendix 1.
2. That an action plan be developed following publication of the strategy
which will be monitored by an inter-agency strategy group, older people and
the Older People’s Champion.
3. That a copy of the action plan be brought to Cabinet in January 2006 for
information.
REASONS FOR OFFICER RECOMMENDATION
The adoption of this strategy and development and implementation of an action plan
will enable the Council to work with partners and the community to continue to
improve services for older people and take appropriate action on those areas for
further development identified by older people during the consultation Adoption of
the strategy assists the Council and its partners in meeting the requirements of the
Comprehensive Performance Assessment (CPA) Key Lines of Enquiry (KLOE’s),
delivering the Community Strategy and in further improving services to older people
in our Community.
OPTIONS AVAILABLE
Cabinet could amend the Plan.
INFORMATION
1. The development of a Health & Social Care Strategy for Older People in
September 2004 identified a range of issues important to older people which were
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 13
outside of the strategy’s health and social care remit. At the same time the Council
carried out a self-assessment against the CPA KLOE’s for older people which
highlighted the need to develop a Council wide and interagency strategy
encompassing the wider spectrum of older peoples’ well-being. This strategy has
now been developed in partnership with a wide range of partners including the PCT,
Hillingdon Hospital, the voluntary sector, Police, Ambulance Service and Fire
Brigade.
Financial Implications
2. The draft capital programme provides for £250k for each of the next 3 years
to support this initiative. In the medium term this strategy will mitigate future revenue
budget pressures as it will enable more people to live in their own homes which is a
more cost efficient option than utilising residential care.
CORPORATE CONSULTATIONS CARRIED OUT
3. This strategy was agreed at management board on the 27.9.05 and has been
produced by an interdepartmental and interagency group involving all of the
Council’s departments.
Corporate Finance Comments
4. Corporate Finance has reviewed this report and the financial implications
within it. The view of Corporate Finance is that this report and its financial
implications properly reflect both the direct resource implications on the service
concerned and any wider implications on Council resources as a whole.
Legal Implications
5. The Local Government Act 2000 is relevant to the Council's Strategy for Older
People in two respects which can be briefly summarised as follows:
6. Section 2 provides that every local authority has the power to do anything
which it considers is likely to achieve the promotion or improvement of the economic,
social or environmental wellbeing of an area. These three heads of wellbeing have a
very wide scope and therefore give considerable discretion to a local authority.
7. It is important to note that the above power may be exercised in relation to or
for the benefit of the whole or any part of a local authority's area or all or any persons
resident or present in such an area. The power can therefore clearly be used to
underpin the Council's Strategy for Older People in Hillingdon.
8. As is stated in the strategy document, it is important to recognise that the
themes for the Plan for Older People are linked to Hillingdon's Community Plan 2005
which outlines the Council's vision for the future of Hillingdon's communities.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 14
9. Section 4 of the Act makes it a requirement for every local authority to
prepare a Community Strategy for promoting or improving the well-being of their
area and contributing to the achievement of sustainable development in the United
Kingdom.
EXTERNAL CONSULTATIONS CARRIED OUT
10. The document was endorsed by the PCT management board on the 8.9.05
On 3 October 2005 at the Assembly for Older People, The Leader of the Council,
Cllr Ray Puddifoot launched Hillingdon Council’s Strategy for Older People and also
announced his appointment as Champion for Older People. This was also widely
reported in the local media and comments invited by them.
11. 1000 copies of the strategy went out to older people and community groups
for comment by 21 October. It has also been through a reader’s panel and
confirmed as “understandable and promising”.
Below are some of the comments received:
• Older people welcomed the Leader as their Champion and felt that this
would have the positive effect of raising their value and profile in the
community.
• The Gazette and The Leader articles about both the launch of the
strategy, and the Leader as Champion, were very positive and viewed it as
an excellent opportunity to improve the lives of older people in the
community.
• There were 2 subsequent letters in the Gazette, both with a useful
contribution to service planning.
• Many older people do not feel safe in their homes or in the community and
welcomed the ‘overall’ approach of the plan which includes community
safety.
• “The appearance of local areas with suitable lighting and safe pavements
is important to older people”.
• “A clean and attractive borough where the environment is protected,
transport links improved and our heritage preserved – is what we want”.
• “Promoting active ageing – this would be beneficial to ALL residents… not
merely the elderly…”
• “If telephone surveys are to be carried out, please send a written notice…I
would like to congratulate the Council on its efforts at consultation.”
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 15
• It is useful that this strategy will also influence any health processes and
inefficiencies. Older people want more information on the healthcare that
is available and the cost where applicable.
12. Older people also welcomed The Leader’s intention to make £250,000 available
to improve access/facilities in the community.
Other partners and stakeholders have been consulted and have contributed to the
strategy.
The strategy will be amended, as and when necessary, to reflect any further views
that are expressed by older people or stakeholders.
BACKGROUND DOCUMENTS
Consultation responses
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 16
APPENDIX 1
September
2005
For
Consultation
Hillingdon
Council’s
Plan for Older
People
Improving the
quality of life
for our older
residents
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 17
Forward – By the Older
People’s Champion
Hillingdon’s older
residents are one of our
greatest resources. They
are part of our living
history for younger
generations to learn from.
Some were children at the
time when London was
being bombed day after
day. Others came to
escape oppression.
Others to find a better life
for their children. They
have served Hillingdon
well as good neighbours,
as parents, as councillors,
as volunteers, as public
servants and as business
people.
I want to work with older
residents to find out what
a better Hillingdon will
mean for them and this
plan aims to set out how
the council will champion
their ideas. I also want to
work with people who are
50+ so that we start to
plan for their future.
In any community, and
certainly in one as diverse
as Hillingdon, there will be
no single view about what
older people want from
their council. Mostly they
will want the same as
everyone else – to live in a
safe clean environment, to
be able to easily access
services and to receive
prompt help with any
problems or difficulties.
Older people are more
likely to be physically frail
and some socially
isolated.
In putting this plan
together we will consult
widely with older people –
individually and with
organisations that work
with them. We cannot do
everything that they would
like. Sometimes we do
not have the power and
for some things we do not
have the money. I
believe this plan
champions and celebrates
older people. I will
continue to work with my
fellow councillors and
officers to ensure we do
what we say we are going
to do in this plan.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 18
Introduction
This plan identifies what
the council can do directly
and through its influence
that will improve life for
older people.
There are many examples
of good practice and
excellence in Hillingdon.
Co-operation between the
council and the health
service, and voluntary
sector for example, is
already bringing better
services and helping more
older people to live
independently. We want
to build on our successes
and improve how we work
for older people across the
council. We want a better
quality of life for all older
people.
While many older people
in Hillingdon will carry on
enjoying the same quality
of life as they grow older,
some will become isolated
and physically or mentally
frail. This plan sets out
what we propose to do to
improve their lives and
when we can, preventing
some of the problems
associated with growing
older. The plan talks
about our longer-term
aspirations and the
actions we will take in the
next three years to
achieve our goals.
It is important to
understand that the
themes for this Plan for
Older People, are linked to
Hillingdon’s Community
Plan 2005, which outlines
the council’s‘vision’ for the
future of Hillingdon’s
communities. The seven
key areas of this vision
are:
• A borough of
learning and
culture – where
residents can
develop their skills,
broaden their
knowledge and
embrace new
leisure pursuits.
• A safe borough –
where crime and
the fear of crime is
falling, policing is
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 19
visible and our
community is
safer.
• A clean and
attractive
borough – where
the environment is
protected,
transport links
improved and our
heritage
preserved.
• A borough with
improving health,
housing and
social care –
where first class
health and social
care and decent,
affordable housing
are available to all.
• A prosperous
borough – where
enterprise is
encouraged,
businesses
supported and
new jobs created
for local people.
• A borough where
children and
young people are
healthy, safe and
supported –
where our young
people are valued,
properly educated
and given the
opportunity to
thrive.
Under these themes this
Plan for Older People
proposes eight areas for
action:
• Safe and secure
• Involved and
participating
• Living
independently
• Staying healthy
• Meeting housing
needs
• Out and about
• Reducing
discrimination
• Consulting and
informing
While none of these are
distinct, they provide a
convenient way of
organising what we need
to do. Feeling secure and
staying healthy have close
links in promoting the
participation of older
people, and there are
similar close links between
other areas. Many things
determine our health and
quality of life. This plan
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 20
focuses on what the
council can do either
directly or by influencing
what others do to achieve
its aims.
Each of these eight
sections is organised into:
• Issues for older
people
• What the council
wants to achieve
• What the council
is doing now
• Actions the
council will take
in the next 3
years.
_____________________
Promoting Active
Ageing
Our society has changed
radically over the past 20
years. People are living
longer, demanding better
healthcare, high
standards, and they will no
longer put up with the one
size fits all services of the
past. People of 50+ are
now doing things which 20
years ago people of 30
would have done. For
many, old age has
become a state of mind
rather than a fixed
chronological point.
The foundations for a
good, healthy old age are
laid in early life and
depend on physical
activity, good diet, mental
stimulus, good quality
housing, health care and
employment opportunities.
In Hillingdon we want to
ensure that our services
are developed in
consultation with people
aged 50+ to ensure that
services reach the
standards they will expect.
We want people to remain
as healthy as possible and
to enjoy the many
opportunities of life. We
will therefore extend our
health promotion activities
to those people who are
50+.
Some facts and figures
Although the total number
of people over 60 in
Hillingdon is decreasing,
the proportion of those
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Cabinet report 10 th November 2005 Page 21
over 75 is increasing.
The older population is
also becoming more
diverse.
There will, over time, be
an increasing number of
older people from the
diverse communities who
live in Hillingdon. We
face the challenge of
making Hillingdon a good
place for all older people.
Information from the 2001
census has important
implications for how we
meet the needs of older
people.
• 79.1% of
Hillingdon’s
population is white
• 20.9% from black
minority ethnic
communities
• 36,000 have a
(limited) long-term
illness
• 18,000 have poor
health
• 13,000 are
pensioners living
alone
It is likely that the 2001
census under represents
the numbers of people in
these groups. We are
likely to have to respond
to a much greater
proportion of people with
both high and low level
needs.
This Plan is based on the
following Principles:
A whole life perspective
We need to challenge the
idea that there is a group
of “old people” – “ageing”
is simply a process – and
it is disability or frailty, not
age, that leads to the
need for assistance.
A positive view of
ageing
Older people are a
valuable resource for our
community. We need to
use their abilities and
experience and not think
of them on as only users
of services.
Combating
discrimination
There are still inequalities
and discrimination within
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 22
society despite legislation
and codes of practice.
Age discrimination needs
to be tackled alongside
other discrimination. Age
can add to other forms of
discrimination.
Citizenship and rights
Older people need to be
encouraged to be active
participants in planning
and commenting on the
services they receive.
Communication and
Consultation
Good communication and
consultation are important
in quality services. We
will ensure equality and
fair access based on
accurate and up-to-date
information.
A Council wide
approach
We are one council and
believe that working
across departments and in
partnership with other
organisations is the best
way for us to improve the
well-being of Hillingdon’s
older people.
Now we come to the 8
areas for actions:
1. Safe and Secure
Issues for older people
Many older people worry
about their safety when
they leave their homes
and even sometimes
whilst in their own homes.
They read in the papers
and hear on TV about high
levels of crime and
violence and this often
increases their anxiety.
Although older people are
less likely than others to
be the victims of street
robbery, they are the
group of people most
fearful of such crime.
This fear can increase
social isolation, cause
anxiety and stop older
people leaving their
homes.
It is recognised however
that older people are at
risk from those using
deception to enter their
homes and steal from
them, or trick them into
making payments.
PART 1 – MEMBERS, PUBLIC AND PRESS
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What the council wants
to do
We want to increase older
people’s confidence by
reducing both their fear of
crime and the chances of
them becoming victims.
We will work with older
people, the police,
housing providers and the
voluntary sector, to
improve the safety of older
people.
We will, in consultation
with older people, review
our progress annually and
develop action plans for
the future.
What we are doing now
Safeguarding adults
Some older people are
abused and exploited by
relatives, neighbours and
even carers and
professionals, and they
are often reluctant to take
any action. The council
has re-launched its policy
and procedures for
responding to vulnerable
people who may be at risk
from harm or exploitation.
Alarm Service
Hillingdon has a well
established alarm service,
CareLine, enabling older
people to quickly get help
in an emergency. The
Age Concern
Handyperson Service and
Frays Care and Repair
Service can help with
upgrading home security.
Community Safety Team
The Council’s Community
Safety Team are working
with Health colleagues,
the Police, Fire Services
and others, on Community
Safety Plans for 2005-
2008. The priorities
which emerged from the
2003/04 audit are:
• Violent crime
(including hate
crime)
• Tackling antisocial
behaviour
• Residential
burglary
• Motor vehicle
crime (theft of and
from motor
vehicles)
PART 1 – MEMBERS, PUBLIC AND PRESS
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and other issues for the
Community Safety Team
include:
• Publicity
campaigns to
show people what
the reality is.
• Closer links with
the police to
combat
abandoned
vehicles, graffiti
etc.
• Closer liaison with
the community.
What we will do in 2005-
08
• Continue to work
with the police to
encourage a
stronger
community police
presence.
• Seek, with others,
to tackle antisocial
behaviour
that makes older
people nervous
about leaving their
homes.
• Tackle fear of
crime.
• Develop neat, tidy
and well lit
maintained streets
which discourage
low level crime.
2. Involved and
participating
Issues for older
people
Older people face a
number of barriers to
participating in the life
of the community.
Some are difficulties in
getting out and about,
some arise from an
‘attitude’ that does not
value older people and
some from lack of
confidence.
Lack of involvement can
lead to greater isolation
and the needs of those
older people being
overlooked. They are
more likely to have
friends and relatives
who have died and to
have lost spouses and
partners. They are
less likely to be working
and may be restricted in
travelling because of
ailing hearing and sight.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 25
What the council
wants to do
We want older people
to participate in
community activities
that they enjoy. We
want them to continue
making a valued
contribution to
community life in
Hillingdon.
Social activities prevent
isolation and promote
good mental health.
We need to see older
people as a resource
for our community, and
to use their skills and
experience to benefit us
all. We want to reduce
barriers to their
involvement, whether
physical or stemming
from the attitude of
others. We will
therefore promote their
participation in social,
political and cultural
activities.
What we are doing
now
These are just some
examples.
Befriending Schemes
Age Concern offers
opportunities for older
people to be linked to a
volunteer Befriender, to
join the Phone Pals
Scheme, or to
participate in its Active
Age projects. There
are also Friendship
Clubs for those older
people who suffer from
mental illness.
Lunch Clubs
There are a range of
lunch clubs across the
borough including a
Multicultural Food and
Fitness Club in Hayes.
Many clubs offer
transport, as well as a
freshly cooked lunch.
Further information is
available from the
Hillingdon Handbook
published by Age
Concern.
Lifelong learning
We are encouraging
older people to learn to
use computers and
websites, through Adult
Education and College
courses. There is also
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 26
free computer training
for them in libraries.
Libraries
The library services
offer a wide range of
free access to books,
films, music, computers
and a talking book
service for the visually
impaired. They will
also deliver to people
who are housebound,
and there is a mobile
library service where it
may be difficult to
access a branch library.
What we will do in
2005-08
• Increase
opportunities for
older people to
attend lunch clubs
(and similar
groups) through
partnerships with
the voluntary
sector and local
businesses.
• Develop more
opportunities for
older people to
become involved
in volunteering
which uses there
skills and
experience.
• Continue a
programme of
library
refurbishments to
improve access to
their services, and
provide public
toilets.
• Recruit volunteers
to give ‘added
value’ to the Home
and Mobile Library
Service.
• Work with Healthy
Hillingdon to
support their
health promotions,
for example,
healthy walks.
3. Keeping
Independent
Issues for older
people
Keeping independent is
sometimes hard for
older people. Poor
health and frailty make
it harder for some older
people to cook, clean
and shop. Loss of
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 27
work and friends, and
distance from families,
can limit social contact.
Confidence can be lost,
sometimes with
depression and anxiety
as added difficulties.
There is still an
assumption that
residential care is the
only safe place for
people as they get
older. Some older
people worry that they
are becoming a burden.
What the council
wants to do
We want to assist older
people to live as
independently as
possible in the
community. We want
to tackle the difficulties
that arise through frailty
and poor physical and
mental health, and
through poverty and
social isolation.
We want fewer older
people to go into
residential care, and
recognise that this
depends on moving
more resources into
intensive home and
community support.
We know that there will
always be some older
people who need and
want to live in
residential or nursing
homes, and we will help
them to find places that
are best for them.
What we are doing
now
Personal Care
We provide personal
care to over 3000 older
people, so that despite
their frailty they are able
to live in their own
homes.
Meals Service
We deliver meals to 600
older people who are
unable to prepare a
meal for themselves.
Equipment Service
We provide 92% of
equipment within 7
days to help people
manage basic tasks
around their homes.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 28
Minor and Major
Adaptations
We assess the needs of
older people for minor
and major adaptations
to their homes to
enable them to continue
living at home.
Day centres
We manage four day
centres providing social
and leisure activities.
Help leaving hospital
We have increased the
number of rehabilitation
places for people who
no longer need to be in
a hospital bed but still
require some extra time
and support to decide
what is best for them.
Breaks for carers
Older people looking
after older people, is a
big issue. Older carers
can experience double
isolation. Hillingdon
Carers run drop-in
sessions, arts courses
and a monthly support
group. The sessions
are for all carers but
about 50% are older
people.
We can offer carers a
break from caring.
Improving
assessment and how
we manage care
We have improved this
service with the
introduction of a ‘single’
assessment process.
We will continue to
improve the quality of
community care
assessments so that we
are looking at the
‘whole’ needs of a
person and not just
their social and health
care.
Supporting voluntary
organisations
We currently support 49
Voluntary organisations
in Hillingdon to provide
a wide range of
services.
Hillingdon Joint
Visiting Team
This is a partnership
between Hillingdon
Council and the
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 29
Pension Service to help
people to maximise
their income.
Dignity for Older
People
The opportunity to die
with dignity is
recognised by health
professionals the world
over as one of the most
fundamental of all
human rights. While
death as a subject is
often taboo, many older
people are happy to talk
about and plan for their
death and funeral. In
Hillingdon we ensure
that death is dignified
whether at home, in
hospital, in residential
or nursing home care.
What we will do in
2005-08
Improve access to
services
We will make it easier
for older people and
their relatives to contact
us, and improve our
ability to respond
quickly.
Better care for people
leaving hospital
We want to ensure that
when older people
leave hospital they
have the best chance of
returning to live at home
or that they are helped
to move to a suitable
alternative.
Easier access to
health and social care
We will continue to
develop more joined up
services between the
council and primary
health care staff.
We will work with
partners to develop a
wider range of services
for all older people from
our diverse community.
Preventative services
We will seek
opportunities to develop
preventative services,
including help with
housework, gardening
and shopping for the
frailest older residents.
We will develop links
with partners, for
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 30
example, housing
associations, pubs,
clubs and general
entertainment providers
etc to see how
resources can be used
to benefit older people
in their vicinity.
4. Staying healthy
Issues for older
people
Action to improve the
health of older people
needs to start well
before they become
older. The prevention
of cancers, heart
disease, strokes,
diabetes and serious
respiratory illness all
depend on taking action
as early as possible.
But, it is never too late
for prevention to be of
benefit. Exercise,
healthy eating and
stopping smoking all
have major benefits for
older people.
Older people need to
have their health needs
taken seriously and
have their mental and
physical health closely
monitored. They need
people to take into
account the difficulties
that arise from lack of
mobility, changes in
mental capacity, and
deterioration of sight
and hearing. Falling is
one of the most
common causes of
hospital treatment for
older people and the
risk needs to be
reduced.
What the council
wants to do
• Improve well-being
• Health
• Access to sports,
exercise and
leisure activities
• Encourage
participation in
sport and physical
activity
• Encourage greater
use of green and
other open spaces
• Support
campaigns aimed
at improving the
health of the 50+
What we are doing
now
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Partnerships with
health
Modernising the way we
provide health and
social care services to
provide a more
integrated approach.
Older people are
registered with local
doctors who will support
and manage periods of
ill health. This will also
include access to other
support services like
District Nurses,
Therapists, palliative
care and bed-based
care etc.
The Ambulance Service
is taking part in a
scheme to attend
people at home who
have fallen but do not
require hospital
admission.
Sports and Leisure
Over the past year we
have been working with
various older peoples’
groups on exercise
sessions, training
leaders and introducing
new activities. We
have produced a
booklet on Activities for
50+ in Hillingdon in
consultation with older
people, and produced a
Sports Strategy.
It is a fact that currently
15.6% of Hillingdon’s
population are 60+ and
74% of over 65s do not
do any exercise at all.
What we will do in
2005-08
• Action this ‘whole’
approach plan for
the well-being of
older people.
• Work to increase
the integration of
health and social
care staff
delivering support
to older people
living at home.
• Encourage and
support the need
to get health
promotion and
information to all
older people.
• Reduce street and
transport hazards
that can contribute
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 32
to older people
falling.
5. Housing needs
Issues for older
people
Older people face some
specific problems in
relation to housing.
These include:
• Owner occupiers
or tenants living in
poor housing
where they do not
have enough
income to invest in
improvements or
where landlords
are reluctant to
carry them out.
• Housing which is
too large for their
needs and is
difficult to
maintain.
• Being more
susceptible to cold
and damp.
• Difficulties with
accommodation
where there are
stairs.
• Lack of any
housing which is
adapted to meet
the needs of older
people with mental
health problems,
especially
dementia.
What the council
wants to do
We want to ensure that
there is sufficient
accommodation
suitable to meet the
needs of all older
people living in
Hillingdon.
We want older people
to:
• Feel secure and
comfortable in the
home in which
they live.
• Be given as wide a
choice as possible
about where they
live.
• Have access to
improvements and
adaptations so
they are able to
continue living in
their home.
• Contribute to
housing
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 33
developments and
neighbourhoods.
What we are doing
now
Supported Housing
We provide supported
housing with extra care
so that people with
additional needs can
remain living in the
community, if that is
what they want.
Improving the quality
of homes
We have continued to
improve the security
and warmth of council
homes and are working
towards meeting the
standards in the
Government paper -
“Decent Homes”.
We will, when
necessary, enforce
private landlords to
make the homes they
rent out safe and
secure.
What we will do in
2005-08
We will consult with
older people about the
types of housing they
want, for example,
blocks of housing
designated only for
older peoples’ use or
mixed tenancies of both
older and younger
people.
We will develop more
housing for use in
rehabilitating people
needing to be
discharged from
hospital.
Improving mobility at
home
We will continue to use
the Disabled Facilities
Grant to help older
people live
independently, and
publicise the grant more
widely.
We will provide a
Handyperson Service to
help older people
maintain their homes as
a safe, warm and well lit
environment.
Supporting People
PART 1 – MEMBERS, PUBLIC AND PRESS
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Older people are one of
three key priorities for
the Supporting People
Programme and we will
continue to fund
housing related support
services in sheltered
housing schemes. We
will also fund other
housing related support
like the Home
Improvement Agency.
Meeting the needs of
all older people
We will continue to work
with older people from
our diverse community
to ensure their differing
housing needs are met.
Anti-social behaviour
We will work with the
police and other
partners to reduce
racial and other
harassment
experienced by older
people.
The council has
developed action plans
to ensure equitable
services for all older
people.
Helping people
housed in the private
sector
We will, through the
Home Improvement
Agency, develop our
work with vulnerable
older people in private
accommodation.
6. Getting out and
about
Issues for older
people
Older people often face
problems that limit how
far they can walk
without needing a rest.
They find it harder to
deal with some of the
common obstacles on
pavements, or which
make it harder to cross
busy roads. Buses
and stations often
require high levels of
mobility to board and
travel securely.
Travelling around
Hillingdon by public
transport can challenge
the able bodied. For
frail older people it is a
serious problem.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 35
Some problems in
getting out and about
have already been
referred to such as the
fear of crime and anti
social behaviour.
Older people also worry
about finding
somewhere to sit for a
rest or go to the toilet.
What the council
wants to do
We want to make it
easier for older people
to get out and about.
We want to reduce the
difficulties they
experience, whether as
pedestrians, or using
public and private
transport. We want
them to be able to have
a say on plans to
develop transport in
and out of Hillingdon.
What we are doing
now
The council supports
the following accessible
transport schemes:
• Freedom Passes
• Blue badges
• Taxicard scheme
• Capital Call
• Dial-a-Ride
• Hillingdon
Community
Transport
We use our influence
with Transport for
London to make public
transport easier to use
for older people. This
includes more easy
access buses, more
routes, more bus
shelters with seats and
safer driving.
The Leader of the
Council has made
£250,000 available for
works in the community
which will benefit older
and disabled people,
and they have been
asked to identify
priorities.
Working with Healthy
Hillingdon on projects
which encourage and
assist people to get out
and about.
Supporting the Arts
Services, for example, a
50s dance class at the
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 36
Compass Theatre and
educational
performances and
workshops.
What we will do in
2005-08
• Improve the
conditions of
pavements,
carrying out more
repairs and
working harder to
prevent
obstructions by
traders and others.
• Improving street
lighting.
• Provide more
street seats so that
older people can
rest while out or
while waiting for a
bus.
• Looking at how
parking can be
made easier for
frail drivers and
passengers, and
for people visiting
older people.
• Improving
pedestrian
crossings ensuring
more of them work
properly.
• Exploring the use
of other council
facilities to
improve socialising
and activities for
older people.
• Increasing the
number of public
toilets that older
people can access
from 10 to 14.
• Working with the
voluntary sector
and with
businesses to
develop more
accessible toilets
that can be used
by older people.
• Involving residents
in monitoring the
performance and
setting standards
for council
contractors, so
that the job gets
done properly.
7. Reducing age
discrimination
Issues for older
people
Age discrimination is
not subject to legislation
in the same way as
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 37
ace and sex, although
laws about age
discrimination in
employment are
expected to come into
force in 2006.
Older people
experience a range of
discrimination. They
may be viewed as a
burden, incapable of
expressing their views
about how they wish to
be treated, They may
be patronised by the
well-intended, and
sometimes abused and
treated with hostility.
They may also
experience
discrimination because
of their race, religion,
gender or sexual
orientation as well as
because of their age.
What the council
wants to do
We will challenge age
discrimination. We will
work to identify and
eliminate age
discrimination in access
to our services.
We want to work with
partners to reduce
direct and indirect
discrimination based on
age.
What we are doing
now
Working with health
partners to action the
recommendations of the
National Service
Framework for Older
People on reducing age
discrimination in terms
of access to health and
social care services.
We are ensuring that
this also applies to
other council policies
and services.
We are working to
achieve level 2 of the
Equality Standard for
Local Government by
March 2006, endorsing
our commitment to
stopping all forms of
discrimination, including
that based on age.
What we will do in
2005-08
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 38
• Review our
policies on
employment and
training
recognising the
continued
contribution of
older people.
• Improve customer
care and the
understanding of
the needs of older
people.
• Develop an action
plan to reduce age
discrimination.
8. Consulting and
Informing
Issues for older
people
The voices of older
people are not always
listened to. Frail older
people find it difficult to
get to meetings or
participate in other
ways. Some cannot
speak for themselves.
Older people are more
likely to find reading
reports difficult because
of the small print.
Hearing loss may
hamper taking part in
discussion or using the
phone.
Older people often lack
good information about
what is happening
locally because they
are isolated. While
some older people have
an excellent knowledge
about events that they
regularly participate in,
others know little and
hardly ever participate.
What the council
wants to do
We want older people
to be consulted on all
aspects of planning.
We want to ensure that
the way we consult
makes it easy for them
to contribute.
We will improve the
quality and availability
of information about
what is happening in
Hillingdon.
What we are doing
now
• Supporting the
Older People’s
Assembly
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 39
• Supporting the
Fifty and Over
Representative
Committee
• Supporting other
forums like
Sheltered Housing
which offer a direct
voice to older
people
• Encouraging the
active participation
of representatives
from the whole of
our diverse
community within
the Older People’s
Assembly. For
example, those
who are
housebound or in
residential or
nursing home
care.
• Developing an
Involvement and
Consultation
Programme for
older people,
• Developing a
website
information forum
for older people
What we will do in
2005-08
We will consult with
older people about this
plan and how well it is
being delivered, and
about how it may need
to change over time.
We will improve access
to the Older People’s
Assembly through
telephone conferencing,
a website information
forum, questionnaires
and using advocates for
those who cannot
speak for themselves.
We will ask older
people if they would like
their own consultation
charter and information
strategy.
We will make better use
of :
- Hillingdon People
- The Press
- Assemblies and
Forums
- Telephone surveys
and the voluntary sector
to inform and involve
older people,
particularly about what
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 40
we are achieving,
events, changes and
plans that will be of
interest to them.
We will continue to
ensure that information
is available in large
print, on tape and disk,
and we will improve the
availability of
information for older
people whose first
language is not English.
We will also promote
the publication of clear
information in plain
language with clear
easy to read layouts.
