Report - London Borough of Hillingdon
Report - London Borough of Hillingdon
Report - London Borough of Hillingdon
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Cabinet<br />
Meeting date: THURSDAY 10 TH NOVEMBER 2005<br />
Time:<br />
Venue:<br />
7.00PM<br />
COMMITTEE ROOM 6, CIVIC CENTRE<br />
HIGH STREET, UXBRIDGE<br />
Councillors in the Cabinet<br />
Councillor Ray Puddifoot<br />
Councillor David Simmonds<br />
Councillor Sandra Jenkins<br />
Councillor Philip Corthorne<br />
Councillor Solveig Stone<br />
Councillor Jonathan Bianco<br />
Councillor Douglas Mills<br />
Councillor Keith Burrows<br />
Councillor Mike Heywood<br />
Portfolio / designated area <strong>of</strong> responsibility<br />
Leader <strong>of</strong> the Council (Cabinet Chairman),<br />
Older People’s Champion<br />
Deputy Leader <strong>of</strong> the Council, Social Services and<br />
Health, future development <strong>of</strong> Children’s Services<br />
Environment<br />
Housing<br />
Education, Youth and Leisure<br />
Finance, Regeneration and Corporate Services<br />
Performance, Partnerships and Community Safety<br />
Planning and Transportation<br />
Service Co-ordination<br />
Further information<br />
This agenda was published on 2 November and contains reports which detail the business<br />
<strong>of</strong> and decisions to be made by the Cabinet at its meeting on the 10 November. If you<br />
would like further information, please call <strong>Hillingdon</strong>’s Cabinet Office on 01895 250 472,<br />
email cabinet@hillingdon.gov.uk or visit the Council’s website www.hillingdon.gov.uk<br />
Mark Braddock – Cabinet Secretary<br />
Involving the Public in the way we do business…<br />
Members <strong>of</strong> the Public and Press are very welcome to attend this<br />
meeting. Free parking is available via the entrance to the Civic<br />
Centre in the High Street. Bus routes 427, U1, U3, U4 and U7 all<br />
stop at the Civic Centre. Uxbridge underground station, with the<br />
Piccadilly and Metropolitan lines, is a short walk away. Please<br />
enter from the Council’s main reception where you will be<br />
directed to the Committee Room.<br />
Please switch <strong>of</strong>f your mobile phone when entering the room and<br />
note that the Council operates a no-smoking policy in its <strong>of</strong>fices.<br />
This agenda<br />
is available in<br />
large print
Agenda & Business<br />
1. Apologies for Absence<br />
2. Declarations <strong>of</strong> Interest in matters coming before this meeting<br />
3. To receive the minutes <strong>of</strong> the Cabinet meeting held on 12 October 2005 (pages 1 –<br />
12)<br />
4. To confirm that the items <strong>of</strong> business marked Part I will be considered in Public and<br />
that the items marked Part 2 will be considered in private<br />
5. Consideration <strong>of</strong> Cabinet reports (listed below)<br />
6. Any Business transferred from Part 1 <strong>of</strong> the agenda.<br />
Cabinet <strong>Report</strong>s – Part 1 – Members, Public and the Press<br />
Items are marked in the order that they will be considered. A reference number is shown to<br />
indicate that this item has previously appeared on the Council’s Forward Plan. The<br />
Forward Plan is a publicly available document updated each month which outlines, as far<br />
as possible, the Cabinet’s work programme over the next four months.<br />
Page No. Ref No.<br />
1 <strong>Hillingdon</strong> Council’s Strategy for Older People 13 -<br />
2 Development <strong>of</strong> Children’s Services 42 427<br />
3 Consultation and Engagement – A Future Strategy 52 361<br />
for <strong>Hillingdon</strong><br />
4 <strong>Hillingdon</strong>’s Domestic Violence Strategy 64 512<br />
5 Council Workforce Plan 2005-2015 112 516<br />
6 Equality Standard for Local Government – an<br />
140 441<br />
update<br />
7 West <strong>London</strong> Tram – Consultation Response 151 -<br />
8 Performance Management Audit – Action Plan 185 514<br />
9 Draft Joint Municipal Waste Management Strategy 206 335<br />
10 Acorn Youth Club development, Columbia Avenue, 220 508<br />
Eastcote<br />
11 Refurbishment and reopening <strong>of</strong> Public<br />
226 515<br />
Conveniences in Shopping Centres<br />
12 Proposed Charging for Pre-Application Advice on 229 504<br />
Major Development Schemes<br />
13 Budget Month 6 2005/06 Revenue and Capital 240 465<br />
Monitoring<br />
14 The Great Barn, Manor Court, Harmondsworth 271 -<br />
Cabinet <strong>Report</strong>s - Part 2 – Private, Members Only<br />
The reports listed below in Part 2 are not made public because they contain confidential or<br />
exempt information as defined by law in the Local Government (Access to Information Act<br />
1985). This is because:<br />
• Part <strong>of</strong> Item 14 and the whole <strong>of</strong> Item 15 contain information relating to the financial<br />
or business affairs <strong>of</strong> any particular person (other than the Authority). (paragraph 7<br />
<strong>of</strong> the Schedule to the Act).
• Items 16 - 24 contain information relating to any terms proposed or to be proposed<br />
by or to the authority in the course <strong>of</strong> negotiations for a contract for the acquisition<br />
or disposal <strong>of</strong> property or the supply <strong>of</strong> goods or services. (paragraph 9 <strong>of</strong> the<br />
Schedule to the Act).<br />
Page No. Ref No.<br />
14 The Great Barn, Manor Court, Harmondsworth 285 -<br />
– Part 2 Appendix<br />
15 Uxbridge Lido and Sports Centre Procurement 298 388<br />
– Leisure Management Operator<br />
16 Frank Welch Court, Eastcote – Progress on<br />
339 477<br />
Redevelopment<br />
17 Bedwell Gardens Community Centre, Hayes 344 370<br />
18 Sites E, H and L at <strong>Hillingdon</strong> House Farm,<br />
360 -<br />
Uxbridge<br />
19 King Edwards Road, Ruislip – Former Hostel 364 473<br />
20 Tender for new 4 bed Respite Care Home at 371 458<br />
Burns Close, Hayes<br />
21 Tender for Provision <strong>of</strong> Insurance Cover 377 513<br />
22 Tender for Home Improvement Agency and<br />
387 493<br />
Home Handyperson Scheme<br />
23 Pole Hill Open Space, <strong>of</strong>f Gainsborough Road, 392 482<br />
Hayes – Grant <strong>of</strong> Licence<br />
24 Herlwyn Avenue Playing Fields, West End<br />
Road, Ruislip – Grant <strong>of</strong> Licence<br />
396 483<br />
7. Any Items transferred from Part 1<br />
8. Any Other Business in Part 2
Cabinet Decisions – 12 th October 2005<br />
DECISION LIST<br />
The left hand column indicates the decision number, which relates to the report number on<br />
the main agenda. The middle column details the actual decision made, the reason for that<br />
decision and also any alternatives considered or rejected. The right hand column indicates<br />
the name <strong>of</strong> the <strong>of</strong>ficer(s) responsible for implementing/following up the decision in each case.<br />
Cabinet Members Present – Councillors:<br />
• Ray Puddifoot (Leader <strong>of</strong> the Council and Cabinet Chairman)<br />
• David Simmonds (Deputy Leader and Cabinet Member for<br />
Social Services & Health)<br />
• Philip Corthorne (Cabinet Member for Housing)<br />
• Mike Heywood (Cabinet Member for Planning & Transportation)<br />
• Sandra Jenkins (Cabinet Member for Environment)<br />
• Douglas Mills (Cabinet Member for Performance, Partnerships<br />
& Community Safety)<br />
• Solveig Stone (Cabinet Member for Education, Youth &<br />
Leisure)<br />
Officer contact<br />
CABINET<br />
OFFICE<br />
01895 250472<br />
Other Party Leaders Present – Councillors:<br />
• Rod Dubrow-Marshall (Leader <strong>of</strong> the Labour Group)<br />
• Mike Cox (Deputy Leader <strong>of</strong> the Liberal Democrat Group)<br />
Apologies for absence received from :-<br />
• Jonathan Bianco (Cabinet Member for Finance, Regeneration<br />
and Corporate Services)<br />
DECLARATIONS OF INTEREST<br />
Councillor Rod Dubrow-Marshall declared a general personal and nonprejudicial<br />
interest as Dean <strong>of</strong> Faculty at Buckinghamshire Chilterns<br />
University College, which was a provider <strong>of</strong> courses to the Council’s<br />
Social Services Group and as a member <strong>of</strong> the Board <strong>of</strong> <strong>Hillingdon</strong><br />
Homes. He also declared a personal and non-prejudicial interest as a<br />
Governor <strong>of</strong> Uxbridge High School (Item 4).<br />
MINUTES OF MEETING HELD ON 8 TH SEPTEMBER 2005<br />
The minutes <strong>of</strong> the meeting held on 8 th September 2005 were agreed<br />
as a correct record.<br />
CABINET<br />
OFFICE<br />
01895 250472<br />
CABINET<br />
OFFICE<br />
01895 250472<br />
Cabinet Decisions 12.10.2005 Page 1
DISTRIBUTION OF REPORTS IN PUBLIC AND PRIVATE<br />
<strong>Report</strong>s on item 8, items 10 to 16 and part <strong>of</strong> item 9 were considered to<br />
contain exempt information as defined in the paragraphs to the<br />
Schedule to the Local Government (Access to Information) Act 1985.<br />
These reports and part report were considered in the private section <strong>of</strong><br />
the meeting with the exception <strong>of</strong> item 16 which the Cabinet agreed to<br />
consider in the public part <strong>of</strong> the meeting in view <strong>of</strong> the public interest in<br />
the issue.<br />
1 COUNCIL PLAN AND COMMUNITY STRATEGY :<br />
PROGRESS REPORT ON WORK PROGRAMME<br />
DECISION<br />
That the Cabinet notes the progress made to date and indicates<br />
that it wishes all targets to be met.<br />
REASON FOR DECISION<br />
Cabinet agreed that both the Community Strategy and Council Plan<br />
should be monitored regularly.<br />
CABINET<br />
OFFICE<br />
01895 250472<br />
TRACY<br />
WATERS<br />
01895 277694<br />
PAUL<br />
WILLIAMS<br />
01895 250986<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
Cabinet could have instructed <strong>of</strong>ficers to take further action on the work<br />
programmes.<br />
2 HEATHROW AIRPORT MASTER PLAN –<br />
CONSULTATION RESPONSE<br />
DECISION<br />
TIM JURDON<br />
01895 250610<br />
1. That Cabinet agrees the Council’s response to BAA’s Heathrow<br />
Airport Interim Master Plan consultation as set out in the report<br />
together with the responses to the questions set out in Appendix 1<br />
and the following additional response to Question 8 :-<br />
‘Reference is made in the Interim Master Plan to the need for<br />
demand management on roads in respect <strong>of</strong> any schemes for<br />
additional public transport infrastructure (para 9.35 refers). The<br />
Council expects any such potential road pricing proposals to take<br />
full account <strong>of</strong> the needs <strong>of</strong> existing local residents and<br />
communities. They should not be financially disadvantaged<br />
simply to facilitate the commercial expansion <strong>of</strong> Heathrow<br />
Airport.’<br />
and the following additional response to question 7 :-<br />
‘The Council notes that BAA is not willing to cooperate in setting<br />
up community liaison with stakeholders to cover and evaluate<br />
Cabinet Decisions 12.10.2005 Page 2
complaints about airport noise.’<br />
2. That the wording <strong>of</strong> the final response to be made is delegated<br />
to <strong>of</strong>ficers, in consultation with the Cabinet Member for Planning<br />
and Transportation, including the following additional wording in<br />
the response :- ‘BAA has a regulatory responsibility to develop a<br />
strategic environmental impact assessment with regard to<br />
Heathrow Airport.’<br />
REASON FOR DECISION<br />
The response will make BAA aware <strong>of</strong> the Council’s views in order to<br />
seek to improve the content and subsequent outcomes from the Master<br />
Plan in accordance with the Council’s priorities.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
To make no comment.<br />
3 VOID TRANSFER POLICY<br />
DECISION<br />
That the Council continues to jointly deliver the Void Transfer<br />
Agreement with Chiltern Hundreds Charitable Housing<br />
Association (CHCHA) to transfer another 100 Council homes to<br />
the Association.<br />
MELISSA<br />
SPARKS<br />
01895 556689<br />
REASON FOR DECISION<br />
The scheme enables the Council to maximise the use <strong>of</strong> a limited<br />
number <strong>of</strong> its dwellings in order to secure additional affordable homes<br />
for rent on a permanent basis to meet local housing need.<br />
The scheme also impacts beneficially on the Council’s Comprehensive<br />
Performance Assessment as it contributes to the Government targets <strong>of</strong><br />
reducing numbers <strong>of</strong> households in temporary accommodation and the<br />
length <strong>of</strong> time in B & Bs.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
To terminate the Agreement.<br />
4 SCHOOL ASSET MANAGEMENT STRATEGY<br />
DECISION<br />
1. That Cabinet approves a draft forward plan for consultation<br />
with schools.<br />
VENETIA<br />
ROGERS<br />
01895 250494<br />
2. That Cabinet agrees that projects at the schools identified in<br />
paragraph 14 <strong>of</strong> the report should be programmed as soon as<br />
Cabinet Decisions 12.10.2005 Page 3
capital resources permit.<br />
3. That a further report be made to Cabinet following consultation<br />
with schools.<br />
4. That Cabinet approves the draft LEA Assessibility Strategy as a<br />
basis for consultation with schools and relevant community<br />
groups and other partners.<br />
REASON FOR DECISION<br />
The development <strong>of</strong> a forward plan for capital investment in the<br />
schools’ estate is essential in order to support school improvement,<br />
ensure that buildings are safe and fit for purpose, discharge the<br />
Council’s statutory responsibilities for health & safety, ensure that the<br />
best use is made <strong>of</strong> scarce capital resources, ensure that propertyrelated<br />
risks are managed, and for the Council’s decision-making<br />
processes to have credibility with schools.<br />
The LEA is required to have in place an Accessibility Strategy for<br />
schools.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
To not proceed with the development <strong>of</strong> a forward plan. Cabinet could<br />
have proposed amendments to the consultation document or to the<br />
draft Accessibility Strategy.<br />
5 PLANNING OBLIGATIONS – QUARTERLY FINANCIAL<br />
MONITORING REPORT<br />
DECISION<br />
That the Cabinet notes the updated financial information as set<br />
out in Appendix 1 to the report.<br />
REASON FOR DECISION<br />
The District Audit “Management <strong>of</strong> Planning Obligations” Action Plan<br />
1999 contained a number <strong>of</strong> recommendations. Recommendation R13<br />
specifically requires the Council to produce regular financial<br />
statements. The regular reporting <strong>of</strong> such information is necessary to<br />
aid transparency and assure probity in the area <strong>of</strong> planning obligations.<br />
JALES<br />
TIPPELL<br />
01895 250402<br />
PAUL<br />
NEEDHAM<br />
01895 277084<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
It is a requirement <strong>of</strong> the District Audit report and an obvious example<br />
<strong>of</strong> good practice to monitor income and expenditure against specific<br />
planning agreements and ensure that expenditure takes place in<br />
accordance within the parameters <strong>of</strong> those agreements.<br />
Cabinet Decisions 12.10.2005 Page 4
6 CORPORATE EQUALITIES AND DIVERSITY PLAN<br />
Cabinet recorded its thanks to <strong>of</strong>ficers for producing the Plan.<br />
DECISION<br />
That the Plan be agreed and approved for publication on the<br />
external and internal websites and <strong>of</strong>ficers be instructed /<br />
requested to utilise its contents in developing service plans.<br />
SONIA<br />
GANDHI<br />
01895 277019<br />
REASON FOR DECISION<br />
This plan will ensure that the Council reach its target <strong>of</strong> level 2 for the<br />
Equality Standard for Local Government by March 2006, and levels 3 /<br />
4 by March 2008. No target has yet been set for level 5, but it is<br />
anticipated that the Council will achieve this target by March 2010.<br />
Ensuring that the actions stated in the plan will result in meeting all <strong>of</strong><br />
the equality and diversity best value performance indiactors as<br />
indicated in the Council Plan.<br />
Many <strong>of</strong> the actions listed will help the council meet short, medium and<br />
long term targets as stated in the Community Strategy.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
Cabinet could have modified the plan.<br />
7 BUDGET – MONTH 5 2005/06 REVENUE MONITORING<br />
DECISION<br />
1. That Directors provide Cabinet Members with options to ensure<br />
any forecast overspend on revenue budgets for the current year is<br />
reduced to bring it back in line with the approved budget.<br />
PAUL<br />
WHAYMAND<br />
01895 556074<br />
2. That the Leader <strong>of</strong> the Council assisted by other Cabinet<br />
Members, be instructed to review the Adult Education and Special<br />
Education Needs budgets and report back to Cabinet at a later<br />
date.<br />
REASON FOR DECISION<br />
To ensure the Council achieves its budgetary objectives.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
None.<br />
The report relating to this item had been dispatched less than 5 working<br />
days before the Cabinet meeting and the Chairman therefore agreed<br />
that it may be discussed as urgent so that decisions on the budget may<br />
Cabinet Decisions 12.10.2005 Page 5
e taken based on the most up to date information available.<br />
8 BOTWELL GREEN SPORTS AND LEISURE CENTRE –<br />
APPOINTMENT OF QUANTITY SURVEYORS / COST<br />
CONSULTANTS AND DESIGN TEAM TO DEVELOP THE<br />
DESIGN<br />
BILL KING<br />
01895 250566<br />
DECISION<br />
1. To agree to progress the development <strong>of</strong> the Botwell Green<br />
Sports & Leisure Centre.<br />
2. To authorise the expenditure <strong>of</strong> £750K as outlined in the<br />
body <strong>of</strong> the report to develop the project up to pre-construction<br />
stage.<br />
3. To agree to the appointment <strong>of</strong> Atkins Consultants to act as<br />
the Council’s Quantity Surveyor/Cost Consultants for the project.<br />
4. To agree to the appointment <strong>of</strong> an architect led design team<br />
at the conclusion <strong>of</strong> the best value review undertaken by the<br />
appointed quantity surveyor and <strong>of</strong>ficers based on the submitted<br />
tenders that will provide the most suitable design solution.<br />
5. To authorise the Asset Management Review Project Director<br />
to commission surveys as necessary to develop designs to preconstruction.<br />
6. To agree to the submission <strong>of</strong> detailed planning<br />
application(s) at RIBA Stage D to secure consent for the<br />
development <strong>of</strong> the Project.<br />
7. To agree to the submission <strong>of</strong> Outline Planning application<br />
for the disposal <strong>of</strong> Hayes Pool.<br />
REASON FOR DECISION<br />
To enable progress <strong>of</strong> a key project, which is part <strong>of</strong> the Education,<br />
Youth & Leisure Asset Management Review strategy <strong>of</strong> developing new<br />
leisure facilities to meet the needs <strong>of</strong> the community.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
To not approve the appointments and cancel the project.<br />
This report was considered in part 2 because it contained exempt<br />
information as defined in paragraph 8 <strong>of</strong> the schedule to the Local<br />
Government (Access to Information) Act 1985. (The amount <strong>of</strong> any<br />
expenditure proposed to be incurred by the authority under any<br />
particular contract for the acquisition <strong>of</strong> property <strong>of</strong> the supply <strong>of</strong> goods<br />
or services).<br />
Cabinet Decisions 12.10.2005 Page 6
9 REFURBISHMENT AND REOPENING OF PUBLIC<br />
CONVENIENCES IN SHOPPING CENTRES<br />
DECISION<br />
GERRY<br />
EDWARDS<br />
01895 250903<br />
1. To request <strong>of</strong>ficers to progress the reopening <strong>of</strong> the public<br />
conveniences at Botwell Lane, Hayes and Manor Farm, Ruislip<br />
(Option b) and to report the proposed programme to the<br />
November meeting <strong>of</strong> the Cabinet.<br />
2. To agree to the funding <strong>of</strong> CCTV provision from the CCTV<br />
budget.<br />
REASON FOR DECISION<br />
To respond to the requests <strong>of</strong> older people and disabled people in the<br />
borough for the Council to reopen some <strong>of</strong> the public toilets previously<br />
closed using funding from the fund for disabled and older people’s<br />
priorities.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
To reopen alternative or additional public conveniences.<br />
The report relating to this item had been dispatched less than 5 working<br />
days before the Cabinet meeting and the Chairman therefore agreed<br />
that it may be discussed as urgent because <strong>of</strong> the need to progress<br />
works speedily.<br />
Appendix A to this report was considered in part 2 because it contained<br />
exempt information as defined in paragraph 8 <strong>of</strong> the schedule to the<br />
Local Government (Access to Information) Act 1985. (The amount <strong>of</strong><br />
any expenditure proposed to be incurred by the authority under any<br />
particular contract for the acquisition <strong>of</strong> property <strong>of</strong> the supply <strong>of</strong> goods<br />
or services).<br />
10 RUISLIP MANOR SPORTS AND SOCIAL CLUB<br />
DECISION<br />