We will ensure that
council information is
produced in a suitable
format for older people
with learning
disabilities.
We will produce an A-Z
of services for older
people which includes
access to health, social
care, housing and daily
living facilities.
We will publish the
Better Care High
Standards Charter and
ask older people and
other users of services
to work with us to
ensure that the
standards are being
met.
Conclusion
This Plan heralds the
beginning of a new way
of valuing and working
with older people using
a ‘whole’ of life
approach.
We welcome the
involvement of The
Champion for Older
People, and older
people themselves in
making this Plan a
success and model for
the future.
Hillingdon’s Plan for
Older
People/September.05
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 41
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 42
DEVELOPMENT OF CHILDREN’S SERVICES ITEM 2
Contact Officer
Papers with this report
Kamini Rambellas /Chris Spencer
01895 250527 / 01895 250529
Appendix A Action Plan - attached
SUMMARY
This report updates Cabinet on new developments within children’s services including:
• Development of the Children and Young People’s Plan
• Establishment of a Local Safeguarding Children Board
• Implementation of the agreed recommendations of the Best Value Review of
Services to Vulnerable Children
• Progress in developing Education Children & Youth Services department.
• Priorities identified in the self assessment for the Joint Area Review
RECOMMENDATIONS
Cabinet is asked:
1. To note the progress being made to develop a framework for the integration of
Children’s Services in Hillingdon through:
• Establishment of the Local Children’s Safeguarding Board
• Implementation of the decisions of the Best Value Review of
Vulnerable Children
• Preparation of the Children and Young People’s Plan
• Development of Services in accordance with legislative
requirements.
2. To agree to receive a further report outlining the next steps in March 2006.
REASONS FOR OFFICER RECOMMENDATION
To keep the Cabinet informed of progress in this new area of development.
OPTIONS AVAILABLE
None.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet Report – 10 th November 2005 Page 42
INFORMATION
ANNUAL PERFORMANCE ASSESSMENT (APA) FEEDBACK
3. Following the submission of the Annual Performance Assessment self assessment,
the Inspectors have delivered their provisional findings.
4. The inspectors recognised that a good start has been made in mapping need and
analysing where service provision should be developed. They acknowledged that the
authority has already made some significant changes in the deployment of resources to
target identified development priorities, and that appropriate changes are being made in
elected member and senior officer responsibilities within the authority to deliver the new
children’s services agenda.
5. They accept that the timetable for implementing these changes takes sensible
account of current service performance issues and what needs to be done to implement
change effectively.
6. In summary the inspectors identify that the key task for the authority now is to ensure
that the recent and planned changes in structures and processes follow through to
better service provision on the ground and improved outcomes for children and young
people locally. This will take time. Building on the recent improvements in working
relationships with schools and other partners is a key requirement.
INTEGRATED CHILDREN’S SERVICES REVIEW AUDIT COMMISSION REPORT
7. The report (June 2005) has concluded that ‘Hillingdon has made significant progress
towards the development of Children’s Integrated Services’ the key issues for further
development are identified as:
o Agreement and dissemination of the vision as set out in the Local
Preventative Strategy as the vision of the Children and Young People’s
Strategic Partnership Board (CYPSPB) in it’s Children and Young
People’s Plan
o Development with partners of a clear overall project plan with allocated
tasks, timescales, and a risk management plan
o Representation of children, young people and families at CYPSPB
o Establishment of a clear governance framework for CYPSPB including a
joint performance management framework;
o Development of a joint workforce plan and proposals for pooling of
budgets.
See Action Plan at Appendix A
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet Report – 10 th November 2005 Page 43
JOINT AREA REVIEW (JAR)
8. Following the APA the council was required to complete a broader self assessment
for the Joint Area Review (JAR) taking into account the contribution of partners in the
wider children’s economy. The JAR links with the Comprehensive Performance
Assessment (CPA) process.
9. The Council’s self assessment for the JAR identified the priorities set out in the table
below:
Being
Healthy
Staying Safe
Enjoying & Achieving
+ve
Cont
1. Continue to reduce risks and negative health outcomes particularly in
physical health, emotional health and sexual health.
2. Create a comprehensive CAMH service to meet the requirements of the
National Service Framework (NSF) by 2006
3. Increase the number of looked after children accessing health assessments
4. To increase access to safe and inclusive play opportunities
1. Develop safeguarding agenda through the newly constituted Local
Safeguarding Children Board
2. Implement the Common Assessment and Lead Professional Framework
Strengthen preventative work and maintain numbers of local Looked After Children
(LAC) excluding Airport children and Unaccompanied Asylum Seeking Children
3. (UASC) in line with national averages
4. Implement structural change to enable integration of services
5. Improve timescales for core assessments and increase number of adoptions.
6. Increase uptake of health assessments by older LAC
1. Implement the outcomes from Review of School Improvement Services to
improve the monitoring, challenge and impact of support to schools
2. Implement as a matter of utmost priority our new secondary strategy and
associated 14-19 strategy
3. Improve Key Stage 4 achievement in secondary schools
4. Improve attainment in primary schools recognising the changing
characteristics of the pupil population and addressing changing needs
5. Improve achievement in science at Key Stages 3 and 4
6. Continue to improve attendance, closing the gap to national averages.
7. Continue to improve attainment of LAC
1. Increase the proportion of young offenders in education and training post 16
2. Create a sustainable approach to communication, feedback and participation
of children and young people in service development
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet Report – 10 th November 2005 Page 44
Well being
Service
Management
1. Introduce the 14-19 Learner Offer to improve the range of options available to
young people
2. Further develop work based learning opportunities to increase participation
post 16
3. Improve support for existing childcare providers, particularly around updating
existing qualifications
4. Plan for the establishment of 13 Children’s Centres by 2008
1. Create an integrated department for Education, Children and Youth Services
2. Develop Children and Young People’s Plan
3. Develop a communication and participation strategy for all children and young
people
4. Develop an overarching commissioning strategy prioritising children’s
placements
5. Maintain and improve partnerships with all including the voluntary and
community sector;
6. Continue the development of a Workforce Strategy
10. Ten complex cases have been identified by the inspectors for closer scrutiny .
Hayes and Harlington has been identified as the area for the neighbourhood study.
Nine key areas of service have been identified for closer investigation, these include:
• Child and Adolescent Mental Health Services(CAMHS) particularly for the over
16’s.
• Ensuring children and young people are encouraged to attend and enjoy school
and achieve
• Attending to the needs of vulnerable children and young people in transition
• Children and young people participate in decision making and in supporting the
community.
• 14-19 education and training planned and delivered in a coordinated way.
• Addressing the health and safeguarding needs of children and young people with
learning difficulties or disabilities.
CHILDREN AND YOUNG PEOPLE’S PLAN (CYPP)
11. The guidance on CYPP outlines that the Local Authority has duty to prepare the
plan which should cover children 0-19 and care leavers up to 25. The Plan is a
strategic and overarching plan, it should be succinct and accessible.
12. Work that has been completed for the JAR has placed the authority in a good
position to produce the Children and Young People’s Plan and it is intended that a draft
will be in place by January 2006 in advance of the requirement for April 2006.
13. The plan should cover the following:
• Improvements – identified in the JAR
• Vision
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet Report – 10 th November 2005 Page 45
• Assessment of Needs
• Priorities and key actions planned – identified in the JAR
• Statement of how resources will be deployed
• Explanation of how plan relates to arrangements for performance management
and review of services
• Arrangements for co operation under the duty to co-operate with partners.
• Explanation of how plan is consistent with the strategic plans of local partners
14. The guidance requires that children and young people are involved in the
preparation of the plan. In preparing the draft the authority will be relying upon the
consultation conducted as part of the Best Value Review’s (BVR) and will be consulting
more fully with children and young people on the draft plan between November and
January.
INTEGRATION OF SERVICES AND IMPLEMENTATION OF BEST VALUE REVIEW
15. Development of an Integrated Children’s Department is being managed under the
HIP Programme and using the HIP Toolkit to ensure delivery. The following progress
has been made:
• The development of one Community Access and Support Team (CAST) which
will serve West Drayton and Yiewsley and be based in West Drayton recruitment
is underway and the CAST co-ordinator has been appointed.
• Staff have been appointed to the new Intensive Family Support Service and the
service is in place.
• A Coordinator for the Central Parenting Support Team is being recruited.
• Re organization of Social Care is progressing to create central integrated
Safeguarding Service and Looked After Children Service, is in progress.
Recommendations about future structures were presented to staff in October.
• Models for the Management Structure of Education, Children’s and Youth
Service are under consideration and were presented to staff at the end of
October.
LOCAL SAFEGUARDING CHILDREN BOARD (LSCB)
16. Section 13 of Children Act 2004, requires all local authorities to set up a Local
Safeguarding Children Board (LSCB) as the statutory successor to the Area Child
Protection Committee. Their primary focus will be on the outcome ‘Staying Safe’. The
membership of the Board is prescribed in legislation and the Director of Children’s
Services is accountable for the arrangements. There are a number of provisions in the
Children Act (2004) that relate directly or indirectly to agencies responsibilities to
safeguard and promote the welfare of children. Section 10 of the Children Act 2004
requires agencies to co-operate with one another, Section 11 places a duty on all
agencies to safeguard and promote the welfare of children and Section 12 requires that
information is exchanged and an index of children can be developed.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet Report – 10 th November 2005 Page 46
17. The objective of LSCB will be to co ordinate and ensure the effectiveness of what is
done by each of the Board partners individually and collectively for the purpose of
safeguarding and promoting the welfare of children, including ensuring that all child
deaths are reviewed and lessons learned, through contributing to Child Death
Screening Teams.
18. Hillingdon’s LSCB was launched on 4 October at the Compass Theatre, 150 local
stakeholders attended. Presentations at the launch and a play performed by young
people at Bishopshalt School were successful in raising the profile of the Board and it’s
wider agenda which is to prevent harm to children, whilst strengthening protection and
promoting children’s welfare.
19. The LSCB is taking the lead in implementing the Common Assessment Framework
(CAF) and Lead Professional (LP), ahead of the statutory requirement of April 2006.
The Common Assessment and Lead Professional Framework provides a means for
weighing up concerns about children and young people and for co-ordinating support to
promote well-being across a number of dimensions including Being Healthy, Staying
Safe, Enjoying and Achieving, Achieving Economic Well being, Making a Positive
Contribution.
20. The CAF and LP framework will become a central component of the integration
agenda, ensuring that a common language, common assessment process and
standards are established across all professional groups.
FINANCIAL IMPLICATIONS
21. The Integration and BVR initiatives are funded from within existing budgets and are
currently forecast to remain within budget.
22. The LCSB is funded from existing base budget, government grant and contributions
from partners and is currently forecast to remain within budget.
CORPORATE CONSULTATIONS CARRIED OUT
Corporate Finance Comments
23. The recommendation of the report to note progress contains no direct financial
commitments. However, the ongoing developments described in the report have
financial implications that are identified above. These resource issues are currently
being developed through the Medium Term Financial Forecast (MTFF) process, and the
rationale for, and values of, any additional resources required and any available savings
will be presented when the MTFF is reported to Cabinet on 15 December 2005.
Legal Implications
24. The legal implications are contained in the body of the report.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet Report – 10 th November 2005 Page 47
BACKGROUND DOCUMENTS
APA self assessment
JAR self assessment
Guidance on Children and Young People’s Plan
Children Act (2004)
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet Report – 10 th November 2005 Page 48
Action Plan
APPENDIX A
ACTION PLAN ARISING FROM
CHILDREN’S INTEGRATED SERVICE REVIEW
ISSUE ACTION Timescale
Managing Change
A clear overall project plan
with allocated tasks and
timescales has not as yet
been agreed
Project plan exists for HIP
project
CB to pull together high
level plan from existing
documents for CfC Board
to agree
Completed
It is intended that the
children’s integrated
service projects will form
part of the HIP. It will be
important for other senior
partners to be engaged in
this process to ensure
engagement and
embedding of the project
outcomes.
A risk management plan
has not as yet been
agreed.
Developing ambitions
The impetus from the
extensive consultation for
the BVR should be built
upon to ensure that
stakeholders, particularly
children, young people
and their families, are able
to systematically inform
the development and
review of services and
plans.
The agreed vision as set
out in the Local
Preventative Strategy will
need to be formally
agreed and disseminated
as the vision of the
CYPSPB in its Children
and Young People’s Plan.
C f C Board are steering
group for HIP project
To be completed by CB
after Project Plan
competed
Work Plan includes
developing participation
and communication
strategy for child, young
people and families as
well as professional
stakeholders
Lead PN – staff
Lead MP – Children + Yp
To update as part of CYP
Plan
CB to develop project plan
Completed
November 05
Ongoing
November 05
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 49
Action Plan
ISSUE ACTION Timescale
It will be important that the
new role and
responsibilities of Director
of Children’s Services is
developed in order that
the postholder is able to
play a pivotal role in
achieving change.
Ongoing – evidence
chairing C f C Exec and
vice chair of LSCB
Ongoing
Interagency working
Further work is needed to
establish clear
governance arrangements
for the CYPSPB and its
sub-groups.
Methods of representation
of the views of children,
young people and families
at the CYPSPB should be
agreed.
Integrated frontline
delivery
Detailed mapping to
inform a joint workforce
plan should be developed
which identifies the skills
and range of staff needed,
addresses how teams will
be integrated, managed,
supported and employed.
Concern has been
expressed by interviewees
regarding capacity to
address this complex and
time consuming area.
Capacity issues and
resource implications will
need to be reviewed
regularly.
To include in work plan of
Children’s Development
Team
Part of CYPSPB Action
Plan/ participation plan
C+F restructure has
commenced
Experience from MAST
and CAST
kept under review by C f C
Exec
January 2006
2005
Ongoing
Ongoing
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 50
Action Plan
ISSUE ACTION Timescale
The current arrangements Applies only to MAST December 2005
for secondments and
managing staff in
integrated teams should
be subject to a risk
assessment to ensure that
the lack of S31
agreements does not
subject the partners to
unforeseen risks or
liabilities.
Integrated processes
Hillingdon has a joint
information sharing
protocol but further work is
needed to develop subprotocols
and embed
these in practice.
progress as part of ISA Ongoing as
required
Capacity will be needed
from a specialist resource
to develop and implement
any pooling proposals.
Managing Performance
A joint performance
management framework
needs to be developed.
No immediate plans for
pooling budgets
LSCB is developing plan
Action for CYPSPB
September for
LSCB
January CYPSPB
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 51
CONSULTATION AND ENGAGEMENT - A FUTURE
STRATEGY FOR HILLINGDON
ITEM 3
Contact Officers
Papers with this report
David Holdstock / Paul Williams
01895 250822 / 250986
Appendix A - attached
SUMMARY
The report sets out the need for a strategic approach to consultation, a corporate
consultation strategy and a draft three-year development programme for consultation
and engagement in Hillingdon.
RECOMMENDATIONS
That Cabinet agrees:
1. the vision statement : ‘consultation and engagement are placed at the
heart of policy making and service delivery in Hillingdon to help deliver
excellent services and make the best use of resources’.
2. that consultation be linked to communications under the new Head of
Communications, following the restructure of communications within the
council.
3. that officers examine the current structure of dealing with both internal
and external communications across the council and identify resource(s) to
work with the new Head of Communications to deliver a corporate
Consultation Strategy and three year development programme.
4. to the creation of a Consultation Board which includes a member
champion to sponsor the Council’s annual consultation programme.
5. subject to the review of communications to identify resources, that the
Council undertake an annual residents’ survey to underpin future service and
policy development.
REASONS FOR OFFICER RECOMMENDATIONS
To ensure a comprehensive approach to the development of consultation and
engagement in Hillingdon, thereby ensuring that residents’ and communities’ issues
are increasingly utilised in the development of service plans, strategies and priorities.
OPTIONS AVAILABLE
Cabinet can reject the proposals in whole or in part.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 52
INFORMATION
1. On 28 April 2005, the Cabinet endorsed an approach to consultation and
engagement based on the following
a] To better manage and co-ordinate consultation, it should be broken down
into service user consultation, more general policy consultation and local
consultation.
b] A consultation strategy therefore must focus at three levels : at Group /
service level, council wide and with partners.
c] All opinion / information gathered will be analysed and used to inform
service planning and will be reflected in the Medium Term Financial Forecast
[MTFF]. Feedback will be given as a matter of course to groups consulted.
d] A comprehensive consultation strategy and development programme will
be developed.
2. An outline illustrative programme to develop consultation and engagement
has been drafted and is included at appendix A to illustrate potential areas for
improvement.
3. The programme and the recommendations of this report are based on ‘good
practice’ advice and guidance from good and excellent rated councils. This includes,
as key aspects, the importance of the council having appropriate consultation skills
available, locating these under the Head of Communications and introducing an
annual public survey, truly representative of opinion across the borough, which
would be used as a foundation to review and inform future service priorities and
policy development.
4. By adopting a strategic approach to consulting with the borough’s many
communities, businesses and voluntary organisations, we will ensure that the council
is responding appropriately to local needs.
Why consult?
5. Consultation can be a useful tool to help us to:
• assist with prioritisation
• plan services
• develop new services as a result of the outcomes of consultation
• test new ideas and policies before implementing them
• allocate resources more effectively
• improve relationships with those who live, work and study in the borough and
those who choose to visit Hillingdon
• measure satisfaction levels which can then be used as a performance indicator to
monitor performance
• develop new approaches
• work more effectively with our partners and influence opinion, where appropriate
• co-ordinate the work with our partners
• provide background information for other council activities
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 53
• anticipate problems before they occur.
6. In establishing authority-wide objectives and performance measures, the
council must find out the views of local residents, businesses, user groups and other
stakeholders on what they want for their local area and what they think the priorities
for the council should be. These views should then be taken into account when
priority and policy setting is planned.
7. As part of modernisation and good business management service users
should be consulted before service objectives and improvement targets are set or
services are changed, re-aligned or re-designed. Improving services should take
account of users’ wishes, requirements, attitudes and their views of current
performance. Consultation can also help to identify individuals and groups in the
community who are not using services and why, thereby assisting the council in
ensuring services are delivered to an increasingly diverse population in Hillingdon.
8. To become good or excellent, this council should carry out a range of
consultation exercises and, in particular, an annual residents’ survey in similar vein
to organisations already identified as good or excellent.
9. Hillingdon Council currently has a Citizens’ Panel, which allows consultation
throughout the year on major issues.
10. Cabinet is reminded that some useful building blocks are already in place to
support the development of consultation processes over the next three years,
namely the corporate consultation team, a draft annual programme of consultation, a
set of established standards for consultation practices and the appointment of the
new head of communications.
Financial Implications
11. It is anticipated that the costs of the annual residents' survey will be in the
region of £30k, it is also possible that additional staff resources, estimated to cost
£50k, will be needed with particular consultation skills, which may not be available
within the current staffing portfolio. The proposed funding strategy will be to fund the
annual resident's survey through the potential savings that can be achieved by
centralising the communications function. Any review will be put on hold to allow the
new structure to mature and by doing so look to develop consultation skills in house
to support the delivery of the annual residents' survey.
CORPORATE CONSULTATIONS CARRIED OUT
Corporate Finance Comments
12. A corporate finance officer has reviewed this report and the financial
implications contained within it, and is satisfied that the report and its financial
implications properly reflect both the direct resource implications on the consultation
function and the wider implications on the Council’s resources in total, through the
funding strategy identified above.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 54
Legal Implications
13. Members should note that as part of the CPA process the issue of public
consultation is stressed as a way of ensuring that local authorities reflect the desires
of their community in the provision of services. Such a process is also
recommended as way of ensuring an efficient use of resources as it enables a local
authority to focus on those matters of importance to the local community. Clearly
any consultation needs to be undertaken in a structured way which delivers accurate
results from the broadest range of the community. Failure to do so could result in a
local authority concentrating on matters which only benefit a small vocal element of
the community but does not reflect the desires of the wider community.
Corporate Property Services
14. Corporate Property Services fully support the consultation process detailed in
this report
Relevant Service Groups
15. All Service Groups are represented on the consultation co-ordinators groups
and have contributed to the report.
EXTERNAL CONSULTATIONS CARRIED OUT
16. The PCT and the Police are included in the corporate consultation group and
their comments have been taken into account in preparing this report. In addition,
comments and advice have been sought from Westminster City Council and others
as a source of best practice.
BACKGROUND DOCUMENTS
None
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 55
Illustrative Consultation and Engagement Strategy 2005 –2008
Appendix A
The table below illustrates the kind of actions that would be considered in developing
the council’s consultation and engagement strategy. A definitive programme will be
worked up following the review of communications, subject to Cabinet’s decisions.
2005 /06 2006/07 2007/08 Comment
Service User
Consultation
• Build on existing
good practice to
extend service
user
consultation
more widely
across Council.
• Develop
feedback
mechanisms for
those consulted.
• Use consultation
to inform service
planning and
MTFF process.
• Ensure
responsibility to
consult is
included in ALL
service managers
PADAs.
• Extend service
user consultation
to ALL council
services.
• Develop
feedback for ALL
user groups
consulted.
• Demonstrate that
consultation
major influence in
service
development /
MTFF process.
• Develop
consultation with
non users
• Consider
possible links/
efficiencies with
LSP partners
• Ensure that
consultation
process take
account of
comment and
opinion from non
user groups.
• Develop links /
efficiencies as
appropriate with
LSP partners
Critical aspect of
development to
ensure that the
Council is fully
engaging with
specific service
users [ and non
users] and
complying with
equalities
legislation.
Management and
Procedure
• Ensure
corporate team
is properly
representative[
including the
Police and
PCT], is
• Extend corporate
team to include
additional LSP
partners. Ensure
team is delivering
work programme
and terms of
• Transfer team on
virtual basis.
• Identify any
possible
economies of
scale /
efficiencies
Once the
corporate process
has become
established, team
business can be
accomplished
without the need
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 56
working well
and has a
timetabled work
plan
• Confirm terms
of reference
reference
to have meetings.
• Identify
member
champion.
• Ensure liaison
with corporate
team.
• Establish links
to Cabinet
• Involve member
champion in
corporate team.
• Raise profile of
consultation in
political process
and decision
making
• Ensure
consultation and
engagement
process is fully
co-ordinated with
political process
and led by
members.
The object of the
aspect of the
programme is to
ensure that the
process becomes
member driven.
• Revise existing
consultation
programme
and submit to
Cabinet for
approval
• Link to LSP
partner
consultation
where possible
• Devise extended
programme with
member input,
which reaches
wider public.
• Work up
proposals to
extend
sophistication,
range and
effectiveness of
consultation.
• Link to some
partner
consultation as of
course.
• Continue, with
partners and
within resources,
to develop the
sophistication,
range and
effectiveness of
consultation
If the council’s
consultation and
engagement
processes are to
develop, then they
must be extended
with the benefit of
the appropriate
skills and
knowledge.
• Ensure that the
results of
consultation are
taken into
account in the
service planning /
MTFF process
2006/07.
• Begin systematic
reporting back
on key messages
from consultation
as part of the
Quarterly
Performance
• Ensure the
consultation
programme
complements the
need to take
account of
consultation in
service planning /
MTFF process.
• Forge stronger
links between the
information
function [needs
information and
performance
• Ensure that
needs information
, performance
information,
complaints and
consultation are
integrated and
fully inform the
service planning /
MTFF process as
a matter of
course so that
policy is clearly
evidence based.
This is beginning
to happen and be
seen to be
happening, but
needs to be seen
across the whole
council since it is
the prime objective
of consultation
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 57
Review [ QPR]
• Establish a
customer
relationship
management
system and
comprehensive
approach to
complaints
across the
Council
information] and
consultation to
better inform the
QPR and policy
development.
• Ensure
complaints are
taken into
account along
with consultation
to inform policy
development
• Ensure that the
corporate team
and Group
Directors begin
to feedback
comments to
those consulted
on the outcomes
of their
consultation.
• Include work to
make this
systematic in the
corporate team’s
work plan.
• Introduce
systematic
feedback to those
consulted on the
outcomes
resulting from
their comments.
• Include feedback
in the corporate
consultation
programme and
ensure it is
undertaken.
• Extend as
consultation
extends
• Ensure feedback
to those
consulted
becomes integral
and expected
aspect of any
consultation or
engagement
exercise.
This has been
identified through
inspection as a
failing in the
council and it is
critical to begin
addressing it
comprehensively
asap.
• Estimate
corporate and
service costs of
consultation
programme
against corporate
consultation
programme
• Submit MTFF bid
for consultation
programme,
based on
corporate and
service
requirements as
for all other areas
of council activity
• Embed bidding
process and
transparency of
costs fully in the
MTFF process
Whether or not the
profile of
consultation is
raised and its
resourcing
increased, the
allocation of
funding fro
consultation and
engagement
should be a more
transparent
process.
• Ensure Head of
Communications
plays a leading
role in
developing and
• Appoint a
consultation
officer to work to
the Head of
Communications
• Same as year two
PART 1 – MEMBERS, PUBLIC AND PRESS
This is a key
resource issue
based on
Westminster’s
advice. Whether or
Cabinet report 10 th November 2005 Page 58
developing and
directing the
work of the
corporate team.
• Ensure the
consultation and
communications
programmes
dovetail
Communications
to help develop
the council’s
programme and
improve its
consultation.
[ Alternatives – buyin
expertise or
develop in house.
Latter will still
require new
resources if to be
properly
delivered]
• Ensure the
consultation and
communications
programmes are
fully integrated
through the Head
of
communications /
corporate team
not an
appointment is
made, the
communications
and consultation
agendas need to
be fully coordinated
and, it is
suggested, both
managed by the
Head of
Communications.
• Employ a range
of mechanisms
and media [
including ICT] to
deliver
consultation
based on best
practice applied
elsewhere.
• Use consultation
officer to advise
on most
appropriate
mechanisms and
media [ including
ICT] for specific
consultations
within
consultation
programme
[ Alternative. Train
key officers from
across the
council
• Ensure most
appropriate
mechanisms and
media [ including
ICT]are used
consistently as
matter of course
across the council
This action links
directly to the
proposed
employment of a
skilled consultation
professional.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 59
• Apply agreed
standards for
consultation as
widely as
practicable
• Ensure agreed
standards of
consultation are
taken into
account in
devising
consultation
programme
• Ensure
consultation
standards are
applied
consistently
across the
council.
• Extend to LSP as
appropriate
Consultation
standards have
been agreed by
Cabinet but are
quite exacting and
are not applied
consistently for all
consultation.
• Based on best
practice
elsewhere,
monitor
effectiveness of a
chosen piece of
consultation.
• Build monitoring
of effectiveness
into consultation
programme for
specific aspects
of programme.
• Build monitoring
into whole
programme
It is important to
monitor the
effectiveness of
consultation and
learn from this
evaluation.
Corporate
Consultation
• Widen
representation at
existing forums.
• Align forum
meetings and
agendas around
community plan
themes
• Collate, coordinate
and
distribute
comment across
Council[ LSP]
• Ensure, where
possible,
feedback taken
into account in
service planning/
MTFF for
2006/07
• Ensure feedback
to those
consulted on
actions /
outcomes
resulting from
their comments
• Embed process
begun in first
year and extend
forums to include
other groups, in
particular
business.
• As for year two
up to manageable
number of forums
Need to make the
most of this
existing means of
communication,
whilst accepting its
overall limitations
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 60
• Make use of
citizens panel up
to March 06.
• Use all other
consultation and
communication
exercise to add
people to panel
• Replace citizens
panel with biannual
residents’
survey.
• Use survey to
identify group of
citizens willing to
respond to any
other smaller ,
specific survey
requests.
[Alternative.
Ensure citizens
panel is more
representative,
ensure it is
regularly topped
up and use it for
annual opinion
survey
Use outcomes of
annual survey as
main plank of
service planning/
MTFF process.
• Embed annual
survey as key
aspect of
council’s
consultation
process which
informs policy
direction.
• Supplement with
minority group
survey as
necessary
This is a second
key aspect of the
draft programme.
If the decision is
taken to maintain
the citizens panel,
then it needs to be
topped up
consistently and
also used for an
annual survey.
• Identify notable
event before
March 2005 to
pilot direct
council contact
with residents.
• Include
appropriate
events, such as
the Hayes
carnival in the
programme of
consultation for
2006/07 .
• Ensure comment
circulated to
inform service
planning / local
area perspectives
and appropriate
feedback to those
consulted.
• As for year two.
• Include
attendance at
events and follow
up action in
specific officers
PADAs
Direct contact with
residents art even
a limited number
of events can
produce valuable
comment and also
enhance public
opinion of the
council
• Ensure that
consultation
through the
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 61
connecting
communities
forum is as
effective as
possible.
• Identify best
practice from
elsewhere on
how to engage
‘hard to reach
‘communities.
Local
Consultation
• Complete local
question time
meetings.
• Develop
community
councillor role
• Continue local
question time and
consider taking to
more local level.
• Establish
community
councillors at
heart of local
engagement and
ensure their
comments
feedback into
service
development .