1. That in view <strong>of</strong> its wish to see the preservation <strong>of</strong> a valuable<br />
sports and recreational facility in the Ruislip area, the Cabinet<br />
supports the existence <strong>of</strong> Ruislip Manor Sports and Social Club<br />
(RMSSC) and the need for it to continue to provide such a facility<br />
for the benefit <strong>of</strong> the community.<br />
DORIAN<br />
LEATHAM<br />
01895 250569<br />
2. That Cabinet authorises the Corporate Director <strong>of</strong> Education<br />
Youth and Leisure to explore whether, as part <strong>of</strong> the voluntary and<br />
community sector initiative, it is possible for RMSSC to assist in<br />
the area <strong>of</strong> youth development and thereby attract grant funding<br />
from the Council.<br />
Cabinet Decisions 12.10.2005 Page 7
3. That Cabinet authorises the Head <strong>of</strong> Corporate Property<br />
Services and the <strong>Borough</strong> Solicitor to explore whether the<br />
Landlord is prepared to permit the location <strong>of</strong> the <strong>London</strong><br />
Ambulance Services’ vehicles on part <strong>of</strong> the playing fields which it<br />
has demised to RMSSC.<br />
4. That in the event that a satisfactory solution cannot be<br />
found by pursuing the courses <strong>of</strong> action set out in Decisions 2 and<br />
3 above, Cabinet authorises <strong>of</strong>fices to explore generally whether<br />
any assistance, including the possibility <strong>of</strong> providing financial<br />
assistance, can be given to RMSSC.<br />
5. That once <strong>of</strong>ficers have explored the possibilities set out in<br />
the above recommendations and the outcome <strong>of</strong> the arbitration<br />
process is known, to report back to the Leader and the Chief<br />
Executive who will have the delegated authority to decide the form<br />
and extent <strong>of</strong> any assistance which the Council may decide to<br />
provide to RMSSC.<br />
REASON FOR DECISION<br />
Cabinet wishes to explore the steps which it can legitimately take to<br />
support and assist RMSSC.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
To not provide assistance to the RMSSC.<br />
This report was considered in part 2 because it contained exempt<br />
information as defined in paragraph 4 <strong>of</strong> the schedule to the Local<br />
Government (Access to Information) Act 1985. (information relating to<br />
any particular applicant for, or recipient or former recipient <strong>of</strong>, any<br />
financial assistance provided by the authority ).<br />
11 ACCEPTANCE OF TENDER FOR TERM CONTRACT –<br />
SCHEDULE 33 – ERECTION AND RENEWAL OF STREET<br />
FURNITURE<br />
DECISION<br />
E BALA<br />
01895 250443<br />
That the Term Contract Schedule 33 – Erection and Renewal <strong>of</strong><br />
Street Furniture be awarded to Cyril Smith (Fencing) ltd.<br />
REASON FOR DECISION<br />
The analysis <strong>of</strong> tenders received shows that the one recommended<br />
<strong>of</strong>fers best value to the Council.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
To accept an alternative tender.<br />
Cabinet Decisions 12.10.2005 Page 8
This report was considered in part 2 because it contained exempt<br />
information as defined in paragraph 9 <strong>of</strong> the schedule to the Local<br />
Government (Access to Information) Act 1985. (Any terms proposed by<br />
or to the authority in the course <strong>of</strong> negotiations for a Contract for the<br />
acquisition or disposal <strong>of</strong> property <strong>of</strong> the supply <strong>of</strong> goods or services).<br />
12 REPLACEMENT OF THE LIBRARY COMPUTER<br />
MANAGEMENT SYSTEM<br />
DECISION<br />
1. That Cabinet approves that SirsiDynix be awarded preferred<br />
supplier status for the contract subject to satisfactory terms and<br />
conditions being negotiated.<br />
DERRICK<br />
FERNANDES<br />
01895 250701<br />
2. That Cabinet approves the re-phasing <strong>of</strong> the costs <strong>of</strong> the capital<br />
project, as set out in Table D in Section 9.0 <strong>of</strong> the report.<br />
REASON FOR DECISION<br />
SirsiDynix <strong>of</strong>fered the best value.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
To accept another <strong>of</strong> the tenders.<br />
This report was considered in part 2 because it contained exempt<br />
information as defined in paragraph 8 <strong>of</strong> the schedule to the Local<br />
Government (Access to Information) Act 1985. (The amount <strong>of</strong> any<br />
expenditure proposed to be incurred by the authority under any<br />
particular contract for the acquisition <strong>of</strong> property <strong>of</strong> the supply <strong>of</strong> goods<br />
or services).<br />
13 SELECTION OF SUPPLIER OF NETWORK HARDWARE<br />
DECISION<br />
1. That Company A is awarded preferred supplier status for this<br />
contract subject to satisfactory terms and conditions being<br />
negotiated.<br />
STEVE<br />
PALMER<br />
01895 556009<br />
2. That Company B is awarded secondary supplier status should<br />
satisfactory terms and conditions fail to be negotiated with<br />
Company A.<br />
REASON FOR DECISION<br />
Company A has clearly demonstrated their ability to <strong>of</strong>ficers to deliver<br />
the items in the current capital programme. Company B has also<br />
demonstrated that they have the ability to deliver but at a higher cost<br />
than Company A.<br />
Cabinet Decisions 12.10.2005 Page 9
ALTERNATIVES CONSIDERED AND REJECTED<br />
To award the contract to another company.<br />
This report was considered in part 2 because it contained exempt<br />
information as defined in paragraph 8 <strong>of</strong> the schedule to the Local<br />
Government (Access to Information) Act 1985. (The amount <strong>of</strong> any<br />
expenditure proposed to be incurred by the authority under any<br />
particular contract for the acquisition <strong>of</strong> property <strong>of</strong> the supply <strong>of</strong> goods<br />
or services).<br />
14 UXBRIDGE RUGBY FOOTBALL CLUB – HILLINGDON<br />
HOUSE FARM<br />
DECISION<br />
1. To approve the terms set out in Appendix A and B for the grant<br />
<strong>of</strong> an Agreement for a Lease and Lease for a term <strong>of</strong> fifteen years<br />
in respect <strong>of</strong> the land shown edged black on plan UXB444 dated<br />
7 th September 2005 to permit construction <strong>of</strong> the rugby pitch.<br />
MAYUR<br />
PATEL<br />
01895 277279<br />
2. That paragraph 5 in Appendix B be amended to add the<br />
following wording to the end:- ‘, as attached to the lease.’<br />
REASON FOR DECISION<br />
To allow the construction <strong>of</strong> a new rugby pitch.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
To not grant an agreement.<br />
This report was considered in part 2 because it contained exempt<br />
information as defined in paragraph 9 <strong>of</strong> the schedule to the Local<br />
Government (Access to Information) Act 1985. (Any terms proposed by<br />
or to the authority in the course <strong>of</strong> negotiations for a Contract for the<br />
acquisition or disposal <strong>of</strong> property <strong>of</strong> the supply <strong>of</strong> goods or services).<br />
15 APPOINTMENT OF CONSULTANT TO PREPARE<br />
OUTLINE PLANNING APPLICATION AND ANY<br />
NECESSARY ACCOMPANYING REPORTS FOR THE<br />
DISPOSAL OF HARLINGTON ROAD DEPOT<br />
DECISION<br />
SETISH<br />
VEKARIA<br />
01895 277245<br />
To appoint Bickerdike Allen Partners to prepare the outline<br />
planning application and any necessary accompanying reports<br />
and assessments for the disposal <strong>of</strong> Harlington Road Depot.<br />
Cabinet Decisions 12.10.2005 Page 10
REASON FOR DECISION<br />
To progress the project.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
To identify an alternative resource to manage the planning application.<br />
This report was considered in part 2 because it contained exempt<br />
information as defined in paragraph 9 <strong>of</strong> the schedule to the Local<br />
Government (Access to Information) Act 1985. (Any terms proposed by<br />
or to the authority in the course <strong>of</strong> negotiations for a Contract for the<br />
acquisition or disposal <strong>of</strong> property <strong>of</strong> the supply <strong>of</strong> goods or services).<br />
16 PROGRESS REPORT ON THE POTENTIAL ACQUISITION<br />
OF HARMONDSWORTH BARN<br />
DECISION<br />
1. That Cabinet expresses its wish to purchase the freehold <strong>of</strong><br />
Harmondsworth Barn but notes that the condition survey and<br />
estimated annual maintenance revenue costs are still to be<br />
confirmed.<br />
2. That Cabinet notes that the appropriate delegated <strong>of</strong>ficer will<br />
take any necessary decision with respect to Harmondsworth Barn<br />
in consultation with the Leader <strong>of</strong> the Council and the Cabinet<br />
Members for Finance, Regeneration and Corporate Services and<br />
Planning and Transportation.<br />
JANET<br />
RANGELEY<br />
01895 250553<br />
SARAH<br />
DRYSDALE<br />
01895 277078<br />
REASON FOR DECISION<br />
To ensure that the barn is secured for the community.<br />
ALTERNATIVES CONSIDERED AND REJECTED<br />
None.<br />
The report relating to this item had been dispatched less than 5 working<br />
days before the Cabinet meeting and the Chairman therefore agreed<br />
that it may be discussed as urgent in order that a formal statement<br />
indicating the Council’s interest in securing the long term future <strong>of</strong> the<br />
Barn is made before the Official Receivers close the accounts on 31 st<br />
October 2005.<br />
This report was identified as containing exempt information as defined<br />
in paragraph 8 <strong>of</strong> the schedule to the Local Government (Access to<br />
Information) Act 1985. (The amount <strong>of</strong> any expenditure proposed to be<br />
incurred by the authority under any particular contract for the<br />
acquisition <strong>of</strong> property <strong>of</strong> the supply <strong>of</strong> goods or services).<br />
The Cabinet decided to consider the item in the public part <strong>of</strong> the<br />
Cabinet Decisions 12.10.2005 Page 11
meeting in view <strong>of</strong> the public interest in the issue.<br />
The meeting closed at 8.33 p.m.<br />
THIS DECISIONS SHEET WAS PUBLISHED ON 13 TH OCTOBER 2005. NO DECISIONS<br />
WERE CALLED IN FOR SCRUTINY AND ALL DECISIONS THEREFORE CAME INTO<br />
FORCE ON 20 TH OCTOBER 2005.<br />
Cabinet Decisions 12.10.2005 Page 12
HILLINGDON COUNCIL’S STRATEGY FOR<br />
OLDER PEOPLE<br />
ITEM 1<br />
Contact Officer Phillip Sharpe 01895 277274<br />
Papers with this report<br />
Appendix 1 - attached<br />
SUMMARY<br />
This report outlines the development <strong>of</strong> a multi-agency, Council strategy for older<br />
people which links to <strong>Hillingdon</strong>’s Community Plan. Members are asked to adopt the<br />
strategy attached as appendix one and agree to the monitoring procedures outlined.<br />
RECOMMENDATIONS<br />
That the Cabinet agrees:<br />
1. To adopt the strategy as outlined in Appendix 1.<br />
2. That an action plan be developed following publication <strong>of</strong> the strategy<br />
which will be monitored by an inter-agency strategy group, older people and<br />
the Older People’s Champion.<br />
3. That a copy <strong>of</strong> the action plan be brought to Cabinet in January 2006 for<br />
information.<br />
REASONS FOR OFFICER RECOMMENDATION<br />
The adoption <strong>of</strong> this strategy and development and implementation <strong>of</strong> an action plan<br />
will enable the Council to work with partners and the community to continue to<br />
improve services for older people and take appropriate action on those areas for<br />
further development identified by older people during the consultation Adoption <strong>of</strong><br />
the strategy assists the Council and its partners in meeting the requirements <strong>of</strong> the<br />
Comprehensive Performance Assessment (CPA) Key Lines <strong>of</strong> Enquiry (KLOE’s),<br />
delivering the Community Strategy and in further improving services to older people<br />
in our Community.<br />
OPTIONS AVAILABLE<br />
Cabinet could amend the Plan.<br />
INFORMATION<br />
1. The development <strong>of</strong> a Health & Social Care Strategy for Older People in<br />
September 2004 identified a range <strong>of</strong> issues important to older people which were<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 13
outside <strong>of</strong> the strategy’s health and social care remit. At the same time the Council<br />
carried out a self-assessment against the CPA KLOE’s for older people which<br />
highlighted the need to develop a Council wide and interagency strategy<br />
encompassing the wider spectrum <strong>of</strong> older peoples’ well-being. This strategy has<br />
now been developed in partnership with a wide range <strong>of</strong> partners including the PCT,<br />
<strong>Hillingdon</strong> Hospital, the voluntary sector, Police, Ambulance Service and Fire<br />
Brigade.<br />
Financial Implications<br />
2. The draft capital programme provides for £250k for each <strong>of</strong> the next 3 years<br />
to support this initiative. In the medium term this strategy will mitigate future revenue<br />
budget pressures as it will enable more people to live in their own homes which is a<br />
more cost efficient option than utilising residential care.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
3. This strategy was agreed at management board on the 27.9.05 and has been<br />
produced by an interdepartmental and interagency group involving all <strong>of</strong> the<br />
Council’s departments.<br />
Corporate Finance Comments<br />
4. Corporate Finance has reviewed this report and the financial implications<br />
within it. The view <strong>of</strong> Corporate Finance is that this report and its financial<br />
implications properly reflect both the direct resource implications on the service<br />
concerned and any wider implications on Council resources as a whole.<br />
Legal Implications<br />
5. The Local Government Act 2000 is relevant to the Council's Strategy for Older<br />
People in two respects which can be briefly summarised as follows:<br />
6. Section 2 provides that every local authority has the power to do anything<br />
which it considers is likely to achieve the promotion or improvement <strong>of</strong> the economic,<br />
social or environmental wellbeing <strong>of</strong> an area. These three heads <strong>of</strong> wellbeing have a<br />
very wide scope and therefore give considerable discretion to a local authority.<br />
7. It is important to note that the above power may be exercised in relation to or<br />
for the benefit <strong>of</strong> the whole or any part <strong>of</strong> a local authority's area or all or any persons<br />
resident or present in such an area. The power can therefore clearly be used to<br />
underpin the Council's Strategy for Older People in <strong>Hillingdon</strong>.<br />
8. As is stated in the strategy document, it is important to recognise that the<br />
themes for the Plan for Older People are linked to <strong>Hillingdon</strong>'s Community Plan 2005<br />
which outlines the Council's vision for the future <strong>of</strong> <strong>Hillingdon</strong>'s communities.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 14
9. Section 4 <strong>of</strong> the Act makes it a requirement for every local authority to<br />
prepare a Community Strategy for promoting or improving the well-being <strong>of</strong> their<br />
area and contributing to the achievement <strong>of</strong> sustainable development in the United<br />
Kingdom.<br />
EXTERNAL CONSULTATIONS CARRIED OUT<br />
10. The document was endorsed by the PCT management board on the 8.9.05<br />
On 3 October 2005 at the Assembly for Older People, The Leader <strong>of</strong> the Council,<br />
Cllr Ray Puddifoot launched <strong>Hillingdon</strong> Council’s Strategy for Older People and also<br />
announced his appointment as Champion for Older People. This was also widely<br />
reported in the local media and comments invited by them.<br />
11. 1000 copies <strong>of</strong> the strategy went out to older people and community groups<br />
for comment by 21 October. It has also been through a reader’s panel and<br />
confirmed as “understandable and promising”.<br />
Below are some <strong>of</strong> the comments received:<br />
• Older people welcomed the Leader as their Champion and felt that this<br />
would have the positive effect <strong>of</strong> raising their value and pr<strong>of</strong>ile in the<br />
community.<br />
• The Gazette and The Leader articles about both the launch <strong>of</strong> the<br />
strategy, and the Leader as Champion, were very positive and viewed it as<br />
an excellent opportunity to improve the lives <strong>of</strong> older people in the<br />
community.<br />
• There were 2 subsequent letters in the Gazette, both with a useful<br />
contribution to service planning.<br />
• Many older people do not feel safe in their homes or in the community and<br />
welcomed the ‘overall’ approach <strong>of</strong> the plan which includes community<br />
safety.<br />
• “The appearance <strong>of</strong> local areas with suitable lighting and safe pavements<br />
is important to older people”.<br />
• “A clean and attractive borough where the environment is protected,<br />
transport links improved and our heritage preserved – is what we want”.<br />
• “Promoting active ageing – this would be beneficial to ALL residents… not<br />
merely the elderly…”<br />
• “If telephone surveys are to be carried out, please send a written notice…I<br />
would like to congratulate the Council on its efforts at consultation.”<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 15
• It is useful that this strategy will also influence any health processes and<br />
inefficiencies. Older people want more information on the healthcare that<br />
is available and the cost where applicable.<br />
12. Older people also welcomed The Leader’s intention to make £250,000 available<br />
to improve access/facilities in the community.<br />
Other partners and stakeholders have been consulted and have contributed to the<br />
strategy.<br />
The strategy will be amended, as and when necessary, to reflect any further views<br />
that are expressed by older people or stakeholders.<br />
BACKGROUND DOCUMENTS<br />
Consultation responses<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 16
APPENDIX 1<br />
September<br />
2005<br />
For<br />
Consultation<br />
<strong>Hillingdon</strong><br />
Council’s<br />
Plan for Older<br />
People<br />
Improving the<br />
quality <strong>of</strong> life<br />
for our older<br />
residents<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 17
Forward – By the Older<br />
People’s Champion<br />
<strong>Hillingdon</strong>’s older<br />
residents are one <strong>of</strong> our<br />
greatest resources. They<br />
are part <strong>of</strong> our living<br />
history for younger<br />
generations to learn from.<br />
Some were children at the<br />
time when <strong>London</strong> was<br />
being bombed day after<br />
day. Others came to<br />
escape oppression.<br />
Others to find a better life<br />
for their children. They<br />
have served <strong>Hillingdon</strong><br />
well as good neighbours,<br />
as parents, as councillors,<br />
as volunteers, as public<br />
servants and as business<br />
people.<br />
I want to work with older<br />
residents to find out what<br />
a better <strong>Hillingdon</strong> will<br />
mean for them and this<br />
plan aims to set out how<br />
the council will champion<br />
their ideas. I also want to<br />
work with people who are<br />
50+ so that we start to<br />
plan for their future.<br />
In any community, and<br />
certainly in one as diverse<br />
as <strong>Hillingdon</strong>, there will be<br />
no single view about what<br />
older people want from<br />
their council. Mostly they<br />
will want the same as<br />
everyone else – to live in a<br />
safe clean environment, to<br />
be able to easily access<br />
services and to receive<br />
prompt help with any<br />
problems or difficulties.<br />
Older people are more<br />
likely to be physically frail<br />
and some socially<br />
isolated.<br />
In putting this plan<br />
together we will consult<br />
widely with older people –<br />
individually and with<br />
organisations that work<br />
with them. We cannot do<br />
everything that they would<br />
like. Sometimes we do<br />
not have the power and<br />
for some things we do not<br />
have the money. I<br />
believe this plan<br />
champions and celebrates<br />
older people. I will<br />
continue to work with my<br />
fellow councillors and<br />
<strong>of</strong>ficers to ensure we do<br />
what we say we are going<br />
to do in this plan.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 18
Introduction<br />
This plan identifies what<br />
the council can do directly<br />
and through its influence<br />
that will improve life for<br />
older people.<br />
There are many examples<br />
<strong>of</strong> good practice and<br />
excellence in <strong>Hillingdon</strong>.<br />
Co-operation between the<br />
council and the health<br />
service, and voluntary<br />
sector for example, is<br />
already bringing better<br />
services and helping more<br />
older people to live<br />
independently. We want<br />
to build on our successes<br />
and improve how we work<br />
for older people across the<br />
council. We want a better<br />
quality <strong>of</strong> life for all older<br />
people.<br />
While many older people<br />
in <strong>Hillingdon</strong> will carry on<br />