• Introduce annual
locality
conferences in
the three
parliamentary
constituencies to
replace the
community
conference.
• Take stock of
local ‘hard to
reach’ groups.
• Continue local
question time,
engaging local
councillors.
• Introduce area
forums to
supplement
locality
conferences.
• Introduce area O
and S committees
to cover
parliamentary
constituencies.
• Identify and
implement
proposals to
reach local ‘hard
to reach’ groups
There is an
increasing
Government focus
on neighbourhood
and more local
engagement. It is
inevitable that
Government will
expect all councils
to take action to
increase local
engagement.
• Identify
manageable
number of
established
groups by area
to begin some
form of dialogue
with eg officer
and /or member
• Extend number of
existing groups
with which some
dialogue is
developed
through officer /
member contact.
• Include contact
responsibilities in
• Further extend so
there is officer or
member contact
at least once a
year with range of
existing groups
across the
borough.
PART 1 – MEMBERS, PUBLIC AND PRESS
The key issue
here is that there
are many existing
groups already in
the borough which
the council can
use to extend its
consultation and
engagement
Cabinet report 10 th November 2005 Page 62
and /or member
attendance at
annual meetings
of specific
community
groups.
responsibilities in
specific officers
PADAs
• Include contact
responsibility in
most officers
PADAs.
• Ensure
appropriate
training provided
without creating
new ones.
• Progress
‘neighbourhood
partnerships’
pilots, including
the involvement
of local people to
genuinely
influence local
affairs.
• Extend pilots on
the back of safer
neighbourhood
policing initiative.
Consider some
form of
constitution
guaranteeing
local community
involvement.
• Link locality
initiatives to local
management of
contracts ,
residents quality
promise etc.
• Learn lessons
from original
pilots and
consider
delegation of
some limited
decision making
and budget.
• Extend
neighbourhood
pilot s across the
borough, possibly
based on
‘constitution’
which guarantees
local involvement
with some
delegated powers
and budgets.
The pilots offer a
real opportunity to
develop
meaningful local
engagement on a
broader front.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 63
HILLINGDON’S DOMESTIC VIOLENCE STRATEGY ITEM 4
Contact Officers David Brough 01895 250636
Papers with this report
Domestic Violence Strategy 2005/08 - attached
SUMMARY
This report seeks approval to the Hillingdon Domestic Violence Strategy which aims to:
• Raise awareness of domestic violence in Hillingdon.
• Improve partnership working and the sharing of best practice across the Borough.
• Improve the range of support available and access to it for women and children.
• Implement Government guidance on tackling domestic violence.
• In line with the Community Safety Strategy
Reduce the levels of domestic violence
Reduce repeat victimisation by 25%
Increase detection rates to 60%.
• Meet the Best Value Performance Indicator for action against domestic violence.
RECOMMENDATIONS
1. That the Hillingdon Domestic Violence Strategy 2005/08 be approved.
2. That formal endorsement of the Strategy be sought from the Police, the Primary
Care Trust and other relevant partner agencies.
3. That a member of the Cabinet as nominated by the Leader, and the Chief
Executive be allocated responsibility for the implementation of the Strategy.
4. That the Domestic Violence Forum be made responsible for the annual
monitoring of the Strategy.
REASONS FOR OFFICER RECOMMENDATIONS
Since the setting up of the Domestic Violence Forum in 1996 the Council and its partners
have made considerable progress in dealing with domestic violence and this has been a
continuing high priority in the Community Safety Strategy. However domestic violence
remains at a disturbingly high level in the Borough and there is a clear need for a separate
strategy to bring together in a more coherent manner the various activities of Council
departments and statutory and voluntary agencies. The introduction by the Government of
new and more detailed Best Value Performance Indicators for domestic violence includes
a specific requirement to have a multi-agency strategy.
OPTIONS AVAILABLE
To approve the Strategy with or without amendments.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 November 2005 Page 64
COMMENTS OF OVERVIEW AND SCRUTINY COMMITTEE
The detailed strategy has not been considered by Overview and Scrutiny but it
incorporates the key issues identified by the joint scrutiny of children and domestic
violence carried out by the Education and Health and Social Services Overview and
Scrutiny Committees in 2004.
INFORMATION
1. Domestic violence accounts for approximately a quarter of reported violent crime in
London. It is well known that many victims do not report what has happened to them or
they suffer numerous incidents over many years before making a report. The number of
cases reported to Hillingdon Police therefore under-represent the full scale of the problem
but over the last three years they have increased as follows:
Year
Incidents
2002/03 2762
2003/04 2500
2004/05 3307
2. The reasons for this increase are not known and it impossible to say whether there
have been more incidents or it is simply due to more reporting or a mixture of the two.
During the last year there was extensive media coverage of domestic violence and there
has certainly been a growing awareness that the Police and other parts of the judicial
system have a commitment to tackling this issue. Whatever the factors at work it is clear
that domestic violence remains a major issue for Hillingdon and as a result it is a high
priority in the community safety strategy for 2005/08 that was approved by the Cabinet on
10 February and the Council on 17 March.
3. The strategy includes the following targets and proposals in relation to domestic
violence:
Targets
We will reduce repeat victimisation for domestic violence, racial and homophobic offences
by 25%.
We will improve confidence among victims of domestic violence by achieving a minimum
detection rate of 60%.
How will we achieve this?
• Development of a comprehensive domestic violence strategy that is agreed
amongst all relevant agencies
• The Hillingdon Domestic Violence Forum to promote awareness of domestic
violence
• Annual White Ribbon Day seminar to inform practitioners of different domestic
violence issues
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 November 2005 Page 65
• Delivery of domestic violence awareness training across partner agencies, including
teachers in schools.
• Improve integration and intelligence between partner agencies (in particular the
Police, Council and Health Care).
4. The attached domestic violence strategy has been developed in response to the
first bullet point and includes all of the other action points. However Council involvement in
tackling domestic violence is not just because it is a crime. It does enormous damage to
individuals and families and this has substantial implications for Social Services and
Housing in particular but also for schools and Education, Youth and Leisure Services. In
addition it places substantial burdens on the Health Service. The strategy therefore has
clear links with a range of other Council and multi-agency strategies including those for
children, housing, education and mental health services.
5. The strategy has been devised by Housing Services as a result of its success in
securing resources from the Office of the Deputy Prime Minister for the creation of a post
of Domestic Violence Co-ordinator. Work on the strategy has been overseen by the
Domestic Violence Forum which includes representatives of all Education, Youth and
Leisure Services, Housing and Social Services and the Chief Executive’s Office together
with the Police, the Primary Care Trust and numerous local voluntary agencies.
6. The preparation of the strategy has been carried out in accordance with Home
Office guidance on the development of domestic violence strategies. Account has also
been taken of the proposals in the draft Second London Domestic Violence Strategy which
was published by the Greater London Authority in July 2005.
7. In addition it should be noted that the Government has introduced more rigorous
and detailed Best Value Performance Indicators for domestic violence with effect from
2005/06 in order to assess the overall provision and effectiveness of local authority
services in helping victims and preventing the incidence of domestic violence. A full
description of the Indicators is set out in Appendix 2 to the attached strategy and it will be
seen that one of these is that the local authority must have produced and adopted a multiagency
strategy developed in partnership with other agencies. This also requires the
designation of a member of the Executive and a Chief Officer to have responsibility for the
implementation of the strategy and the Cabinet is asked nominate one of its members for
this purpose.
8. As part of the development of the strategy a mapping exercise was undertaken.
This highlighted the excellent work that is taking place through multi-agency co-operation
between Education, Youth and Leisure Services, Social Services and Housing and the
Police. It also identified a number of gaps in service provision and areas where there is a
need for increased multi-agency work. The major issues are as follows:
• More work is needed to develop a clear picture of the level of understanding within
the community as a whole of domestic violence as a crime.
• A common assessment tool is required together with a common recording system.
• More information is needed on male and same sex victims.
• Training should be extended across all agencies.
• Further action is needed to support victims through the legal process.
• An agreed approach is needed on dealing with perpetrators.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 November 2005 Page 66
9. As a result of this exercise the strategy identifies the following key areas for action:
• Raising awareness
• Improving service provision and access
• Improving information sharing and data management
• Developing legal, civil and criminal justice responses
• Perpetrator work
10. The strategy sets out the actions needed to address these issues and includes an
implementation plan with timescales. It is proposed that the Domestic Violence Forum
should be given responsibility for monitoring the achievement of the targets.
Financial Implications
11. Implementation of the strategy does not require additional resources at this stage.
The continuation of the post of Domestic Violence Co-ordinator will enable many of the
recommendations to be taken forward without the need for extra funding. The approval in
the current year’s budget of a second outreach post in Social Services for dealing with
victims on domestic violence will also assist in meeting current needs. In addition
resources have been identified within the community safety budget to fund awareness
campaigns and to support the work of the Domestic Violence Forum.
12. However the mapping exercise which was undertaken in developing the strategy
identified that there are gaps in local service provision. The implementation plan highlights
areas that will need to be further investigated and any proposals to provide or extend
services will need to identify sources of funding.
CORPORATE CONSULTATIONS CARRIED OUT
Corporate Finance Comments
13. Corporate Finance has reviewed this report and the financial implications within it.
The view of Corporate Finance is that this report and its financial implications properly
reflect both the direct resource implications on the service concerned and any wider
implications on Council resources as a whole.
Legal Implications
14. The Crime and Disorder Act 1998 places a joint duty on the Council and the Police
to tackle crime and disorder in the local area and to improve community safety. Section 17
of the Act also gives the Council a specific duty to consider the community safety
implications of everything it does.
15. The Act also requires the production of a local strategy every three years by the
Council and the Police to tackle crime and disorder in their communities and there is also a
requirement for these bodies to work in partnership with other statutory agencies including
the Probation Service, the Health Service and the Police Authority. These requirements
have been met by the production of the community safety strategy for 2005/08.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 November 2005 Page 67
16. There is no separate legal duty to have a specific domestic violence strategy but as
set out in the report this is clearly an important element of the overall community safety
strategy.
17. In the Domestic Violence Strategy which is appended to the report, specific
reference is made to developing appropriate legal, civil and criminal responses to domestic
violence.
18. There are a number of legal remedies which are available to help protect the victims
of domestic violence in both the criminal and civil courts. Examples are the prosecution of
perpetrators and non-molestation and ouster injunctions, the provisions of which
perpetrators are required to observe.
19. Although the Council does not have the direct responsibility for seeking such
remedies on behalf of the victims, it can nevertheless play an important support role,
working in conjunction with its partners, and in this respect, the key actions outlined in the
Strategy to address this particular area are welcome.
EXTERNAL CONSULTATIONS CARRIED OUT
20. Consultation was undertaken through the Domestic Violence Forum and its
Executive. Membership of the Forum includes representatives of the Police, Primary Care
Trust and numerous local voluntary organisations active in the field.
BACKGROUND DOCUMENTS
Community Safety Strategy 2005/08
Home Office Guidance for Partnerships on Developing Domestic Violence Strategies
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 November 2005 Page 68
Hillingdon Domestic Violence Strategy 08/2005
Hillingdon Domestic Violence Strategy
Contents:
• Foreword
• Executive Summary
• Introduction:
‣ Definition of domestic violence
‣ Positive statement on domestic violence
‣ Background
‣ Aims
• Understanding of domestic violence within Hillingdon:
‣ Statutory services
‣ Voluntary services
‣ Awareness raising
‣ Training provision
‣ Co-ordination
‣ Local context
• Key deliverables and targets:
‣ Raising Awareness
‣ Improving service provision and access to it.
‣ Improving information sharing and data management
‣ Developing legal, civil and criminal justice responses.
‣ Perpetrator Work
• Implementation plan
• Strategy action plan monitoring process
• Appendices
‣ Appendix 1 - Feedback from DV Forum Meeting.
‣ Appendix 2 - Best Value Performance Indicators
(Actions Against Domestic Violence )
‣ Appendix 3 - Hillingdon Domestic Violence Strategy
Gap Analysis 2005
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 69
Hillingdon Domestic Violence Strategy 08/2005
Foreword
Domestic violence is the secret scandal of Hillingdon. Often unreported and
largely un-discussed it brings pain and suffering to many thousands of people
in the Borough. It affects every section of the community and does untold
damage, particularly to women and children but increasingly to men too. The
Council with its partners has a profound duty to tackle this sad state of affairs.
The setting up of the Domestic Violence Forum in 1996 (and its predecessor
the Domestic Violence Working Party) brought together for the first time the
statutory and voluntary agencies that could begin to address the problem. The
Forum has put the issue on the agenda and much good work has been done,
particularly by Housing Services, the Police and the voluntary sector and with
schools.
However there is still an enormous challenge to be faced if we are to achieve
the significant reduction in domestic violence that we all seek. The targets set
in the 2005/08 community safety strategy and the Government’s new Best
Value Performance Indicators make it even more important that all agencies
are working together to best effect.
The domestic violence strategy set out in this document has been drawn up
with the full support and involvement of all the agencies represented on the
Forum. It charts a course for the next three years and highlights the priorities
we need to adopt. Building on the excellent work to date and harnessing the
goodwill and commitment of all those involved I am sure that we can and will
succeed. We owe it to those who have suffered domestic violence and still
suffer in silence and to future generations across the Borough.
Councillor Mary O’Connor
Chair of Hillingdon Domestic Violence Forum
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 70
Hillingdon Domestic Violence Strategy 08/2005
Executive Summary
The Domestic Violence coordinator, under the management of Housing and
Social Services and guidance of the Domestic Violence Forum, will take the
strategic lead in developing and implementing the Strategy and the Delivery
Plan.
The Strategy and Implementation Plan has been developed in partnership
with all relevant statutory and voluntary partners.
Hillingdon Council has a responsibility to adhere to the Best Value
performance Indicators (BVPI 225) introduced in 2005 in relation to domestic
violence. This Strategy reflects all indicators and a Chief Officer and
Executive Member are therefore to take responsibility for its implementation
within the local authority.
Each partner needs to remember their responsibilities both as service
providers and employers. As such, each should introduce a Workplace
Domestic Violence Policy to recognise and support staff experiencing
domestic violence, as well as hold perpetrators accountable. The policy
should provide easy access to support information and raise awareness
amongst service managers and staff.
Information sharing, in relation to individual cases, is crucial for effective multi
agency working at a local level. This increases victim’s safety and holds
perpetrators accountable. It is vital an information Sharing Protocol be
developed and implemented to support this. It is also important that this
process is not cumbersome, preventing appropriate responses in crisis
interventions and reflecting the core definition of domestic violence.
Clear, objective, measurable aims, performance indicators and targets to
monitor the progress and success of the Strategy will be detailed in the
Implementation Plan.
To improve responses to Domestic Violence, anonymised data on domestic
violence should be collected by all partners to provide the statistical evidence
by which to measure performance.
Most of the statutory agencies often refer clients to organisations that offer
services from volunteers. These organisations are often poorly resourced and
the burden of crisis work often limits their capacity to train and develop
through research.
Parental conflict undermines the effectiveness of parent education
programmes and it is important that frontline agencies are supported in
delivering such interventions effectively, sharing Good Practice standards, so
that responses to Domestic Violence are more consistent across the region.
The Domestic Violence Coordinators will be offering a course in parental
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conflict to frontline parenting educators, professionals and volunteers
supporting families to address this matter, which will be accredited.
The Domestic Violence Strategy will be presented to Hillingdon Cabinet for
approval.
Housing & Social Services Department
On behalf of Hillingdon Domestic Violence Forum
September 2005
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Introduction
Definition of Domestic Violence
In order to address this issue, and harness the many agencies that are key to
delivering the targets set out in this strategy LBH has accepted the
governments ‘core’ definition of domestic violence as follows:
“Any incident of threatening behaviour, violence or abuse (psychological,
physical, sexual, financial or emotional) between adults who are or have been
intimate partners or family members, regardless of gender or sexuality."
The government has made it clear that this definition incorporates issues such
forced marriage and so called ‘honour’ killings as well as older abuse when
committed within the family or by an intimate partner.
The term ‘domestic violence’ is used to describe the pattern of abuse such as
threats, intimidation, physical, sexual, emotional or psychological violence of
one person, usually a woman, by another, usually a man, with whom they
have had an intimate or family relationship.
Domestic violence can affect anyone regardless of age, race, class, religion,
sexual orientation or disability. We recognise that in this society certain
groups may face additional obstacles and discrimination when seeking help.
Domestic Violence is unacceptable and is a crime. Everyone has the right to
live their life free from fear, intimidation and violence.
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Positive Statement on domestic violence:
Domestic violence is a crime and a disgrace to the society in which we live. In
Hillingdon it accounts for more than a quarter of the annual total of violent
crime recorded by the Police. Being attacked in your home by your partner is
a much greater risk than being mugged in the street.
As well as being a crime it also destroys lives, damages the self-confidence
and prospects of its victims and costs the community a vast some of money.
In addition it passes from generation to generation with boys brought up in a
family where violence is the norm being much more likely to become
perpetrators when they grow up.
It affects all sections of the community, all parts of the Borough and all age
groups. However there is overwhelming evidence that the vast majority of
those who suffer domestic violence are women. Tackling domestic violence is
therefore not only an imperative in making Hillingdon safer but it is also a vital
step towards the achievement of equality for women. Until women are able to
feel safe in their relationships and safe in their homes they will never be truly
free.
Everybody in Hillingdon, particularly women and their children, are entitled to
live in a society which challenges all violence against individuals, regardless
of their race, religion, sexuality, disability, age, class or livelihood or their
relationship with the perpetrator or whether such violence occurs inside or
outside the home.
For all these reasons the Community Safety Partnership has given high
priority to domestic violence ever since it was set up in 1998 and it continues
to give it the same priority in the Community Safety Strategy for 2005-2008.
The Council, the Police, the Primary Care Trust, the Probation Service and
the judicial agencies are committed to ensure that this statement of intent is
turned into practical action which addresses the causes of domestic violence,
supports survivors, punishes perpetrators and sends a clear message that
this crime will not be tolerated in our Borough.
The agencies recognise that the voluntary sector plays a central and crucial
role in dealing with domestic violence and they commit themselves to work
with all relevant local organisations through the Domestic Violence Forum and
by any other practical means in the achievement of these aims.
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Background.
The importance of tackling Domestic violence has long been recognised by
the council, and substantial progress has been delivered through the work of
the Domestic Violence Forum, formed in May 1996, which has brought
agencies working to tackle domestic violence together for the first time
borough wide.
This strategy document has been developed to ensure that work of the
various agencies and the council is strategically relevant to the needs of
domestic violence victims in the London Borough of Hillingdon. It is also
linked to the council’s community safety strategy, which ensures that the work
on domestic violence coherently contributes to the local authority’s strategic
agenda.
Each stage of the development of this strategy was subject to consultation
with the Domestic Violence Forum members, which encompasses both
statutory and voluntary agencies, thus ensuring the approach agreed was
pertinent.
The strategy is for a three-year period from 2005 to 2008 and is owned by the
Forum who also has the responsibility of updating it.
* * * * *
• Domestic violence constitutes 18% of all murders in this country.
In previous years there have been domestic violence related murders
within Hillingdon, however in 2004/05, there were no murders in Hillingdon
with links to domestic violence.
• Home Office figures show that almost half of all murders of women are
committed by partners or ex partners; an average of 2 women are killed
every week in Britain.
• An estimated 100,000 women every year seek medical treatment for
injuries received in the home.
• Over 50% of women who are in contact with mental health services have a
history of domestic abuse (DoH 2002) and 25% of suicides are due to the
same cause.
• In Hillingdon, DV accounts for over 80% of all hate crime:
‣ 2002/03 = 2,762 incidents
‣ 2003/04 = 2,500 incidents
‣ 2004/05 = 3307 incidents
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• Hillingdon Victim support currently deals with 48 reports of domestic
violence each week.
• In a sample of clients presenting to Hillingdon Community Safety Unit
Domestic Violence Coordinator in 2004/05, 37% suffered domestic
violence during pregnancy, and 28% were the victim of sexual
assault/rape.
• Hillingdon Women’s Centre receive approximately 30 enquiries per month
and the majority of their client group are women fleeing or experiencing
domestic violence:
‣ Between April 2004 - March 2005 they dealt with 4186
enquiries concerning domestic violence
* * * * *
It is well known amongst agencies working with domestic violence, that those
whose lives are affected by domestic violence include not only the immediate
victim, but also wider family of the victim/perpetrator.
As well as the personal cost to these victims in terms of emotional and
physical damage to their development there is also a broad spectrum of more
hidden costs to any society in which domestic violence occurs. These costs
are manifested in crime, cycles of abuse, and arrested development of young
people. The costs to any society of addressing the results of domestic
violence are therefore great.
To identify the scale of the problem within Hillingdon, we have used London
wide research on the cost of domestic violence, which was supported by the
Metropolitan Police Service (MPS) and has produced the following figures per
year. The figures quoted are for the whole of London.
Service Criminal
Justice
System
Annual
Cost
Total
Legal System
£142.29
million
£185.94
million
Civil
Legal
Costs*
£43.65
million
National Health
Service
Physical Mental
Injuries healthcare
£170.69
million
£24.62
million
Local Authority
Social
services
£31
million
Housing
£22.11
million
Lost
Economic
output**
£373.84
million
Business
Savings
to
employers
£4 million
£1195.31 million £53.11 million £377.84 million
£1,812,20 million
*About half is born by legal aid and half by the individual.
**This is the cost of time off work due to injuries.
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The total figure for London was divided by 32 (the total number of boroughs in
London) to evaluate the cost to the borough of Hillingdon
Service Criminal
Justice
System
Annual
Cost
Total
Legal System
£4.446
million
Civil
Legal
Costs*
£1.364
million
National Health
Service
Physical Mental
Injuries healthcare
£5.334
million
Local Authority
Social
services
Housing
Lost
Economic
output**
£769,000 £968,000 £690,000 £11.68
million
Business
Savings
to
employers
£125,000
£5.81 million £6.103 million £1.658 million £11.805 million
£25.421 million
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Aims:
Domestic Violence is a crime that reaches into every corner of our society.
Due to its pervasive nature, and high volume of this crime within the borough,
Hillingdon considers a strategic partnership approach vital in order to tackle it
effectively.
In developing this strategy, the council and partner agencies are committing
resources and raising domestic violence high onto the local agenda as a key
area to be addressed. This strategy seeks to target issues relating to
domestic violence within the borough, incorporating other strategic and
development work carried out and ongoing across the borough.
The aims are to:
• Raise awareness of Domestic Violence within Hillingdon
• Improve partnership working and sharing of best practice across the
borough
• Improve the range of support available, and access to it for women
and children
• Implement Government guidance on tackling Domestic Violence
• In line with the Community Safety Strategy –
‣ Reduce the levels of Domestic Violence
‣ Reduce repeat victimisation of domestic
violence by 25%
‣ Increase detection rates to 60% by March
2008
• Meet the Best Value Performance Indicators on actions required
against domestic violence
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Understanding of Domestic Violence within Hillingdon.
Statutory services
1. Social services
Social Services and Housing departments merged in October 2004. This is already delivering
improved, coordinated responses to domestic violence, and is set to continue doing so.
Managers from both departments meet regularly to coordinate services to avoid overlapping
or duplication of work and delivery of DV Training. Both departments are represented at the
DV Forum and at the DV Executive Meetings.
Social Services employ a DV Coordinator in partnership with the police through the
community safety unit, and are planning to take on one further support worker to help with the
increasing workload coming through from the improved police assessment process.
The DV Coordinator provides emotional support to victims, carries out casework, and refers
and signposts to other agencies including healthcare, childcare, offers advocacy support, a
help line and an out of hours service.
The DV coordinator also delivers DV Awareness Training, and regularly reports to the DV
Forum.
Characteristics of Parents with Children on the Child Protection Register. June 2005
Domestic violence 40 – 43%
Substance Use 26 – 28%
Mental illness 7 – 8%
Physical Disability 1%
Learning Disability 4%
Domestic Violence & Mental illness 2%
Domestic violence & Substance misuse 11 – 12%
Learning disability & physical disability 1%
Domestic Violence & Substance use & mental illness 1%
None 33%
2. Housing
The Housing Service is committed to improving service delivery to all victims of domestic
violence. The housing needs of women at risk of domestic violence are being recognised
through the Supporting People Shadow Strategy as well as the Homelessness Strategy. The
strategies recognise a need to increase capacity and address the diversity of need, as well as
enable victims to stay in their homes.
In addition, a Domestic Violence Housing Policy has been developed covering assessment of
need, accommodation options and availability of support to be offered to anyone experiencing
domestic violence.
The Hillingdon Sanctuary Scheme has also been developed and launched in partnership with
the Police, Community Safety Unit, Care Line and Hillingdon Homes offering security
measures to victims who choose to remain in their home.
They have appointed a DVC who is based in the Emergency Housing Unit, with a strategic
role to develop information protocols, develop statistical data collection processes, coordinate
partnership working, provide Multi-Agency DV training.
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3. Education
Research show that prevention work in schools should start at or prior to the age 11, before
attitudes begin to harden.
The Education department is committed to preventative work. A programme around domestic
violence is delivered in schools for staff with a focus upon raising awareness and prevention.
The Children Act established a duty to promote well being in cooperation between agencies.
Citizenship, Sex and Relationships Education, Social and Health Education and specific
subject areas provide opportunities for teachers to raise consciousness of domestic violence
and encourage discussion and debate.
6th form students have produced a leaflet for secondary school children, which gives advice
on how to get help and raises awareness of domestic violence.
4. Health
Healthcare workers are a crucial factor in the identification of cases of domestic violence, and
the provision of care to those who experience domestic violence. The midwifery services play
a very important role in identifying incidences of domestic violence during pregnancy and the
impact upon the mental health difficulties for children that witness it.
Hillingdon’s Child and Adolescent Mental Health Development Strategy (May 2005 – 2008)
strives ‘to develop a holistic corporate approach to secure better services and better
outcomes for children’ according to particular requirements set out in the recently published
CAHMS standard, The mental Health and psychological Well being of Children & Young
People. This leads towards more effective coordination across health, GPs, education, social
care, voluntary sector, youth leisure, Sure Start, Children’s Fund and youth justice.
In addition, MAST (Multi-Agency Support Team) works with children at risk of becoming
looked after to prevent accommodation.
The Hillingdon Hospital trust is represented on the domestic violence forum by a senior
Accident & Emergency (A&E) department sister, who is vice chair of the forum and plays an
active role in training, informing and supporting colleagues and patients.
Staff in A&E receive domestic violence awareness training, and there is a protocol in place,
with a questionnaire to help staff in its implementation.
Like staff in A&E, midwives follow local guidelines. They are encouraged to attend domestic
violence training and are aware of the referral process. Midwives, GPs and health visitors are
key to the early detection of domestic violence in the antenatal process.
All other community staff (health visitors, school nurses, nursery nurses and mental health
nurses) are offered training by the Community Safety Unit Domestic Violence coordinator on
a regular basis and within child protection training. Families for whom domestic violence is an
issue are treated as priority and are referred to appropriate agencies as necessary.
The Primary Care Trust (PCT) shares the forums concerns regarding the harmful effects of
domestic violence, and supports its work. The PCT has addressed the recommendations of
the overview and scrutiny panel and has its own action plan in relation to the health and crime
project report, which is reflected above.
5. Crown Prosecution Service.
The Crown Prosecution service (CPS) always aims for safe convictions in which the public
can have confidence and which deliver justice for victims, witnesses and defendants. The
CPS will ensure that witnesses are supported to enable them to give their best evidence.
The CPS have a Public Safety Agreement (PSA) that largely follows governmental guidelines
regarding avoiding delays in bringing perpetrators to justice, helping victims and witnesses
give evidence, Bail and Sentencing as well as a Code of Practice for Crown Prosecutors.
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The law in the Domestic Violence Crimes and Victims Act, which offers powers to arrest on
Common Assault, bolsters this policy.
The PSA Targets 2005-08 are to:
• Improve the delivery of justice by increasing the number of crimes for which an
offender is brought to justice to 1.25 million by 2008
• To reassure the public, by reducing the fear of crime and anti-social behaviour, and
building confidence in the Criminal Justice system.
The CPS strategy also aims to “strengthen the prosecution of hate Crime and crimes of
domestic violence”
The CPS are developing a more sophisticated approach to prosecuting by:
• Ensuring independence whilst working with victims professionally and sensitively;
• Actually seeking, and considering, the needs and requests of the individual victim
whilst addressing the wider public interest issues for stirrings potential future victims;
• Balancing the night of the victim and any children against the right, of the defendant;
• Meeting the shared needs of all victims, whilst also ensuring that specific needs of
different communities are taken into account;
• Addressing value for money within a preventative as well as prosecutorial framework.
The CPS strategic plan is largely compatible with the joined up partnership working approach
that is modern and efficient; with core values that are replicated with other domestic violence
strategies across local regions and nationally.
6. Hillingdon Police
Hillingdon Police have demonstrated great leadership in taking the domestic violence agenda
forward and creating a more sophisticated approach to dealing with this crime. They have
helped to dramatically improve effectiveness by gathering information that focuses more on
the pattern of behaviour of domestic violence perpetrators, which are linked to issues of
power and control.
The police have helped to provide 3 rd Party Reporting Sites to improve the quality of
information, enabling them to be more effective in response / reports and providing more
detailed evidence for the justice process.
The Borough commander works closely with Democratic Services and the Community Safety
team, and the police regularly send representatives to the domestic violence Executive
Committee, Domestic Violence Forum, Anti-Social Behaviour Teams, Victim Support, Elder
Abuse and Neighbourhood Watch. They also strategically contribute to Supporting People
Consultation Processes.
The Metropolitan Police have introduced an additional risk assessment form, which has been
implemented by Hillingdon police and contains more in-depth questions to help identify risks
posed by the perpetrator, thus helping to reduce repeat offending in the long term.
The Community Safety Unit is a dedicated team comprising 15 police officers (both uniform
and detective), which are branch supervised by 3 sergeants and deal with all domestic
violence related issues, from minor domestic arguments to serious assaults on either male
and female victims. The target group incorporates homophobic and race hate crime victims.
The officers work to identify repeat instances of all domestic incidents and attempt to reeducate
both victim and perpetrator. The officers deal with the victims, witnesses and
perpetrators.
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There is a dedicated domestic violence coordinator within the unit, funded by Social Services
to assist many of the victims and advise them on injunctions, civil actions, refuges etc. and
provide the much needed support and reassurance the vulnerable victim needs.
The Crime Prevention officers specialising in domestic violence issues work closely with the
CSU and advise on security for the home address. They have been instrumental in setting up
the Hillingdon Sanctuary Scheme in partnership with Hillingdon Homes, Careline, Housing,
Shepherds Bush Housing Association and outreaching local locksmiths whilst monitoring cost
effectiveness, impact upon the victim and maintenance of security measures installed.
Voluntary Services
1. Support Services
Shepherd Bush Housing Association (SBHA) provides floating support to victim of domestic
violence. The support is practical and includes emotional advice to women all over the
borough. They also offer a limited counselling service as well as advocating on behalf of their
clients with regard to housing and benefits.
The domestic violence floating support service (DVFSS) provided by SBHA operates a
counselling service for women who are supported through the floating support service or who
live in the refuge or the safe houses. 2 Counsellors see 8 clients per week between them.
2. Accommodation based services
SBHA provides a refuge for seven women and their children as well as 2 safe houses for 11
single women. There is also a Play worker who offers individual support, a Family Counsellor
for mothers and children, as well as a Play Therapist who offers group activities and support
to the children. All of these services are funded through the Children's Fund.
SBHA has obtained funding to set up a residential for ex-refuge tenants and their children
who have remained in the borough which will offer confidence building and self-esteem
raising sessions as well as getting valuable feedback from the service users to effect tailor
future service provision.
3. Advocacy services
The DVFSS supports women using the legal system by accompanying clients to solicitors
appointments or to court, and where appropriate, liasing with Victim Support Witness Service
and other Court Support Services.
Hillingdon Women’s Centre provides a limited legal service run on a voluntary basis.
Sure Start provides a range of services and support to families within their areas, including
specific groups and links to specialist agencies to ensure a network of provision to increase
safety and choices available to victims. There are links between Hillingdon and the local
programme. Sure start offers key staff allocated according to need and as appropriate uses
other agency input and support. Services include family support workers across all
programmes, which provides support for young and/or vulnerable mothers, a key worker
system of individual support for women or children, crèche and play workers to support
attendance at groups and to support the parents relationship with the child.
4. Outreach
Hillingdon has invested in a Primary Well being Pilot project to promote the emotional health
and well being of primary school aged children. The pilot includes in-service training for
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teachers, parent information sessions, whole class ‘circle time’ sessions and individual work if
required.
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Awareness raising
The council has a full complement of advertising, using a range of different media in
appropriate community languages, and its website carries regularly updated information about
anti domestic violence services. The council pro-actively promotes awareness raising events
such as White Ribbon Day.
Domestic Violence forum produces a range of information for women and agencies including
help cards for women with key agency details and posters with anti domestic violence
messages.
HAVS produce a newsletter, which features community news, training and funding
opportunities.
Training
The council is rolling out multi agency D V Training to develop a more effective, standardised
response to clients that are fleeing / experiencing or concerned about domestic violence
across the borough.
Providing training is a key way of supporting agencies to develop their services.
Multi-agency 2-day courses run every month and provide training to a wide range of
statutory and voluntary sector agencies.
The Community Safety Unit and Hillingdon Housing. Domestic Violence Coordinators also
assist in the development of customised courses for agencies or departments. Training is
linked to relevant agency policies, procedures and protocols.
The Probation Service has recently introduced a system that identifies perpetrators of
domestic violence to attend a 30+ week course based on the Duluth Model. This course is
focused on addressing the needs of victims and witnesses through a consultative process.
Co-ordination
The council have employed a full time Domestic Violence Coordinator within housing to work
with the various agencies delivering services to victims and ensure that the service is
seamless and addresses the needs of service users.
A Domestic Violence Pack is being developed to include a directory of all local agencies, as
well as similar information from neighbouring Local Authorities – this will be distributed to all
agencies taking part in the multi –agency training and to services involved in the provision of
domestic violence services across the borough.
SBHA services carry out risk assessments and support planning. These tools, agreed with
the client, inform and direct the service they receive. In addition, the local police have
adopted a generic assessment tool that is used throughout frontline services – it is used to
assess risk of perpetrators as well as to build towards Safety Planning for victims.
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Local context
The Housing Services conducted a mapping exercise (as detailed above) of
the services currently available within the borough.
The areas used as a guide during the mapping exercise were those indicated
in the guidance document published by the home office in December 2004 to
assist local authorities with developing domestic violence strategies.
This allowed for a comprehensive gap analysis to be conducted.
The key findings of the gap analysis were:
Presently, the complex nature of domestic violence defies the necessity for
building a systematic way of understanding its impact. Health, Police and the
council’s housing dept have all developed ways to collect data but their
different criteria, modus operandi and the ‘masked or hidden’ issues arising
often reduce compatibility.
Local voluntary organisations operating on limited resources with clients at
crisis point can be reluctant to contribute to mapping exercises as the needs
they identify may then be taken up by rival agencies with the resources to
develop services.
There is a strong commitment to develop good practice and outreach to all
communities. Many organisations have primary concerns with survival, and
reaching targets and these qualities can contribute to minimise ‘thinking out
side the box’, which is important to enable the power-sharing roles in
partnership working, with a view towards prevention.
However, more work is needed to develop a clear picture of the level of
understanding of this crime within the community as a whole.
Violent relationships often become more violent over time. While it is
impossible to predict with any degree of certainty when relationships will
escalate to lethal violence, researchers have identified some common factors.
The police have taken a strong initiative in adopting a new assessment tool
that they consistently use for domestic violence cases. This has resulted in
more effective ways to determine the lethality of perpetrators, as well as
providing earlier intervention by the agencies they refer victims to.
This tool is being shared and developed with other agencies through multi
Agency DV training and will be instrumental in developing a common
assessment tool. It is compatible with adult and child protection procedures.
Many agencies are moving toward a common assessment tool, indicating that
in the future the information they share will be more meaningful and enable
more effective referrals.
Until then, there is no common assessment tool in place.
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Agencies working within the borough with victims of domestic violence record
and use their own statistics for development purposes and to ensure that
service delivery is meeting local need. There is no commonality across the
agencies at this stage, and the statistics are not combined. This is a key area
that the domestic violence forum is committed to addressing.
In the meantime, there is no common statistical recording, or gathering
and using of any statistics that are recorded.
The police have worked in partnership with local business to develop third
party reporting sites with the aim of increasing reportage of domestic violence,
homophobic behaviour and hate crimes. The police, representatives from the
Council and Democratic services regularly attend the DV and LGBT Forums
in order to develop links with local associations, clubs, volunteer groups to
raise awareness and to address the issues arising about abuse within gay
and lesbian relationships. There is anecdotal evidence that social pressures
contribute to the reluctance of these groups to declare incidents.
Despite the work carried out as above, at this stage, there is no firm
evidence about male and same sex victims of domestic violence
Members of the DV Forum benefit from regular updates of research
developments and Good Practice but this is not sustained over the entire
health / housing sector. Research based developments can outstrip common
knowledge so that many outmoded attitudes and responses continue to
prevail. There have recently been good initiatives that reach out to
marginalised groups within the borough.
Despite this however there are still gaps in service provision across the
borough for all victims of domestic violence
We are at an early stage of rolling out the monthly DV training process (to be
reviewed in December ’05). There has been a good response to this training
package from Housing & social services, Youth offending, Links and
Voluntary organisation so far. Although the DV Training programme is freely
available to all DV Forum members, it is also run on a roll-on format, which
offers flexibility and choice and is set out in a way that allows for planning by
management.
This demonstrates that whilst there is an encompassing training
package, not all departments are signed up to it.
The CPS has adopted a new policy that will encourage agencies to have a
more joined up approach to supporting victims. Advocacy services are being
developed to provide legal support to victims on a voluntary basis.
Magistrates rely on information provided by the prosecution authorities. Their
legal advisors have been trained and on-going training is also provided for
staff and magistrates in areas such as victim awareness & support, how to
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issue bail etc. Systems have been introduced that promote the safety of
victims.
The Uxbridge Magistrates Court works closely with the Witness Service and
has developed facilities to protect victims that appear in court.
Despite this there is no agreed approach to supporting victims through
the legal process.
Although there have been examples of Perpetrator Prevention Interventions
across South East / London regions such as Camden Safety Net and the
Living Without Violence Prevention Programme in Brighton, funding is difficult
to identify and maintain. These programs have thorough assessment
processes and have support programmes for the family, victims and
witnesses that run alongside the corrective behavioural group work that last
36 weeks. Local agencies that develop successful prevention programs
services in the future will contribute to reducing costs.
Despite this there is no agreed approach to dealing with perpetrators.
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Key Deliverables:
From the mapping exercise and gap analysis, the key deliverables for this
strategy focus on the following main themes:
• Raising Awareness
• Improving service provision and access to it.
• Improving information sharing and data management
• Developing legal, civil and criminal justice responses.
• Perpetrator Work
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Raising awareness:
Why a priority?
Despite the targeted campaigns on domestic violence by the government,
voluntary sector and police, and the increased visibility of domestic violence
through the media coverage it now receives; there persist many
misconceptions surrounding domestic violence that affect how victims are
perceived, and that lead to perpetrators being excused their actions.
Research shows that some young people think that violence to a partner is
acceptable in some circumstances. For many a level of violence in their lives
is commonplace and accepted as inevitable.
In order for the society we live in to confront domestic violence a basic level of
understanding of the issues surrounding it must be reached.
Lack of recognition of domestic violence within Hillingdon, and lack of
awareness of the services that exist to deal with it have lead to under
reporting and under recording of the true extent of domestic violence.
There are two aspects to ensuring that domestic violence is recognised by
society:
• Awareness of the general public,
• Awareness of those working with people who may be affected by domestic
violence, targeted at different groups including the public, victims and
perpetrators.
Our key actions to address this area will be:
• Public awareness:
• Training for staff:
‣ To work with local media to raise awareness.
‣ To ensure there is clear accessible information
provided to the public. (Creatively placed)
‣ To build on national campaigns, and incorporate
them into local strategy.
‣ To do outreach work in schools and local
businesses as part of a raising awareness
campaign
‣ To ensure a consistent message is given to the
public by all partner agencies regarding domestic
violence.
‣ To hold regular information events for practitioners
& staff
‣ To provide information to agencies via a newsletter
‣ To provide cross borough multi agency training
‣ To ensure domestic violence training links with
agency training plans and staff development
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Improving Service provision and access to it:
Why a priority?
Our research has clearly indicated the gaps in our service provision in this
area. Refuges and other services within the borough are continuously
oversubscribed and though Supporting People has helped to coordinate the
delivery of services, there are still gaps in this area.
Our key actions to address this area will be:
• Mapping of service provision within the borough
• Providing clear information to all agencies involved in work with victims of
domestic violence on service provision and routes into services within the
borough.
• To widely promote local and national help-lines
• Developing a common risk assessment tool for use across the borough
• Participating in strategic work to tackle domestic violence across West
London partnership, and ensuring this is widely available
• Carrying out ongoing local consultation with service users to continuously
address gaps in service at a strategic level
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Improving information sharing and data management:
Why a priority?
Within Hillingdon there are many agencies working towards reducing
domestic violence, supporting the victims of domestic violence, and increasing
the levels of prosecution.
There is scope to increase the level of joint working that currently takes place,
thus reducing duplication of services and effort, confusion over responsibility,
and the cost that this brings about in terms of human and financial resources.
For a more effective policy where more perpetrators are brought to justice and
more victims supported appropriately it is vital that information is shared and a
common database and method of recording is established.
Our key actions to address this area will be:
• Draw on national and local good practise
• Build on existing local processes (e.g. child protection system)
• Reduce the duplication of services through streamlined communication
• Develop and agree a common tool for reporting incidents of domestic
violence, and monitoring victims and perpetrators.
• Ensure that all agencies have appropriate mechanisms to facilitate the
analysis of this data, and are equipped to incorporate it into the
development of their service.
• Further develop effective and appropriate networks for information sharing.
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Hillingdon Domestic Violence Strategy 08/2005
Developing appropriate legal, civil and criminal responses to domestic
violence:
Why a priority?
The civil and criminal justice system is instrumental in ensuring the effective
protection of women and their children. Its input into this process is threefold:
• It is one of the main mechanisms that can provide abused women the
safety for themselves and their children that they seek.
• It can deliver justice to perpetrators of domestic violence
• It can send a clear message to society that domestic violence is a crime
that will not be tolerated.
Our key actions to address this area will be:
• To promote the training of all those involved in the civil and criminal justice
system.
• To ensure that women have access to appropriate advice and advocacy
services
• To promote effective working relationships between the key domestic
violence support agencies, and the legal and advice service providers.
• To develop domestic violence courts, in line with national good practise
• To promote a supportive approach for women using the civil and criminal
justice system and consistent sanctions for perpetrators
• To implement government proposals on improving the protection of
women
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Hillingdon Domestic Violence Strategy 08/2005
Perpetrator Work
Why a priority?
To date the main body of funding spent, and work done to combat domestic
violence has had a victim focus. This, whilst it has been necessary, has failed
to address the cause of the domestic violence itself, and therefore missed a
key element in preventing its reoccurrence.
To achieve a reduction in repeat victimisation significant focus must be on the
perpetrators. To address this for convicted perpetrators there must be
improved coordination amongst the criminal justice agencies. For non
convicted perpetrators and those who come forward with the wish to address
their own behaviour there should be easier access to specialised, appropriate
programmes.
Our key actions to address this area are:
• Ensure the criminal justice implementation group performs according to
best practice and adapts to new developments
• Investigate ways in which perpetrators can be assisted to change their
behaviour
• Introduce a systematic approach to dealing with perpetrators (check if
exists.
• To implement nationally approved programmes of work with perpetrators
• To ensure women are provided with parallel support services.
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Hillingdon Domestic Violence Strategy 08/2005
DOMESTIC VIOLENCE STRATEGY IMPLEMENTATION PLAN
Action Lead Officer By When
Raising awareness
− To work with local media to raise awareness
Domestic Violence
Forum
September
06
− To ensure there is clear accessible information provided to the public
(creatively placed)
Domestic Violence
Forum
December
06
− To build on national campaigns, and incorporate them into local strategy DV Exec. Committee March 07
− To ensure a consistent message is given to the public by all partner agencies
regarding domestic violence.
Domestic Violence
Forum
September
06
Develop a domestic violence education pack in consultation with the wider domestic
violence forum.
− To do outreach work in schools and local businesses as part of a raising
awareness campaign
− Carry out an evaluation of education work done to measure the impact of the
awareness raised in schools.
2. Improving Service provision and access to it
− Mapping of service provision within the borough
− Providing clear information to all agencies involved in work with victims of
domestic violence on service provision and routes into services within the
borough.
− Developing a common risk assessment tool for use across the borough
Education
December
06
Domestic Violence March 07
Forum Members
Education June 07
Domestic violence
co-ordinators
Domestic violence
co-ordinators
Police & domestic
violence coordinators
December
05
June 06
March 06
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Hillingdon Domestic Violence Strategy 08/2005
− Participating in strategic work to tackle domestic violence across West London
partnership, and ensuring this is widely available
All service providers March 08
Lobby for additional refuge places in the borough
Domestic Violence March 08
Forum
− Carrying out ongoing local consultation with service users to continuously Domestic Violence March 08
address gaps in service at a strategic level
Forum
− To widely promote local and national help-lines All service providers December 06
3. Training
Multi–agency training – continue & review delivery plan
− To hold regular information events for practitioners & staff
− To provide information to agencies via a newsletter
− To provide cross borough multi agency training
− To ensure domestic violence training links with agency training plans
and staff development
− Businesses to send their employees on multi agency training.
Domestic violence coordinators
Domestic Violence
Forum
Domestic Violence
Forum
Domestic violence coordinators
Domestic Violence
Forum
Domestic Violence
Forum
December 05
June 07
September 06
April 05 - March
08
March 06
June 07
4. Improving information sharing and data management
Develop a reporting mechanism on repeat homelessness due to
domestic violence
Develop an information sharing protocol and have it agreed between
key statutory partners
Housing Services March 06
Domestic Violence
Forum
March 07
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Hillingdon Domestic Violence Strategy 08/2005
− Draw on national and local good practice
− Build on existing local processes (e.g. child protection system)
− Reduce the duplication of services through streamlined communication
− Develop and agree a common tool for reporting incidents of domestic
violence, and monitoring victims and perpetrators.
− Ensure that all agencies have appropriate mechanisms to facilitate the
analysis of this data, and are equipped to incorporate it into the
development of their service.
− Further develop effective and appropriate networks for information
sharing.
5. Developing appropriate legal, civil and criminal responses to
domestic violence
− To promote the training of all those involved in the civil and criminal
justice system.
− To ensure that women have access to appropriate advice and
advocacy services
− To promote effective working relationships between the key domestic
violence support agencies, and the legal and advice service providers.
− To develop domestic violence courts, in line with national good practise
− To promote a supportive approach for women using the civil and
criminal justice system and consistent sanctions for perpetrators
− To implement government proposals on improving the protection of
women
6. Perpetrator Work
Review the council tenancy agreement to ensure that there is a specific clause
stating that perpetration of domestic violence by a tenant can be considered
grounds for eviction.
Police March 06
Domestic Violence
Forum
Domestic violence
coordinators
Police & Probation
service
Domestic Violence
Forum
Domestic violence
coordinators
Crown prosecution
service
Crown prosecution
service
Police & Probation
service
September 06
April 05 – March
08
April 05 – March
08
April 05 – March
08
April 05 – March
08
December 07
December 07
December 07
Hillingdon Homes December 05
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Hillingdon Domestic Violence Strategy 08/2005
Ensure the criminal justice implementation group performs according to best practise
and adapts to new developments
− Identify ways in which perpetrators can be assisted to change their
behaviour
− Introduce a systematic approach to dealing with perpetrators
− To implement nationally approved programmes of work with
perpetrators.
− To ensure women are provided with parallel support services
− Ensure the criminal justice implementation group performs according to
best practise and adapts to new developments
Police & Probation
service
Domestic violence
Coordinators
Police & Probation
service
All service providers
working with this group
Domestic Violence
Forum
Police & Probation
service
April 05 – March
08
June 06
June 06
December 07
December 07
April 05 – March
08
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Hillingdon Domestic Violence Strategy 08/2005
Strategy action plan monitoring process.
This strategy was developed in order to ensure that Hillingdon meets national
and regional standards of excellence in responding to Domestic Violence.
Housing services, through their domestic violence coordinator, took the lead in
developing the strategy.
It was instrumental that the members of the Domestic violence executive
committee were closely involved throughout the period of development in
order to involve key partners at a strategic level.
The Domestic violence forum participated in a consultation process on the
draft strategy during its inception.
This collaborative approach to the development of the strategy will be
continued during the 3 years of its operation to ensure that the targets and
time frames are met.
Following the launch of this strategy the Domestic Violence Forum Executive
Committee have taken the lead role in ensuring that targets are met and work
is delivered.
In order to achieve this the action plan and progression of it will be reviewed
quarterly at this group’s meetings.
The executive committee will follow up on all named leads within the action
plan, whilst the domestic violence forum will provide support and information
to all named leads on designated tasks.
All members of the domestic violence forum are signed up to its terms of
reference, which this strategy falls under, and therefore have the opportunity
to contribute to every stage of the strategies implementation.
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Hillingdon Domestic Violence Strategy 08/2005
Appendices.
Appendix 1
Feedback from DV Forum Meeting.
The DV Forum met to review the 2nd draft of this strategy and approved the
key Deliverables by way of a consultation Exercise on 14 th September 2005.
What follows is a summary of recommendations made by the forum, which
have been included within the action plan and strategy:
• The strategy should include an objective to ensure resources are made
available
• Invite and encourage local drama schools, Brunel University to create
teaching packages that could be made widely accessible to young
people, such as 6 th Form, Youth Offenders with a focus upon “Reduce
Stigma = Reduce Crime”.
• Representatives from senior management, directors, cabinet members,
management as well as frontline staff should receive training in basic
awareness of DV and assessment skills when appropriate.
• Multi agency DV Training must essentially continue to be rolled out on
a regular basis and remain free of charge to encourage partner
agencies to attend.
• Promote the 11 points on the BVPI
• The DV Forum is a good example of how partnership can be effective –
the following agencies should be invited if not attending: Health,
Housing (including Residential Social Landlords), Crown Prosecution
Service, Statutory and Voluntary social care agencies, Mental Health,
Police, Civil & Criminal Courts, REAP, Age Concern, Refugee & BME
Organisations, Travellers representatives, Refuge, Benefits, Youth
Offending, Anti-Social Behaviour Teams, Probation and Drug & Alcohol
Teams.
• Attendance coordinated to maximise opportunities for partner agencies
to network and familiarize with diverse ranges of DV related services.
• Pursue a vision that incorporates advocacy support, rehabilitation &
Prevention of perpetrators, Family Therapy to address recovery from
the long term problems attributed to living in intimidating
circumstances, client centred partnership working
• Define responsibilities to help organisations understand their roles and
links
• Supporting People could play an important role
• Basic awareness for GPs, dentists and all hospital departments
• Promote client centred partnership working across the region
• A possible additional key deliverable that addresses the question about
duplication of statistics
• Promote the Sanctuary Scheme to increase options of safety for
victims
• Perpetrator work for men that want to stop abusive behaviours
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Hillingdon Domestic Violence Strategy 08/2005
• Domestic Violence training to be mandatory for all staff that come into
contact with victims, witnesses and perpetrators
• Itemise domestic violence on team meeting agendas so that strategic
thinking is consistently reinforced
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Hillingdon Domestic Violence Strategy 08/2005
Appendix 2
Best Value Performance Indicators
Actions Against Domestic Violence
Purpose/Aim
The purpose of this BVPI is to assess the overall provision and effectiveness
of local authority services designed to help victims of domestic violence and
prevent further domestic violence.
Description
The percentage of the following questions to which a local authority can
answer ‘yes’. (To answer ‘yes’ the local authority must have fully achieved to
goal described; it is not enough that the authority is working towards the goal.)
1. Has the local authority produced a directory of local services that can
help victims of domestic violence?
2. Is there within the local authority area a minimum of 1 refuge place per
ten thousand population?
3. Does the local authority employ directly or fund a voluntary sector
based domestic violence co-ordinator? (For district Councils of fewer
than 35,000 households, the responsibility for co-ordinating domestic
violence can be designated within the job description of an existing
senior officer. For District Councils that contribute to a county-wide coordinator,
see definition.
4. Has the local authority produced and adopted a multi-agency strategy
to tackle domestic violence developed in partnership with other
agencies?
5. Has the local authority support and facilitate a local multi-agency
domestic violence forum that meets at least 4 times a year?
6. Has the local authority developed an information-sharing protocol and
had it agreed between key statutory partners?
7. Has the local authority developed, launched and promoted a
‘sanctuary’ type scheme to enable victims and their children to remain
in their own home, where they choose to do so and where safety can
be guaranteed? (For smaller district authorities, or fewer than 35,000
households this can be arranged in partnership with neighbouring
authorities)
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Hillingdon Domestic Violence Strategy 08/2005
8. Has there been a reduction in the percentage of cases accepted as
homeless due to domestic violence that had previously been re-housed
in the last two years by that local authority as a result of domestic
violence?
9. Does the council’s tenancy agreement have a specific clause starting
that perpetration of domestic violence by a tenant can be considered
grounds for eviction? (For local authorities that have transferred their
housing stock, the clause should be contained in LSVT organisations’
tenancy agreement.)
10. Has the local authority funded and developed a domestic violence
education pack in consultation with the wider domestic violence forum?
11. Has the authority carried out a programme of multi-agency training in
the last twelve months covering front line and managerial staff in at
least two of the following groups: housing staff, social services staff
providing services in the local authority area; education staff; health
staff; and front line police officers?
Definition
1. The directory must list both statutory and voluntary agencies that can
provide emergency housing, advice (welfare, housing and legal),
counselling and support, and include any local women’s aid contact
details and the National Domestic Violence Helpline. It must be widely
distributed and updated at least every 2 years. A directory should be
available for each district and not just county level, as a minimum it
should be available on the local authority’s web-site. A directory for
services that work with victims of domestic violence can be provided
separately from the Directory for Victims of Domestic Violence.
2. ‘Places’ means the number of rooms providing bed spaces for a
woman and her children. Rooms not normally designated, as
bedrooms should be counted towards the total. ‘Refuge’ means
emergency accommodation for women and children who have been
referred for help having experienced threats to their physical safety. It
must provide help, advice and advocacy support as well as being part
of an integrated local approach involving partnership with other local
and statutory bodies.
3. Calculate ‘Local Authority population’ using the latest ONS mid-year
estimates.
4. The co-ordinator should be employed at a local authority level (see
exemption below) and have responsibility for strategically co-ordinating
domestic violence issues throughout the local authority area. Where
funding has been provided to the voluntary sector or local area. Where
funding has been provided to the voluntary sector or local partnership
to employ a co-ordinator this will meet the definition as long as their
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Hillingdon Domestic Violence Strategy 08/2005
role remains to co-ordinate work in both the statutory and voluntary
sectors across the area covered by the local authority. Exemption in
cases where District Councils fun a county-wide co-ordinator the
District Council will meet the requirements of this BVPI if the
responsibility for ensuring that any county-wide work is implemented at
a district level is included in the job description of an existing senior
officer for that district.
5. The strategy should have been developed in partnership with all
relevant statutory and voluntary partners. It should be supportive of,
and aligned with, the authority’s Crime and Disorder Reduction
Strategy (CDRP). The strategy should cover a 3-year period with an
action plan reviewed annually. The action plan should contain at least
50% outcomes that are SMART and include a section on how the
needs of BME communities will be addressed. A Chief Officer and an
Executive member in the authority should have been allocated
responsibility for its implementation.
6. The forum should have a mix of statutory and voluntary sector
representatives at a senior enough level to aid the implementation of
decisions and the strategy action plan. The forum should be formalised
as part of the Crime and Disorder Partnership.
7. The information-sharing protocol must facilitate the exchange of
information to enable domestic violence to be effectively tackled across
all statutory agencies. Key statutory agencies are defined as the
Police, Health, Housing, Social Services and Education. The protocol
will also provide an opportunity to implement Homicide Reviews where
appropriate. It must ensure that confidentiality and victims safety is
protected.
8. A sanctuary type scheme must provide security measures to allow the
woman to remain in her home where she chooses to do so, where
safety can be guaranteed and the violent partner no longer lives within
the home. It must be available across tenures where the landlord of a
property has given permission for the work to be carried out. It must
consist of additional security to any main entrance doors to the
accommodation and locks to any vulnerable windows. Wherever
possible it must provide a safe room in the home secured with a solid
core door and additional locks. It is essential that this service be only
provided where it is the clear choice of the victim. The scheme should
be implemented through partnership with the police and/or the
voluntary sector that could provide supplementary support. It may be
provided directly by the local authority or through a third party funded
as part of the local authority’s homelessness prevention work through
grants that may be available for crime reduction initiatives.
9. The indicator is met if there is a percentage reduction in homelessness
acceptances due to domestic violence. Acceptances who were
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Hillingdon Domestic Violence Strategy 08/2005
previously homeless in another local authority area should not be
included. Reductions achieved in preventing repeat homelessness
should be clearly linked to positive measures adopted to provide
genuine alternatives for women to either remain in their own home or
be placed in alternative accommodation, removing the need to become
homeless. Alternative accommodation may be secured by arranging a
reciprocal property with another social landlord, or a safe management
transfer. Any options or measures to prevent repeat homelessness
must only be taken with the full consent of the victim of domestic
violence.