enjoying the same quality<br />
<strong>of</strong> life as they grow older,<br />
some will become isolated<br />
and physically or mentally<br />
frail. This plan sets out<br />
what we propose to do to<br />
improve their lives and<br />
when we can, preventing<br />
some <strong>of</strong> the problems<br />
associated with growing<br />
older. The plan talks<br />
about our longer-term<br />
aspirations and the<br />
actions we will take in the<br />
next three years to<br />
achieve our goals.<br />
It is important to<br />
understand that the<br />
themes for this Plan for<br />
Older People, are linked to<br />
<strong>Hillingdon</strong>’s Community<br />
Plan 2005, which outlines<br />
the council’s‘vision’ for the<br />
future <strong>of</strong> <strong>Hillingdon</strong>’s<br />
communities. The seven<br />
key areas <strong>of</strong> this vision<br />
are:<br />
• A borough <strong>of</strong><br />
learning and<br />
culture – where<br />
residents can<br />
develop their skills,<br />
broaden their<br />
knowledge and<br />
embrace new<br />
leisure pursuits.<br />
• A safe borough –<br />
where crime and<br />
the fear <strong>of</strong> crime is<br />
falling, policing is<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 19
visible and our<br />
community is<br />
safer.<br />
• A clean and<br />
attractive<br />
borough – where<br />
the environment is<br />
protected,<br />
transport links<br />
improved and our<br />
heritage<br />
preserved.<br />
• A borough with<br />
improving health,<br />
housing and<br />
social care –<br />
where first class<br />
health and social<br />
care and decent,<br />
affordable housing<br />
are available to all.<br />
• A prosperous<br />
borough – where<br />
enterprise is<br />
encouraged,<br />
businesses<br />
supported and<br />
new jobs created<br />
for local people.<br />
• A borough where<br />
children and<br />
young people are<br />
healthy, safe and<br />
supported –<br />
where our young<br />
people are valued,<br />
properly educated<br />
and given the<br />
opportunity to<br />
thrive.<br />
Under these themes this<br />
Plan for Older People<br />
proposes eight areas for<br />
action:<br />
• Safe and secure<br />
• Involved and<br />
participating<br />
• Living<br />
independently<br />
• Staying healthy<br />
• Meeting housing<br />
needs<br />
• Out and about<br />
• Reducing<br />
discrimination<br />
• Consulting and<br />
informing<br />
While none <strong>of</strong> these are<br />
distinct, they provide a<br />
convenient way <strong>of</strong><br />
organising what we need<br />
to do. Feeling secure and<br />
staying healthy have close<br />
links in promoting the<br />
participation <strong>of</strong> older<br />
people, and there are<br />
similar close links between<br />
other areas. Many things<br />
determine our health and<br />
quality <strong>of</strong> life. This plan<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 20
focuses on what the<br />
council can do either<br />
directly or by influencing<br />
what others do to achieve<br />
its aims.<br />
Each <strong>of</strong> these eight<br />
sections is organised into:<br />
• Issues for older<br />
people<br />
• What the council<br />
wants to achieve<br />
• What the council<br />
is doing now<br />
• Actions the<br />
council will take<br />
in the next 3<br />
years.<br />
_____________________<br />
Promoting Active<br />
Ageing<br />
Our society has changed<br />
radically over the past 20<br />
years. People are living<br />
longer, demanding better<br />
healthcare, high<br />
standards, and they will no<br />
longer put up with the one<br />
size fits all services <strong>of</strong> the<br />
past. People <strong>of</strong> 50+ are<br />
now doing things which 20<br />
years ago people <strong>of</strong> 30<br />
would have done. For<br />
many, old age has<br />
become a state <strong>of</strong> mind<br />
rather than a fixed<br />
chronological point.<br />
The foundations for a<br />
good, healthy old age are<br />
laid in early life and<br />
depend on physical<br />
activity, good diet, mental<br />
stimulus, good quality<br />
housing, health care and<br />
employment opportunities.<br />
In <strong>Hillingdon</strong> we want to<br />
ensure that our services<br />
are developed in<br />
consultation with people<br />
aged 50+ to ensure that<br />
services reach the<br />
standards they will expect.<br />
We want people to remain<br />
as healthy as possible and<br />
to enjoy the many<br />
opportunities <strong>of</strong> life. We<br />
will therefore extend our<br />
health promotion activities<br />
to those people who are<br />
50+.<br />
Some facts and figures<br />
Although the total number<br />
<strong>of</strong> people over 60 in<br />
<strong>Hillingdon</strong> is decreasing,<br />
the proportion <strong>of</strong> those<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 21
over 75 is increasing.<br />
The older population is<br />
also becoming more<br />
diverse.<br />
There will, over time, be<br />
an increasing number <strong>of</strong><br />
older people from the<br />
diverse communities who<br />
live in <strong>Hillingdon</strong>. We<br />
face the challenge <strong>of</strong><br />
making <strong>Hillingdon</strong> a good<br />
place for all older people.<br />
Information from the 2001<br />
census has important<br />
implications for how we<br />
meet the needs <strong>of</strong> older<br />
people.<br />
• 79.1% <strong>of</strong><br />
<strong>Hillingdon</strong>’s<br />
population is white<br />
• 20.9% from black<br />
minority ethnic<br />
communities<br />
• 36,000 have a<br />
(limited) long-term<br />
illness<br />
• 18,000 have poor<br />
health<br />
• 13,000 are<br />
pensioners living<br />
alone<br />
It is likely that the 2001<br />
census under represents<br />
the numbers <strong>of</strong> people in<br />
these groups. We are<br />
likely to have to respond<br />
to a much greater<br />
proportion <strong>of</strong> people with<br />
both high and low level<br />
needs.<br />
This Plan is based on the<br />
following Principles:<br />
A whole life perspective<br />
We need to challenge the<br />
idea that there is a group<br />
<strong>of</strong> “old people” – “ageing”<br />
is simply a process – and<br />
it is disability or frailty, not<br />
age, that leads to the<br />
need for assistance.<br />
A positive view <strong>of</strong><br />
ageing<br />
Older people are a<br />
valuable resource for our<br />
community. We need to<br />
use their abilities and<br />
experience and not think<br />
<strong>of</strong> them on as only users<br />
<strong>of</strong> services.<br />
Combating<br />
discrimination<br />
There are still inequalities<br />
and discrimination within<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 22
society despite legislation<br />
and codes <strong>of</strong> practice.<br />
Age discrimination needs<br />
to be tackled alongside<br />
other discrimination. Age<br />
can add to other forms <strong>of</strong><br />
discrimination.<br />
Citizenship and rights<br />
Older people need to be<br />
encouraged to be active<br />
participants in planning<br />
and commenting on the<br />
services they receive.<br />
Communication and<br />
Consultation<br />
Good communication and<br />
consultation are important<br />
in quality services. We<br />
will ensure equality and<br />
fair access based on<br />
accurate and up-to-date<br />
information.<br />
A Council wide<br />
approach<br />
We are one council and<br />
believe that working<br />
across departments and in<br />
partnership with other<br />
organisations is the best<br />
way for us to improve the<br />
well-being <strong>of</strong> <strong>Hillingdon</strong>’s<br />
older people.<br />
Now we come to the 8<br />
areas for actions:<br />
1. Safe and Secure<br />
Issues for older people<br />
Many older people worry<br />
about their safety when<br />
they leave their homes<br />
and even sometimes<br />
whilst in their own homes.<br />
They read in the papers<br />
and hear on TV about high<br />
levels <strong>of</strong> crime and<br />
violence and this <strong>of</strong>ten<br />
increases their anxiety.<br />
Although older people are<br />
less likely than others to<br />
be the victims <strong>of</strong> street<br />
robbery, they are the<br />
group <strong>of</strong> people most<br />
fearful <strong>of</strong> such crime.<br />
This fear can increase<br />
social isolation, cause<br />
anxiety and stop older<br />
people leaving their<br />
homes.<br />
It is recognised however<br />
that older people are at<br />
risk from those using<br />
deception to enter their<br />
homes and steal from<br />
them, or trick them into<br />
making payments.<br />
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Cabinet report 10 th November 2005 Page 23
What the council wants<br />
to do<br />
We want to increase older<br />
people’s confidence by<br />
reducing both their fear <strong>of</strong><br />
crime and the chances <strong>of</strong><br />
them becoming victims.<br />
We will work with older<br />
people, the police,<br />
housing providers and the<br />
voluntary sector, to<br />
improve the safety <strong>of</strong> older<br />
people.<br />
We will, in consultation<br />
with older people, review<br />
our progress annually and<br />
develop action plans for<br />
the future.<br />
What we are doing now<br />
Safeguarding adults<br />
Some older people are<br />
abused and exploited by<br />
relatives, neighbours and<br />
even carers and<br />
pr<strong>of</strong>essionals, and they<br />
are <strong>of</strong>ten reluctant to take<br />
any action. The council<br />
has re-launched its policy<br />
and procedures for<br />
responding to vulnerable<br />
people who may be at risk<br />
from harm or exploitation.<br />
Alarm Service<br />
<strong>Hillingdon</strong> has a well<br />
established alarm service,<br />
CareLine, enabling older<br />
people to quickly get help<br />
in an emergency. The<br />
Age Concern<br />
Handyperson Service and<br />
Frays Care and Repair<br />
Service can help with<br />
upgrading home security.<br />
Community Safety Team<br />
The Council’s Community<br />
Safety Team are working<br />
with Health colleagues,<br />
the Police, Fire Services<br />
and others, on Community<br />
Safety Plans for 2005-<br />
2008. The priorities<br />
which emerged from the<br />
2003/04 audit are:<br />
• Violent crime<br />
(including hate<br />
crime)<br />
• Tackling antisocial<br />
behaviour<br />
• Residential<br />
burglary<br />
• Motor vehicle<br />
crime (theft <strong>of</strong> and<br />
from motor<br />
vehicles)<br />
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and other issues for the<br />
Community Safety Team<br />
include:<br />
• Publicity<br />
campaigns to<br />
show people what<br />
the reality is.<br />
• Closer links with<br />
the police to<br />
combat<br />
abandoned<br />
vehicles, graffiti<br />
etc.<br />
• Closer liaison with<br />
the community.<br />
What we will do in 2005-<br />
08<br />
• Continue to work<br />
with the police to<br />
encourage a<br />
stronger<br />
community police<br />
presence.<br />
• Seek, with others,<br />
to tackle antisocial<br />
behaviour<br />
that makes older<br />
people nervous<br />
about leaving their<br />
homes.<br />
• Tackle fear <strong>of</strong><br />
crime.<br />
• Develop neat, tidy<br />
and well lit<br />
maintained streets<br />
which discourage<br />
low level crime.<br />
2. Involved and<br />
participating<br />
Issues for older<br />
people<br />
Older people face a<br />
number <strong>of</strong> barriers to<br />
participating in the life<br />
<strong>of</strong> the community.<br />
Some are difficulties in<br />
getting out and about,<br />
some arise from an<br />
‘attitude’ that does not<br />
value older people and<br />
some from lack <strong>of</strong><br />
confidence.<br />
Lack <strong>of</strong> involvement can<br />
lead to greater isolation<br />
and the needs <strong>of</strong> those<br />
older people being<br />
overlooked. They are<br />
more likely to have<br />
friends and relatives<br />
who have died and to<br />
have lost spouses and<br />
partners. They are<br />
less likely to be working<br />
and may be restricted in<br />
travelling because <strong>of</strong><br />
ailing hearing and sight.<br />
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What the council<br />
wants to do<br />
We want older people<br />
to participate in<br />
community activities<br />
that they enjoy. We<br />
want them to continue<br />
making a valued<br />
contribution to<br />
community life in<br />
<strong>Hillingdon</strong>.<br />
Social activities prevent<br />
isolation and promote<br />
good mental health.<br />
We need to see older<br />
people as a resource<br />
for our community, and<br />
to use their skills and<br />
experience to benefit us<br />
all. We want to reduce<br />
barriers to their<br />
involvement, whether<br />
physical or stemming<br />
from the attitude <strong>of</strong><br />
others. We will<br />
therefore promote their<br />
participation in social,<br />
political and cultural<br />
activities.<br />
What we are doing<br />
now<br />
These are just some<br />
examples.<br />
Befriending Schemes<br />
Age Concern <strong>of</strong>fers<br />
opportunities for older<br />
people to be linked to a<br />
volunteer Befriender, to<br />
join the Phone Pals<br />
Scheme, or to<br />
participate in its Active<br />
Age projects. There<br />
are also Friendship<br />
Clubs for those older<br />
people who suffer from<br />
mental illness.<br />
Lunch Clubs<br />
There are a range <strong>of</strong><br />
lunch clubs across the<br />
borough including a<br />
Multicultural Food and<br />
Fitness Club in Hayes.<br />
Many clubs <strong>of</strong>fer<br />
transport, as well as a<br />
freshly cooked lunch.<br />
Further information is<br />
available from the<br />
<strong>Hillingdon</strong> Handbook<br />
published by Age<br />
Concern.<br />
Lifelong learning<br />
We are encouraging<br />
older people to learn to<br />
use computers and<br />
websites, through Adult<br />
Education and College<br />
courses. There is also<br />
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free computer training<br />
for them in libraries.<br />
Libraries<br />
The library services<br />
<strong>of</strong>fer a wide range <strong>of</strong><br />
free access to books,<br />
films, music, computers<br />
and a talking book<br />
service for the visually<br />
impaired. They will<br />
also deliver to people<br />
who are housebound,<br />
and there is a mobile<br />
library service where it<br />
may be difficult to<br />
access a branch library.<br />
What we will do in<br />
2005-08<br />
• Increase<br />
opportunities for<br />
older people to<br />
attend lunch clubs<br />
(and similar<br />
groups) through<br />
partnerships with<br />
the voluntary<br />
sector and local<br />
businesses.<br />
• Develop more<br />
opportunities for<br />
older people to<br />
become involved<br />
in volunteering<br />
which uses there<br />
skills and<br />
experience.<br />
• Continue a<br />
programme <strong>of</strong><br />
library<br />
refurbishments to<br />
improve access to<br />
their services, and<br />
provide public<br />
toilets.<br />
• Recruit volunteers<br />
to give ‘added<br />
value’ to the Home<br />
and Mobile Library<br />
Service.<br />
• Work with Healthy<br />
<strong>Hillingdon</strong> to<br />
support their<br />
health promotions,<br />
for example,<br />
healthy walks.<br />
3. Keeping<br />
Independent<br />
Issues for older<br />
people<br />
Keeping independent is<br />
sometimes hard for<br />
older people. Poor<br />
health and frailty make<br />
it harder for some older<br />
people to cook, clean<br />
and shop. Loss <strong>of</strong><br />
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work and friends, and<br />
distance from families,<br />
can limit social contact.<br />
Confidence can be lost,<br />
sometimes with<br />
depression and anxiety<br />
as added difficulties.<br />
There is still an<br />
assumption that<br />
residential care is the<br />
only safe place for<br />
people as they get<br />
older. Some older<br />
people worry that they<br />
are becoming a burden.<br />
What the council<br />
wants to do<br />
We want to assist older<br />
people to live as<br />
independently as<br />
possible in the<br />
community. We want<br />
to tackle the difficulties<br />
that arise through frailty<br />
and poor physical and<br />
mental health, and<br />
through poverty and<br />
social isolation.<br />
We want fewer older<br />
people to go into<br />
residential care, and<br />
recognise that this<br />
depends on moving<br />
more resources into<br />
intensive home and<br />
community support.<br />
We know that there will<br />
always be some older<br />
people who need and<br />
want to live in<br />
residential or nursing<br />
homes, and we will help<br />
them to find places that<br />
are best for them.<br />
What we are doing<br />
now<br />
Personal Care<br />
We provide personal<br />
care to over 3000 older<br />
people, so that despite<br />
their frailty they are able<br />
to live in their own<br />
homes.<br />
Meals Service<br />
We deliver meals to 600<br />
older people who are<br />
unable to prepare a<br />
meal for themselves.<br />
Equipment Service<br />
We provide 92% <strong>of</strong><br />
equipment within 7<br />
days to help people<br />
manage basic tasks<br />
around their homes.<br />
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Minor and Major<br />
Adaptations<br />
We assess the needs <strong>of</strong><br />
older people for minor<br />
and major adaptations<br />
to their homes to<br />
enable them to continue<br />
living at home.<br />
Day centres<br />
We manage four day<br />
centres providing social<br />
and leisure activities.<br />
Help leaving hospital<br />
We have increased the<br />
number <strong>of</strong> rehabilitation<br />
places for people who<br />
no longer need to be in<br />
a hospital bed but still<br />
require some extra time<br />
and support to decide<br />
what is best for them.<br />
Breaks for carers<br />
Older people looking<br />
after older people, is a<br />
big issue. Older carers<br />
can experience double<br />
isolation. <strong>Hillingdon</strong><br />
Carers run drop-in<br />
sessions, arts courses<br />
and a monthly support<br />
group. The sessions<br />
are for all carers but<br />
about 50% are older<br />
people.<br />
We can <strong>of</strong>fer carers a<br />
break from caring.<br />
Improving<br />
assessment and how<br />
we manage care<br />
We have improved this<br />
service with the<br />
introduction <strong>of</strong> a ‘single’<br />
assessment process.<br />
We will continue to<br />
improve the quality <strong>of</strong><br />
community care<br />
assessments so that we<br />
are looking at the<br />
‘whole’ needs <strong>of</strong> a<br />
person and not just<br />
their social and health<br />
care.<br />
Supporting voluntary<br />
organisations<br />
We currently support 49<br />
Voluntary organisations<br />
in <strong>Hillingdon</strong> to provide<br />
a wide range <strong>of</strong><br />
services.<br />
<strong>Hillingdon</strong> Joint<br />
Visiting Team<br />
This is a partnership<br />
between <strong>Hillingdon</strong><br />
Council and the<br />
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Pension Service to help<br />
people to maximise<br />
their income.<br />
Dignity for Older<br />
People<br />
The opportunity to die<br />
with dignity is<br />
recognised by health<br />
pr<strong>of</strong>essionals the world<br />
over as one <strong>of</strong> the most<br />
fundamental <strong>of</strong> all<br />
human rights. While<br />
death as a subject is<br />
<strong>of</strong>ten taboo, many older<br />
people are happy to talk<br />
about and plan for their<br />
death and funeral. In<br />
<strong>Hillingdon</strong> we ensure<br />
that death is dignified<br />
whether at home, in<br />
hospital, in residential<br />
or nursing home care.<br />
What we will do in<br />
2005-08<br />
Improve access to<br />
services<br />
We will make it easier<br />
for older people and<br />
their relatives to contact<br />
us, and improve our<br />
ability to respond<br />
quickly.<br />
Better care for people<br />
leaving hospital<br />
We want to ensure that<br />
when older people<br />
leave hospital they<br />
have the best chance <strong>of</strong><br />
returning to live at home<br />
or that they are helped<br />
to move to a suitable<br />
alternative.<br />
Easier access to<br />
health and social care<br />
We will continue to<br />
develop more joined up<br />
services between the<br />
council and primary<br />
health care staff.<br />
We will work with<br />
partners to develop a<br />
wider range <strong>of</strong> services<br />
for all older people from<br />
our diverse community.<br />
Preventative services<br />
We will seek<br />
opportunities to develop<br />
preventative services,<br />
including help with<br />
housework, gardening<br />
and shopping for the<br />
frailest older residents.<br />
We will develop links<br />
with partners, for<br />
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example, housing<br />
associations, pubs,<br />
clubs and general<br />
entertainment providers<br />
etc to see how<br />
resources can be used<br />
to benefit older people<br />
in their vicinity.<br />
4. Staying healthy<br />
Issues for older<br />
people<br />
Action to improve the<br />
health <strong>of</strong> older people<br />
needs to start well<br />
before they become<br />
older. The prevention<br />
<strong>of</strong> cancers, heart<br />
disease, strokes,<br />
diabetes and serious<br />
respiratory illness all<br />
depend on taking action<br />
as early as possible.<br />
But, it is never too late<br />
for prevention to be <strong>of</strong><br />
benefit. Exercise,<br />
healthy eating and<br />
stopping smoking all<br />
have major benefits for<br />
older people.<br />
Older people need to<br />
have their health needs<br />
taken seriously and<br />
have their mental and<br />
physical health closely<br />
monitored. They need<br />
people to take into<br />
account the difficulties<br />
that arise from lack <strong>of</strong><br />
mobility, changes in<br />
mental capacity, and<br />
deterioration <strong>of</strong> sight<br />
and hearing. Falling is<br />
one <strong>of</strong> the most<br />
common causes <strong>of</strong><br />
hospital treatment for<br />
older people and the<br />
risk needs to be<br />
reduced.<br />
What the council<br />
wants to do<br />
• Improve well-being<br />
• Health<br />
• Access to sports,<br />
exercise and<br />
leisure activities<br />
• Encourage<br />
participation in<br />
sport and physical<br />
activity<br />
• Encourage greater<br />
use <strong>of</strong> green and<br />
other open spaces<br />
• Support<br />
campaigns aimed<br />
at improving the<br />
health <strong>of</strong> the 50+<br />
What we are doing<br />
now<br />
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Partnerships with<br />
health<br />
Modernising the way we<br />
provide health and<br />
social care services to<br />
provide a more<br />
integrated approach.<br />
Older people are<br />
registered with local<br />
doctors who will support<br />
and manage periods <strong>of</strong><br />
ill health. This will also<br />
include access to other<br />
support services like<br />
District Nurses,<br />
Therapists, palliative<br />
care and bed-based<br />
care etc.<br />
The Ambulance Service<br />
is taking part in a<br />
scheme to attend<br />
people at home who<br />
have fallen but do not<br />
require hospital<br />
admission.<br />
Sports and Leisure<br />
Over the past year we<br />
have been working with<br />
various older peoples’<br />
groups on exercise<br />
sessions, training<br />
leaders and introducing<br />
new activities. We<br />
have produced a<br />
booklet on Activities for<br />
50+ in <strong>Hillingdon</strong> in<br />
consultation with older<br />
people, and produced a<br />
Sports Strategy.<br />
It is a fact that currently<br />
15.6% <strong>of</strong> <strong>Hillingdon</strong>’s<br />
population are 60+ and<br />
74% <strong>of</strong> over 65s do not<br />
do any exercise at all.<br />
What we will do in<br />
2005-08<br />
• Action this ‘whole’<br />
approach plan for<br />
the well-being <strong>of</strong><br />
older people.<br />
• Work to increase<br />
the integration <strong>of</strong><br />
health and social<br />
care staff<br />
delivering support<br />
to older people<br />
living at home.<br />
• Encourage and<br />
support the need<br />
to get health<br />
promotion and<br />
information to all<br />
older people.<br />
• Reduce street and<br />
transport hazards<br />
that can contribute<br />
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to older people<br />
falling.<br />
5. Housing needs<br />
Issues for older<br />
people<br />
Older people face some<br />
specific problems in<br />
relation to housing.<br />
These include:<br />
• Owner occupiers<br />
or tenants living in<br />
poor housing<br />
where they do not<br />
have enough<br />
income to invest in<br />
improvements or<br />
where landlords<br />
are reluctant to<br />
carry them out.<br />
• Housing which is<br />
too large for their<br />
needs and is<br />
difficult to<br />
maintain.<br />
• Being more<br />
susceptible to cold<br />
and damp.<br />
• Difficulties with<br />
accommodation<br />
where there are<br />
stairs.<br />
• Lack <strong>of</strong> any<br />
housing which is<br />
adapted to meet<br />
the needs <strong>of</strong> older<br />
people with mental<br />
health problems,<br />
especially<br />
dementia.<br />
What the council<br />
wants to do<br />
We want to ensure that<br />
there is sufficient<br />
accommodation<br />
suitable to meet the<br />
needs <strong>of</strong> all older<br />
people living in<br />
<strong>Hillingdon</strong>.<br />
We want older people<br />
to:<br />
• Feel secure and<br />
comfortable in the<br />
home in which<br />
they live.<br />
• Be given as wide a<br />
choice as possible<br />
about where they<br />
live.<br />
• Have access to<br />
improvements and<br />
adaptations so<br />
they are able to<br />
continue living in<br />
their home.<br />
• Contribute to<br />
housing<br />
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developments and<br />
neighbourhoods.<br />
What we are doing<br />
now<br />
Supported Housing<br />
We provide supported<br />
housing with extra care<br />
so that people with<br />
additional needs can<br />
remain living in the<br />
community, if that is<br />
what they want.<br />
Improving the quality<br />
<strong>of</strong> homes<br />
We have continued to<br />
improve the security<br />
and warmth <strong>of</strong> council<br />
homes and are working<br />
towards meeting the<br />
standards in the<br />
Government paper -<br />
“Decent Homes”.<br />
We will, when<br />
necessary, enforce<br />
private landlords to<br />
make the homes they<br />
rent out safe and<br />
secure.<br />
What we will do in<br />
2005-08<br />
We will consult with<br />
older people about the<br />
types <strong>of</strong> housing they<br />
want, for example,<br />
blocks <strong>of</strong> housing<br />
designated only for<br />
older peoples’ use or<br />
mixed tenancies <strong>of</strong> both<br />
older and younger<br />
people.<br />
We will develop more<br />
housing for use in<br />
rehabilitating people<br />
needing to be<br />
discharged from<br />
hospital.<br />
Improving mobility at<br />
home<br />
We will continue to use<br />
the Disabled Facilities<br />
Grant to help older<br />
people live<br />
independently, and<br />
publicise the grant more<br />
widely.<br />
We will provide a<br />
Handyperson Service to<br />
help older people<br />
maintain their homes as<br />
a safe, warm and well lit<br />
environment.<br />
Supporting People<br />
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Older people are one <strong>of</strong><br />
three key priorities for<br />
the Supporting People<br />
Programme and we will<br />
continue to fund<br />
housing related support<br />
services in sheltered<br />
housing schemes. We<br />
will also fund other<br />
housing related support<br />
like the Home<br />
Improvement Agency.<br />
Meeting the needs <strong>of</strong><br />
all older people<br />
We will continue to work<br />
with older people from<br />
our diverse community<br />
to ensure their differing<br />
housing needs are met.<br />
Anti-social behaviour<br />
We will work with the<br />
police and other<br />
partners to reduce<br />
racial and other<br />
harassment<br />
experienced by older<br />
people.<br />
The council has<br />
developed action plans<br />
to ensure equitable<br />
services for all older<br />
people.<br />
Helping people<br />
housed in the private<br />
sector<br />
We will, through the<br />
Home Improvement<br />
Agency, develop our<br />
work with vulnerable<br />
older people in private<br />
accommodation.<br />
6. Getting out and<br />
about<br />
Issues for older<br />
people<br />
Older people <strong>of</strong>ten face<br />
problems that limit how<br />
far they can walk<br />
without needing a rest.<br />
They find it harder to<br />
deal with some <strong>of</strong> the<br />
common obstacles on<br />
pavements, or which<br />
make it harder to cross<br />
busy roads. Buses<br />
and stations <strong>of</strong>ten<br />
require high levels <strong>of</strong><br />
mobility to board and<br />
travel securely.<br />
Travelling around<br />
<strong>Hillingdon</strong> by public<br />
transport can challenge<br />
the able bodied. For<br />
frail older people it is a<br />
serious problem.<br />
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Some problems in<br />
getting out and about<br />
have already been<br />
referred to such as the<br />
fear <strong>of</strong> crime and anti<br />
social behaviour.<br />
Older people also worry<br />
about finding<br />
somewhere to sit for a<br />
rest or go to the toilet.<br />
What the council<br />
wants to do<br />
We want to make it<br />
easier for older people<br />
to get out and about.<br />
We want to reduce the<br />
difficulties they<br />
experience, whether as<br />
pedestrians, or using<br />
public and private<br />
transport. We want<br />
them to be able to have<br />
a say on plans to<br />
develop transport in<br />
and out <strong>of</strong> <strong>Hillingdon</strong>.<br />
What we are doing<br />
now<br />
The council supports<br />
the following accessible<br />
transport schemes:<br />
• Freedom Passes<br />
• Blue badges<br />
• Taxicard scheme<br />
• Capital Call<br />
• Dial-a-Ride<br />
• <strong>Hillingdon</strong><br />
Community<br />
Transport<br />
We use our influence<br />
with Transport for<br />
<strong>London</strong> to make public<br />
transport easier to use<br />
for older people. This<br />
includes more easy<br />
access buses, more<br />
routes, more bus<br />
shelters with seats and<br />
safer driving.<br />
The Leader <strong>of</strong> the<br />
Council has made<br />
£250,000 available for<br />
works in the community<br />
which will benefit older<br />
and disabled people,<br />
and they have been<br />
asked to identify<br />
priorities.<br />
Working with Healthy<br />
<strong>Hillingdon</strong> on projects<br />
which encourage and<br />
assist people to get out<br />
and about.<br />
Supporting the Arts<br />
Services, for example, a<br />
50s dance class at the<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 36
Compass Theatre and<br />
educational<br />
performances and<br />
workshops.<br />
What we will do in<br />
2005-08<br />
• Improve the<br />
conditions <strong>of</strong><br />
pavements,<br />
carrying out more<br />
repairs and<br />
working harder to<br />
prevent<br />
obstructions by<br />
traders and others.<br />
• Improving street<br />
lighting.<br />
• Provide more<br />
street seats so that<br />
older people can<br />
rest while out or<br />
while waiting for a<br />
bus.<br />
• Looking at how<br />
parking can be<br />
made easier for<br />
frail drivers and<br />
passengers, and<br />
for people visiting<br />
older people.<br />
• Improving<br />
pedestrian<br />
crossings ensuring<br />
more <strong>of</strong> them work<br />
properly.<br />
• Exploring the use<br />
<strong>of</strong> other council<br />
facilities to<br />
improve socialising<br />
and activities for<br />
older people.<br />
• Increasing the<br />
number <strong>of</strong> public<br />
toilets that older<br />
people can access<br />
from 10 to 14.<br />
• Working with the<br />
voluntary sector<br />
and with<br />
businesses to<br />
develop more<br />
accessible toilets<br />
that can be used<br />
by older people.<br />
• Involving residents<br />
in monitoring the<br />
performance and<br />
setting standards<br />
for council<br />
contractors, so<br />
that the job gets<br />
done properly.<br />
7. Reducing age<br />
discrimination<br />
Issues for older<br />
people<br />
Age discrimination is<br />
not subject to legislation<br />
in the same way as<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 37
ace and sex, although<br />
laws about age<br />
discrimination in<br />
employment are<br />
expected to come into<br />
force in 2006.<br />
Older people<br />
experience a range <strong>of</strong><br />
discrimination. They<br />
may be viewed as a<br />
burden, incapable <strong>of</strong><br />
expressing their views<br />
about how they wish to<br />
be treated, They may<br />
be patronised by the<br />
well-intended, and<br />
sometimes abused and<br />
treated with hostility.<br />
They may also<br />
experience<br />
discrimination because<br />
<strong>of</strong> their race, religion,<br />
gender or sexual<br />
orientation as well as<br />
because <strong>of</strong> their age.<br />
What the council<br />
wants to do<br />
We will challenge age<br />
discrimination. We will<br />
work to identify and<br />
eliminate age<br />
discrimination in access<br />
to our services.<br />
We want to work with<br />
partners to reduce<br />
direct and indirect<br />
discrimination based on<br />
age.<br />
What we are doing<br />
now<br />
Working with health<br />
partners to action the<br />
recommendations <strong>of</strong> the<br />
National Service<br />
Framework for Older<br />
People on reducing age<br />
discrimination in terms<br />
<strong>of</strong> access to health and<br />
social care services.<br />
We are ensuring that<br />
this also applies to<br />
other council policies<br />
and services.<br />
We are working to<br />
achieve level 2 <strong>of</strong> the<br />
Equality Standard for<br />
Local Government by<br />
March 2006, endorsing<br />
our commitment to<br />
stopping all forms <strong>of</strong><br />
discrimination, including<br />
that based on age.<br />
What we will do in<br />
2005-08<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 38
• Review our<br />
policies on<br />
employment and<br />
training<br />
recognising the<br />
continued<br />
contribution <strong>of</strong><br />
older people.<br />
• Improve customer<br />
care and the<br />
understanding <strong>of</strong><br />
the needs <strong>of</strong> older<br />
people.<br />
• Develop an action<br />
plan to reduce age<br />
discrimination.<br />
8. Consulting and<br />
Informing<br />
Issues for older<br />
people<br />
The voices <strong>of</strong> older<br />
people are not always<br />
listened to. Frail older<br />
people find it difficult to<br />
get to meetings or<br />
participate in other<br />
ways. Some cannot<br />
speak for themselves.<br />
Older people are more<br />
likely to find reading<br />
reports difficult because<br />
<strong>of</strong> the small print.<br />
Hearing loss may<br />
hamper taking part in<br />
discussion or using the<br />
phone.<br />
Older people <strong>of</strong>ten lack<br />
good information about<br />
what is happening<br />
locally because they<br />
are isolated. While<br />
some older people have<br />
an excellent knowledge<br />
about events that they<br />
regularly participate in,<br />
others know little and<br />
hardly ever participate.<br />
What the council<br />
wants to do<br />
We want older people<br />
to be consulted on all<br />
aspects <strong>of</strong> planning.<br />
We want to ensure that<br />
the way we consult<br />
makes it easy for them<br />
to contribute.<br />
We will improve the<br />
quality and availability<br />
<strong>of</strong> information about<br />
what is happening in<br />
<strong>Hillingdon</strong>.<br />
What we are doing<br />
now<br />
• Supporting the<br />
Older People’s<br />
Assembly<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 39
• Supporting the<br />
Fifty and Over<br />
Representative<br />
Committee<br />
• Supporting other<br />
forums like<br />
Sheltered Housing<br />
which <strong>of</strong>fer a direct<br />
voice to older<br />
people<br />
• Encouraging the<br />
active participation<br />
<strong>of</strong> representatives<br />
from the whole <strong>of</strong><br />
our diverse<br />
community within<br />
the Older People’s<br />
Assembly. For<br />
example, those<br />
who are<br />
housebound or in<br />
residential or<br />
nursing home<br />
care.<br />
• Developing an<br />
Involvement and<br />
Consultation<br />
Programme for<br />
older people,<br />
• Developing a<br />
website<br />
information forum<br />
for older people<br />
What we will do in<br />
2005-08<br />
We will consult with<br />
older people about this<br />
plan and how well it is<br />
being delivered, and<br />
about how it may need<br />
to change over time.<br />
We will improve access<br />
to the Older People’s<br />
Assembly through<br />
telephone conferencing,<br />
a website information<br />
forum, questionnaires<br />
and using advocates for<br />
those who cannot<br />
speak for themselves.<br />
We will ask older<br />
people if they would like<br />
their own consultation<br />
charter and information<br />
strategy.<br />
We will make better use<br />
<strong>of</strong> :<br />
- <strong>Hillingdon</strong> People<br />
- The Press<br />
- Assemblies and<br />
Forums<br />
- Telephone surveys<br />
and the voluntary sector<br />
to inform and involve<br />
older people,<br />
particularly about what<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 40
we are achieving,<br />
events, changes and<br />
plans that will be <strong>of</strong><br />
interest to them.<br />
We will continue to<br />
ensure that information<br />
is available in large<br />
print, on tape and disk,<br />
and we will improve the<br />
availability <strong>of</strong><br />
information for older<br />
people whose first<br />
language is not English.<br />
We will also promote<br />
the publication <strong>of</strong> clear<br />
information in plain<br />
language with clear<br />
easy to read layouts.<br />
We will ensure that<br />
council information is<br />
produced in a suitable<br />
format for older people<br />
with learning<br />
disabilities.<br />
We will produce an A-Z<br />
<strong>of</strong> services for older<br />
people which includes<br />
access to health, social<br />
care, housing and daily<br />
living facilities.<br />
We will publish the<br />
Better Care High<br />
Standards Charter and<br />
ask older people and<br />
other users <strong>of</strong> services<br />
to work with us to<br />
ensure that the<br />
standards are being<br />
met.<br />
Conclusion<br />
This Plan heralds the<br />
beginning <strong>of</strong> a new way<br />
<strong>of</strong> valuing and working<br />
with older people using<br />
a ‘whole’ <strong>of</strong> life<br />
approach.<br />
We welcome the<br />
involvement <strong>of</strong> The<br />
Champion for Older<br />
People, and older<br />
people themselves in<br />
making this Plan a<br />
success and model for<br />
the future.<br />
<strong>Hillingdon</strong>’s Plan for<br />
Older<br />
People/September.05<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 41
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 42
DEVELOPMENT OF CHILDREN’S SERVICES ITEM 2<br />
Contact Officer<br />
Papers with this report<br />
Kamini Rambellas /Chris Spencer<br />
01895 250527 / 01895 250529<br />
Appendix A Action Plan - attached<br />
SUMMARY<br />
This report updates Cabinet on new developments within children’s services including:<br />
• Development <strong>of</strong> the Children and Young People’s Plan<br />
• Establishment <strong>of</strong> a Local Safeguarding Children Board<br />
• Implementation <strong>of</strong> the agreed recommendations <strong>of</strong> the Best Value Review <strong>of</strong><br />
Services to Vulnerable Children<br />
• Progress in developing Education Children & Youth Services department.<br />
• Priorities identified in the self assessment for the Joint Area Review<br />
RECOMMENDATIONS<br />
Cabinet is asked:<br />
1. To note the progress being made to develop a framework for the integration <strong>of</strong><br />
Children’s Services in <strong>Hillingdon</strong> through:<br />
• Establishment <strong>of</strong> the Local Children’s Safeguarding Board<br />
• Implementation <strong>of</strong> the decisions <strong>of</strong> the Best Value Review <strong>of</strong><br />
Vulnerable Children<br />
• Preparation <strong>of</strong> the Children and Young People’s Plan<br />
• Development <strong>of</strong> Services in accordance with legislative<br />
requirements.<br />
2. To agree to receive a further report outlining the next steps in March 2006.<br />
REASONS FOR OFFICER RECOMMENDATION<br />
To keep the Cabinet informed <strong>of</strong> progress in this new area <strong>of</strong> development.<br />
OPTIONS AVAILABLE<br />
None.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet <strong>Report</strong> – 10 th November 2005 Page 42
INFORMATION<br />
ANNUAL PERFORMANCE ASSESSMENT (APA) FEEDBACK<br />
3. Following the submission <strong>of</strong> the Annual Performance Assessment self assessment,<br />
the Inspectors have delivered their provisional findings.<br />
4. The inspectors recognised that a good start has been made in mapping need and<br />
analysing where service provision should be developed. They acknowledged that the<br />
authority has already made some significant changes in the deployment <strong>of</strong> resources to<br />
target identified development priorities, and that appropriate changes are being made in<br />
elected member and senior <strong>of</strong>ficer responsibilities within the authority to deliver the new<br />
children’s services agenda.<br />
5. They accept that the timetable for implementing these changes takes sensible<br />
account <strong>of</strong> current service performance issues and what needs to be done to implement<br />
change effectively.<br />
6. In summary the inspectors identify that the key task for the authority now is to ensure<br />
that the recent and planned changes in structures and processes follow through to<br />
better service provision on the ground and improved outcomes for children and young<br />
people locally. This will take time. Building on the recent improvements in working<br />
relationships with schools and other partners is a key requirement.<br />
INTEGRATED CHILDREN’S SERVICES REVIEW AUDIT COMMISSION REPORT<br />
7. The report (June 2005) has concluded that ‘<strong>Hillingdon</strong> has made significant progress<br />