10. Any clause should make clear that evidence of domestic violence for
eviction purposes does not need to rely on a criminal charge. Evidence
may be based on a possession action using civil evidence.
11. The domestic violence education pack must have been specifically
designed for use in schools and with youth groups. It must aim to
challenge attitudes of tolerance to violence and help young people to
achieve positive relationships based on mutuality and respect. Schools
and youth groups cannot be forced to run a programme on domestic
violence but the pack must be easily available and actively promoted.
Schools should be encouraged to use the material as part of their
PSHE or Citizenship curriculum.
12. The training programme must cover domestic violence awareness
training, the legal framework, information sharing, and who provides
what services to victims of domestic violence with referral and contact
points. The programme should be developed in consultation with the
Domestic Violence Forum and reviewed by the forum annually.
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Appendix 3
Hillingdon Domestic Violence Strategy - Gap Analysis 2005
Service
requirement/aspect of
domestic violence to
address
Preventative work within
education (raising
awareness)
Linked to BV 225 (Q10) –
Has the local authority
funded and developed a
domestic violence
education pack in
consultation with the wider
domestic violence forum?
Current Position Excellent Position Action required to address Gap
Identified within the
council’s Domestic
Violence policy.
2 officers have attended
training for Westminster
Domestic Violence
intervention project.
Have developed and published a pack for
schools on Domestic violence prevention,
both in secondary and primary. This should
comprise inset training days for all school
staff and in-depth training for nominated
teachers.
Pack will have features of Westminster
model, as well as any other necessary local
variations.
All schools to have received training and be
implementing project.
The education pack must have been
specifically designed for use in schools and
with youth groups.
More schools to accept training
and allocate resources to allow
project to be implemented.
“Training the Trainer” Parent skills
courses offered to parent
educators from all agencies.
Work with local media to raise
awareness.
Ensure that clear accessible
information is creatively provided
to the public.
Outreach work in schools and local
businesses as part of raising
awareness campaign.
Evaluation of education work done
to measure the impact of
awareness raised in schools
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Corporate Social
responsibility and the
employers role
Linked to BV 225 (Q4) –
Has the local authority
produced and adopted a
multi-agency strategy
developed in partnership
with other agencies?
Linked to BV 225 (Q5) –
Does the authority support
and facilitate a local multiagency
domestic violence
forum that meets at least
four times a year?
Lancaster counselling
service for staff
Multi-agency strategy is
currently being
developed and will be
completed in Q3 05. All
Domestic Violence
Forum members will be
consulted in the process.
The council supports and
facilitates the Domestic
Violence Forum that has
been in place since 1996
and meets 6 times a
year. The DV forum
retains a degree of
independence with a
chair elected from the
voluntary sector. The
local domestic violence
co-ordinators work very
closely with the forum,
and have an input into
determining their annual
work programme.
Promotion of good practise for employers
on Domestic Violence and the workplace
across the borough, involving local
businesses in promoting help lines and
services imaginatively.
Businesses to send their employees on
multi agency training.
Holistic, multi-agency wrap-around service
with an efficient Information Sharing
Protocol that is focused upon prevention of
domestic violence and protecting victims
and witnesses and developing work and
research on perpetrators of domestic
violence.
Full representation on the Domestic
Violence Forum by all statutory and
voluntary agencies.
Progress action to be delivered
through Local Strategic
Partnership work.
Promote domestic violence training
for Human Resources and
Personnel departments
Multi-agency Domestic Violence
Training
Developing Advocacy services
Strategy document & action plan to
be implemented.
Continue to consult with Domestic
Violence forum – sharing research
evidence of good practise, whilst
developing links to relevant
services that come into contact
with domestic violence.
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Supporting women through
the legal system
Support systems available
specifically for children
CPS/police have a
positive charge protocol
in the absence of victim.
There is a police victim
care unit with positive
intervention procedure.
Victim Support Service
have/are addressing
these needs
Fast track/specialist DV court.
Access to solicitors
Advocacy Service.
Information raising awareness of domestic
violence made accessible to minority
groups.
Improved support to parents through
targeted services.
Early intervention and protection –
improved information sharing, common
needs assessment framework, assignment
of lead professional for children in multiple
risk, and multi disciplinary teams in
schools.
Work force reform strategy.
Create accountability & integrated local
services.
Establish a fast track/specialist
Domestic Violence court with
access to solicitors
Advocacy Service with training
made available to relevant
agencies.
“Training the Trainer” Parents
Skills Course offered to Parent
Educators across all disciplines
and agencies.
Multi-Agency Domestic Violence
Training – including governing
bodies, executive & councillor
representatives. Also to Human
Resources and Personnel
departments.
Crisis support/outreach to
perpetrators
No current provision
Murder Reviews.
Training programme on how to challenge
perpetrators, community perpetrators
programmes linked into Multi Agency
Public Protection arrangements, support
group for partners
Outreach to relevant individuals
within statutory / voluntary
agencies to develop a service that
addresses the behaviour of
perpetrators whilst protecting
victims and witnesses
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Hillingdon Domestic Violence Strategy 08/2005
Telephone advice / contact
line for women &
Information provision to
victims
Linked to BV 225 (Q1) –
Availability of directory of
local services that can help
victims of domestic
violence.
Work/refuges specifically
targeting marginalized
groups within the borough
(e.g. prostitution, travellers,
Black & Minority Ethnic
groups)
Linked to BV 225 (Q2) –
Availability of a minimum of
1 refuge place per ten
thousand population.
Guidelines for health care
workers
Police have a witness
care unit for this purpose
in addition to the liaison
with the Crime
Prevention Unit
Housing D V Coordinator
currently developing a
directory of local services
Police have recognised
the gap but have not
structured a targeted
programme for these
groups yet.
Some work on this has
been done through the
health and crime group
Primary Care Trusts
follow statutorial
guidelines.
Publicise national lines widely, have local
information lines set up & also widely
publicised. Creative use of advertising
services, as previous.
A domestic violence directory providing
information, contacts and criteria of work of
support agencies in and around the local
area.
Specialised support services/workers
operating within existing teams with these
client groups, tied in to existing services.
Development of Domestic Violence policy
and good practise guidelines, training of all
health professionals, implementation of
guidelines, including operation of routine
enquiries, proactive role for Primary Care
Trusts in local multi agency work on
Domestic Violence.
Share resources to improve
training of voluntary services e.g.
Equal Opportunities.
Media to promote new D V
directory and service provision.
Develop links with neighbouring
local authorities to provide detailed
account of local services for
persons fleeing domestic violence.
Develop 3 rd Party Reporting sites
across the region.
Develop Advocacy training /
services.
Outreach projects to encourage
members of minority groups and
raise awareness of domestic
violence.
Multi Agency Domestic Violence
Training.
Promote Core Definition of
domestic violence.
Accident &Emergency
provide statistics
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 108
Hillingdon Domestic Violence Strategy 08/2005
Monitoring and regular
consultation with women
Collection and
interpretation of statistical
data
according to statutorial
guidelines.
There is no data to
suggest that women are
consulted about
development of future
services across the
borough.
Although individual
agencies do collect data
to support effective
domestic violence action,
there is need for a
coordinated collection &
reporting process.
Building consistently upon links with local
voluntary agencies that comer into contact
with victims and encourage feedback and
representation for the domestic Violence
Forum.
The Domestic Violence forum is
investigating choosing a preferred Common
Monitoring program which will use software
packages that are capable of collecting
data from multiple and varied sources.
There are cost implications in this that need
to be resolved.
Mapping of service provision within
the borough.
Develop a reporting mechanism on
repeat homelessness due to
domestic violence.
Draw on local and national good
practice.
Build on existing local processes
such as Child Protection system.
Linked to BV 225 (Q8) –
Has there been a reduction
in the percentage of cases
accepted as homeless due
to domestic violence that
had previously been rehoused
in the last two
years as a result of
domestic violence (repeat
homelessness)
There is no data
available through
Accident & Emergency
Services.
The data is being
collected by Housing
Services since April
2005. However, there is
no data for the previous
year for a comparative
analysis to be carried out
yet.
Ensure that all agencies have
appropriate mechanisms to
facilitate the analysis of data, and
are equipped to incorporate it into
the development of their service.
Further develop effective and
appropriate networks for
information sharing.
Reduce the duplication of services
through streamlined
communication.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 109
Hillingdon Domestic Violence Strategy 08/2005
Joined up approach and
info sharing
Linked to BV 225 (Q3) –
Whether the local authority
employs directly or funds a
voluntary sector-based
domestic violence coordinator
Linked to BV 225 (Q6) –
Whether the local authority
developed an informationsharing
protocol and had it
agreed between key
statutory partners.
Outreach
services/community
relevance.
2 co-ordinators are
employed at local
authority level and one of
them has responsibility
for strategically coordinating
domestic
violence issues within
the borough.
No protocol agreed.
There is a floating
support service in the
borough as well as an
outreach service
provided by the
Community safety Unit
domestic violence
coordinator. Voluntary
organisations provide
community based routes
into services
Social service awareness of CP issues
recording DV etc. Develop an information
sharing protocol, which is agreed between
key statutory partners.
Multi agency training
To facilitate the exchange of information
between the police, health, housing, social
services and education
Multi agency training to increase
awareness of services available, and to
ensure that staff working in this field are
able to set realistic expectations and
outcomes with their clients of the services
available.
Wide reaching service accessible by all
sections of the community.
Use police risk assessment tool as
basis for joint Risk Assessment
Promote information exchange
through multi agency training and
maximising attendance at
domestic violence forum.
Develop an information sharing
protocol.
Research within the community
and service user groups to identify
gaps in service provision.
Consideration of further
development of new services, or
building on existing ones.
Linked to BV 225 (Q7) –
Whether the local authority
has developed, launched
Housing Services in
partnership with the
Metropolitan Police,
Increased publicity as to options
available to victims of domestic
violence.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 110
Hillingdon Domestic Violence Strategy 08/2005
and promoted a ‘sanctuary’
type scheme to enable
victims and their children to
remain in their homes,
where they choose to do
so and where safety can
be guaranteed.
Others
Hillingdon Homes &
Shepherds Bush
Housing Association
developed and launched
the scheme in July 2005.
Monitoring of Sanctuary Scheme
performance and perceptions in
relation to neighbouring boroughs.
Linked to BV 225 (Q9) –
Whether the council’s
tenancy agreement have a
specific clause stating that
perpetration of domestic
violence by a tenant can
be considered grounds for
eviction.
Hillingdon homes
tenancies have a clause
that stipulates that
persistent anti social
behaviour will lead to
eviction. This includes
violence against people
living within the home.
The clause should make clear that
evidence of domestic violence for eviction
purposes does not need to rely on a
criminal charge. Evidence may be based
on a possession action using civil evidence.
Hillingdon homes to ensure this
clause is in place and used
effectively.
Linked to BV 225 (Q11) –
Whether the local authority
carried out a programme of
multi-agency training in the
last 12 months covering
front line and managerial
staff in at least two of the
following groups: housing,
social services, education,
health staff and front line
police officers
Multi agency training,
that fulfils this criteria has
been in place since June
05
The training must cover domestic violence
awareness training, the legal framework,
information sharing & who provides what
services to victims with referral and contact
points. The programme should be
developed in consultation with the Forum
and reviewed by the forum annually.
Training programme to be
reviewed after 6 months.
Following the review steps to be
taken by facilitators to needs of
subscribers are met.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 111
COUNCIL WORKFORCE PLAN 2005 – 2015 ITEM 5
Contact Officer
Papers with this report
Roger Hackett/Pacey Cheales
01895 250579 / 250118
Appendices A & B- attached
SUMMARY
In July 2005 the Cabinet approved the workforce strategy 2005-15. Officers were ask
to develop a more detailed Workforce Plan, which would set out the actions and
targets needed to support the Workforce Strategy. The plan is set out in this report.
RECOMMENDATION
That Cabinet approve the Workforce Plan
REASONS FOR OFFICER RECOMMENDATION
Cabinet endorsement is needed so that it is clear that the plan as well as the
strategy has been formally adopted by the council.
OPTIONS AVAILABLE
To not or not adopt the Strategy
INFORMATION
Background
1. In July 2005 the Cabinet approved a Workforce Strategy for 2005-15
2. Within the context of the vision, values and Community Strategy priorities set
out in the Council Plan, the Workforce Strategy for 2005 – 2015 identifies four
strategic themes that will drive a high performing workforce and council:
Clear Vision and Leadership
Modernisation and Improvement
Attract and Retain High Calibre People
Continuous Learning and Improvement
3. These strategic themes emerged from an analysis of external factors, the
current workforce, organisational issues as well as the future direction of the council.
The final section of the Strategy sets out a number of top-level objectives for each of
the four strategic themes.
4. The 10 year Workforce Strategy needed to be underpinned by a Workforce
Plan that translates the four themes into a number of tangible actions and targets.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 112
The details of this Workforce Plan have now been developed by officers and
includes a number of existing HIP People Management deliverables as well new
issues that have been highlighted in the Workforce Strategy. The Workforce Plan
ensures that
• leadership and accountability for implementing the Workforce Strategy and Plan
is clearly and effective allocated amongst officers.
• the practical implementation of the Workforce Strategy and Plan fit with the
council’s existing strategies and priorities.
• Employers are seeking to provide more quantative performance measure into
their people management arrangements. This is in order to see how well this
critical area is being managed both from a VFM perspective and against good
practice. The plan sets out those areas that it is proposed that data be regularly
collected and monitored .There are various models being considered and the one
used in the plan is based upon a model being developed by the ALG.
CORPORATE CONSULTATIONS CARRIED OUT
Corporate Finance comments
5. There are no direct financial implications arising from this report. However, as
staffing costs within the authority excluding schools totals £115m the proper planning
for staffing requirements is a crucial part of the medium to longer term financial
planning for the authority. If it is successfully implemented it should be capable of
generating savings or avoiding extra costs in areas such as recruitment and agency
costs.'
Legal Implications
6. There is a plethora of employment-related legislation and case law which
underpins the relationship between the Council and its employees. The law in this
area primarily focuses on the various rights and obligations of both employers and
employees.
7. The Workforce Strategy is a welcome document as whilst it is based on well
established legal principles, it goes further than strict compliance with the law and it
sets out a framework, which if adopted by the Council, will help to develop good
employment practice and will serve to enhance the relationship between the Council
and its employees.''
Further Consultation
8. Group representatives and the Trade Unions views on both the plan and the
strategy have been sought . The Strategy has been published on Horizon and staff
comments sought
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 113
BACKGROUND DOCUMENTS
Cabinet report 14 th July 2005 (Workforce Strategy)
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 114
DRAFT
APPENDIX A
HILLINGDON WORKFORCE PLAN
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 115
DRAFT
Workforce Plan 2005/2010
The following plan describes how we are going to translate our workforce strategy into actions and targets over the next and
subsequent years based on where we are now, our achievements to date and the challenges we face. It shows how this plan links
to our strategy, our corporate objectives and our staff values. It also highlights the key influences, which the activities are seeking
to address. Although the strategy covers the period 2005/10 the plan concentration on setting targets for the medium term of
2005/8.
This plan will be a developing document with a process of review and change initially led by the HIP people management group.
This will be informed by feedback from internal and external stakeholders and policy changes.
Further work needs to be done to develop S.M.A.R.T. action plans to deliver activities. With these will then come the information to
realistically populate the final three columns. If the document is to achieve the objective of a whole organisation approach then
Board members and their teams need to be involved in deciding the detailed indicators which would for them signal success,
These will also need to be subject to review over the period of the plan as assessment and service changes take place.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 116
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
CLEAR VISION &
LEADERSHIP
Organisational Ownership
Board level leadership on workforce
management. Director of Social
Services & Housing, Champion of
People Management in the council.
Done
Hugh Dunnachie
Increased profile of workforce
at Board level via quarterly
reporting to Management
Board.
Review and clarification of the roles
and responsibilities for workforce
issues between Board, Groups,
Personnel and HIP people,
management team.
Feb.
2006
HIP People
Management
Team
Effective management of both
‘hot’ issues eg disciplinary and
grievance, recruitment and new
initiatives eg job remodelling
and career pathway
development. Delivery of
agreed quantitative measures.
Co-ordination of cross organisational
initiatives to resolve problems
shared across groups.
From
July
2005
Recruitment &
Retention Officer
Council/Hillingdon wide action
plan and projects to address
common initiatives eg level of
agency staffing overseas
recruitment developed as part
of recruitment & retention
initiative work.
Board Members and other
professionals to ensure appropriate
aspects of national initiatives are fed
into the plan.
Ongoing
Board HIP
People
Management
Team
Plan updated to reflect national
initiatives.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 117
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
Effective resource planning
Partnership Planning
Develop a resource plan (financial
and human) to implement this plan.
Develop a partnership plan with
partner organisations and
outsourced providers to take forward
whole Hillingdon issues and
maximise community benefits of
workforce initiatives.
By Mar
2008
HIP People
Management
Team
HIP People
Management
Team
CEO & Service Group Plans
evidence resources committed
to delivering /sustaining
Workforce Strategy and Plan.
Partnership Plan formally
endorsed by all contributing
partners.
Integration of workforce
planning into the
organisation service/team
Clarify and agree workforce related
Group, team and individual
objectives for inclusion in plans and
Padas.
Jan2006
HIP People
Management
Team
Service Planning & PADA
guidance for 2006/7 revised
Ensure through Service and team
plans and Padas all managers
objectives include appropriate
workforce related objectives.
Jan
2006
HIP People
Management
Team
Sample Survey provides
evidence of link between PADA
objectives and workforce
matters
Building Leadership
Competence and capacity
Review ‘Building Hillingdon’s Future’
programme and introduce more high
quality management development
targeted in Y1 at 4 th and 5 th tier
managers.
April 06
Head of Training
& Development
XX% increase per annum in
employee satisfaction with
leaders judged through staff
surveys.
Introduce a qualifications framework
Nov 05
Head of Training
Quality and skills profile of
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 118
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
for leaders and managers.
& Development
managers through 360 degree
feedback benchmarked against
competency framework
Roll out the Leadership
Development programme and
ensure full coverage.
April
2006
Head of Training
& Development
Qualifications framework in
place for management
development of top XXX
managers
Introduce management development
programmes linked to Succession
planning.
To be
advised
Head of Training
& Development
Leadership/management
programme delivered via
modular format encompassing
learning needs identified
through the 360 degree
feedback process.
Introduce the expectation and
opportunities for managers to take
up secondments and job
swops/shadowing with high
performing organisations or services
with the council.
Mar
2007
Head of Training
& Development
Introduce new secondment
arrangement to encourage job
“swop” for XX managers per
annum
Joint working between Social
Services and Housing with PCT
Ongoing
SSD/H and PCT
Current joint working
arrangements continued.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 119
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
Communication of our
values, culture and
objectives
Communicate our vision, values,
culture and objectives through coordinated
staff
communication/briefings
Ongoing
Head of
Communications
Assess success through staff
survey results showing XX%
increase in employee
awareness and recognition.
Improve upward and sideways
communication systems through the
implementation of the Staff Survey
Action Plan in line with its timetable.
Ongoing
HIP People
Management
Team
Values compounded through
including in competency
framework behaviours
Define our workforce management
values.
Done
Completed and reviewed as
part of annual council Plan
refresh
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 120
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
MODERNISATION AND
IMPROVEMENT
In 2005/6 develop and implement
the action plans derived from this
Workforce Plan for the period 2005-
10.
End
2005/6
HIP People
Management
Team
Action Plan agreed HIP People
Management Team
Modern Information
Systems
Through the HR portal of the new
HR/Payroll system provide
managers and staff with the tools
and resources that will enable them
to better manage their people.
By Aug
2008
People
Management
Steering Group
Implementation of new people
management system in line with
project plan and monitor
effectiveness management
information with sample annual
survey of managers
Introduction of self service and
workflow modules of new people
management system and achieve
XX% use of self service modules.
Ensure that the implementation of
the new HR system goes smoothly
and that the planned improvements
in service and efficiency are realised
in line with the agreed project
timetable for 2005/8.
Aug
2008
The People
Management
Steering Group
Agreed project deliverables, cash
and non-cash benefit achieved in
agreed timescales.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 121
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
Complete the Process mapping of
personnel Policies on our intranet
site June 2005.
Done
Inventory of process agreed ad
mapped within agreed
timescales.
Carry out third Staff survey in
Feb/March 2006 in order to assess
culture change and effect upon
employee satisfaction that the
various organisational development
initiatives have made.
June
2006
Personnel
Service
Survey completed on time.
Results evaluated and assets
employee satisfactions and
impact of previous initiatives.
Attractive rewards strategy
and framework
As part of our R&R package we are
committed to:
- Introducing an employer child
Tax Credit System to help
attract and retain working
parents. This will enable
these staff to pay up to £50
per week to registered carers
free of tax and NI. It is
planned to have this scheme
up and running by July 2005.
- Also as part of the Wellness
Strategy to introduce an
improved Private Health Care
Done
Done
Recruitment &
Retention
Officer
Revised arrangement in place for
June 2005 and take up of
scheme monitored annually.
Implementation of new schemes
in July 2005 and July 2006
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 122
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
scheme for staff by July 2005.
Develop proposals for a noncontributory
scheme in
2006/7.
Publicise the Rewards strategy for
2005/6.
End
2006/7
Ongoing
Personnel
Service
Personnel
Service
Personnel
Service
Ensure that the arrangements for
determining Team Bonus pay are
established by the last quarter of
2005/6.
Mar
2006
Arrangements for evaluation to
be in place by the end of 2005/6.
Team Bonus action plan
delivered to agreed timescales.
Linking performance &
rewards management
Amend Pada guidance to
incorporate Team Bonus
arrangement, Whole Job
assessment and succession
planning by end October 2005.
Oct 05
HIP People
Management
Team
New guidance published and
aligned with revised service
planning guidance.
Putting in place mechanisms for
gaining feedback from all levels of
the organisation on what reward
initiatives will be most attractive and
Mar
2006
Personnel
Service
Through 2006 Staff Survey and
periodic online and sample
surveys with staff.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 123
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
ensure staff feel valued.
Improve our management of
performance by revising the Council
behaviour codes and procedures
ensuring that they comply with new
legislative requirements.
Dec
2005
Personnel
Service
Revised performance
management arrangements
endorsed by Management Board
Put in place arrangements to meet
the 2005/6 attendance management
targets of 9 average days.
June 05
to Jan
06
Personnel
Service
Management board and Steering
Group agreement to
arrangements for 2005/6.
Monitoring arrangements in place
for 2005/6
Put in place compliance and
monitoring arrangements for
attendance management.
From
Aug
2005
Personnel
Service
Compliance Report published
Feb 2006. Setting on level of
compliance with key indicators.
Review the changes in conditions of
service introduced in 2004/5 as
there are potentially further savings
in excess of £100k that could be
achieved.
By June
2006
Personnel
Service
Joint agreement with Trade
Unions on revised Conditions of
Service
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 124
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
Equalities & Diversity
Annually monitor recruitment
arrangements to ensure that we
maintain or improve the existing
workforce profile so that it better
reflects the community we serve.
Ongoing
Personnel
Services
Targets for Workforce profile set
annually, monitored and XX%
improvement in workforce profile
achieved per annum.
Publish proposals for Equal Pay
auditing by October 2005.
Oct 2005
Personnel
Service
Proposal published with clear
action plan to address equal pay
within agreed timescales
Review and define more clearly the
competency schedules linked to
knowledge and skills required.
Dec
2006
T&D Section
Revised competencies agreed
Ensure that the action plans in the
Workforce EO monitoring report for
2004/5 are widely published
internally and externally and
implemented in line with the agreed
timetable.
Feb
2006
Personnel
Services
Report published with monitoring
of action plan delivery in place.
Implement the action plan of the
2004/5 Equalities Workforce report
in 2005/6. To ensure that the
workforce reflect the community the
council serves
Ongoing
in
2005/6
Personnel
Service
Implementation of plan agreed
July 2005 XX% of Action Plan
targets/outcomes achieved.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 125
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
Risk management
Include workforce risks in Risk
Register.
Done
Personnel
Service
Include in Corporate Risk
Register
Include identification of workforce
risks in contract performance
reporting from outsourced providers.
For incorporation into shared
workforce planning.
Ongoing
Service
Groups
Included in Group/ Team Service
Plans
Modernisation and
remodelling
Review of job remodelling projects
underway in schools and NHS,
April
2006
HIP People
Management
Team
Report to the HIP People
Management Team agreed
actions
Job remodelling system developed
in the light of lessons learned above,
June
2006
HIP People
Management
Team
Approved by HIP People
Management Team and
implementation plan agreed
Identify criteria for prioritisation of
service areas for job remodelling.
Sept
2006
HIP People
Management
Team
Approved by HIP People
Management Team
Role out programme of remodelling.
2006-8
HIP People
Management
Team
Programme delivered on time,
achieving agreed efficiency and
performance outcomes.
As JDs and person specifications
From
HIP People
Monitoring in place to ensure
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 126
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
are reviewed we will re-write them in
terms of knowledge and skills
required in line with remodelling.
Sept
2006
Management
Team
XX% of jobs aligned with
remodelling objectives
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 127
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
ATTRACT AND RETAIN
HIGH CALIBRE STAFF
Celebrating success internally and
publicising it externally.
Ongoing
Personnel
Service
Continuation of staff recognition
scheme and agreed programme
of publicity and promotion
Working in partnership
Recruit the R&R officer and by the
end of 2005/6 to have implemented
the agreed action programme. This
will include developing better
relationships with colleagues and
other sources of staff for skill
shortage areas and raising the
council’s profile as an employer and
applying the R&R model we have
developed to the skill shortage
areas.
Approved
June
2005
Personnel
Service
Agreed work programme to be
implemented 2005/6, delivering
agreed outcomes, cash and noncash
efficiencies
Attractive staff care
Developing a co-ordinated package
from effective initiatives, which is
publicised internally and as an
attraction tool.
Done
Personnel
Service
Publicise Employee Benefits to
staff and Job applications on
websites. Monitor effectiveness
with sample of employees and
applicants.
Review and roll out pilot recruitment
and retention initiatives, which have
proved effective.
By June
2006
R&R
Officer/Groups
Implementation of agency
worker conversion programme
delivering agreed migrations
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 128
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
In light of demographic data
developing initiatives to attract
workforce groups ie young BME
increasing older workers and
registered disabled.
Annually
volumes and efficiency gains
Quantitative targets to attract
priority groups set, monitored,
reviewed annually and delivered.
Complete the home working pilot in
Legal Services and roll out home
working arrangement in the civic
centre.
By June
2007
HIP Programme
Managers
Increased numbers of home and
mobile workers to target of c
800-900 in civic centre.
Progressing in partnership
with our workplace
Looking at models for workforce
involvement in job remodelling and
developing workforce involvement
in planning. Including unions but
giving a voice to our non-union
workforce by direct involvement.
Sept
2006
Personnel
Service
Targets for workforce
involvement established at all
levels. Employee report
increased levels involvement via
staff survey and sample surveys.
Maximising potential
In conjunction with job remodelling
to begin identifying career pathways
through the organisation based on
knowledge and skill sets.
From
Sept
2006
Personnel
Service
Clear career pathways identified
and publicised to staff and
reported awareness amongst
staff monitored annually.
Revise Pada system to meet the
demands of this plan.
Mar 2007
Personnel
Service
New PADA arrangement
publicised, implemented and
compliance monitored.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 129
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
Attracting the best
Researching models of career
management operating in other
industries and organisations.
Sept
2006
Personnel
Service
Research completed and report
agreed by HIP People
Management Team
Introducing a more systematic
approach to career management
and succession planning based on
revised Pada system.
From
Mar 2007
Personnel
Service
New arrangements published
and implemented and evidence
of improved career management
reported via staff survey and
other sample surveys
Proactive Management of
Temporary Staff
Develop modern apprentice
schemes.
During 2005/6 we will seek to
reduce the level of use of agency
staff particularly in skill shortage
areas by seeking to convert long
term agency staff to direct
employment.
By April
2006
Mar 2006
T&D section
Groups and
R&R Officer
New arrangements in place and
number of agreed modern
apprenticeship’s recruited and
complete modern apprenticeship
with council.
Reduced use in 2005/6
compared to 2004/5, by XX%
and £XX
Monitor the implementation of the
TMP response service during
2005/6 to achieve a continued
reduction in the time taken to recruit
to vacancies.
Quarterly
Personnel
Service
Reducing time taken to recruit to
vacancies by 3 days
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 130
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
Produce quarterly monitoring
reports on exit feedback from
2005/6 onwards.
Quarterly
Personnel
Service
Quarterly Reports produced and
remedial actions implemented to
reduce adverse feedback.
Raising profile, improving
our brand and promoting
Hillingdon as an employer
of choice
Appoint a Head of Communications
to be in post before mid 2005/6.
To produce with Head of
Communications on an internal
communications strategy and
ensure it is published by last quarter
of 2005/6.
Done
Mar 2006
Head of
Communications
Appointment May 2005
Publication of internal
communication strategy.
Ongoing monitoring of improved
effectiveness of workforce
monitoring messages.