towards the development <strong>of</strong> Children’s Integrated Services’ the key issues for further<br />
development are identified as:<br />
o Agreement and dissemination <strong>of</strong> the vision as set out in the Local<br />
Preventative Strategy as the vision <strong>of</strong> the Children and Young People’s<br />
Strategic Partnership Board (CYPSPB) in it’s Children and Young<br />
People’s Plan<br />
o Development with partners <strong>of</strong> a clear overall project plan with allocated<br />
tasks, timescales, and a risk management plan<br />
o Representation <strong>of</strong> children, young people and families at CYPSPB<br />
o Establishment <strong>of</strong> a clear governance framework for CYPSPB including a<br />
joint performance management framework;<br />
o Development <strong>of</strong> a joint workforce plan and proposals for pooling <strong>of</strong><br />
budgets.<br />
See Action Plan at Appendix A<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet <strong>Report</strong> – 10 th November 2005 Page 43
JOINT AREA REVIEW (JAR)<br />
8. Following the APA the council was required to complete a broader self assessment<br />
for the Joint Area Review (JAR) taking into account the contribution <strong>of</strong> partners in the<br />
wider children’s economy. The JAR links with the Comprehensive Performance<br />
Assessment (CPA) process.<br />
9. The Council’s self assessment for the JAR identified the priorities set out in the table<br />
below:<br />
Being<br />
Healthy<br />
Staying Safe<br />
Enjoying & Achieving<br />
+ve<br />
Cont<br />
1. Continue to reduce risks and negative health outcomes particularly in<br />
physical health, emotional health and sexual health.<br />
2. Create a comprehensive CAMH service to meet the requirements <strong>of</strong> the<br />
National Service Framework (NSF) by 2006<br />
3. Increase the number <strong>of</strong> looked after children accessing health assessments<br />
4. To increase access to safe and inclusive play opportunities<br />
1. Develop safeguarding agenda through the newly constituted Local<br />
Safeguarding Children Board<br />
2. Implement the Common Assessment and Lead Pr<strong>of</strong>essional Framework<br />
Strengthen preventative work and maintain numbers <strong>of</strong> local Looked After Children<br />
(LAC) excluding Airport children and Unaccompanied Asylum Seeking Children<br />
3. (UASC) in line with national averages<br />
4. Implement structural change to enable integration <strong>of</strong> services<br />
5. Improve timescales for core assessments and increase number <strong>of</strong> adoptions.<br />
6. Increase uptake <strong>of</strong> health assessments by older LAC<br />
1. Implement the outcomes from Review <strong>of</strong> School Improvement Services to<br />
improve the monitoring, challenge and impact <strong>of</strong> support to schools<br />
2. Implement as a matter <strong>of</strong> utmost priority our new secondary strategy and<br />
associated 14-19 strategy<br />
3. Improve Key Stage 4 achievement in secondary schools<br />
4. Improve attainment in primary schools recognising the changing<br />
characteristics <strong>of</strong> the pupil population and addressing changing needs<br />
5. Improve achievement in science at Key Stages 3 and 4<br />
6. Continue to improve attendance, closing the gap to national averages.<br />
7. Continue to improve attainment <strong>of</strong> LAC<br />
1. Increase the proportion <strong>of</strong> young <strong>of</strong>fenders in education and training post 16<br />
2. Create a sustainable approach to communication, feedback and participation<br />
<strong>of</strong> children and young people in service development<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet <strong>Report</strong> – 10 th November 2005 Page 44
Well being<br />
Service<br />
Management<br />
1. Introduce the 14-19 Learner Offer to improve the range <strong>of</strong> options available to<br />
young people<br />
2. Further develop work based learning opportunities to increase participation<br />
post 16<br />
3. Improve support for existing childcare providers, particularly around updating<br />
existing qualifications<br />
4. Plan for the establishment <strong>of</strong> 13 Children’s Centres by 2008<br />
1. Create an integrated department for Education, Children and Youth Services<br />
2. Develop Children and Young People’s Plan<br />
3. Develop a communication and participation strategy for all children and young<br />
people<br />
4. Develop an overarching commissioning strategy prioritising children’s<br />
placements<br />
5. Maintain and improve partnerships with all including the voluntary and<br />
community sector;<br />
6. Continue the development <strong>of</strong> a Workforce Strategy<br />
10. Ten complex cases have been identified by the inspectors for closer scrutiny .<br />
Hayes and Harlington has been identified as the area for the neighbourhood study.<br />
Nine key areas <strong>of</strong> service have been identified for closer investigation, these include:<br />
• Child and Adolescent Mental Health Services(CAMHS) particularly for the over<br />
16’s.<br />
• Ensuring children and young people are encouraged to attend and enjoy school<br />
and achieve<br />
• Attending to the needs <strong>of</strong> vulnerable children and young people in transition<br />
• Children and young people participate in decision making and in supporting the<br />
community.<br />
• 14-19 education and training planned and delivered in a coordinated way.<br />
• Addressing the health and safeguarding needs <strong>of</strong> children and young people with<br />
learning difficulties or disabilities.<br />
CHILDREN AND YOUNG PEOPLE’S PLAN (CYPP)<br />
11. The guidance on CYPP outlines that the Local Authority has duty to prepare the<br />
plan which should cover children 0-19 and care leavers up to 25. The Plan is a<br />
strategic and overarching plan, it should be succinct and accessible.<br />
12. Work that has been completed for the JAR has placed the authority in a good<br />
position to produce the Children and Young People’s Plan and it is intended that a draft<br />
will be in place by January 2006 in advance <strong>of</strong> the requirement for April 2006.<br />
13. The plan should cover the following:<br />
• Improvements – identified in the JAR<br />
• Vision<br />
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Cabinet <strong>Report</strong> – 10 th November 2005 Page 45
• Assessment <strong>of</strong> Needs<br />
• Priorities and key actions planned – identified in the JAR<br />
• Statement <strong>of</strong> how resources will be deployed<br />
• Explanation <strong>of</strong> how plan relates to arrangements for performance management<br />
and review <strong>of</strong> services<br />
• Arrangements for co operation under the duty to co-operate with partners.<br />
• Explanation <strong>of</strong> how plan is consistent with the strategic plans <strong>of</strong> local partners<br />
14. The guidance requires that children and young people are involved in the<br />
preparation <strong>of</strong> the plan. In preparing the draft the authority will be relying upon the<br />
consultation conducted as part <strong>of</strong> the Best Value Review’s (BVR) and will be consulting<br />
more fully with children and young people on the draft plan between November and<br />
January.<br />
INTEGRATION OF SERVICES AND IMPLEMENTATION OF BEST VALUE REVIEW<br />
15. Development <strong>of</strong> an Integrated Children’s Department is being managed under the<br />
HIP Programme and using the HIP Toolkit to ensure delivery. The following progress<br />
has been made:<br />
• The development <strong>of</strong> one Community Access and Support Team (CAST) which<br />
will serve West Drayton and Yiewsley and be based in West Drayton recruitment<br />
is underway and the CAST co-ordinator has been appointed.<br />
• Staff have been appointed to the new Intensive Family Support Service and the<br />
service is in place.<br />
• A Coordinator for the Central Parenting Support Team is being recruited.<br />
• Re organization <strong>of</strong> Social Care is progressing to create central integrated<br />
Safeguarding Service and Looked After Children Service, is in progress.<br />
Recommendations about future structures were presented to staff in October.<br />
• Models for the Management Structure <strong>of</strong> Education, Children’s and Youth<br />
Service are under consideration and were presented to staff at the end <strong>of</strong><br />
October.<br />
LOCAL SAFEGUARDING CHILDREN BOARD (LSCB)<br />
16. Section 13 <strong>of</strong> Children Act 2004, requires all local authorities to set up a Local<br />
Safeguarding Children Board (LSCB) as the statutory successor to the Area Child<br />
Protection Committee. Their primary focus will be on the outcome ‘Staying Safe’. The<br />
membership <strong>of</strong> the Board is prescribed in legislation and the Director <strong>of</strong> Children’s<br />
Services is accountable for the arrangements. There are a number <strong>of</strong> provisions in the<br />
Children Act (2004) that relate directly or indirectly to agencies responsibilities to<br />
safeguard and promote the welfare <strong>of</strong> children. Section 10 <strong>of</strong> the Children Act 2004<br />
requires agencies to co-operate with one another, Section 11 places a duty on all<br />
agencies to safeguard and promote the welfare <strong>of</strong> children and Section 12 requires that<br />
information is exchanged and an index <strong>of</strong> children can be developed.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet <strong>Report</strong> – 10 th November 2005 Page 46
17. The objective <strong>of</strong> LSCB will be to co ordinate and ensure the effectiveness <strong>of</strong> what is<br />
done by each <strong>of</strong> the Board partners individually and collectively for the purpose <strong>of</strong><br />
safeguarding and promoting the welfare <strong>of</strong> children, including ensuring that all child<br />
deaths are reviewed and lessons learned, through contributing to Child Death<br />
Screening Teams.<br />
18. <strong>Hillingdon</strong>’s LSCB was launched on 4 October at the Compass Theatre, 150 local<br />
stakeholders attended. Presentations at the launch and a play performed by young<br />
people at Bishopshalt School were successful in raising the pr<strong>of</strong>ile <strong>of</strong> the Board and it’s<br />
wider agenda which is to prevent harm to children, whilst strengthening protection and<br />
promoting children’s welfare.<br />
19. The LSCB is taking the lead in implementing the Common Assessment Framework<br />
(CAF) and Lead Pr<strong>of</strong>essional (LP), ahead <strong>of</strong> the statutory requirement <strong>of</strong> April 2006.<br />
The Common Assessment and Lead Pr<strong>of</strong>essional Framework provides a means for<br />
weighing up concerns about children and young people and for co-ordinating support to<br />
promote well-being across a number <strong>of</strong> dimensions including Being Healthy, Staying<br />
Safe, Enjoying and Achieving, Achieving Economic Well being, Making a Positive<br />
Contribution.<br />
20. The CAF and LP framework will become a central component <strong>of</strong> the integration<br />
agenda, ensuring that a common language, common assessment process and<br />
standards are established across all pr<strong>of</strong>essional groups.<br />
FINANCIAL IMPLICATIONS<br />
21. The Integration and BVR initiatives are funded from within existing budgets and are<br />
currently forecast to remain within budget.<br />
22. The LCSB is funded from existing base budget, government grant and contributions<br />
from partners and is currently forecast to remain within budget.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Corporate Finance Comments<br />
23. The recommendation <strong>of</strong> the report to note progress contains no direct financial<br />
commitments. However, the ongoing developments described in the report have<br />
financial implications that are identified above. These resource issues are currently<br />
being developed through the Medium Term Financial Forecast (MTFF) process, and the<br />
rationale for, and values <strong>of</strong>, any additional resources required and any available savings<br />
will be presented when the MTFF is reported to Cabinet on 15 December 2005.<br />
Legal Implications<br />
24. The legal implications are contained in the body <strong>of</strong> the report.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet <strong>Report</strong> – 10 th November 2005 Page 47
BACKGROUND DOCUMENTS<br />
APA self assessment<br />
JAR self assessment<br />
Guidance on Children and Young People’s Plan<br />
Children Act (2004)<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet <strong>Report</strong> – 10 th November 2005 Page 48
Action Plan<br />
APPENDIX A<br />
ACTION PLAN ARISING FROM<br />
CHILDREN’S INTEGRATED SERVICE REVIEW<br />
ISSUE ACTION Timescale<br />
Managing Change<br />
A clear overall project plan<br />
with allocated tasks and<br />
timescales has not as yet<br />
been agreed<br />
Project plan exists for HIP<br />
project<br />
CB to pull together high<br />
level plan from existing<br />
documents for CfC Board<br />
to agree<br />
Completed<br />
It is intended that the<br />
children’s integrated<br />
service projects will form<br />
part <strong>of</strong> the HIP. It will be<br />
important for other senior<br />
partners to be engaged in<br />
this process to ensure<br />
engagement and<br />
embedding <strong>of</strong> the project<br />
outcomes.<br />
A risk management plan<br />
has not as yet been<br />
agreed.<br />
Developing ambitions<br />
The impetus from the<br />
extensive consultation for<br />
the BVR should be built<br />
upon to ensure that<br />
stakeholders, particularly<br />
children, young people<br />
and their families, are able<br />
to systematically inform<br />
the development and<br />
review <strong>of</strong> services and<br />
plans.<br />
The agreed vision as set<br />
out in the Local<br />
Preventative Strategy will<br />
need to be formally<br />
agreed and disseminated<br />
as the vision <strong>of</strong> the<br />
CYPSPB in its Children<br />
and Young People’s Plan.<br />
C f C Board are steering<br />
group for HIP project<br />
To be completed by CB<br />
after Project Plan<br />
competed<br />
Work Plan includes<br />
developing participation<br />
and communication<br />
strategy for child, young<br />
people and families as<br />
well as pr<strong>of</strong>essional<br />
stakeholders<br />
Lead PN – staff<br />
Lead MP – Children + Yp<br />
To update as part <strong>of</strong> CYP<br />
Plan<br />
CB to develop project plan<br />
Completed<br />
November 05<br />
Ongoing<br />
November 05<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 49
Action Plan<br />
ISSUE ACTION Timescale<br />
It will be important that the<br />
new role and<br />
responsibilities <strong>of</strong> Director<br />
<strong>of</strong> Children’s Services is<br />
developed in order that<br />
the postholder is able to<br />
play a pivotal role in<br />
achieving change.<br />
Ongoing – evidence<br />
chairing C f C Exec and<br />
vice chair <strong>of</strong> LSCB<br />
Ongoing<br />
Interagency working<br />
Further work is needed to<br />
establish clear<br />
governance arrangements<br />
for the CYPSPB and its<br />
sub-groups.<br />
Methods <strong>of</strong> representation<br />
<strong>of</strong> the views <strong>of</strong> children,<br />
young people and families<br />
at the CYPSPB should be<br />
agreed.<br />
Integrated frontline<br />
delivery<br />
Detailed mapping to<br />
inform a joint workforce<br />
plan should be developed<br />
which identifies the skills<br />
and range <strong>of</strong> staff needed,<br />
addresses how teams will<br />
be integrated, managed,<br />
supported and employed.<br />
Concern has been<br />
expressed by interviewees<br />
regarding capacity to<br />
address this complex and<br />
time consuming area.<br />
Capacity issues and<br />
resource implications will<br />
need to be reviewed<br />
regularly.<br />
To include in work plan <strong>of</strong><br />
Children’s Development<br />
Team<br />
Part <strong>of</strong> CYPSPB Action<br />
Plan/ participation plan<br />
C+F restructure has<br />
commenced<br />
Experience from MAST<br />
and CAST<br />
kept under review by C f C<br />
Exec<br />
January 2006<br />
2005<br />
Ongoing<br />
Ongoing<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 50
Action Plan<br />
ISSUE ACTION Timescale<br />
The current arrangements Applies only to MAST December 2005<br />
for secondments and<br />
managing staff in<br />
integrated teams should<br />
be subject to a risk<br />
assessment to ensure that<br />
the lack <strong>of</strong> S31<br />
agreements does not<br />
subject the partners to<br />
unforeseen risks or<br />
liabilities.<br />
Integrated processes<br />
<strong>Hillingdon</strong> has a joint<br />
information sharing<br />
protocol but further work is<br />
needed to develop subprotocols<br />
and embed<br />
these in practice.<br />
progress as part <strong>of</strong> ISA Ongoing as<br />
required<br />
Capacity will be needed<br />
from a specialist resource<br />
to develop and implement<br />
any pooling proposals.<br />
Managing Performance<br />
A joint performance<br />
management framework<br />
needs to be developed.<br />
No immediate plans for<br />
pooling budgets<br />
LSCB is developing plan<br />
Action for CYPSPB<br />
September for<br />
LSCB<br />
January CYPSPB<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 51
CONSULTATION AND ENGAGEMENT - A FUTURE<br />
STRATEGY FOR HILLINGDON<br />
ITEM 3<br />
Contact Officers<br />
Papers with this report<br />
David Holdstock / Paul Williams<br />
01895 250822 / 250986<br />
Appendix A - attached<br />
SUMMARY<br />
The report sets out the need for a strategic approach to consultation, a corporate<br />
consultation strategy and a draft three-year development programme for consultation<br />
and engagement in <strong>Hillingdon</strong>.<br />
RECOMMENDATIONS<br />
That Cabinet agrees:<br />
1. the vision statement : ‘consultation and engagement are placed at the<br />
heart <strong>of</strong> policy making and service delivery in <strong>Hillingdon</strong> to help deliver<br />
excellent services and make the best use <strong>of</strong> resources’.<br />
2. that consultation be linked to communications under the new Head <strong>of</strong><br />
Communications, following the restructure <strong>of</strong> communications within the<br />
council.<br />
3. that <strong>of</strong>ficers examine the current structure <strong>of</strong> dealing with both internal<br />
and external communications across the council and identify resource(s) to<br />
work with the new Head <strong>of</strong> Communications to deliver a corporate<br />
Consultation Strategy and three year development programme.<br />
4. to the creation <strong>of</strong> a Consultation Board which includes a member<br />
champion to sponsor the Council’s annual consultation programme.<br />
5. subject to the review <strong>of</strong> communications to identify resources, that the<br />
Council undertake an annual residents’ survey to underpin future service and<br />
policy development.<br />
REASONS FOR OFFICER RECOMMENDATIONS<br />
To ensure a comprehensive approach to the development <strong>of</strong> consultation and<br />
engagement in <strong>Hillingdon</strong>, thereby ensuring that residents’ and communities’ issues<br />
are increasingly utilised in the development <strong>of</strong> service plans, strategies and priorities.<br />
OPTIONS AVAILABLE<br />
Cabinet can reject the proposals in whole or in part.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 52
INFORMATION<br />
1. On 28 April 2005, the Cabinet endorsed an approach to consultation and<br />
engagement based on the following<br />
a] To better manage and co-ordinate consultation, it should be broken down<br />
into service user consultation, more general policy consultation and local<br />
consultation.<br />
b] A consultation strategy therefore must focus at three levels : at Group /<br />
service level, council wide and with partners.<br />
c] All opinion / information gathered will be analysed and used to inform<br />
service planning and will be reflected in the Medium Term Financial Forecast<br />
[MTFF]. Feedback will be given as a matter <strong>of</strong> course to groups consulted.<br />
d] A comprehensive consultation strategy and development programme will<br />
be developed.<br />
2. An outline illustrative programme to develop consultation and engagement<br />
has been drafted and is included at appendix A to illustrate potential areas for<br />
improvement.<br />
3. The programme and the recommendations <strong>of</strong> this report are based on ‘good<br />
practice’ advice and guidance from good and excellent rated councils. This includes,<br />
as key aspects, the importance <strong>of</strong> the council having appropriate consultation skills<br />
available, locating these under the Head <strong>of</strong> Communications and introducing an<br />
annual public survey, truly representative <strong>of</strong> opinion across the borough, which<br />
would be used as a foundation to review and inform future service priorities and<br />
policy development.<br />
4. By adopting a strategic approach to consulting with the borough’s many<br />
communities, businesses and voluntary organisations, we will ensure that the council<br />
is responding appropriately to local needs.<br />
Why consult?<br />
5. Consultation can be a useful tool to help us to:<br />
• assist with prioritisation<br />
• plan services<br />
• develop new services as a result <strong>of</strong> the outcomes <strong>of</strong> consultation<br />
• test new ideas and policies before implementing them<br />
• allocate resources more effectively<br />
• improve relationships with those who live, work and study in the borough and<br />
those who choose to visit <strong>Hillingdon</strong><br />
• measure satisfaction levels which can then be used as a performance indicator to<br />
monitor performance<br />
• develop new approaches<br />
• work more effectively with our partners and influence opinion, where appropriate<br />
• co-ordinate the work with our partners<br />
• provide background information for other council activities<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 53
• anticipate problems before they occur.<br />
6. In establishing authority-wide objectives and performance measures, the<br />
council must find out the views <strong>of</strong> local residents, businesses, user groups and other<br />
stakeholders on what they want for their local area and what they think the priorities<br />
for the council should be. These views should then be taken into account when<br />
priority and policy setting is planned.<br />
7. As part <strong>of</strong> modernisation and good business management service users<br />
should be consulted before service objectives and improvement targets are set or<br />
services are changed, re-aligned or re-designed. Improving services should take<br />
account <strong>of</strong> users’ wishes, requirements, attitudes and their views <strong>of</strong> current<br />
performance. Consultation can also help to identify individuals and groups in the<br />
community who are not using services and why, thereby assisting the council in<br />
ensuring services are delivered to an increasingly diverse population in <strong>Hillingdon</strong>.<br />
8. To become good or excellent, this council should carry out a range <strong>of</strong><br />
consultation exercises and, in particular, an annual residents’ survey in similar vein<br />
to organisations already identified as good or excellent.<br />
9. <strong>Hillingdon</strong> Council currently has a Citizens’ Panel, which allows consultation<br />
throughout the year on major issues.<br />
10. Cabinet is reminded that some useful building blocks are already in place to<br />
support the development <strong>of</strong> consultation processes over the next three years,<br />
namely the corporate consultation team, a draft annual programme <strong>of</strong> consultation, a<br />
set <strong>of</strong> established standards for consultation practices and the appointment <strong>of</strong> the<br />
new head <strong>of</strong> communications.<br />
Financial Implications<br />
11. It is anticipated that the costs <strong>of</strong> the annual residents' survey will be in the<br />
region <strong>of</strong> £30k, it is also possible that additional staff resources, estimated to cost<br />
£50k, will be needed with particular consultation skills, which may not be available<br />
within the current staffing portfolio. The proposed funding strategy will be to fund the<br />
annual resident's survey through the potential savings that can be achieved by<br />
centralising the communications function. Any review will be put on hold to allow the<br />
new structure to mature and by doing so look to develop consultation skills in house<br />
to support the delivery <strong>of</strong> the annual residents' survey.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Corporate Finance Comments<br />
12. A corporate finance <strong>of</strong>ficer has reviewed this report and the financial<br />
implications contained within it, and is satisfied that the report and its financial<br />
implications properly reflect both the direct resource implications on the consultation<br />
function and the wider implications on the Council’s resources in total, through the<br />
funding strategy identified above.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 54
Legal Implications<br />
13. Members should note that as part <strong>of</strong> the CPA process the issue <strong>of</strong> public<br />
consultation is stressed as a way <strong>of</strong> ensuring that local authorities reflect the desires<br />
<strong>of</strong> their community in the provision <strong>of</strong> services. Such a process is also<br />
recommended as way <strong>of</strong> ensuring an efficient use <strong>of</strong> resources as it enables a local<br />
authority to focus on those matters <strong>of</strong> importance to the local community. Clearly<br />
any consultation needs to be undertaken in a structured way which delivers accurate<br />
results from the broadest range <strong>of</strong> the community. Failure to do so could result in a<br />
local authority concentrating on matters which only benefit a small vocal element <strong>of</strong><br />
the community but does not reflect the desires <strong>of</strong> the wider community.<br />
Corporate Property Services<br />
14. Corporate Property Services fully support the consultation process detailed in<br />
this report<br />
Relevant Service Groups<br />
15. All Service Groups are represented on the consultation co-ordinators groups<br />
and have contributed to the report.<br />
EXTERNAL CONSULTATIONS CARRIED OUT<br />
16. The PCT and the Police are included in the corporate consultation group and<br />
their comments have been taken into account in preparing this report. In addition,<br />
comments and advice have been sought from Westminster City Council and others<br />
as a source <strong>of</strong> best practice.<br />
BACKGROUND DOCUMENTS<br />
None<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 55
Illustrative Consultation and Engagement Strategy 2005 –2008<br />
Appendix A<br />
The table below illustrates the kind <strong>of</strong> actions that would be considered in developing<br />
the council’s consultation and engagement strategy. A definitive programme will be<br />
worked up following the review <strong>of</strong> communications, subject to Cabinet’s decisions.<br />
2005 /06 2006/07 2007/08 Comment<br />
Service User<br />
Consultation<br />
• Build on existing<br />
good practice to<br />
extend service<br />
user<br />
consultation<br />
more widely<br />
across Council.<br />
• Develop<br />
feedback<br />
mechanisms for<br />
those consulted.<br />
• Use consultation<br />
to inform service<br />
planning and<br />
MTFF process.<br />
• Ensure<br />
responsibility to<br />
consult is<br />
included in ALL<br />
service managers<br />
PADAs.<br />
• Extend service<br />
user consultation<br />
to ALL council<br />
services.<br />
• Develop<br />
feedback for ALL<br />
user groups<br />
consulted.<br />
• Demonstrate that<br />
consultation<br />
major influence in<br />
service<br />
development /<br />
MTFF process.<br />
• Develop<br />
consultation with<br />
non users<br />
• Consider<br />
possible links/<br />
efficiencies with<br />
LSP partners<br />
• Ensure that<br />
consultation<br />
process take<br />
account <strong>of</strong><br />
comment and<br />
opinion from non<br />
user groups.<br />
• Develop links /<br />
efficiencies as<br />
appropriate with<br />
LSP partners<br />
Critical aspect <strong>of</strong><br />
development to<br />
ensure that the<br />
Council is fully<br />
engaging with<br />
specific service<br />
users [ and non<br />
users] and<br />
complying with<br />
equalities<br />
legislation.<br />
Management and<br />
Procedure<br />
• Ensure<br />
corporate team<br />
is properly<br />
representative[<br />
including the<br />
Police and<br />
PCT], is<br />
• Extend corporate<br />
team to include<br />
additional LSP<br />
partners. Ensure<br />
team is delivering<br />
work programme<br />
and terms <strong>of</strong><br />
• Transfer team on<br />
virtual basis.<br />
• Identify any<br />
possible<br />
economies <strong>of</strong><br />
scale /<br />
efficiencies<br />
Once the<br />
corporate process<br />
has become<br />
established, team<br />
business can be<br />
accomplished<br />
without the need<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 56
working well<br />
and has a<br />
timetabled work<br />
plan<br />
• Confirm terms<br />
<strong>of</strong> reference<br />
reference<br />
to have meetings.<br />
• Identify<br />
member<br />
champion.<br />
• Ensure liaison<br />
with corporate<br />
team.<br />
• Establish links<br />
to Cabinet<br />
• Involve member<br />
champion in<br />
corporate team.<br />
• Raise pr<strong>of</strong>ile <strong>of</strong><br />
consultation in<br />
political process<br />
and decision<br />
making<br />
• Ensure<br />
consultation and<br />
engagement<br />
process is fully<br />
co-ordinated with<br />
political process<br />
and led by<br />
members.<br />
The object <strong>of</strong> the<br />
aspect <strong>of</strong> the<br />
programme is to<br />
ensure that the<br />
process becomes<br />
member driven.<br />
• Revise existing<br />
consultation<br />
programme<br />
and submit to<br />
Cabinet for<br />
approval<br />
• Link to LSP<br />
partner<br />
consultation<br />
where possible<br />
• Devise extended<br />
programme with<br />
member input,<br />
which reaches<br />
wider public.<br />
• Work up<br />
proposals to<br />
extend<br />
sophistication,<br />
range and<br />
effectiveness <strong>of</strong><br />
consultation.<br />
• Link to some<br />
partner<br />
consultation as <strong>of</strong><br />
course.<br />
• Continue, with<br />
partners and<br />
within resources,<br />
to develop the<br />
sophistication,<br />
range and<br />
effectiveness <strong>of</strong><br />
consultation<br />
If the council’s<br />
consultation and<br />
engagement<br />
processes are to<br />
develop, then they<br />
must be extended<br />
with the benefit <strong>of</strong><br />
the appropriate<br />
skills and<br />
knowledge.<br />
• Ensure that the<br />
results <strong>of</strong><br />
consultation are<br />
taken into<br />
account in the<br />
service planning /<br />
MTFF process<br />
2006/07.<br />
• Begin systematic<br />
reporting back<br />
on key messages<br />
from consultation<br />
as part <strong>of</strong> the<br />
Quarterly<br />
Performance<br />
• Ensure the<br />
consultation<br />
programme<br />
complements the<br />
need to take<br />
account <strong>of</strong><br />
consultation in<br />
service planning /<br />
MTFF process.<br />
• Forge stronger<br />
links between the<br />
information<br />
function [needs<br />
information and<br />
performance<br />
• Ensure that<br />
needs information<br />
, performance<br />
information,<br />
complaints and<br />
consultation are<br />
integrated and<br />
fully inform the<br />
service planning /<br />
MTFF process as<br />
a matter <strong>of</strong><br />
course so that<br />
policy is clearly<br />
evidence based.<br />
This is beginning<br />
to happen and be<br />
seen to be<br />
happening, but<br />
needs to be seen<br />
across the whole<br />
council since it is<br />
the prime objective<br />
<strong>of</strong> consultation<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 57
Review [ QPR]<br />
• Establish a<br />
customer<br />
relationship<br />
management<br />
system and<br />
comprehensive<br />
approach to<br />
complaints<br />
across the<br />
Council<br />
information] and<br />
consultation to<br />
better inform the<br />
QPR and policy<br />
development.<br />
• Ensure<br />
complaints are<br />
taken into<br />
account along<br />
with consultation<br />
to inform policy<br />
development<br />
• Ensure that the<br />
corporate team<br />
and Group<br />
Directors begin<br />
to feedback<br />
comments to<br />
those consulted<br />
on the outcomes<br />
<strong>of</strong> their<br />
consultation.<br />
• Include work to<br />
make this<br />
systematic in the<br />
corporate team’s<br />
work plan.<br />
• Introduce<br />
systematic<br />
feedback to those<br />
consulted on the<br />
outcomes<br />
resulting from<br />
their comments.<br />
• Include feedback<br />
in the corporate<br />
consultation<br />
programme and<br />
ensure it is<br />
undertaken.<br />
• Extend as<br />
consultation<br />
extends<br />
• Ensure feedback<br />
to those<br />
consulted<br />
becomes integral<br />
and expected<br />
aspect <strong>of</strong> any<br />
consultation or<br />
engagement<br />
exercise.<br />
This has been<br />
identified through<br />
inspection as a<br />
failing in the<br />
council and it is<br />
critical to begin<br />
addressing it<br />
comprehensively<br />
asap.<br />
• Estimate<br />
corporate and<br />
service costs <strong>of</strong><br />
consultation<br />
programme<br />
against corporate<br />
consultation<br />
programme<br />
• Submit MTFF bid<br />
for consultation<br />
programme,<br />
based on<br />
corporate and<br />
service<br />
requirements as<br />
for all other areas<br />
<strong>of</strong> council activity<br />
• Embed bidding<br />
process and<br />
transparency <strong>of</strong><br />
costs fully in the<br />
MTFF process<br />
Whether or not the<br />
pr<strong>of</strong>ile <strong>of</strong><br />
consultation is<br />
raised and its<br />
resourcing<br />
increased, the<br />
allocation <strong>of</strong><br />
funding fro<br />
consultation and<br />
engagement<br />
should be a more<br />
transparent<br />
process.<br />
• Ensure Head <strong>of</strong><br />
Communications<br />
plays a leading<br />
role in<br />
developing and<br />
• Appoint a<br />
consultation<br />
<strong>of</strong>ficer to work to<br />
the Head <strong>of</strong><br />
Communications<br />
• Same as year two<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
This is a key<br />
resource issue<br />
based on<br />
Westminster’s<br />
advice. Whether or<br />
Cabinet report 10 th November 2005 Page 58
developing and<br />
directing the<br />
work <strong>of</strong> the<br />
corporate team.<br />
• Ensure the<br />
consultation and<br />
communications<br />
programmes<br />
dovetail<br />
Communications<br />
to help develop<br />
the council’s<br />
programme and<br />
improve its<br />
consultation.<br />
[ Alternatives – buyin<br />
expertise or<br />
develop in house.<br />
Latter will still<br />
require new<br />
resources if to be<br />
properly<br />
delivered]<br />
• Ensure the<br />
consultation and<br />
communications<br />
programmes are<br />
fully integrated<br />
through the Head<br />
<strong>of</strong><br />
communications /<br />
corporate team<br />
not an<br />
appointment is<br />
made, the<br />
communications<br />
and consultation<br />
agendas need to<br />
be fully coordinated<br />
and, it is<br />
suggested, both<br />
managed by the<br />
Head <strong>of</strong><br />
Communications.<br />
• Employ a range<br />
<strong>of</strong> mechanisms<br />
and media [<br />
including ICT] to<br />
deliver<br />
consultation<br />
based on best<br />
practice applied<br />
elsewhere.<br />
• Use consultation<br />
<strong>of</strong>ficer to advise<br />
on most<br />
appropriate<br />
mechanisms and<br />
media [ including<br />
ICT] for specific<br />
consultations<br />
within<br />
consultation<br />
programme<br />
[ Alternative. Train<br />
key <strong>of</strong>ficers from<br />
across the<br />
council<br />
• Ensure most<br />
appropriate<br />
mechanisms and<br />
media [ including<br />
ICT]are used<br />
consistently as<br />
matter <strong>of</strong> course<br />
across the council<br />
This action links<br />
directly to the<br />
proposed<br />
employment <strong>of</strong> a<br />
skilled consultation<br />
pr<strong>of</strong>essional.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 59
• Apply agreed<br />
standards for<br />
consultation as<br />
widely as<br />
practicable<br />
• Ensure agreed<br />
standards <strong>of</strong><br />
consultation are<br />
taken into<br />
account in<br />
devising<br />
consultation<br />
programme<br />
• Ensure<br />
consultation<br />
standards are<br />
applied<br />
consistently<br />
across the<br />
council.<br />
• Extend to LSP as<br />
appropriate<br />
Consultation<br />
standards have<br />
been agreed by<br />
Cabinet but are<br />
quite exacting and<br />
are not applied<br />
consistently for all<br />
consultation.<br />
• Based on best<br />
practice<br />
elsewhere,<br />
monitor<br />
effectiveness <strong>of</strong> a<br />
chosen piece <strong>of</strong><br />
consultation.<br />
• Build monitoring<br />
<strong>of</strong> effectiveness<br />
into consultation<br />
programme for<br />
specific aspects<br />
<strong>of</strong> programme.<br />
• Build monitoring<br />
into whole<br />
programme<br />
It is important to<br />
monitor the<br />
effectiveness <strong>of</strong><br />
consultation and<br />
learn from this<br />
evaluation.<br />
Corporate<br />
Consultation<br />
• Widen<br />
representation at<br />
existing forums.<br />
• Align forum<br />
meetings and<br />
agendas around<br />
community plan<br />
themes<br />
• Collate, coordinate<br />
and<br />
distribute<br />
comment across<br />
Council[ LSP]<br />
• Ensure, where<br />
possible,<br />
feedback taken<br />
into account in<br />
service planning/<br />
MTFF for<br />
2006/07<br />
• Ensure feedback<br />
to those<br />
consulted on<br />
actions /<br />
outcomes<br />
resulting from<br />
their comments<br />
• Embed process<br />
begun in first<br />
year and extend<br />
forums to include<br />
other groups, in<br />
particular<br />
business.<br />
• As for year two<br />
up to manageable<br />
number <strong>of</strong> forums<br />
Need to make the<br />
most <strong>of</strong> this<br />
existing means <strong>of</strong><br />
communication,<br />
whilst accepting its<br />
overall limitations<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 60
• Make use <strong>of</strong><br />
citizens panel up<br />
to March 06.<br />
• Use all other<br />
consultation and<br />
communication<br />
exercise to add<br />
people to panel<br />
• Replace citizens<br />
panel with biannual<br />
residents’<br />
survey.<br />
• Use survey to<br />
identify group <strong>of</strong><br />
citizens willing to<br />
respond to any<br />
other smaller ,<br />
specific survey<br />
requests.<br />
[Alternative.<br />
Ensure citizens<br />
panel is more<br />
representative,<br />
ensure it is<br />
regularly topped<br />
up and use it for<br />
annual opinion<br />
survey<br />
Use outcomes <strong>of</strong><br />
annual survey as<br />
main plank <strong>of</strong><br />
service planning/<br />
MTFF process.<br />
• Embed annual<br />
survey as key<br />
aspect <strong>of</strong><br />
council’s<br />
consultation<br />
process which<br />
informs policy<br />
direction.<br />
• Supplement with<br />
minority group<br />
survey as<br />
necessary<br />
This is a second<br />
key aspect <strong>of</strong> the<br />
draft programme.<br />
If the decision is<br />
taken to maintain<br />
the citizens panel,<br />
then it needs to be<br />
topped up<br />
consistently and<br />
also used for an<br />
annual survey.<br />
• Identify notable<br />
event before<br />
March 2005 to<br />
pilot direct<br />
council contact<br />
with residents.<br />
• Include<br />
appropriate<br />
events, such as<br />
the Hayes<br />
carnival in the<br />
programme <strong>of</strong><br />
consultation for<br />
2006/07 .<br />
• Ensure comment<br />
circulated to<br />
inform service<br />
planning / local<br />
area perspectives<br />
and appropriate<br />
feedback to those<br />
consulted.<br />
• As for year two.<br />
• Include<br />
attendance at<br />
events and follow<br />
up action in<br />
specific <strong>of</strong>ficers<br />
PADAs<br />
Direct contact with<br />
residents art even<br />
a limited number<br />
<strong>of</strong> events can<br />
produce valuable<br />
comment and also<br />
enhance public<br />
opinion <strong>of</strong> the<br />
council<br />
• Ensure that<br />
consultation<br />
through the<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 61
connecting<br />
communities<br />
forum is as<br />
effective as<br />
possible.<br />
• Identify best<br />
practice from<br />
elsewhere on<br />
how to engage<br />
‘hard to reach<br />
‘communities.<br />
Local<br />
Consultation<br />
• Complete local<br />
question time<br />
meetings.<br />
• Develop<br />
community<br />
councillor role<br />
• Continue local<br />
question time and<br />
consider taking to<br />
more local level.<br />
• Establish<br />
community<br />
councillors at<br />
heart <strong>of</strong> local<br />
engagement and<br />
ensure their<br />
comments<br />
feedback into<br />
service<br />
development .<br />
• Introduce annual<br />
locality<br />
conferences in<br />
the three<br />
parliamentary<br />
constituencies to<br />
replace the<br />
community<br />
conference.<br />
• Take stock <strong>of</strong><br />
local ‘hard to<br />
reach’ groups.<br />
• Continue local<br />
question time,<br />
engaging local<br />
councillors.<br />
• Introduce area<br />
forums to<br />
supplement<br />
locality<br />
conferences.<br />
• Introduce area O<br />
and S committees<br />
to cover<br />
parliamentary<br />
constituencies.<br />
• Identify and<br />
implement<br />
proposals to<br />
reach local ‘hard<br />
to reach’ groups<br />
There is an<br />
increasing<br />
Government focus<br />
on neighbourhood<br />
and more local<br />
engagement. It is<br />
inevitable that<br />
Government will<br />
expect all councils<br />
to take action to<br />
increase local<br />
engagement.<br />
• Identify<br />
manageable<br />
number <strong>of</strong><br />
established<br />
groups by area<br />
to begin some<br />
form <strong>of</strong> dialogue<br />
with eg <strong>of</strong>ficer<br />
and /or member<br />
• Extend number <strong>of</strong><br />
existing groups<br />
with which some<br />
dialogue is<br />