Raise employee awareness of the
achievements of the authority so
staff are proud to work for
Hillingdon.
Mar 2006
Head of
Communications
Staff survey feedback evidences
XX% increase in reported staff
awareness.
Raising the Hillingdon profile and
brand as an employer of choice.
Explore use of Apprenticeship
Schemes, Bursaries and career
conventions
First
Phase by
June
2006
Recruitment &
Retention
Officer
Mar 2006 Recruitment &
Retention
Officer
Implementation of Recruitment &
Retention work programme.
Evidence of increased
applications via sample survey of
applicants.
Determine council policy in these
roles
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 131
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
Introduce work experience for
young people
Mar 2006 Recruitment &
Retention
Officer
Partnership works with
Connexions and careers service
on council work. Separate
programme.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 132
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
CONTINUOUS LEARNING
AND IMPROVEMENT
Developing different ways of
learning in the organisation.
Mar
2008
T&D Team
E-Induction rolled out across the
organisation
Mentoring and Coaching
available for staff via the T&D
Team. Monitor of take-up to
ensure fair and equitable access
to learning.
Partnership interagency
working
Developing closer learning
partnerships with other organisations
across Hillingdon and the region.
Mar
2008
T&D Team
Management Development
programme developed, delivered
with neighbouring Boroughs and
the PCT
Developing co-ordinated links with
education establishments to source
potential staff and meet learning
needs.
June
2006
T&D Team
Qualifications delivered by
Borough educational partners
(Uxbridge College). Targets for
number of applicants and new
starters from local education
establish set, monitored and
delivered.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 133
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
Promoting and sharing best practice
within the organisation, with partners
and providers.
June
2006
T&D Team
DASH delivering parts of the
equalities programme involving
the DDA
User involvement
Linking learning with
organisational priorities
Research and develop models of
service user involvement in
recruitment and training.
Reviewing our learning and skills
strategy with input from across the
organisation to ensure opportunities
offered are targeted to deliver skills
and qualifications required for job
remodelling and career pathway
developments.
June
2007
Mar
2006
T&D Team
T&D Team
Report to HIP People
Management Team. Priority
areas for user involvement
identified, targets set and
delivered
A defined Learning and Skills
strategy in place. Targets
established, resources allocated,
monitors in place and evidence
from surveys of staff /managers
that correct skills/qualifications
are being developed.
Ensuring access to learning is linked
to performance and skills
development as identified through
Pada, Career pathway and career
Mar
2006
Personnel
Service
Process and applications for
learning highlight the need to link
to PADA Monitoring in place to
ensure compliance and fair
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 134
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
management systems.
access to learning.
Ensuring managers actively
participate in staff development by
supervising and authorising
development plans.
Ongoing
All People
Managers
Learning identification and
planning process is feed via
PADA. XX% of staff have
development plans
Developing a method of training and
contracting service groups to provide
a range of learning activities eg
coaching learning.
June
2006
HIP People
Management
Team
A range of learning activities
included in Personnel
Development Plans.
We need to ensure that the whole
organisation achieves IIP
recognition.
Done
Accreditation obtained annual
plans to maintain accreditation,
delivered in place
Modernising learning and
development
Improve the development and
promotional opportunities for our
staff by better management of
secondment and project
arrangements.
From
Mar
2006
Personnel
Service and
People
Managers
Implementation and monitoring of
revised arrangements for
secondment
Targets set for staff undertaking
secondment opportunities
internal and externally with
partner organisations. Staff
satisfaction with secondments
reports in annual survey.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 135
DRAFT
Objectives How we will achieve By When Responsibility Indicators of Success
Review and improve our policies and
guidance on secondments, coaching
and mentoring.
Mar
2006
T&D Section
and Personnel
Service
Policy and guidance on
secondments, coaching and
mentoring defined.
Delivering a training programme
using a wide range of intelligent and
flexible learning solutions in line with
our core competency framework and
organisational values.
Ongoing T&D Section Annual Corporate Training
Programme agreed with
Management Board. Managers
and staff evaluations report
training is effective and supports
councils competency/values
framework.
Define and develop an
evaluation/assessment strategy.
June
2006
T&D Section
A corporate evaluation strategy in
place outlining minimum
standards for evaluation of all
learning. Comprehensive
evaluation report on all council
learning reported to management
board.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 136
PEOPLE MANAGEMENT PERFORMANCE INDICATORS SURVEY (1)
APPENDIX B
NAME:
TELEPHONE:
BOROUGH:
E-MAIL:
(Please refer to Notes for Guidance for additional information.)
Section 1: Developing Leadership Capacity
1.1 Percentage of senior managers appraised. ______%
1.2 Percentage of staff that indicate senior management
communicate borough's strategic aims and objectives effectively.
______%
1.3 Percentage of staff that indicate reasons for change are well communicated. ______%
1.4 Percentage of staff that indicate change is well managed. ______%
1.5 Number of managers on leadership/management development programmes. ______
1.6 Average gross training expenditure per Elected Member. £_____
Section 2: Developing the Skills and Capacity of the Workforce
2.1 Average number of 'off the job' training days per employee. ______0.0
2.2 Percentage of employees who have had a performance appraisal. ______%
2.3 Does the performance appraisal produce an agreed development
and training plan? Yes No
2.4 Training spend as a percentage of staff budget. _______%
Section 3: Developing the Organisation
3.1 Employment Tribunals
Total
Won (including withdrawn)
Lost
Settled
________
________
________
________
3.2 Is an employee survey conducted (at least) every two years? Yes No
3.3 Percentage of employees indicating they are satisfied with their job. _______%
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 137
3.4 Percentage of staff that would speak highly of the borough to others. _______%
3.5 Number of reportable accidents per employee. _______
Section 4: Resourcing the Organisation
4.1 Average time taken to recruit. _____days
4.2 Percentage of the workforce the age groups listed:
16 to 24 _______%
25 to 39 _______%
40 to 49 _______%
50 and over _______%
4.3 Voluntary leavers as a percentage of staff in post. _______%
4.4 Average number of vacancies (excluding agency cover). _______%
Average number of vacancies (including agency cover).
_______%
4.5 Percentage of staff leaving within the first a year of appointment. _______%
4.6 Terminations
Total
Early retirements/ ill health retirement
Redundancy
Disciplinary/capability/unsatisfactory probation
Sickness
_______
_______
_______
_______
_______
Section 5: Pay and Rewards
5.1 Single status review
Completed and implemented (100%)
More than 75% complete
Between 50% to < 75% complete
Between 25% to < 50% complete
Less than 25% complete
_______
_______
_______
_______
_______
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 138
5.2 Equal pay audit
Completed
Currently being conducted
Planned and resources identified
Still under consideration
_______
________
_______
_______
Section 6: HR Function
6.1 Average FTE personnel services staff per FTE employees. 1:_____
6.2 Average personnel services salary pay bill cost per FTE employee. £______
6.3 Percentage of employees covered by Investors In People. _______%
6.4 How does the (1) HR strategy (2) workforce plan/strategy link to the borough's strategic
plan:
HR
Workforce
Fully ____ _______
Partially
Not at all
No current plan/strategy
____ _______
____ _______
____ _______
Section 7: Audit Commission Best Value Performance Indicators
7.1 Equality Standards - level achieved. (1 to 5) _______
7.2 Early retirements (excluding ill-health retirements) as a
percentage of the workforce.
_______%
7.3 Ill health retirements as a percentage of the total workforce. _______%
7.4 The proportion of working days/shifts lost to sickness absence. _______days
7.5 Number of staff declaring that they meet the Disability Discrimination
Act disability definition as a percentage of the total workforce.
_______%
7.6 Minority ethnic community staff as a percentage of the workforce _______%
7.7 The percentage of top 5% of earners that are :
Women
From Black And Minority Ethnic Communities
_______%
_______%
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 139
EQUALITY STANDARD FOR LOCAL GOVERNMENT –
AN UPDATE
ITEM 6
Contact Officers Sonia Gandhi 01895 277019
Papers with this report
Appendix - attached
SUMMARY
This report informs the Cabinet of progress on moving through the levels of the
Equality Standard for Local Government (EsfLG). The Equality Standard recognises
the importance of fair and equal treatment in local government services and
employment and has been developed as a tool to enable authorities to mainstream
gender, race and disability into council policy and practice at all levels.
The equality standard broadens the approach to equality and was introduced in
2002. Hillingdon Council stated its commitment to the standard in March 03, and
achieved level 1 in March 04.
The standard is a recognised framework of self-assessment and audit procedures for
equality across the Council and is supported by the Commission for Race Equality,
Equal Opportunities Commission, Disability Rights Commission, the Employers
Organisation, DIALOG, and the Local Government Association.
Although the standard is a self-auditing tool, this can be subject to external audits
and the requirement to present evidence when requested by the Audit Commission
as well as any of the supporting bodies listed above.
RECOMMENDATIONS
The Cabinet is asked to note :
1. the level of the Equality Standard for Local Government the Council is
currently at.
2. the timetable the Council has set to achieve further levels.
3. the current assessment of where we are at the moment.
4. the action that is needed and how that action can be realised.
REASONS FOR OFFICER RECOMMENDATIONS
The EsfLG is a self-auditing tool to ensure that we are delivering excellence in
service provision, employment and community engagement to all our residents in
Hillingdon.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report – 10 th November 2005 Page 140
The Council reached level 1 of the ESfLG by March 04 and has set targets to reach
level 2 by March 06 and levels 3/4 by March 08. It is anticipated that we will meet
Level 2 without difficulty in March and in fact in some areas we are already working
towards level 3.
The EsfLG is an integral part of the Council Plan, and is also one of the national best
value performance indicators.
OPTIONS AVAILABLE
Cabinet may choose to instruct officers to take further action on the checklist or not.
COMMENTS OF OVERVIEW AND SCRUTINY COMMITTEE
The Committee received a presentation from Sonia Gandhi on the report. The
Committee commended the work of officers, especially in relation to Partnership
Working and Civil Ceremonies and requested an update report to come to
Committee at a later date
INFORMATION
1. The ESfLG has five levels. The Council has reached level 1, which
demonstrates commitment to the Equalities agenda, will reach level 2 by March
2006, and is targeted to reach level 3/4 by March 2008.
2. Having reached Level One it will be useful for members to take note of what
the Council have achieved and what is required for level 2.
3. To reach level 2 an authority will need to demonstrate:
Statement
That it has engaged
in an impact and
needs/requirement
assessment
That it has engaged
in consultation with
designated
community, staff and
stakeholder groups
That it has engaged
in the development
of information and
monitoring systems
Evidence
All service areas and corporate services have
completed a full equality impact needs assessment –
on disability, age, race, gender, faith, sexual
orientation and community cohesion
The Council are the lead in the LSP, and have
developed a community strategy with a theme group –
Opportunities for all. This group has a responsibility to
monitor key equality measures for across the Borough.
Through this partnership the Council shares equality
documents such as the Race Equality Scheme with
stakeholders, staff and representative forums
The Council has a diverse range of methods of
engagement with detailed monitoring forms, e.g. the
contact centre with reporting systems such as the
CRM and documents such as Hillingdon Profiles. To
ensure staff data is up to date the Council are
undergoing a data cleansing exercise by June 06
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report – 10 th November 2005 Page 141
That it has engaged
in an equality action
planning process for
employment, pay
and service delivery
That it is developing
a system of selfassessment,
scrutiny and audit.
All of the equality assessments have given rise to
detailed action plans for every service area. In
addition, the Council annually commission an external
specialist to devise a workforce monitoring report. This
report provides recommendations and action for
employment and pay. These recommendations form
the basis of the workforce strategy
The Corporate Equalities and Diversity Group receive
monitoring reports from service area equality groups
on how the services are performing against their
equality action plans.
There is also detailed monitoring of comments and
complaints through the Contact Centre.
CORPORATE CONSULTATIONS CARRIED OUT
Corporate Finance Comments
4. There are no financial implications relating to this report
Legal Implications
5. As is stated in the body of the report, the Equality Standard is a self-auditing
tool to ensure that the Council is delivering excellence in service provision,
employment and community engagement to all Hillingdon residents.
6. There is a variety of legislation which underpins the Council's equalities and
diversity agenda. Cabinet will recall that at its October meeting, it considered a report
on the Council's Corporate Equalities and Diversity Plan which set out a summary of
this legislation.
7. Achievement of the various levels of the Equality Standard will not only help
the Council to demonstrate that it is securing fair and equal treatment in its services,
employment practices and community engagement but it will also assist the Council
in meeting its various statutory obligations and therefore minimise the risk of
successful legal challenges being brought against it
BACKGROUND DOCUMENTS
Nil
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report – 10 th November 2005 Page 142
APPENDIX A
Equality Standard for Local Government – an Update
1. Briefing on the Equality Standard for Local Government
The Equality Standard recognises the importance of fair and equal
treatment in local government services and employment and has been
developed as a tool to enable authorities to mainstream gender, race and
disability into council policy and practice at all levels.
The equality standard broadens the remit of the “Racial Equality means
Quality” and was introduced in 2002. Hillingdon Council stated their
commitment to the standard in March 03, and achieved level 1 by June 04.
The standard is a recognised framework of self-assessment and audit
procedures for equality across the Council and is supported by the
Commission for Race Equality, Equal Opportunities Commission, Disability
Rights Commission, the Employers Organisation, DIALOG, and the Local
Government Association.
Although the standard is a self-auditing tool, this can be subject to external
audits and the requirement to present evidence when requested by the
Audit Commission as well as any of the supporting bodies listed above.
The Equality Standard
The Equality Standard is a framework that sets up a way of working within
local authorities which will make mainstreaming equalities into service
delivery and employment an issue for all aspects of the council’s work.
Using five levels, authorities will introduce a comprehensive and
systematic approach to dealing with equalities. These levels cover all
aspects of policy-making, service delivery and employment.
The Standard will:
• Provide a systematic framework for the mainstreaming of equalities
• Help local authorities to meet their obligations under the law
• Integrate equalities policies and objectives with Best Value
• Encourage the development of anti-discrimination practice appropriate
to local circumstances.
• Provide a basis for tackling forms of institutionalised discrimination.
• Provide a framework for improving performance, over time.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 143
APPENDIX A
Putting the Equality Standard in place
The standard builds on the principles of:
• Quality
• Leadership
• Community involvement.
Local authorities will be able to assess their progress based on five levels:
Level 1: Commitment to a Comprehensive Equality Policy
Level 2: Assessment and Consultation
Level 3: Setting equality objectives and targets
Level 4: Information systems and monitoring against targets
Level 5: Achieving and reviewing outcomes
Extending equalities – beyond gender, disability and race
The Standard provides a framework that can be easily extended to antidiscrimination
policies for age, sexuality, class and religious beliefs. Local
authorities can readily adapt the principles to these other categories of
equality by extending their equality objectives, targets and monitoring
systems. These additional equality objectives, which should be consistent
with published guidelines on age and sexuality, would be driven through
the self-assessment procedure and would effectively become part of the
Best Value process.
2. The Equality Standard for Local Government: Moving up the
Levels.
The ESfLG has five levels. The Council have reached level 1 and have a
target to reach level 2 by March 2006, level 3 /4 by March 2008.
Most London Councils have already reached level 3, with many
approaching level 5.
Having reached Level One it will be useful for members to take note of the
next levels.
The Equality Standard Level 1: Commitment to a Comprehensive Equality Policy
An authority must have adopted a comprehensive equality policy that commits it to
achieving equality in race, gender and disability through:
Improving equality practice at both corporate and departmental level
Earmarking specific resources for improving equality practice
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 144
APPENDIX A
Equality action planning and equality target setting within all departments and
service areas.
Systematic consultation
A fair employment and equal pay policy
An impact and needs/requirements assessment
Progress monitoring
Audit and scrutiny
The Equality Standard Level 2: Assessment and Consultation
An authority will need to demonstrate:
That it has engaged in an impact and needs/requirements assessment
That it has engaged in consultation with designated community, staff and
stakeholder groups
That it has engaged in the development of information and monitoring systems
That it has engaged in an equality action planning process for employment, pay
and service delivery
That it is developing a system of self-assessment, scrutiny and audit
The Equality Standard Level 3: Equality Objectives and Targets
An authority will need to demonstrate:
That it has completed a full and systematic consultation with designated
community, staff and stakeholder groups
That it has set equality objectives for employment, pay and service delivery
based on impact/needs assessments and consultation
That equality objectives have been translated into action plans with specific
targets
That it is developing information and monitoring systems that allow it to assess
progress in achieving targets
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 145
APPENDIX A
That action on achieving targets has started
The Equality Standard Level 4: Information Systems and Monitoring against
Targets
An authority will need to demonstrate:
That it has developed information and monitoring systems that allow it to assess
progress in achieving targets
It is measuring progress against targets and effectively information and
monitoring systems.
Monitoring reports are being produced at specified intervals and circulated to
designated consultation and scrutiny groups.
Monitoring systems are providing useful information about progress towards
specific targets
The Equality Standard Level 5: Achieving and Reviewing Outcomes
An authority will need to demonstrate:
It has achieved progress towards the targets set at level 3
It has reviewed and revised targets monitoring and consultation systems.
It has initiated a new round of action planning and target setting
Through its achievement it can be seen as an example of good practice for
other local authorities and agencies.
3. LEVEL 2 EQUALITY STANDARD – Where we are at the moment
It puts together in one place both the action items under corporate
commitment and service level action to avoid duplication.
LEADERSHIP ACTION PROGRESS
• Published in variety
of formats
• Co-ordinated with
R E S (Race
Equality Scheme)
1.1 Publish corporate
equality and
diversity plan
(CEDP)
• Plan going to
Cabinet for
publication in
Oct 05
• RES on web –
incorporates
action plans
from the CEDP
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 146
APPENDIX A
1.2 Equality impact and
needs
analyses
1.3 Corporate
mechanism for
assessing service
level equality
targets
1.4 Corporate structure
for overseeing
monitoring
1.5 Procedures for
dealing with
harassment in
employment and
service provision
• Responsibility
clearly allocated
• Work on
assessments
underway
• Reports to
corporate group
(e.g. CEDG) on
these
• Department targets
exist
• How monitoring will
be done (and coordinated
with
RES)
• Services
monitoring
programme
• Documented
• Lists of nominated
officers trained
• Multi agency
panels to counter
harassment
• Recommended
definition of
harassment and
form to record it
2.0 CONSULTATION
2.1 CEDP Circulated • In variety of
formats
• Time table to
publish final CEDP
2.2 Review equality
content of
community strategy
2.3 Consultation with
community and staff
• Review completed
and the strategy
corresponds with
equality plans
• Planned
• Held
• Reported on
• Co-ordinated
corporately
• For staff too
• Key managers
informed of
responsibilities
• Assessments all
done, action
plans completed
• All service areas
have equality
groups
• Equality targets
set for next 3
years
• Corporate
Equalities and
Diversity Group
had timetable of
monitoring in
place to monitor
service and
corporate plans
• Harassment
procedures
done – racial
harassment
being re- written
• Racial
harassment
forum developed
• Plan will be in
several formats,
and consulted
through
recommended
strategy
Content to be reviewed
by Jan 06
Consultation will follow
recommended formats
and will be completed
by March 06
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 147
APPENDIX A
2.4 Consultation with
members,
employee, reps and
departments
2.5 Departmental
consultations
Monitoring of User
Focus
2.6 Equality self
assessment,
scrutiny and audit
on service delivery
2.7 Equality objectives
included in
partnerships
3.0 CUSTOMER CARE
AND SERVICE
DELIVERY
3.1, See above
3,2
• Members consulted
• Reported on
• Employee reps
consulted
• Reported on
• Department
consultation reports
for each
department e.g.
ask each SMT to
comment on CEDP
• Reports on
departmental
consultations e.g.
with Connecting
Communities and
other consultations
e.g. on disability
and with women
(form of
consultation so
women can attend
– timings, play
areas, crèches etc)
• Framework for
guidance on user
focus developed
• Monitoring
arrangements in
place throughout all
service and
corporate areas
• Self assessment
plans by
community and
stakeholders and
for each
department
• CEDP circulated to
partners
• Consultation
meetings with
partners
• CEDP
presented at
management
board
• All equality
groups aware of
action plans and
monitoring
timetable
• Connecting
communities
mapping
underway
• User focus
guidance and
framework
developed and
full response
provided by Nov
05
• Monitoring
arrangements in
place by March
06
All areas completed
self assessment plans
CEDP to be circulated
to Hillingdon Partners
by Dec 05
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 148
APPENDIX A
3.3 Review
procurement and
contracted services
3.4 See above
4.0 Employment and
equal pay
4.1 Fair employment
policy
4.2 Employment and
equality
assessment of local
labour market
4.3 Workforce profiling
in equal pay review
4.4 Publicity for
vacancies does not
restrict range of
applicants
4.5 Standard range of
recruitment forms
• Evidence of review:
evaluation of
contracted services
• Equal pay review
started
• Data sufficient to
enable equal pay
review, if not plans
exist to ensure it
can be collected
• Planned
• Started
• Plan
• Complete
• Recruitment
procedure
reviewed
• Reviewed
• Exist
and jobs
4.6 Monitoring staff • Reports on
monitoring and how
complies with RES
4.7 Employment
procedures
consistent
with
current legislation
and codes of
practice
• Procedure
reviewed
• Are many
consistent
New procurement
procedures in place
that have taken on
board comments from
the CRE procurement
guidance documents
Equality employment
action plan developed
This will follow the
employment action
plan
Workforce strategy and
steering group in place
This is under review
Under review
Employment
monitoring reports
done on annual basis
These were assessed
by an external
consultant and internal
legal services
4. Conclusion
The EsfLG is a self-auditing tool to ensure that we are delivering excellence in
service provision, employment and community engagement to all our
residents in Hillingdon.
The Council reached level 1 of the ESfLG by March 04 and has set targets to
reach level 2 by March 06 and levels 3/4 by March 08. It is anticipated that we
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 149
APPENDIX A
will meet Level 2 without difficulty in March and in fact in some areas we are
already working towards level 3.
The EsfLG is an integral part of the Council Plan groups, and is also one of
the national best value performance indicators.
Failure to meet level 2 will result in a lowering in score for the CPA, BVPi’s
and also other national benchmarks.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 150
WEST LONDON TRAM CONSULTATION
RESPONSE
ITEM 7
Contact Officer Janet Rangeley 01895 250553
Papers with this report
Appendices 1 and 2 - attached
SUMMARY
Transport for London (TfL) carried out a public consultation on the proposed West
London Tram scheme between 29 th June and 8 th October 2004. The results of the
public consultation were reported to the TfL Board on 25 th March 2005 and made
available to London Borough of Hillingdon on 31 st March 2005. A report detailing the
findings and the implications for Hillingdon was considered by Cabinet on the 14 th
July 2005 and referred to full Council for consideration on 21 st July 2005. The full
Council report was deferred for further information from Transport for London (TfL)
on the feasibility of including a route along Coldharbour Lane to Hayes station in
Phase 1 of the tram scheme. This report updates Members on the outcome of that
further work and the most recent TfL consultation on details of the tram scheme,
outlines the next stages in progressing the Tram proposals and proposes options for
the future involvement of the Borough in the tram scheme. Officers are seeking
Cabinet endorsement of the recommendations in the report including referring the
report for consideration by full Council on 24 th November 2005, so that this Council’s
position regarding the West London Tram proposals can be confirmed with TfL.
RECOMMENDATIONS
1. That Cabinet refers the following options on the Council’s position on
the West London Tram proposals for consideration by full Council on the 24 th
November 2005:-
Option 1: that officers are instructed (a) to draw up a ‘letter of no objection’ to
Transport for London and (b) to continue to work with the TfL Tram team in
progressing the scheme.
Option 2: that Hillingdon Council formally objects to the West London Tram
proposals on the grounds identified in paragraph 22 of this report and
instructs officers to withdraw from any work related to progressing the Tram
proposals.
2. That the Council’s response on Transport for London’s current
consultation on changes to the scheme in Hillingdon, as outlined in
paragraphs 14 and 15 of this report, be the subject of a Cabinet Member for
Planning and Transportation report.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 151
REASONS FOR OFFICER RECOMMENDATION
In light of
• The second more detailed consultation by TfL on the West London Tram
proposals and the responses, particularly in relation to Hillingdon, and
• The recent response by TfL on the ‘Hayes/Phase 1’ option,
officers consider it appropriate that:-
a) Members revisit the Council’s current position of being a strong client in
respect of the Tram proposals, and
b) indicate to TfL whether or not they have an objection to the West London tram
proposals.
Recommendation 2 of this report relates to the most recent consultation on the tram
scheme and officers consider that the most appropriate way of formally responding
is with a Cabinet member report.
OPTIONS AVAILABLE
Not to respond to the consultation report and updated information on the Tram
scheme at this stage.
INFORMATION
1. The Cabinet, at its meeting of 28 th January 2003 considered a report on the
West London Tram (WLT) from Shepherd’s Bush to Uxbridge. The Cabinet
confirmed Hillingdon’s position as a “strong client” supporting Transport for London
(TfL) in the development of the proposals. This position indicated support in
principle for the tram proposals without being formally committed to it. This provided
the Council with flexibility in its views on the details of the scheme and allowed for
the possibility of objecting to the proposals should the details be unacceptable.
2. The WLT route along the Uxbridge Road is currently served by bus routes
427 into Uxbridge and 607, which the tram route would replace. The general
principle of the scheme is to retain both trams and general traffic along the entire
route, reallocating roadspace to allow these different modes to co-exist. In some
sections, the tramway is in the centre of the road, but elsewhere is located on one
side or the other of the Uxbridge Road.
3. In May 2002, the Mayor announced that, of the various schemes being
considered, he would give initial priority to the West London Transit, using trams,
and the East London Transit, which would be based on a guided busway. It was
intended that these schemes would go ahead first, with another two schemes going
ahead later. In this way, resources could be concentrated on the two more preferred
schemes. Over the last 2 years, TfL have been engaging Hillingdon officers in the
development of the proposals through regular technical working groups and for a
period of time held Steering groups with the three boroughs concerned and their
respective Portfolio holders for Transport. The latest detailed design drawings were
issued in May 2005 and Hillingdon officers continue to be consulted by the West
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 152
London Tram team on the associated urban design guidance, draft planning
conditions and draft supplementary guidance for eventual inclusion in Hillingdon’s
Local Development Framework. The 2004 consultation material included a limited
assessment on the environmental impacts of the proposal. These are based on the
traffic reduction expected along the corridor of the tram. At this stage TfL are
understood not to have assessed the environmental impact of increased traffic and
congestion within the wider areas likely to be affected in Hillingdon, eg. the
residential areas adjoining the Uxbridge Road.
4. On the 17 th June 2005, TfL issued the results of a MORI poll on the West
London Tram (WLT). The research examined the reactions of residents in six town
centres to the WLT Scheme. Between 15 th April and 5 th May 2005, 1,815 telephone
interviews were undertaken in Uxbridge, Southall, West Ealing/Hanwell, Ealing,
Acton and Shepherd’s Bush. The poll results show that 48% of people in the project
area support the WLT scheme compared to 37% against. Out of the six centres
surveyed, support outweighs opposition in Uxbridge, Southall and Shepherd’s Bush,
is split in West Ealing/Hanwell and Acton and in Ealing opposition outweighs
support. The results also indicated that the WLT scheme is favoured by young
people (under 25’s), people from ethnic minorities and socio-economic groups D and
E.
Results of the 2004 Public Consultation
5. TfL carried out a second, more detailed public consultation on the WLT
proposal from 29 th June to 8 th October 2004 , the results of which are summarised in
part A, paragraphs 6-10 below. A separate five week consultation on the location of
a depot site was undertaken in September / October 2004, the outcome of which is
summarised in part B, paragraphs 11-12 of this report.
A: The Tram Route and Associated Measures
6. The consultation methods focused on questionnaires, meetings and road
shows and TfL also carried out independent market research as part of the
consultation to gain a better understanding of local views. The target audiences for
the public consultation were statutory consultees and a wide range of stakeholders
including residents, businesses and local organisations in Hillingdon, Ealing,
Hammersmith and Fulham and in the other boroughs and districts identified as being
in the catchment area for the tram or implications for displaced road traffic.
Approximately 454,000 questionnaires were distributed, with the total number of
respondents being 16,895 (3.84% return). A summary of the responses received is
as follows:-
• 16,895 completed questionnaires (of which 1,511 were identified as from
Hillingdon)
• 243 letters or e-mails
• 54 responses from stakeholders
• 8,930 visitors to road-shows
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Cabinet report 10 th November 2005 Page 153
• 1,100 feedback forms from the road-shows with 264 follow-up questions to
answer
• 1,384 calls to the free-phone helpline
• 81 calls to the multi-lingual helpline
• 17,000 visitors to the West London Tram Website
• 15 responses in seven languages other than English
Of the 16,895 completed questionnaires, only 26% of respondents indicated that
they lived on the proposed route.
7. A breakdown of the questionnaire responses which could be ‘traced’ to a
specific borough is provided in Table 1 below.