developed<br />
through <strong>of</strong>ficer /<br />
member contact.<br />
• Include contact<br />
responsibilities in<br />
• Further extend so<br />
there is <strong>of</strong>ficer or<br />
member contact<br />
at least once a<br />
year with range <strong>of</strong><br />
existing groups<br />
across the<br />
borough.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
The key issue<br />
here is that there<br />
are many existing<br />
groups already in<br />
the borough which<br />
the council can<br />
use to extend its<br />
consultation and<br />
engagement<br />
Cabinet report 10 th November 2005 Page 62
and /or member<br />
attendance at<br />
annual meetings<br />
<strong>of</strong> specific<br />
community<br />
groups.<br />
responsibilities in<br />
specific <strong>of</strong>ficers<br />
PADAs<br />
• Include contact<br />
responsibility in<br />
most <strong>of</strong>ficers<br />
PADAs.<br />
• Ensure<br />
appropriate<br />
training provided<br />
without creating<br />
new ones.<br />
• Progress<br />
‘neighbourhood<br />
partnerships’<br />
pilots, including<br />
the involvement<br />
<strong>of</strong> local people to<br />
genuinely<br />
influence local<br />
affairs.<br />
• Extend pilots on<br />
the back <strong>of</strong> safer<br />
neighbourhood<br />
policing initiative.<br />
Consider some<br />
form <strong>of</strong><br />
constitution<br />
guaranteeing<br />
local community<br />
involvement.<br />
• Link locality<br />
initiatives to local<br />
management <strong>of</strong><br />
contracts ,<br />
residents quality<br />
promise etc.<br />
• Learn lessons<br />
from original<br />
pilots and<br />
consider<br />
delegation <strong>of</strong><br />
some limited<br />
decision making<br />
and budget.<br />
• Extend<br />
neighbourhood<br />
pilot s across the<br />
borough, possibly<br />
based on<br />
‘constitution’<br />
which guarantees<br />
local involvement<br />
with some<br />
delegated powers<br />
and budgets.<br />
The pilots <strong>of</strong>fer a<br />
real opportunity to<br />
develop<br />
meaningful local<br />
engagement on a<br />
broader front.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 63
HILLINGDON’S DOMESTIC VIOLENCE STRATEGY ITEM 4<br />
Contact Officers David Brough 01895 250636<br />
Papers with this report<br />
Domestic Violence Strategy 2005/08 - attached<br />
SUMMARY<br />
This report seeks approval to the <strong>Hillingdon</strong> Domestic Violence Strategy which aims to:<br />
• Raise awareness <strong>of</strong> domestic violence in <strong>Hillingdon</strong>.<br />
• Improve partnership working and the sharing <strong>of</strong> best practice across the <strong>Borough</strong>.<br />
• Improve the range <strong>of</strong> support available and access to it for women and children.<br />
• Implement Government guidance on tackling domestic violence.<br />
• In line with the Community Safety Strategy<br />
Reduce the levels <strong>of</strong> domestic violence<br />
Reduce repeat victimisation by 25%<br />
Increase detection rates to 60%.<br />
• Meet the Best Value Performance Indicator for action against domestic violence.<br />
RECOMMENDATIONS<br />
1. That the <strong>Hillingdon</strong> Domestic Violence Strategy 2005/08 be approved.<br />
2. That formal endorsement <strong>of</strong> the Strategy be sought from the Police, the Primary<br />
Care Trust and other relevant partner agencies.<br />
3. That a member <strong>of</strong> the Cabinet as nominated by the Leader, and the Chief<br />
Executive be allocated responsibility for the implementation <strong>of</strong> the Strategy.<br />
4. That the Domestic Violence Forum be made responsible for the annual<br />
monitoring <strong>of</strong> the Strategy.<br />
REASONS FOR OFFICER RECOMMENDATIONS<br />
Since the setting up <strong>of</strong> the Domestic Violence Forum in 1996 the Council and its partners<br />
have made considerable progress in dealing with domestic violence and this has been a<br />
continuing high priority in the Community Safety Strategy. However domestic violence<br />
remains at a disturbingly high level in the <strong>Borough</strong> and there is a clear need for a separate<br />
strategy to bring together in a more coherent manner the various activities <strong>of</strong> Council<br />
departments and statutory and voluntary agencies. The introduction by the Government <strong>of</strong><br />
new and more detailed Best Value Performance Indicators for domestic violence includes<br />
a specific requirement to have a multi-agency strategy.<br />
OPTIONS AVAILABLE<br />
To approve the Strategy with or without amendments.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 November 2005 Page 64
COMMENTS OF OVERVIEW AND SCRUTINY COMMITTEE<br />
The detailed strategy has not been considered by Overview and Scrutiny but it<br />
incorporates the key issues identified by the joint scrutiny <strong>of</strong> children and domestic<br />
violence carried out by the Education and Health and Social Services Overview and<br />
Scrutiny Committees in 2004.<br />
INFORMATION<br />
1. Domestic violence accounts for approximately a quarter <strong>of</strong> reported violent crime in<br />
<strong>London</strong>. It is well known that many victims do not report what has happened to them or<br />
they suffer numerous incidents over many years before making a report. The number <strong>of</strong><br />
cases reported to <strong>Hillingdon</strong> Police therefore under-represent the full scale <strong>of</strong> the problem<br />
but over the last three years they have increased as follows:<br />
Year<br />
Incidents<br />
2002/03 2762<br />
2003/04 2500<br />
2004/05 3307<br />
2. The reasons for this increase are not known and it impossible to say whether there<br />
have been more incidents or it is simply due to more reporting or a mixture <strong>of</strong> the two.<br />
During the last year there was extensive media coverage <strong>of</strong> domestic violence and there<br />
has certainly been a growing awareness that the Police and other parts <strong>of</strong> the judicial<br />
system have a commitment to tackling this issue. Whatever the factors at work it is clear<br />
that domestic violence remains a major issue for <strong>Hillingdon</strong> and as a result it is a high<br />
priority in the community safety strategy for 2005/08 that was approved by the Cabinet on<br />
10 February and the Council on 17 March.<br />
3. The strategy includes the following targets and proposals in relation to domestic<br />
violence:<br />
Targets<br />
We will reduce repeat victimisation for domestic violence, racial and homophobic <strong>of</strong>fences<br />
by 25%.<br />
We will improve confidence among victims <strong>of</strong> domestic violence by achieving a minimum<br />
detection rate <strong>of</strong> 60%.<br />
How will we achieve this?<br />
• Development <strong>of</strong> a comprehensive domestic violence strategy that is agreed<br />
amongst all relevant agencies<br />
• The <strong>Hillingdon</strong> Domestic Violence Forum to promote awareness <strong>of</strong> domestic<br />
violence<br />
• Annual White Ribbon Day seminar to inform practitioners <strong>of</strong> different domestic<br />
violence issues<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 November 2005 Page 65
• Delivery <strong>of</strong> domestic violence awareness training across partner agencies, including<br />
teachers in schools.<br />
• Improve integration and intelligence between partner agencies (in particular the<br />
Police, Council and Health Care).<br />
4. The attached domestic violence strategy has been developed in response to the<br />
first bullet point and includes all <strong>of</strong> the other action points. However Council involvement in<br />
tackling domestic violence is not just because it is a crime. It does enormous damage to<br />
individuals and families and this has substantial implications for Social Services and<br />
Housing in particular but also for schools and Education, Youth and Leisure Services. In<br />
addition it places substantial burdens on the Health Service. The strategy therefore has<br />
clear links with a range <strong>of</strong> other Council and multi-agency strategies including those for<br />
children, housing, education and mental health services.<br />
5. The strategy has been devised by Housing Services as a result <strong>of</strong> its success in<br />
securing resources from the Office <strong>of</strong> the Deputy Prime Minister for the creation <strong>of</strong> a post<br />
<strong>of</strong> Domestic Violence Co-ordinator. Work on the strategy has been overseen by the<br />
Domestic Violence Forum which includes representatives <strong>of</strong> all Education, Youth and<br />
Leisure Services, Housing and Social Services and the Chief Executive’s Office together<br />
with the Police, the Primary Care Trust and numerous local voluntary agencies.<br />
6. The preparation <strong>of</strong> the strategy has been carried out in accordance with Home<br />
Office guidance on the development <strong>of</strong> domestic violence strategies. Account has also<br />
been taken <strong>of</strong> the proposals in the draft Second <strong>London</strong> Domestic Violence Strategy which<br />
was published by the Greater <strong>London</strong> Authority in July 2005.<br />
7. In addition it should be noted that the Government has introduced more rigorous<br />
and detailed Best Value Performance Indicators for domestic violence with effect from<br />
2005/06 in order to assess the overall provision and effectiveness <strong>of</strong> local authority<br />
services in helping victims and preventing the incidence <strong>of</strong> domestic violence. A full<br />
description <strong>of</strong> the Indicators is set out in Appendix 2 to the attached strategy and it will be<br />
seen that one <strong>of</strong> these is that the local authority must have produced and adopted a multiagency<br />
strategy developed in partnership with other agencies. This also requires the<br />
designation <strong>of</strong> a member <strong>of</strong> the Executive and a Chief Officer to have responsibility for the<br />
implementation <strong>of</strong> the strategy and the Cabinet is asked nominate one <strong>of</strong> its members for<br />
this purpose.<br />
8. As part <strong>of</strong> the development <strong>of</strong> the strategy a mapping exercise was undertaken.<br />
This highlighted the excellent work that is taking place through multi-agency co-operation<br />
between Education, Youth and Leisure Services, Social Services and Housing and the<br />
Police. It also identified a number <strong>of</strong> gaps in service provision and areas where there is a<br />
need for increased multi-agency work. The major issues are as follows:<br />
• More work is needed to develop a clear picture <strong>of</strong> the level <strong>of</strong> understanding within<br />
the community as a whole <strong>of</strong> domestic violence as a crime.<br />
• A common assessment tool is required together with a common recording system.<br />
• More information is needed on male and same sex victims.<br />
• Training should be extended across all agencies.<br />
• Further action is needed to support victims through the legal process.<br />
• An agreed approach is needed on dealing with perpetrators.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 November 2005 Page 66
9. As a result <strong>of</strong> this exercise the strategy identifies the following key areas for action:<br />
• Raising awareness<br />
• Improving service provision and access<br />
• Improving information sharing and data management<br />
• Developing legal, civil and criminal justice responses<br />
• Perpetrator work<br />
10. The strategy sets out the actions needed to address these issues and includes an<br />
implementation plan with timescales. It is proposed that the Domestic Violence Forum<br />
should be given responsibility for monitoring the achievement <strong>of</strong> the targets.<br />
Financial Implications<br />
11. Implementation <strong>of</strong> the strategy does not require additional resources at this stage.<br />
The continuation <strong>of</strong> the post <strong>of</strong> Domestic Violence Co-ordinator will enable many <strong>of</strong> the<br />
recommendations to be taken forward without the need for extra funding. The approval in<br />
the current year’s budget <strong>of</strong> a second outreach post in Social Services for dealing with<br />
victims on domestic violence will also assist in meeting current needs. In addition<br />
resources have been identified within the community safety budget to fund awareness<br />
campaigns and to support the work <strong>of</strong> the Domestic Violence Forum.<br />
12. However the mapping exercise which was undertaken in developing the strategy<br />
identified that there are gaps in local service provision. The implementation plan highlights<br />
areas that will need to be further investigated and any proposals to provide or extend<br />
services will need to identify sources <strong>of</strong> funding.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Corporate Finance Comments<br />
13. Corporate Finance has reviewed this report and the financial implications within it.<br />
The view <strong>of</strong> Corporate Finance is that this report and its financial implications properly<br />
reflect both the direct resource implications on the service concerned and any wider<br />
implications on Council resources as a whole.<br />
Legal Implications<br />
14. The Crime and Disorder Act 1998 places a joint duty on the Council and the Police<br />
to tackle crime and disorder in the local area and to improve community safety. Section 17<br />
<strong>of</strong> the Act also gives the Council a specific duty to consider the community safety<br />
implications <strong>of</strong> everything it does.<br />
15. The Act also requires the production <strong>of</strong> a local strategy every three years by the<br />
Council and the Police to tackle crime and disorder in their communities and there is also a<br />
requirement for these bodies to work in partnership with other statutory agencies including<br />
the Probation Service, the Health Service and the Police Authority. These requirements<br />
have been met by the production <strong>of</strong> the community safety strategy for 2005/08.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 November 2005 Page 67
16. There is no separate legal duty to have a specific domestic violence strategy but as<br />
set out in the report this is clearly an important element <strong>of</strong> the overall community safety<br />
strategy.<br />
17. In the Domestic Violence Strategy which is appended to the report, specific<br />
reference is made to developing appropriate legal, civil and criminal responses to domestic<br />
violence.<br />
18. There are a number <strong>of</strong> legal remedies which are available to help protect the victims<br />
<strong>of</strong> domestic violence in both the criminal and civil courts. Examples are the prosecution <strong>of</strong><br />
perpetrators and non-molestation and ouster injunctions, the provisions <strong>of</strong> which<br />
perpetrators are required to observe.<br />
19. Although the Council does not have the direct responsibility for seeking such<br />
remedies on behalf <strong>of</strong> the victims, it can nevertheless play an important support role,<br />
working in conjunction with its partners, and in this respect, the key actions outlined in the<br />
Strategy to address this particular area are welcome.<br />
EXTERNAL CONSULTATIONS CARRIED OUT<br />
20. Consultation was undertaken through the Domestic Violence Forum and its<br />
Executive. Membership <strong>of</strong> the Forum includes representatives <strong>of</strong> the Police, Primary Care<br />
Trust and numerous local voluntary organisations active in the field.<br />
BACKGROUND DOCUMENTS<br />
Community Safety Strategy 2005/08<br />
Home Office Guidance for Partnerships on Developing Domestic Violence Strategies<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 November 2005 Page 68
<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
<strong>Hillingdon</strong> Domestic Violence Strategy<br />
Contents:<br />
• Foreword<br />
• Executive Summary<br />
• Introduction:<br />
‣ Definition <strong>of</strong> domestic violence<br />
‣ Positive statement on domestic violence<br />
‣ Background<br />
‣ Aims<br />
• Understanding <strong>of</strong> domestic violence within <strong>Hillingdon</strong>:<br />
‣ Statutory services<br />
‣ Voluntary services<br />
‣ Awareness raising<br />
‣ Training provision<br />
‣ Co-ordination<br />
‣ Local context<br />
• Key deliverables and targets:<br />
‣ Raising Awareness<br />
‣ Improving service provision and access to it.<br />
‣ Improving information sharing and data management<br />
‣ Developing legal, civil and criminal justice responses.<br />
‣ Perpetrator Work<br />
• Implementation plan<br />
• Strategy action plan monitoring process<br />
• Appendices<br />
‣ Appendix 1 - Feedback from DV Forum Meeting.<br />
‣ Appendix 2 - Best Value Performance Indicators<br />
(Actions Against Domestic Violence )<br />
‣ Appendix 3 - <strong>Hillingdon</strong> Domestic Violence Strategy<br />
Gap Analysis 2005<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 69
<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Foreword<br />
Domestic violence is the secret scandal <strong>of</strong> <strong>Hillingdon</strong>. Often unreported and<br />
largely un-discussed it brings pain and suffering to many thousands <strong>of</strong> people<br />
in the <strong>Borough</strong>. It affects every section <strong>of</strong> the community and does untold<br />
damage, particularly to women and children but increasingly to men too. The<br />
Council with its partners has a pr<strong>of</strong>ound duty to tackle this sad state <strong>of</strong> affairs.<br />
The setting up <strong>of</strong> the Domestic Violence Forum in 1996 (and its predecessor<br />
the Domestic Violence Working Party) brought together for the first time the<br />
statutory and voluntary agencies that could begin to address the problem. The<br />
Forum has put the issue on the agenda and much good work has been done,<br />
particularly by Housing Services, the Police and the voluntary sector and with<br />
schools.<br />
However there is still an enormous challenge to be faced if we are to achieve<br />
the significant reduction in domestic violence that we all seek. The targets set<br />
in the 2005/08 community safety strategy and the Government’s new Best<br />
Value Performance Indicators make it even more important that all agencies<br />
are working together to best effect.<br />
The domestic violence strategy set out in this document has been drawn up<br />
with the full support and involvement <strong>of</strong> all the agencies represented on the<br />
Forum. It charts a course for the next three years and highlights the priorities<br />
we need to adopt. Building on the excellent work to date and harnessing the<br />
goodwill and commitment <strong>of</strong> all those involved I am sure that we can and will<br />
succeed. We owe it to those who have suffered domestic violence and still<br />
suffer in silence and to future generations across the <strong>Borough</strong>.<br />
Councillor Mary O’Connor<br />
Chair <strong>of</strong> <strong>Hillingdon</strong> Domestic Violence Forum<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 70
<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Executive Summary<br />
The Domestic Violence coordinator, under the management <strong>of</strong> Housing and<br />
Social Services and guidance <strong>of</strong> the Domestic Violence Forum, will take the<br />
strategic lead in developing and implementing the Strategy and the Delivery<br />
Plan.<br />
The Strategy and Implementation Plan has been developed in partnership<br />
with all relevant statutory and voluntary partners.<br />
<strong>Hillingdon</strong> Council has a responsibility to adhere to the Best Value<br />
performance Indicators (BVPI 225) introduced in 2005 in relation to domestic<br />
violence. This Strategy reflects all indicators and a Chief Officer and<br />
Executive Member are therefore to take responsibility for its implementation<br />
within the local authority.<br />
Each partner needs to remember their responsibilities both as service<br />
providers and employers. As such, each should introduce a Workplace<br />
Domestic Violence Policy to recognise and support staff experiencing<br />
domestic violence, as well as hold perpetrators accountable. The policy<br />
should provide easy access to support information and raise awareness<br />
amongst service managers and staff.<br />
Information sharing, in relation to individual cases, is crucial for effective multi<br />
agency working at a local level. This increases victim’s safety and holds<br />
perpetrators accountable. It is vital an information Sharing Protocol be<br />
developed and implemented to support this. It is also important that this<br />
process is not cumbersome, preventing appropriate responses in crisis<br />
interventions and reflecting the core definition <strong>of</strong> domestic violence.<br />
Clear, objective, measurable aims, performance indicators and targets to<br />
monitor the progress and success <strong>of</strong> the Strategy will be detailed in the<br />
Implementation Plan.<br />
To improve responses to Domestic Violence, anonymised data on domestic<br />
violence should be collected by all partners to provide the statistical evidence<br />
by which to measure performance.<br />