Table 1
Borough
Number of Responses
Ealing 5,211
Hammersmith & Fulham 1,566
Hillingdon 1,511
Hounslow 815
Kensington & Chelsea 417
Richmond 140
South Buckinghamshire 71
Harrow 59
Westminster 51
Brent 46
Barnet 4
Camden 4
Other 68
Did not give address 6,932
Total 16,895
8. The overall findings of the consultation are:
i) 30% of the respondents support the proposals
ii) 55% do not support the proposals
iii) 48% said there would be no advantages from the proposed tram.
iv) 47% said the main disadvantage is that it would divert more traffic onto
residential streets.
v) 26% said they would use the tram at least once per week.
vi) 22% said they would use the tram less than once per month
vii) 40% said they would never use the tram.
viii) 54 formal responses from organisations, the key findings of which are
summarised in Appendix 1 to this report. Only 13 organisations (25%)
stated their support for the tram.
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Support was higher than opposition from respondents living in South
Buckinghamshire, Kensington & Chelsea, Hillingdon and Brent. Opposition
outweighed support in Hammersmith & Fulham, Hounslow and Ealing.
Findings of the Independent Market Research
9. In addition to the questionnaires, meetings and roadshows, TfL conducted
market research the aim of which was to assess public opinion on the proposed tram
based on interviews with a representative sample of people in West London. The
interviews were conducted face-to-face in people’s homes and comprised a sample
of 815 residents living within the distribution area for the consultation brochure and
an additional 192 residents living within 800m of the proposed route.
The overall findings from the market research are:-
i) 65% felt there is a serious need to improve public transport and reduce
congestion on the Uxbridge Road
ii) 45% support the proposed tram
iii) 13% would use the tram every day,
iv) 33% would use it at least once a week.
v) 27% said they would use it less than once per month.
vi) 24% said they would never use the tram.
vii) 40% felt that there will be reduced congestion with the tram
viii)
ix)
90% thought there were advantages to the tram.
86% thought there were disadvantages to the tram (27% of these
respondents said the most important disadvantage would be more
traffic in residential roads
10. Comparatively, a higher number of persons in younger age groups supported
the tram. Support for the tram was higher within groups using public transport
compared to amongst motorists. The market research shows slightly higher potential
usage of the tram than indicated by the consultation responses.
B: Alternative Depot Sites
11. The West London Transit scheme includes a depot for storing and
maintaining trams not in service. The preferred depot location is on land in
Hillingdon adjacent the Grand Union Canal, on the south side of the Uxbridge Road
currently occupied by a retail warehouse. Two alternative depot locations have been
proposed on land:-
a) south of the Uxbridge Road between the Minet Country Park and
Springfield Road, and
b) between the Grand Union Canal and the Great Western mainline
railway within the Southall Gas works redevelopment site in the
London Borough of Ealing.
12. A leaflet giving details of TfL’s preferred location for the depot and the two
alternatives was distributed to approximately 1000 properties in Southall. A total of
39 responses (59% negative and 41% positive or neutral) and a petition with 37
signatures objecting to the preferred location were received. Only 9 of the
respondents specifically favoured the location of the tram depot on the retail
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 155
warehouse site, with 5 favouring location (a) above and 1 respondent favouring
location (b) above. Overall the key concerns were of the impact of the proposals on
the local area, residents and businesses. The Council’s response to the alternative
depot locations was contained in the Cabinet Member report of October 2004 and
supported in principle the depot location on the existing retail warehouse, but neither
of the two alternative depot locations [(a) and (b) above] (see Appendix 2 to this
report).
Feasibility of Hayes/Coldharbour Lane included in Phase 1 of scheme.
13. The report for consideration by full Council on 21 July 2005 was deferred to
allow TfL to undertake a feasibility study for extending the tram route along
Coldharbour Lane to Hayes station in Phase 1 of the scheme. During
August/September, the WLT team prepared an option evaluation report and
concluded that it is not possible to include the route to Hayes station in Phase 1 of
the scheme as there is insufficient information available to be presented for the
Transport and Works Order application next year and there is limited time to prepare
such information. For inclusion in Phase 2 of the scheme (potential programme
starting 2020), the WLT team made the following recommendations:-
• that consultants be appointed to gather data, develop a feasibility design,
update the modelling and produce an outline business case, which would
need approval of TfL’s internal panels, finance committee and ultimately TfL’s
Board;
• that a joint proposal between TfL and the London Borough of Hillingdon
should be developed to start this process;
• that further work on alternative service patterns to optimise frequency and
clarify off-peak demand and a sensitivity test to determine the business case
in the absence of Crossrail be developed with officers.
Consultation on changes to the scheme: 17 October – 16 December 2005
14. Recently TfL issued a further consultation on the Tram scheme where it is
proposing significant changes to the design proposed in 2004 or where it did not
publish information in 2004. This include temporary construction compounds,
electrical sub-stations, the depot test track and some changes to the track alignment.
Details of the proposals have been sent by TfL to relevant ward councillors, the
Cabinet member for Planning and Transportation and will be distributed to residents
around the areas in the forthcoming weeks.
15. In Hillingdon the consultation focuses on
• the depot test track (adjacent to the preferred depot location off the Uxbridge
road) which would run into the southern part of the Minet Country Park close
to the Grand Union Canal;
• 6 sub stations (Uxbridge, St Andrew’s roundabout Uxbridge, Coney Green
Hillingdon Hill, Newport Road Hayes End, Coldharbour Lane adjoining
Lombardy Retail Park and the Ossie Garvin roundabout;
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Cabinet report 10 th November 2005 Page 156
• 11 temporary construction compounds, 1 strategic (likely to last the whole
construction period of possibly 4 years) at Springfield Road Hayes and 10
local (likely to last possibly for a year or less).
The closing date for comments is the 16 th December 2005 and officers are
recommending that Hillingdon’s formal response is the subject of a Cabinet Member
for Planning and Transportation report.
TfL’s next stages for progressing the WLT Scheme
16. Given the need to undertake further traffic modelling for those areas which are
expected to experience the impact of displaced traffic, particularly through residential
areas, (see paragraph 17 below) TfL have deferred the submission of an application
to the Government under the Transport and Works Act (TWA) to late spring/early
summer 2006 (originally it was scheduled for December 2005).
17. For any form of railway scheme to proceed, an Order is required under the
Transport and Works Act (TWA) 1992. This type of Order gives powers for
constructing and operating the tram, including any land acquisition required. TFL
has to seek powers from the Government under the TWA to progress the proposals
to construction. The process for obtaining a TWA includes the requirement to hold a
Public Inquiry. The TWA Order also covers any associated highways powers and
any complementary measures needed to implement the scheme. Such measures
will more than likely be needed in the predominantly residential areas to the north
and south of the Uxbridge Road in order to discourage general traffic from seeking
unsuitable alternative routes through these areas. It is therefore regrettable that the
further traffic modelling work referred to above will not include any area in Hillingdon,
but will focus on Ealing and the Royal Borough of Kensington and Chelsea.
Discussions between Hillingdon officers and the WLT team have not resulted in the
further traffic modelling work being extended to include Hillingdon.
18. A Public Inquiry overseen by an independent inspector is likely to be towards
the end of 2006. The inspector at the Public Inquiry will consider the proposals, and
representations from organisations against the proposal. Based on the Inspector’s
recommendations, the Secretary of State for Transport will decide whether to grant
the powers to TfL to enable it to proceed with the WLT proposals.
19. As a requirement of the TWA application, Hillingdon (and the other local
authorities through which the tram would run – Ealing and Hammersmith and
Fulham) needs to inform TfL as to whether it supports the scheme or opposes it. If
the Council decides to support the WLT proposals, TfL would require the Council to
submit a “Letter of No Objection”. In such circumstances, the Council would not need
to be represented at the Public Inquiry and the majority of costs involved would be
during and after the implementation stages. (At this stage officers are not in a
position to advise Members of the likely costs involved for this scenario, but they are
likely to be significant). Should the Council decide to oppose the WLT proposals,
representations will need to be made to the Public Inquiry. In the latter
circumstances, there would also be significant costs incurred due to need to
commission technical and legal advice and support as there is currently limited
capacity within the in-house expertise to take on the volume of work envisaged.
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Cabinet report 10 th November 2005 Page 157
However, if other Boroughs object to the proposals there is likely to be an
opportunity for joint working and associated cost efficiencies. Should the Council
decide to pursue an objection to the scheme, then officers would bring a further
report on the likely costs involved to Cabinet for consideration. For the time being,
the costs of officers’ time and input are contained within the existing Planning and
Transportation Group budget, although as the tram scheme progresses it is likely
that the costs will increase considerably as more of the details of the scheme
emerge.
20. For members information, the current situation with other Boroughs which are
affected by the WLT proposals is as follows:
• London Borough of Hammersmith and Fulham: To date the Borough has
been neither a joint promoter nor strong client. However officers have been
informed that the borough is likely to object in light of the recent proposals for
a strategic construction compound at Shepherd’s Bush Green..
• London Borough of Ealing: a decision was made at a recent cabinet meeting
to confirm Ealing’s role of a joint promoter of the Tram scheme with TfL.
• Royal Borough of Kensington and Chelsea: although the proposed tram
system will not be located in the Royal Borough of Kensington and Chelsea,
the Royal Borough has formally objected to any proposal to progress the
West London tram project mainly for the following reasons – poor value for
money, the major negative impacts on the roads in the Borough, the poor
quality of the traffic modelling and the lack of detailed information provided by
TfL on the impact of the proposals on the Borough.
21. The timetable for the WLT scheme has slipped since the original was
published as shown in Table 2 below.
Table 2.
ORIGINAL STAGE REVISED
Autumn/Winter 2004 Report on consultation February 2005
Winter 2004 Mayoral decision Autumn 2005
Spring 2005
Transport and Works Summer 2006
Order deposit followed by
42 days objection period
Autumn 2005 Public Inquiry Early spring 2007
Summer 2006
Secretary of State Early 2008
decision
Spring/Summer 2007 Construction starts/TWO Spring 2009
awarded
Early 2011 First tram/scheme opens 2013
Implications for Hillingdon and its future role
22. Officers are mindful of the fact that the results of the second consultation on
the WLT proposals are useful indicators of the support/non support for the scheme.
They also acknowledge the feasibility work on Hayes and Phase 1. However, they
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Cabinet report 10 th November 2005 Page 158
still have considerable reservations in respect of the fact that the main areas of
concern for Hillingdon remain unresolved. These concerns have been continually
raised by officers over the last 2-3 years and are as follows:-
(i) Hayes Hub / Town Centre option. Hillingdon has frequently requested that
the option to take the tram to Hayes town centre via Coldharbour Lane be
considered in Phase 1 of the scheme. The public consultation document
did not refer to this option. Hillingdon still considers this to be the most
appropriate route for Phase 1, as it would:-
• consolidate local and strategic proposals to make Hayes Station a subregional
transport hub,
• ensure that the Hayes interchange is part of a truly integrated transport
system,
• recognise the necessary economic and transport linkages with Heathrow and
this part of West London,
• meet many objectives of the Mayor’s London Plan(2004) and Transport
Strategy (2001), particularly those related to the designated Areas of
Opportunity in the Hayes/Heathrow part of the Borough;
(ii)
(iii)
(iv)
(v)
the route to Uxbridge being considered ahead of any proposed route to
Hayes Town Centre;
Uxbridge terminus. The route options into Uxbridge town centre are of
major concern, especially if the route is to run through and terminate in the
pedestrianised area outside the Underground Station. This would have
significant impact on both the established pedestrian area along the High
Street and also the proposed environmental enhancements to Windsor
Street, currently being programmed for implementation over the next year.
Any alternative proposals to locate the terminus outside/in the proximity of
the Civic Centre will not provide Uxbridge with a high quality, ‘seamless’
transport interchange (based on the tube and bus stations) which is
considered essential to strengthening the public transport network in the
borough as well as being essential to the future development of Uxbridge;
the proposals within Hillingdon will result in the reduction of 50% in the
carriageway capacity for other modes of transport and the impact on
adjoining roads of traffic dispersal resulting from this significant reduction.
As the further traffic modelling work being undertaken excludes Hillingdon,
the impact of traffic dispersal and any mitigating measures will not be fully
identified.
insufficient information provided on the traffic modelling undertaken at key
junctions along the Uxbridge Road in Hillingdon, resulting in considerable
difficulties in assessing the level of impact of the tram displacing traffic into
the adjoining residential areas and the associated traffic measures
required to accommodate this displaced traffic. The effects of the tram will
have a major impact on Hillingdon’s ability to carry out its functions under
the Traffic Management Act. In addition, there is very little baseline data
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Cabinet report 10 th November 2005 Page 159
on which the borough can assess the financial implications of any traffic
measures and subsequently identify funding to implement appropriate
schemes if necessary; Officers cannot emphasise strongly enough how
regrettable it is that the further traffic modelling work referred to in
paragraph 17 above will not include any area in Hillingdon, but will focus
on Ealing and the Royal Borough of Kensington and Chelsea.
(vi)
(vii)
(viii)
(ix)
The consultation documents of summer 2004 contained scant detailed
information on the section of the route in Hillingdon. None of the junctions
along the Uxbridge Road in Hillingdon featured in the Consultation
Document;
No references were made to the impact of the proposals on Conservation
Areas and the numbers of trees along the route that may be affected;
Not all the information needed to determine the full impact of the
scheme on the residents and businesses in the Borough is available;
The extremely low level response to the public consultation ( 3.8%) and
the low percentage of the respondents in favour of the proposals.
23. Further discussions with TfL have not resulted in the above concerns
being fully addressed, and officers are of the strong view that it would not be in
Hillingdon’s best interests to maintain its position of a ‘strong client’. Further
information relating to the feasibility of the Hayes/Phase 1 proposal has indicated
that this is not possible and the borough’s preferred route for Phase 1 cannot be
accepted. As such Members are requested to consider the option of objecting to the
WLT scheme and in association with this, it is suggested that officers be instructed
to withdraw from any development work on the WLT proposals. Should Members
wish to consider the option of not objecting to the WLT proposals then officers would
need to be instructed to draw up a ‘letter of no objection’ to Transport for London.
Associated with this decision would be the need to confirm that Hillingdon officers
can continue with the development work on the WLT proposals. Full Council
authorisation would be required whichever option is chosen.
Financial Implications
24. Hillingdon officers have continued to assist TfL in the development of the
proposals, these costs have been contained within existing budgets and this will
continue if it is agreed to support the proposal.
25. If it is agreed to oppose the proposal at a Public Inquiry there will be
significant costs incurred on staff time and legal costs. It is too early to fully quantify
what these might be, but it is likely that there will be insufficient provision available
within existing budgets, and there may be a need to seek additional budget approval
to meet the costs.
26. The costs of this major scheme will be substantial. TfL will fund the scheme
as part of the London Mayor Capital Programme, and funding allocations will
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Cabinet report 10 th November 2005 Page 160
normally be made to participating boroughs as and when particular sections of the
work progress. The details of the capital funding will need to be examined when
more details are available. However the Mayor of London’s Business Plan does not
include funding for the implementation of the scheme. It is expected that during the
next Central Government Spending Review a bid for funding will be made.
CORPORATE CONSULTATIONS CARRIED OUT
Corporate Finance comments
27. As noted in paragraph 25 above, if the option to formally object to the West
London Tram proposals is pursued, additional, unquantified, revenue costs will be
incurred, most likely in 2006/07 and 2007/08 based on the timetable in Table 2
above. It is noted from paragraph 19 above that Cabinet would receive a further
report determining the level and timing of these costs. Along with the cost of this
additional work, the funding for it has yet to be established, although in the absence
of any countervailing savings it should be assumed to be an additional burden on the
Council Tax requirement in the first instance.
Legal Implications
28. As indicated in the body of the report this scheme is being implemented under
the process of a Transport Works Act Order. This is a system which was devised to
deal with major infrastructure projects.
29. In summary an Order can be made under the provisions of the Transport
Works Act 1992. The effect of such an Order is to authorise the construction or
operation of the works in question and to grant powers of compulsory purchase. An
Order does not replace the need for planning permission but it should be noted that
as part of the submission for the Order a request for deemed planning permission
can be made. Given that the tram link will pass through 3 boroughs it is highly likely
that such a request will be included in this case. It operates in a similar fashion to
what are called Permitted Development rights, these are the rights people rely on to
construct certain sizes of extensions to existing properties.
30. The Council can elect to either support the project or to oppose it. If it elects
to support the project it will have to provide a letter indicating that it supports it. This
will avoid the need for the Council to attend the public inquiry which will be required
as part of the process for obtaining the Order. In the event that Members resolve to
oppose the scheme the Council will need to attend at the public inquiry to put
forward its objections to the scheme. Any objections will have to be based on
relevant grounds such as impact on traffic or environmental matters. The Council will
have to instruct a barrister to represent it at such an inquiry and may also have to
instruct external experts to appear as witnesses if there are no staff who can deal
with this matter. It is not possible at the present time to provide any indication as to
the costs the Council would incur in attending such an inquiry.
It should be noted that which ever course of action the Council decide to adopt it will
be necessary to pass a resolution at a full Council meeting making that decision.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 161
Under the rules governing decision making by local authorities the function of
deciding this matter is one reserved to the full Council.
BACKGROUND DOCUMENTS
L.B.Hillingdon Report to Transportation Sub Committee – 8 th June 2000
L.B.Hillingdon Cabinet Report– 28 th January 2003
L.B.Hillingdon Cabinet member report October 2004
Royal Borough of Kensington and Chelsea: West London Tram report 28 th January
2005
Transport for London: ‘West London Tram – Hayes Town Centre Option Evaluation’
9th September 2005
Transport for London: ‘ West London Tram: Consultation on changes to the scheme
in Hillingdon’ - 17 October 2005
Transport for London: West London Tram: Public Consultation 2004 – Full Report
1. Public Consultation and Market Research Results
2. Public Consultation results – Summary Brochure
3. Public Consultation 2004 – Full Report
4. Appendix A – Consultation materials and methodology information
5.Appendix B, Stakeholder Responses
6. West London Tram – MORI Poll results. June 2005
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 162
APPENDIX 1 - SUMMARY OF KEY STAKEHOLDER RESPONSES
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
Acton Alliance
*
"Consultation a waste of time"
"Conditionally supportive"
"Transport for London needs to include provision for
businesses and private vehicle use along the whole
length of the Uxbridge Road"
"Realistically we all know that a large proportion of
commuters will continue to use private vehicles as the
main preferred mode, no matter what else is on offer…."
"Ken Livingstone has decided to have the tram regardless
of the impact on residents
"We are unable to support TfL's current proposal for the
Acton Green Residents
implementation of the WLT project…."
Association * "A majority of 95% of the Acton Green Residents voted
against the project"
B & Q
*
Bedford Park Society
*
"Our principle objection is the allocation of land identified
for the tram depot"
"objection of the preferred location of the depot"
"This to be a flawed scheme to which we are
unequivocally opposed
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 163
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
"Scheme, as it now stands will have a detrimental effect in
Acton"
Bromyard Avenue Residents
Association *
"The congestion, pollution, noise and increased danger to
pedestrians, cyclists and drivers would be unacceptable"
Capital Shopping Centre
(Chimes, Uxbridge) *
Capital Transport Campaign
*
"CSC supports the proposed location of the terminus
adjacent to the Uxbridge Underground Station"
"The reduction in stops will impose significant access
problems for those of limited mobility…."
CBI London
"We are unable to comment on this project in isolation…"
"Rather than view and assess transport projects for
London individually and in isolation, we need a holistic
approach"
Central Ealing Residents
Association *
"it is therefore questionable to what extent a tram would
enable drivers to switch from their cars"
"the paragraphs that compare the capacity of trams and
buses are misleading"
"the tram stops are a matter of particular concern"
"the impacts on traffic circulation along both the Uxbridge
Road itself and on the adjoining network are not spelt out"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 164
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
Churchfield Community
Association *
"The CCA would oppose any tram proposal which
involves the diversion of traffic on local residential streets
including Churchfield Road"
Cllr. Harvey Rose
*
"I am not in favour of sending main stream traffic down
side streets"
Ealing Cycling Campaign
Ealing Friends of the Earth
*
Cyclists generally concerned about the physical
environment.
"We feel strongly that the cycle lane should retain the
main roads priority"
"sees it as a real opportunity to deliver both a substantial
improvement in public transport"
Ealing Hospital 48% of the staff "thought the tram is a good idea"
"The A4020 corridor is already overloaded…"
Ealing Passenger Transport
Users Group *
"Road pricing or congestion charging which will be
commonplace by the time the tram becomes operational,
will control any foreseeable increase in road usage and at
a much lower cost"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 165
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
Ealing Village Residents
Association *
"Taking the tram in its present form with TfL's published
preferences in the Consultation Document will be
extremely detrimental to the Borough and the
businesses…."
East Acton Residents
Association *
Electric Tbus Group
*
"sadly, as the planning process has evolved, we have
been dismayed to find that our views appear to have been
totally ignored…"
"…West London Transit scheme is necessary to relieve
future congestion levels…."
GLA Conservative Group
*
"We believe the project to be a highly costly scheme
which cannot justify the high level of expenditure required
for the building in terms of ridership it is likely to attract"
"we also question the validity of the tram running as far as
Uxbridge. The route will eat into the pedestrian precinct in
the Town Centre"
GLA Green Group
*
"we believe that the West London Tram should go
ahead…."
"we need a TfL/Mayoral guarantee that this area of West
London will have more money for traffic reduction if the
tram goes ahead."
PART 1 – MEMBERS, PUBLIC AND PRESS
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STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
"Labour Assembly Members strongly support the
proposals for the tram"
GLA Labour Group
*
"we note the fears about displaced traffic congestion are
considerable and would suggest that TfL commissions
research into outcomes elsewhere"
Notwithstanding our strong support for the principle of the
tram, we would welcome an independent appraisal of the
benefit cost assessment of the proposal, particularly in the
light of the recent National Audit Office into light rail and
tram schemes elsewhere"
On the basis of the very detailed information give to the
Liberal Democrat Assembly members and research team
by Transport for London's Project Team, they cannot at
this stage support the continuation of the West London
Transit project proposed by the Mayor for London"
GLA Liberal Democrat Group
*
"Liberal Democrats do not believe that at a currently
estimated cost of £650 million, building a tramway along
the Uxbridge Road from Shepherds Bush to Uxbridge will
be good value for money for Londoners. They note that
the original estimate given for the project was around
£425 million"
"Liberal Democrats do not accept that Transport for
London necessarily know better than local communities
what is in their best interests"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 167
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
GLA Transport Committee
"If the scale of TfL's projections is accurate, it would seem
sensible / essential to enhance / support public transport
in the area to ensure a sustainable growth in population
and employment"
"The Committee has concerns on the following five points:
- The credibility of TfL's passenger projections
- The viability of parts of the proposed routes
- -The financial burden of debt repayments
- Assumptions underlying the business case
- Management of project risk
The committee would welcome an independent analysis
of these points prior to TfL's application for a Transport
and Works Act in Spring 2005"
GLA UKIP Group
*
"Traffic modelling shows considerable increases in traffic
in surrounding roads"
"We feel that a solutions-led approach to the Uxbridge
Road has been taken by TfL rather than a problems-led
approach"
Goldsmiths Residents
Association *
"I find the whole consultation process a total waste of my
time…."
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 168
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
Gordon Road and
Surrounding Streets
Residents Association
(GRASS)
"Our principle concerns are the unacceptable
consequences of congestion, pollution, noise and
safety…."
* "…in the absence of information about the environmental
impact or business case, and without detailed traffic
modelling and details of the assumption on which
passenger predictions are based, we cannot comment on
these important matters"
Grange Grove Residents
Association *
"….we stressed that traffic management must be an
integral part of the consultation"
"The number of electric wheelchairs being used in Central
Croyden has increased since the trams have began
running, two wheelchair positions are provided in each
Greater London Action on
tram"
Disability (GLAD) * "The tram will not stop people using their cars, but will
cause congestion on residential side streets, surrounding
the proposed route"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 169
STAKEHOLDER
SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
Greenside Residents Action
Group *
"….we do not consider the tram as a practical or
acceptable solution to the residents or local traders"
"The questions in consultation forms are considered
loaded to lead to responses that fit with the pre-set plan to
introduce the tram"
"Local residents consider the current level of predicted
costs for a 20 km stretch of road as disproportionate to
any possible benefits (£650 million capital costs, £48
million annual operating costs"
Hammersmith and Fulham
Historic Buildings Group *
"….the tram would be detrimental to the visual amenity of
the historic buildings and townscape of Uxbridge Road,
Shepherds Bush and Hammersmith
Hammersmith Society
*
"We also hope that this consultation exercise is a genuine
one and not purely cosmetic. The Mayor's decision to
press ahead with the extension of the congestion zone in
spite of an overwhelming negative response does not
offer a great deal of encouragement in this respect"
"Your scheme seems to us to be a massively overcomplicated
solution to the problem"
hfcyclists
*
"The work so far is flawed in not looking at the modelling
for the evening peak or the area to the east of Sheperds
Bush Green"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 170
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
Kingsdown Residents
Association *
"From the start the majority of members questioned the
suitability of the Uxbridge Road as a light railway route. It
is a busy road that has 27,000 vehicles travelling daily.
The road is needed for this traffic. Residents do not want
it displaced to their roads. It is not like Croydon where
two thirds of the route use existing railway track"
London Borough of Brent
"The use of modern trams, which are emission-free at
point of use and offer attractive and reliable alternative to
private cars, is in principle a sound concept which will
deliver a high quality public transport service. However
the cost of building and operating a tram system needs to
be compared in relation to cast and quality issues
associated with other models such as bus, guided bus,
trolley bus etc"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 171
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
"The council is currently considering whether it should join
with TfL in promoting the Transport and Works Order to
seek powers to construct and operate the scheme.
Should the Council pass the necessary resolutions, the
working framework and respective roles and
responsibilities would be defined in a joint Promotion
Agreement"
London Borough of Ealing
* "In summary, the Council's support for the scheme has
remained constant since inception. While it addresses the
existing problems of traffic congestion and public transport
quality and capacity on the Uxbridge Road Corridor, and
the environmental issues that these problems have
created, the Council also sees it as a critical enabler for its
strategies to improve the quality of life and economic
prosperity in the Borough"
London Borough of
Hamersmith and Fulham
"This is a very serious issue, but Uxbridge Road should
not be considered in isolation. Other main roads suffer
from congestion as least as bad as that in the Uxbridge
Road and there are several areas where public transport
is worse. It is important to recognise that the tramway
would not just serve Uxbridge Road but the whole area
between the District and Piccadilly lines and the Central
Line"
"The Council has made it clear on a number of occasions
that we support the scheme in principle, but there are
several detailed issues which need to be resolved before
we could support it unreservedly"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 172
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
London Borough of Harrow
"the Council has general concerns with regards to the
limitations of the proposal, the impact on existing traffic
and the impact on other modes of public transport,
particularly in Harrow"
"The lack of high capacity, fast and reliable orbital public
transport service in West London is recognised by
Transport for London and Wes London boroughs. The
current proposal for the West London Tram does not
address this problem. The Council therefore strongly
requests that a high quality orbital transport system is
considered for West London. An orbital extension of the
Tram may be the solution and part of the bus route 140
corridor would be well suited for this purpose"
"Harrow is also concerned about the disruption to general
traffic and the level of diverting traffic during construction
works on the tram. These may effect Harrow and hence
we would advise that all works are well publicised and
programmed in with consideration to minimise the
disruption to existing roads users"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 173
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
"It is regrettable that the consultation document contains
scant detailed information on the section on the route in
Hillingdon. In order for any consultee to be able to make
an informed response, this information should have been
a pre-requisite"
London Borough of
Hillingdon
"In Hillingdon, the introduction of a dedicated tram route
would result in substantial reduction in Highway capacity.
It is evident from the proposals that 50% of present
carriageway capacity would be lost over considerable
sections of the route within the borough. A corresponding
result in traffic reduction could not be expected, hence
traffic displacement on adjoining residential roads would
be a major issue. The consultation document provides no
information on how this issue is being addressed. Any
displacement of traffic onto inappropriate roads is not
considered acceptable in Hillingdon"
"There are also serious concerns about the route through
the pedestrianised area of the High Street, terminating in
front of Uxbridge Underground Station. The potential
conflict with pedestrians in one of the busiest parts of
Uxbridge town centre , has not been addressed"
"As regards the transport input, Southall Depot site only
has merit if the route to Hayes via Coldharbour Lane, is
progressed and adopted in the base scheme. Running of
non-passenger-carrying services along Hayes By-pass
(A312) is not an attractive proposition"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 174
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
London Borough of
Hounslow
2Hounslow supports the concept of a tram along the
Uxbridge Road. The Council accepts the need to provide
a more attractive mode of public transport along this major
public transport corridor. Based on the material presented
by the West London Tram project team, the Council
believes that the trams, as a mode, provide the best
potential for promoting modal shift, encouraging
regeneration and maximising accessibility in the face of
rising levels of population, car ownership and traffic
congestion"
"The Council, cannot therefore, give its unqualified
support to any proposal that significantly increases the
level of traffic congestion or reduces the quality of the
environment in the borough. We Urge Transport for
London to reconsider the proposed road closures and
employ alternative measures to maximise the priority and
effectiveness of the proposed tram service"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 175
STAKEHOLDER SUPPORT TRAM
London Chamber of
Commerce
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
"it is important to note that there is a limited amount of
funding available to spend in a city with many different
transport requirements. As such, the Chamber believes
that any proposed scheme must offer both good value for
money and bring real and measurable benefits to both the
business and wider community. The LCCI remains
unconvinced that the West London Tram will be able to
achieve these objectives. We question the suitability of
this route for a tram scheme, the impact that it will have
on local business and whether the scheme really can
provide value for money"
"The proposed route of the tram runs along the A4020
between Uxbridge and Sheperd's Bush, a key transport
corridor, and there are a large number of businesses sited
along both sides of the road. The London Chamber is
extremely concerned that, so far, there has not been a
study of the impact that the scheme will have on the local
economy"
London First
*
In view of the proposed route and the funding priorities
suggested in the London Business Board letter to Alistair
Darling on 5th April 04, and the subsequent outcome of
the spending review, London First is unable to support the
significant investment required for the West London Tram
project at the present time and as proposed"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 176
STAKEHOLDER SUPPORT TRAM
London Forum of Amenity
and Civic Societies
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
"Further to the comments above on the proposed tram
scheme, the opinion of this organisation is that the tram is
not an effective and justifiable solution to the transport
requirements in that corridor and should be abandoned or
drastically amended"
London Transport Users
Committee *
"LTUC supports the proposal for the introduction of the
West London Tram as part of a modern integrated
transport system for West London. The project was
thought to be the most effective and efficient means of
meeting the demands of transport along the Shepherds
Bush - Uxbridge Corridor. The committee also accept that
the tram would encourage people to switch from their cars
to public transport - a laudable aim that would bring
benefits to the environment and to air quality."
Norland Conservation
Society *
"Trams are often perceived as beneficial to the
environment, but these benefits are dependant on clever
planning to anticipate potential problems and plan around
them. From your web site and the leaflets available
describing plans for the tram, it appears that your
intention is to introduce the tram regardless of the
consequences. You do not seem to have thought of any
solutions to these problems"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 177
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
Park Community Group
*
"The disbelief in the business case for the tram which is
based on projected passenger numbers which we do not
believe will materialise. Moreover, existing tram schemes
have almost failed to reach forecast passenger numbers"
RAC Foundation
*
Royal Borough of Kensington
& Chelsea *
"In our view, however, a fixed tram system is not the best
solution. It would be expensive and inflexible and would
reduce available road capacity, already under pressure.
In UK experience, trams generally have not had great
success in attracting new users and have not proved
financial viable, as the recent NAO report has
demonstrated"
"The project is very expensive in capital terms and the
estimated benefit cost ratio is only 1.5:1. There is clearly
a substantial risk that the ratio could fall below 1, making
the project economically unviable, if actual costs or
benefits differ from the estimates by a relatively small
margin"
"The Council's formal response therefore is to object to
any proposal to progress the West London Tram Project"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 178
STAKEHOLDER SUPPORT TRAM
Royal Society for the
Protection of Birds *
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
"This development may have impacts on the environment
due to damage to habits and disturbance. We have noted
that there is a potential for this scheme to result in the loss
of trees along the route. These issues should be fully
addressed in the Environmental Impact Assessment. As
a minimum, works should be timed so as not to affect
nesting birds. The RSPB would also wish to see any
felled trees replaced with native broad-leaf species"
Save Ealing's Streets
*
"The proposals for the tram and traffic to share the same
roadspace at a number of pinchpoints will inevitably
cause traffic to back up and encourage displacement on
to surrounding streets. The flow of traffic entering these
shared sections is to be restricted and, since the traffic will
have to wait behind the tram when it stops in these
sections, impatient drivers will be bound to seek
alternative routes. Although we are not all convinced
about them, the findings of the traffic modelling confirm
these fears. Moreover, some of the accompanying
restrictions to traffic turning right at junctions along the
route would compound the problem; for example, the
restriction on eastbound Uxbridge Road traffic turning
right into Springfield Road will result in more traffic in the
residential streets behind the Town Hall"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 179
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
Save Ealing's Streets cont.
"We note that this section picks out just eight sections of
the route for more detailed information, but while these
feature what may be some of the trickier problems for the
engineers, many sections carry implications that should
be highlighted. For instance, most of the route through
Hillingdon will mean reducing the width of the existing two
and three-lane route to single lane traffic. Considering the
problems that arose recently over a similar reduction of
the highway through the installation of a bus lane along
the A312, the consultation should have drawn more
attention to it"
Shaa Road Residents
Association *
"The tram would be expensive to maintain and under
used, concern for ever higher Council Taxes to pay for
what could easily turn out to be a white elephant"
"People are very concerned that other tram systems in
England are not achieving the targets they were expected
to"
"Many believe that the money would be far better and
more sensibly spent improving the existing underground
and bus services"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 180
STAKEHOLDER SUPPORT TRAM
South Buckinghamshire
District Council *
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
"The Council is supportive of the tram link from Uxbridge
into London. However, whilst there is no mention of it in
the current documentation, the Council vehemently
opposes any subsequent proposals for the extension of
the route to Denham or the provision of a park and ride
facility in the Green Belt in South Bucks"
St. Augustine's Priory
*
From a social point of view, I think there are inherent
dangers in the scheme. Nationwide, we are now
recognising the problems of a north-south divide brings to
the country. It seems lunatic to deliberately and artificially
impose a north-south divide on West London. I have tried
hard to think of any benefit this scheme could bring. I
hope that the suggestion of decreasing the size of Haven
Green will be recognised for the eco-vandalism that it is,
and my heart goes out to those many people living in the
narrow roads on either side of Ealing Broadway who are
now facing the very real anxiety that their homes will be
demolished to push through a pointless and ill-thought out
plan"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 181
STAKEHOLDER SUPPORT TRAM
DO NOT SUPPORT
TRAM
COMMENTS / KEY ISSUES
Transport 2000
*
We strongly support the proposed West London Tram and
would be pleased to lend our name in it's favour. The
Tram would greatly increase the carrying capacity of the
road and do so in a clean, quiet, accessible and attractive
way. It would bring other advantages not mentioned in
the consultation questionnaire including: improved road
safety, encouraging a shift from the car to other modes,
boosting regeneration and revitalisation of town centres
and the entire transport corridor, providing an opportunity
to remodel the environment of the Uxbridge Road and
improve facilities for pedestrians and cyclists"
West Acton Residents
Association *
"The introduction of the tram along the Uxbridge Road
may reduce the demand for private car use. However, the
projected road traffic densities presented by the
consultants employed by TfL indicated an overall increase
in the number of journeys overall in the area, with or
without the introduction of the tram"
"The only acceptable option for the tram through Acton
High Street would be if it had two lanes with a further two
lanes for other road traffic, even this option requires the
demolition of a number of existing properties"
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 182
APPENDIX 2
Tim Finch
Transport & Works Manager
West London Tram
Transport for London Borough of Hillingdon
Windsor House
42-50 Victoria Street
London
SW1V 1LW
30 July 2004
Dear Tim
DEPOT SITE ALTERNATIVES
I refer to the drawings you recently left with me, regarding the alternative depot sites.
I would stress that the views stated below are only initial officer views and are based on the
assessments made from Faber Maunsell Drgs 2101B and 3051G. As you will no doubt appreciate,
at some stage, Council Member level views/endorsements of these will need to be made.
As regards the transport input, Southall Depot site only has merit if the route to Hayes, via
Coldharbour Lane, is progressed and adopted in the base scheme. Running of non-passengercarrying
services along Hayes By-pass (A312) is not an attractive proposition.
My initial view on the site at the junction of Uxbridge Road and Grand Union Canal (Drg 3051G) is
that in transport terms it is very close to Uxbridge Road and hence obviates the need for lengthy
journeys form the main route to depot site. Traffic modelling and junction design at this location
will need to cater for various competing/conflicting road user interests. Views of the adjoining
landowners would be crucial in determining the acceptability of this site for the depot.
On the planning side, you should be aware that the site is presently designated as an Industrial and
Business Area (IBA) in the adopted Hillingdon Unitary Development Plan. Policy LE2 seeks to
limit uses in such locations to Business, Industrial and Warehousing purposes (Use Classes B1-B8)
and for Sui Generis Uses appropriate in an IBA. A tram depot is likely to be regarded as a Sui
Generis use and it is possible that the Council would regard it as an acceptable Sui Generis use in
an IBA, given the limited range of suitable locations for depots in built up areas and the current
retail use of the site.
I would also draw your attention to Policy OEI, which seeks to prevent development where
associated noise and vibration would have a detrimental effect on the amenities of nearby
residential properties. It would be necessary to ensure that adequate mitigation of environmental
impacts be undertaken to safeguard the living conditions of nearby homes. Nevertheless, on the
basis of the information provided, I would say that there is unlikely to be any in-principle planning
objection to the sitting of the tram depot on this location at the junction of Uxbridge Road/Grand
Union Canal.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 183
I trust the above is helpful, and would stress that these are initial officer views.
Yours sincerely
pp
Janet Rangeley
Strategy Manager
cc Chandra Raval – LB Hillingdon
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 184
PERFORMANCE MANAGEMENT AUDIT – ACTION
PLAN
ITEM 8
Contact Officers Tracy Waters 01895 277694
Papers with this report
Audit Commission report - attached
SUMMARY
The Audit Commission carried out an Audit of Performance Management as part of
the Annual Audit Plan for 2005/06 in order to evaluate current performance
management arrangements.
The findings of the audit were positive, and led to five recommendations for the
council to act on.
The audit took account of the council’s performance management framework, the
impact of the corporate centre through HIP, and Scrutiny. Through interviews and
focus groups the audit carried out three detailed probes in services suggested by the
council as examples of where performance levels had been raised after barriers to
improved service had been overcome. The three probes investigated performance in
Social Services and Housing, and Planning in particular: the percentage of adults
receiving a service who had received a description of their needs, elements of the
housing benefit service and improvements in determining planning applications.
The audit commission made five recommendations for the council to implement.
1. Implement a corporate approach to capturing and sharing notable practice;
2. Reviews the outcomes from performance clinics and analyses identified
issues
3. Reviews and where practicable increases the frequency at which PSA
performance data is collected.
4. Undertakes more detailed cost benefit analysis, particularly when outsourcing
aspects of service: and
5. Reviews its range of local performance indicators and removes those where
the cost of data capture outweighs the value of the information provided.
RECOMMENDATIONS
1. That Cabinet note the outcome of the three probes and note that this
reflects well upon the Council and the HIP Performance Management Group.
2. That Cabinet approve the action plan
REASONS FOR OFFICER RECOMMENDATIONS
It is good practice to consider and act upon the recommendations arising from audits
carried out by the Audit Commission.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 185
OPTIONS AVAILABLE
To add, delete or amend the actions recommended by the report.
INFORMATION
1. The main findings of the audit were as follows.
2. Performance Management is embedded within services from senior
managers to front line teams and performance is a standing item at weekly and
monthly management and team meetings where indictors are reviewed and remedial
action taken within relevant service areas.
3. Within the 'Probe' service areas where failing performance had been identified
there has been an increase in capacity to monitor performance and identify
issues inhibiting service delivery. Examples of interventions to improve performance
against target are;
• Restructuring of services to provide improved supervision ratios;
• The improvement of IT provision
• Development of more efficient work practices; and
• Communication and engagement with staff.
4. At the corporate level there is a focus on key performance targets at
Management Board and through the H.I.P./CPA Steering Group. Resources have
been provided to build individual staff capacity and technological and structural
support. Performance Clinics have been introduced to provide additional support
and guidance where underperformance has been identified. The findings of these
Performance Clinics should be analysed to identify common or recurring themes.
Overview and Scrutiny play a significant role in the overall monitoring of council
performance. Procedures for identifying and tackling cross cutting issues have been
developed the Council's own work and the London Borough of Hillingdon
comparative data contained within the annual Local Authority Overview and Scrutiny
survey would suggest that there is a capacity issue that warrants further
investigation.
5. Performance has improved within the probe areas both in terms of
performance indicator scores, albeit in some instance only very recently, and through
the increased focus and use of performance management information to guide
management action. The true test for Hillingdon, as it is for all Councils, is to ensure
service improvements are sustained and built upon over the long-term.
6. Whilst the increased focus on performance has given rise to examples of
innovative working and notable practice these are not widely known outside of
individual services and more action could be taken to ensure that these are more
effectively shared with colleagues.
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 186
7. The capacity to monitor and analyse information is well established within the
services reviewed but there remains a need to develop more analytical capability at
the strategic level and also to undertake more detailed cost benefit analysis in some
service areas.
8. Performance data for some LPSA targets is collated and reported annually
which restricts the potential for early intervention.
9. There was a common belief at all levels within the Council that there were too
many indicators, especially at a local level with the potential to divert activity away
from key performance targets.
Financial Implications
10. There are no direct financial implications as a result of this report.
CORPORATE CONSULTATIONS CARRIED OUT
Corporate Finance Comments
11. A corporate finance officer has reviewed the report and is satisfied that the
content and recommendations have no direct financial implications on the
performance management function or for the Council’s resources in total, since the
Action Plan will be delivered within existing staff resources.
Legal Implications
12. The Audit Commission has a number of powers under the Audit Commission
Act 1998 which include the power to carry out an Audit of a local authority's
Performance Management arrangements.
13. When carrying out an audit of a local authority, the Audit Commisssion has
the right to examine whether a local authority's practices are consistent with its
general duty to secure best value which arises under the Local Government Act
1999.Therefore,if Cabinet approves the five recommendations made by the
Commission, which are incorporated in the Action Plan, this will assist the Council in
demonstrating that it is meeting its duty under the 1999 Act''.
BACKGROUND DOCUMENTS
2005 Report - Audit of Performance Management by Audit Commission
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 187
2005 Performance Management Audit Action Plan
Recommendations Action Responsible
officer
1. Implement a corporate Groups to identify success factors from Directors
approach to capturing and performance improvements and share JD with
sharing notable practice. with HIP Performance Management HIP/PMG
Group
Deadline
2 Months
Action
Complete
Case studies of improving
performance/good customer care
celebrated and communicated
Customer
Care Group
And
HIP/PMG
Quarterly
2. Review the outcomes of
performance clinics and
analyses of identified issues
3. Review and where
practicable increase the
frequency at which PSA
performance data is
collected
4. Undertake more detailed
cost benefit analysis,
particularly when
outsourcing aspects of
service.
5. Review the range of local
performance indicators and
remove those where the
Re-launch Customer Care Awards
Audit of Performance clinics and report to
HIP/ PMG / Management Board
Continue to collect PSA data quarterly
where it can be collected quarterly.
Continue to collect PSA data monthly
where quarterly monitoring shows target
has slipped
Amend existing project management
guidance for business case and project
evaluation.
SMT’s to review local performance
indicators to identify local measures
which relate to the achievement of group
JD with
HIP/PMG
Oct 2005
Completed
TW On going PSA will
end in
2006
PSO with P
Whaymand
Board in
preparation
for Council
June 2006
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 188
cost of collection outweighs
the value of the information
provided.
and service plans and target a given level
of performance – targets to be included in
Group and Team plans
Plan
Performance
Supplement
PART 1 – MEMBERS, PUBLIC AND PRESS
Cabinet report 10 th November 2005 Page 189
Performance Detailed Report
30/06/2005
Last saved: 25/08/2005 10:16:00
Hillingdon
Performance
Management
London Borough of Hillingdon
2005-2006
The Audit Commission is an independent body responsible for ensuring that
public money is spent economically, efficiently and effectively, to achieve
high-quality local and national services for the public. Our remit covers more than
15,000 bodies which between them spend nearly £125 billion of public money
every year. Our work covers local government, housing, health, criminal justice
and fire and rescue services.
As an independent watchdog, we provide important information on the quality of
public services. As a driving force for improvement in those services, we provide
practical recommendations and spread best practice. As an independent auditor,
we monitor spending to ensure public services are good value for money.
Document Control
Author
Filename
Doug West
Hillingdon Performance Management
Status of our reports to the Council
Our reports are prepared in the context of the Statement of Responsibilities of
Auditors and Audited Bodies issued by the Audit Commission. Reports are
prepared by appointed auditors and addressed to members or officers. They are
prepared for the sole use of the audited body, and no responsibility is taken by
auditors to any member or officer in their individual capacity, or to any third party.
Copies of this report
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Hillingdon Performance Management │ Contents 3
Contents
Summary Report 4
Introduction 4
Background 4
Audit approach 5
Main conclusions 5
Recommendations 6
Detailed Report 7
Performance management processes 7
Corporate issues 8
Scrutiny 9
Impact in 'Probe' Services 12
Areas for Development 15
The way forward 15
London Borough of Hillingdon
4 Hillingdon Performance Management │
Summary Report
Introduction
1 Effective performance management is accepted as being critical to the success of
a well run local authority. A major contribution of performance management is its
focus on achieving outcomes. It reminds us that training, strong commitment and
lots of hard work are not results. The end result of all this activity must be the
delivery of useful products and services that effectively meets the needs of the
community. Managing performance is about supporting staff to make a
difference.
2 At any level performance management arrangements should:
• explicitly cite what the organisation’s aims and objectives are
• detail what needs to be done to achieve the stated objectives
• ensure individuals who are best placed to ensure the delivery of targets have
real ownership for doing so
• detail performance measures to enable progress to be tracked
• include the means to identify and address areas of poor performance
3 Performance management is more than establishing the mechanics such as
setting targets, having plans and measuring indicators which are easier to deal
with in comparison to getting the right focus, leadership and culture in place.
Often public bodies have performance management systems in place, but cannot
make them work well in practice. This suggests that there are wider reasons for
lack of success, other than the absence of a mechanism or framework.
Background
4 The Modernising Government agenda has set challenging new performance
objectives for councils. The Gershon review of public sector efficiency, for
example, details central government’s expectation that councils will be able to
release resources to front line services by successfully meeting specified
efficiency savings targets. These are to be achieved in essence through
productivity increases as a result of workforce reform and training, investment in
ICT and process reform. Performance management is a key tool to enable
councils to meet these challenges.
5 Our recent direction of travel summary report produced for the council as part of
our requirement to assess and annually report continuous improvements included
an assessment of the council’s performance management arrangements. In brief
the report found that the reporting arrangements on the Hillingdon Improvement
Plan had been improved with quarterly reporting and better linking of finance and
activity data. The staff personal development and performance appraisal system
(PADA) has been revised and the arrangements for its implementation reviewed.
London Borough of Hillingdon
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6 To help the Council to further develop and refine its approach to performance
management we agreed as part of the 2004/2005 audit plan to undertake a
review of the current arrangements.
Audit approach
7 To evaluate the current performance management arrangements we used probes
in three services: Environmental Services, Housing and Social Services. The
services were selected after consultation with the Council as areas where
underperformance had been identified in terms of; the processing of certain
planning applications, elements of the housing benefits service and within social
services the percentage of adults receiving a service who had received a
description of their needs within relevant time scales
8 The work involved a desk top review of documentation, interviews with directors,
senior managers and focus groups with front–line staff and service managers.
Main conclusions
9 Performance Management is embedded within services from senior managers to
front line teams and performance is a standing item at weekly and monthly
management and team meetings where indictors are reviewed and remedial
action taken within relevant service areas.
10 Within the 'Probe' service areas where failing performance had been identified
there has been an increase in capacity to monitor performance and identify
issues inhibiting service delivery. Examples of interventions to improve
performance against targets are;
• Restructuring of services to provide improved supervision ratios;
• The improvement of I.T. provision;
• Development of more efficient work practices; and
• Communication and engagement with staff.
11 At the corporate level there is a focus on key performance targets at
Management Board and through the H.I.P./CPA Steering Group which is a
member level body chaired by the Leader of the Council and attended by the
portfolio holder for Performance and senior council officers. Resources have
been provided to build individual staff capacity and technological and structural
support. Performance Clinics have been introduced to provide additional support
and guidance where underperformance has been identified. The findings of these
Performance Clinics should be analysed to identify common or recurring themes
or barriers to progress.
12 Overview and Scrutiny play a significant role in the overall monitoring of council
performance. Procedures for identifying and tackling cross cutting issues have
been developed. Whilst a detailed evaluation of officer support for Overview and
Scrutiny falls outside the scope of this report the Council's own work and the
London Borough of Hillingdon
6 Hillingdon Performance Management │
comparative data contained within the annual Local Authority Overview and
Scrutiny survey would suggest that there is a capacity issue that warrants further
investigation.
13 Performance has improved within the probe areas both in terms of performance
indicator scores, albeit in some instance only very recently, and through the
increased focus and use of performance management information to guide
management action. The true test for Hillingdon, as it is for all Councils, is to
ensure service improvements are sustained and built upon over the long-term.
14 Whilst the increased focus on performance has given rise to examples of
innovative working and notable practice these are not widely known outside of
individual services and more action could be taken to ensure that these are more
effectively shared with colleagues.
15 The capacity to monitor and analyse information is well established within the
services reviewed but there remains a need to develop more analytical capability
at the strategic level and also to undertake more detailed cost benefit analysis in
some service areas.
16 Performance data for some LPSA targets is collated and reported annually which
restricts the potential for early intervention.
17 There was a common belief at all levels within the Council that there were too
many indicators, especially at a local level with the potential to divert activity away
from the key performance targets.
Recommendations
18 We recommend that the Council:
• Implements a corporate approach to capturing and sharing notable practice;
• Reviews the outcomes from performance clinics and analyses identified
issues;
• Reviews and where practicable increases the frequency at which PSA
performance data is collected;
• Undertakes more detailed cost benefit analysis, particularly when outsourcing
aspects of service; and
• Reviews its range of local performance indicators and removes those where
the cost of data capture outweighs the value of the information provided.
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Detailed Report
Performance management processes
19 The Council's performance management framework for 2005/06 consists of a
Council plan, a performance supplement, group and service plans and individual
plans produced through the use of the Council's Performance and Development
Agreement (PADA) process. The Council plan for 2005/06 entitled "Making a
Difference" incorporates the Best Value Performance Plan and includes the
Leader's Statement that sets out the tasks for the groups for the coming year as
well as providing an assessment of the progress made against the Council's
targets and objectives in the preceding year. The Council plan documents how
the Council is to work with local strategic partners to address the aims detailed
within the community strategy. However, at the time of our fieldwork the new
community strategy had not been signed-off by all of the local partners nor
published. The performance supplement provides a commentary on the Council's
progress against Best Value performance indicators to meet best value statutory
requirements.
20 In interviews with senior and middle managers and focus groups with managers
and front line staff the focus on performance management was evident. In the
three service areas subject to detailed probes performance issues were standing
agenda items at management and team meetings which were held at monthly or
weekly intervals. Issues affecting performance were routinely identified and
addressed.
21 The PADA I process is well understood and embedded within the organisation. All
staff we spoke to at senior, middle management and operational level stated that
they had received timely appraisals. Evidence of a 'golden thread;' the consistent
use of objectives from the Council plan, to Group plans and then finally to
individual performance plans was provided within the probe areas. Departments
had individual systems to monitor compliance with PADA processes but there is
no monitoring at the corporate level. Systems to monitor whether regular 1-2-1s
were undertaken were less systematic. As identified in the IDeA peer review
report (2004) it is difficult to demonstrate the ‘golden thread’ running from the
community strategy through to individual staff targets given the absence of a
finalised community strategy. The Council needs to ensure that group and
individual plans tie into the new community strategy as part of the next group and
individual planning cycle.
22 Staff are kept informed of performance issues by a range of methods including
team meetings and briefings, the circulation of minutes, and corporate and
directorate updates. Staff we spoke to were clear as to their departmental
objectives and progress in achieving them. There is often a natural reluctance to
provide critical feedback and systems are needed to overcome this barrier. The
Council has implemented two notable approaches, for example 'skip' meetings
I
Performance and Development Appraisal
London Borough of Hillingdon
8 Hillingdon Performance Management │
between managers and staff which enable staff to talk directly to their line
manager's manager and 'diagonal slice' meetings across a range of management
levels and teams. The design of these meetings should help alleviate some of the
reluctance staff may feel about being candid about areas where performance is in
need of improvement. Such initiatives and good practice are shared at the H.I.P.
Performance Management Group and through the training programme
undertaken by the newly formed Project Support Office. However, awareness of
them amongst staff is mixed resulting in lost opportunities to implement notable
practice. We recommend that the Council implements a corporate approach to
capturing notable practice and sharing it more widely.
23 Performance Clinics have been introduced, initially within Housing and Social
Services. Performance clinics are convened to address identified areas of poor
performance. Initially a piece of research is undertaken to collate appropriate data
on the particular service area. A meeting is then held, chaired by the appropriate
Group Director and attended by service and team managers as well as other
appropriate personnel. The output from these clinics is an action plan which is
then monitored. Initially developed within Social Services these are now being
rolled out across the Council. These workshops are in the relatively early stages
of implementation and their contribution to service improvement has yet to be
evaluated and analysis to identify common factors impacting on performance has
yet to be undertaken. We recommend that the Council reviews the outcomes
from the performance clinics so that any common issues might be identified and
shared.
24 One factor seen as improving the focus on performance is the production of more
frequent and timely performance indicators which enable managers and staff to
identify and address underperformance at an earlier stage and we were given
examples of where early identification of issues had enabled effective
interventions to take place. However there are areas of performance, including
approximately 30 per cent of PSA I targets where data is still collected annually
and we recommend that where practicable the Council reviews and where
practicable increases the frequency at which PSA performance data is monitored
and analysed.
Corporate issues
25 There are a number of ways in which the corporate centre impacts on
performance, through the Hillingdon Improvement Programme, the use of
Scrutiny and by building capacity. For example, by providing resources: to
develop individual staff capacity, re-design business processes as well as
through the appropriate investment and implementation of new technologies.
26 Corporate involvement is seen by senior staff as motivational rather than 'hands
on' and this includes the visibility of the leader of the Council and Chief Executive
in holding well publicised quarterly award ceremonies where the contribution of
staff in delivering improved performance is publicly recognised.
I
Public Sector Agreement
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Hillingdon Performance Management │ 9
27 The Corporate Centre, through the various H.I.P projects undertakes dip
sampling and audits to ensure that appropriate systems are in place, for example
the proportion of staff that have had PADAs and how the sickness absence
policy is being implemented within departments.
28 Regular Executive Briefings are provided to Members and senior staff but whilst
performance trends against a wide range of targets are listed there is no analysis
as to the reasons for changes in performance. Senior staff we spoke to felt that
the quality of analysis could be developed to support the strategic decision
making process.
29 There are elements of cost benefit analysis in place including the outsourcing of
residential homes and of comparing the costs of using agency rather than in
house staff, however the analysis is limited. For instance, it does not provide the
Council with sufficient data to show whether, for example, Market Factor
Supplements are set at the levels to deliver the most cost effective mix of 'in
house' or agency staff. We recommend that the Council undertakes more
detailed cost benefit analysis, particularly when outsourcing aspects of services.
Hillingdon Improvement Programme
30 The Hillingdon Improvement Programme (HIP) was started in April 2003. It was
established to improve the efficiency and effectiveness of the Council and to
assist the Council in its endeavours to become an Excellent rated authority as
determined by the Comprehensive Performance Assessment (CPA) process.
31 The H.I.P. Steering Group is linked to the CPA continuous improvement
programme and membership of the Steering Group has now been expanded to
include all Portfolio Leads. This group considers all performance issues which are
considered critical to delivery of CPA improvements and 'triggers' performance
clinics for those key performance indicators where consistent underperformance
against targets is noted.
32 Performance Management is itself a H.I.P. project and all departmental Heads of
Performance participate in regular meetings which oversee the performance
framework and identify and address issues such as the provision of appropriate
I.T. and staff training.
33 There was a wide knowledge and understanding of H.I.P. amongst staff we spoke
to and CPA and the Council's drive to improve performance were seen as drivers
to encourage cross departmental working.
Scrutiny
34 Overview and Scrutiny play a significant role in the overall monitoring of council
performance and procedures for identifying and tackling cross cutting issues have
been developed. Whilst a detailed evaluation of officer support for Overview and
Scrutiny falls outside the scope of this report the Council's own work and the
comparative data contained within the annual Local Authority Overview and
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10 Hillingdon Performance Management │
Scrutiny survey would suggest that there is a capacity issue that warrants further
investigation.
35 Overview and scrutiny has two key roles to play. Firstly, it is tasked with holding
the Executive (i.e. the Cabinet) to account for the decisions they make (the
scrutiny part) and secondly reviewing Council policies and making
recommendations for future policies (the overview part). An effective Overview
and Scrutiny (O&S) function can assist in driving up performance, the overview
element in particular through its on-going monitoring and reviewing role.
36 In reviewing the role of O&S in terms of