Most <strong>of</strong> the statutory agencies <strong>of</strong>ten refer clients to organisations that <strong>of</strong>fer<br />
services from volunteers. These organisations are <strong>of</strong>ten poorly resourced and<br />
the burden <strong>of</strong> crisis work <strong>of</strong>ten limits their capacity to train and develop<br />
through research.<br />
Parental conflict undermines the effectiveness <strong>of</strong> parent education<br />
programmes and it is important that frontline agencies are supported in<br />
delivering such interventions effectively, sharing Good Practice standards, so<br />
that responses to Domestic Violence are more consistent across the region.<br />
The Domestic Violence Coordinators will be <strong>of</strong>fering a course in parental<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
conflict to frontline parenting educators, pr<strong>of</strong>essionals and volunteers<br />
supporting families to address this matter, which will be accredited.<br />
The Domestic Violence Strategy will be presented to <strong>Hillingdon</strong> Cabinet for<br />
approval.<br />
Housing & Social Services Department<br />
On behalf <strong>of</strong> <strong>Hillingdon</strong> Domestic Violence Forum<br />
September 2005<br />
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Introduction<br />
Definition <strong>of</strong> Domestic Violence<br />
In order to address this issue, and harness the many agencies that are key to<br />
delivering the targets set out in this strategy LBH has accepted the<br />
governments ‘core’ definition <strong>of</strong> domestic violence as follows:<br />
“Any incident <strong>of</strong> threatening behaviour, violence or abuse (psychological,<br />
physical, sexual, financial or emotional) between adults who are or have been<br />
intimate partners or family members, regardless <strong>of</strong> gender or sexuality."<br />
The government has made it clear that this definition incorporates issues such<br />
forced marriage and so called ‘honour’ killings as well as older abuse when<br />
committed within the family or by an intimate partner.<br />
The term ‘domestic violence’ is used to describe the pattern <strong>of</strong> abuse such as<br />
threats, intimidation, physical, sexual, emotional or psychological violence <strong>of</strong><br />
one person, usually a woman, by another, usually a man, with whom they<br />
have had an intimate or family relationship.<br />
Domestic violence can affect anyone regardless <strong>of</strong> age, race, class, religion,<br />
sexual orientation or disability. We recognise that in this society certain<br />
groups may face additional obstacles and discrimination when seeking help.<br />
Domestic Violence is unacceptable and is a crime. Everyone has the right to<br />
live their life free from fear, intimidation and violence.<br />
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Positive Statement on domestic violence:<br />
Domestic violence is a crime and a disgrace to the society in which we live. In<br />
<strong>Hillingdon</strong> it accounts for more than a quarter <strong>of</strong> the annual total <strong>of</strong> violent<br />
crime recorded by the Police. Being attacked in your home by your partner is<br />
a much greater risk than being mugged in the street.<br />
As well as being a crime it also destroys lives, damages the self-confidence<br />
and prospects <strong>of</strong> its victims and costs the community a vast some <strong>of</strong> money.<br />
In addition it passes from generation to generation with boys brought up in a<br />
family where violence is the norm being much more likely to become<br />
perpetrators when they grow up.<br />
It affects all sections <strong>of</strong> the community, all parts <strong>of</strong> the <strong>Borough</strong> and all age<br />
groups. However there is overwhelming evidence that the vast majority <strong>of</strong><br />
those who suffer domestic violence are women. Tackling domestic violence is<br />
therefore not only an imperative in making <strong>Hillingdon</strong> safer but it is also a vital<br />
step towards the achievement <strong>of</strong> equality for women. Until women are able to<br />
feel safe in their relationships and safe in their homes they will never be truly<br />
free.<br />
Everybody in <strong>Hillingdon</strong>, particularly women and their children, are entitled to<br />
live in a society which challenges all violence against individuals, regardless<br />
<strong>of</strong> their race, religion, sexuality, disability, age, class or livelihood or their<br />
relationship with the perpetrator or whether such violence occurs inside or<br />
outside the home.<br />
For all these reasons the Community Safety Partnership has given high<br />
priority to domestic violence ever since it was set up in 1998 and it continues<br />
to give it the same priority in the Community Safety Strategy for 2005-2008.<br />
The Council, the Police, the Primary Care Trust, the Probation Service and<br />
the judicial agencies are committed to ensure that this statement <strong>of</strong> intent is<br />
turned into practical action which addresses the causes <strong>of</strong> domestic violence,<br />
supports survivors, punishes perpetrators and sends a clear message that<br />
this crime will not be tolerated in our <strong>Borough</strong>.<br />
The agencies recognise that the voluntary sector plays a central and crucial<br />
role in dealing with domestic violence and they commit themselves to work<br />
with all relevant local organisations through the Domestic Violence Forum and<br />
by any other practical means in the achievement <strong>of</strong> these aims.<br />
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Background.<br />
The importance <strong>of</strong> tackling Domestic violence has long been recognised by<br />
the council, and substantial progress has been delivered through the work <strong>of</strong><br />
the Domestic Violence Forum, formed in May 1996, which has brought<br />
agencies working to tackle domestic violence together for the first time<br />
borough wide.<br />
This strategy document has been developed to ensure that work <strong>of</strong> the<br />
various agencies and the council is strategically relevant to the needs <strong>of</strong><br />
domestic violence victims in the <strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong>. It is also<br />
linked to the council’s community safety strategy, which ensures that the work<br />
on domestic violence coherently contributes to the local authority’s strategic<br />
agenda.<br />
Each stage <strong>of</strong> the development <strong>of</strong> this strategy was subject to consultation<br />
with the Domestic Violence Forum members, which encompasses both<br />
statutory and voluntary agencies, thus ensuring the approach agreed was<br />
pertinent.<br />
The strategy is for a three-year period from 2005 to 2008 and is owned by the<br />
Forum who also has the responsibility <strong>of</strong> updating it.<br />
* * * * *<br />
• Domestic violence constitutes 18% <strong>of</strong> all murders in this country.<br />
In previous years there have been domestic violence related murders<br />
within <strong>Hillingdon</strong>, however in 2004/05, there were no murders in <strong>Hillingdon</strong><br />
with links to domestic violence.<br />
• Home Office figures show that almost half <strong>of</strong> all murders <strong>of</strong> women are<br />
committed by partners or ex partners; an average <strong>of</strong> 2 women are killed<br />
every week in Britain.<br />
• An estimated 100,000 women every year seek medical treatment for<br />
injuries received in the home.<br />
• Over 50% <strong>of</strong> women who are in contact with mental health services have a<br />
history <strong>of</strong> domestic abuse (DoH 2002) and 25% <strong>of</strong> suicides are due to the<br />
same cause.<br />
• In <strong>Hillingdon</strong>, DV accounts for over 80% <strong>of</strong> all hate crime:<br />
‣ 2002/03 = 2,762 incidents<br />
‣ 2003/04 = 2,500 incidents<br />
‣ 2004/05 = 3307 incidents<br />
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• <strong>Hillingdon</strong> Victim support currently deals with 48 reports <strong>of</strong> domestic<br />
violence each week.<br />
• In a sample <strong>of</strong> clients presenting to <strong>Hillingdon</strong> Community Safety Unit<br />
Domestic Violence Coordinator in 2004/05, 37% suffered domestic<br />
violence during pregnancy, and 28% were the victim <strong>of</strong> sexual<br />
assault/rape.<br />
• <strong>Hillingdon</strong> Women’s Centre receive approximately 30 enquiries per month<br />
and the majority <strong>of</strong> their client group are women fleeing or experiencing<br />
domestic violence:<br />
‣ Between April 2004 - March 2005 they dealt with 4186<br />
enquiries concerning domestic violence<br />
* * * * *<br />
It is well known amongst agencies working with domestic violence, that those<br />
whose lives are affected by domestic violence include not only the immediate<br />
victim, but also wider family <strong>of</strong> the victim/perpetrator.<br />
As well as the personal cost to these victims in terms <strong>of</strong> emotional and<br />
physical damage to their development there is also a broad spectrum <strong>of</strong> more<br />
hidden costs to any society in which domestic violence occurs. These costs<br />
are manifested in crime, cycles <strong>of</strong> abuse, and arrested development <strong>of</strong> young<br />
people. The costs to any society <strong>of</strong> addressing the results <strong>of</strong> domestic<br />
violence are therefore great.<br />
To identify the scale <strong>of</strong> the problem within <strong>Hillingdon</strong>, we have used <strong>London</strong><br />
wide research on the cost <strong>of</strong> domestic violence, which was supported by the<br />
Metropolitan Police Service (MPS) and has produced the following figures per<br />
year. The figures quoted are for the whole <strong>of</strong> <strong>London</strong>.<br />
Service Criminal<br />
Justice<br />
System<br />
Annual<br />
Cost<br />
Total<br />
Legal System<br />
£142.29<br />
million<br />
£185.94<br />
million<br />
Civil<br />
Legal<br />
Costs*<br />
£43.65<br />
million<br />
National Health<br />
Service<br />
Physical Mental<br />
Injuries healthcare<br />
£170.69<br />
million<br />
£24.62<br />
million<br />
Local Authority<br />
Social<br />
services<br />
£31<br />
million<br />
Housing<br />
£22.11<br />
million<br />
Lost<br />
Economic<br />
output**<br />
£373.84<br />
million<br />
Business<br />
Savings<br />
to<br />
employers<br />
£4 million<br />
£1195.31 million £53.11 million £377.84 million<br />
£1,812,20 million<br />
*About half is born by legal aid and half by the individual.<br />
**This is the cost <strong>of</strong> time <strong>of</strong>f work due to injuries.<br />
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The total figure for <strong>London</strong> was divided by 32 (the total number <strong>of</strong> boroughs in<br />
<strong>London</strong>) to evaluate the cost to the borough <strong>of</strong> <strong>Hillingdon</strong><br />
Service Criminal<br />
Justice<br />
System<br />
Annual<br />
Cost<br />
Total<br />
Legal System<br />
£4.446<br />
million<br />
Civil<br />
Legal<br />
Costs*<br />
£1.364<br />
million<br />
National Health<br />
Service<br />
Physical Mental<br />
Injuries healthcare<br />
£5.334<br />
million<br />
Local Authority<br />
Social<br />
services<br />
Housing<br />
Lost<br />
Economic<br />
output**<br />
£769,000 £968,000 £690,000 £11.68<br />
million<br />
Business<br />
Savings<br />
to<br />
employers<br />
£125,000<br />
£5.81 million £6.103 million £1.658 million £11.805 million<br />
£25.421 million<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Aims:<br />
Domestic Violence is a crime that reaches into every corner <strong>of</strong> our society.<br />
Due to its pervasive nature, and high volume <strong>of</strong> this crime within the borough,<br />
<strong>Hillingdon</strong> considers a strategic partnership approach vital in order to tackle it<br />
effectively.<br />
In developing this strategy, the council and partner agencies are committing<br />
resources and raising domestic violence high onto the local agenda as a key<br />
area to be addressed. This strategy seeks to target issues relating to<br />
domestic violence within the borough, incorporating other strategic and<br />
development work carried out and ongoing across the borough.<br />
The aims are to:<br />
• Raise awareness <strong>of</strong> Domestic Violence within <strong>Hillingdon</strong><br />
• Improve partnership working and sharing <strong>of</strong> best practice across the<br />
borough<br />
• Improve the range <strong>of</strong> support available, and access to it for women<br />
and children<br />
• Implement Government guidance on tackling Domestic Violence<br />
• In line with the Community Safety Strategy –<br />
‣ Reduce the levels <strong>of</strong> Domestic Violence<br />
‣ Reduce repeat victimisation <strong>of</strong> domestic<br />
violence by 25%<br />
‣ Increase detection rates to 60% by March<br />
2008<br />
• Meet the Best Value Performance Indicators on actions required<br />
against domestic violence<br />
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Understanding <strong>of</strong> Domestic Violence within <strong>Hillingdon</strong>.<br />
Statutory services<br />
1. Social services<br />
Social Services and Housing departments merged in October 2004. This is already delivering<br />
improved, coordinated responses to domestic violence, and is set to continue doing so.<br />
Managers from both departments meet regularly to coordinate services to avoid overlapping<br />
or duplication <strong>of</strong> work and delivery <strong>of</strong> DV Training. Both departments are represented at the<br />
DV Forum and at the DV Executive Meetings.<br />
Social Services employ a DV Coordinator in partnership with the police through the<br />
community safety unit, and are planning to take on one further support worker to help with the<br />
increasing workload coming through from the improved police assessment process.<br />
The DV Coordinator provides emotional support to victims, carries out casework, and refers<br />
and signposts to other agencies including healthcare, childcare, <strong>of</strong>fers advocacy support, a<br />
help line and an out <strong>of</strong> hours service.<br />
The DV coordinator also delivers DV Awareness Training, and regularly reports to the DV<br />
Forum.<br />
Characteristics <strong>of</strong> Parents with Children on the Child Protection Register. June 2005<br />
Domestic violence 40 – 43%<br />
Substance Use 26 – 28%<br />
Mental illness 7 – 8%<br />
Physical Disability 1%<br />
Learning Disability 4%<br />
Domestic Violence & Mental illness 2%<br />
Domestic violence & Substance misuse 11 – 12%<br />
Learning disability & physical disability 1%<br />
Domestic Violence & Substance use & mental illness 1%<br />
None 33%<br />
2. Housing<br />
The Housing Service is committed to improving service delivery to all victims <strong>of</strong> domestic<br />
violence. The housing needs <strong>of</strong> women at risk <strong>of</strong> domestic violence are being recognised<br />
through the Supporting People Shadow Strategy as well as the Homelessness Strategy. The<br />
strategies recognise a need to increase capacity and address the diversity <strong>of</strong> need, as well as<br />
enable victims to stay in their homes.<br />
In addition, a Domestic Violence Housing Policy has been developed covering assessment <strong>of</strong><br />
need, accommodation options and availability <strong>of</strong> support to be <strong>of</strong>fered to anyone experiencing<br />
domestic violence.<br />
The <strong>Hillingdon</strong> Sanctuary Scheme has also been developed and launched in partnership with<br />
the Police, Community Safety Unit, Care Line and <strong>Hillingdon</strong> Homes <strong>of</strong>fering security<br />
measures to victims who choose to remain in their home.<br />
They have appointed a DVC who is based in the Emergency Housing Unit, with a strategic<br />
role to develop information protocols, develop statistical data collection processes, coordinate<br />
partnership working, provide Multi-Agency DV training.<br />
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3. Education<br />
Research show that prevention work in schools should start at or prior to the age 11, before<br />
attitudes begin to harden.<br />
The Education department is committed to preventative work. A programme around domestic<br />
violence is delivered in schools for staff with a focus upon raising awareness and prevention.<br />
The Children Act established a duty to promote well being in cooperation between agencies.<br />
Citizenship, Sex and Relationships Education, Social and Health Education and specific<br />
subject areas provide opportunities for teachers to raise consciousness <strong>of</strong> domestic violence<br />
and encourage discussion and debate.<br />
6th form students have produced a leaflet for secondary school children, which gives advice<br />
on how to get help and raises awareness <strong>of</strong> domestic violence.<br />
4. Health<br />
Healthcare workers are a crucial factor in the identification <strong>of</strong> cases <strong>of</strong> domestic violence, and<br />
the provision <strong>of</strong> care to those who experience domestic violence. The midwifery services play<br />
a very important role in identifying incidences <strong>of</strong> domestic violence during pregnancy and the<br />
impact upon the mental health difficulties for children that witness it.<br />
<strong>Hillingdon</strong>’s Child and Adolescent Mental Health Development Strategy (May 2005 – 2008)<br />
strives ‘to develop a holistic corporate approach to secure better services and better<br />
outcomes for children’ according to particular requirements set out in the recently published<br />
CAHMS standard, The mental Health and psychological Well being <strong>of</strong> Children & Young<br />
People. This leads towards more effective coordination across health, GPs, education, social<br />
care, voluntary sector, youth leisure, Sure Start, Children’s Fund and youth justice.<br />
In addition, MAST (Multi-Agency Support Team) works with children at risk <strong>of</strong> becoming<br />
looked after to prevent accommodation.<br />
The <strong>Hillingdon</strong> Hospital trust is represented on the domestic violence forum by a senior<br />
Accident & Emergency (A&E) department sister, who is vice chair <strong>of</strong> the forum and plays an<br />
active role in training, informing and supporting colleagues and patients.<br />
Staff in A&E receive domestic violence awareness training, and there is a protocol in place,<br />
with a questionnaire to help staff in its implementation.<br />
Like staff in A&E, midwives follow local guidelines. They are encouraged to attend domestic<br />
violence training and are aware <strong>of</strong> the referral process. Midwives, GPs and health visitors are<br />
key to the early detection <strong>of</strong> domestic violence in the antenatal process.<br />
All other community staff (health visitors, school nurses, nursery nurses and mental health<br />
nurses) are <strong>of</strong>fered training by the Community Safety Unit Domestic Violence coordinator on<br />
a regular basis and within child protection training. Families for whom domestic violence is an<br />
issue are treated as priority and are referred to appropriate agencies as necessary.<br />
The Primary Care Trust (PCT) shares the forums concerns regarding the harmful effects <strong>of</strong><br />
domestic violence, and supports its work. The PCT has addressed the recommendations <strong>of</strong><br />
the overview and scrutiny panel and has its own action plan in relation to the health and crime<br />
project report, which is reflected above.<br />
5. Crown Prosecution Service.<br />
The Crown Prosecution service (CPS) always aims for safe convictions in which the public<br />
can have confidence and which deliver justice for victims, witnesses and defendants. The<br />
CPS will ensure that witnesses are supported to enable them to give their best evidence.<br />
The CPS have a Public Safety Agreement (PSA) that largely follows governmental guidelines<br />
regarding avoiding delays in bringing perpetrators to justice, helping victims and witnesses<br />
give evidence, Bail and Sentencing as well as a Code <strong>of</strong> Practice for Crown Prosecutors.<br />
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The law in the Domestic Violence Crimes and Victims Act, which <strong>of</strong>fers powers to arrest on<br />
Common Assault, bolsters this policy.<br />
The PSA Targets 2005-08 are to:<br />
• Improve the delivery <strong>of</strong> justice by increasing the number <strong>of</strong> crimes for which an<br />
<strong>of</strong>fender is brought to justice to 1.25 million by 2008<br />
• To reassure the public, by reducing the fear <strong>of</strong> crime and anti-social behaviour, and<br />
building confidence in the Criminal Justice system.<br />
The CPS strategy also aims to “strengthen the prosecution <strong>of</strong> hate Crime and crimes <strong>of</strong><br />
domestic violence”<br />
The CPS are developing a more sophisticated approach to prosecuting by:<br />
• Ensuring independence whilst working with victims pr<strong>of</strong>essionally and sensitively;<br />
• Actually seeking, and considering, the needs and requests <strong>of</strong> the individual victim<br />
whilst addressing the wider public interest issues for stirrings potential future victims;<br />
• Balancing the night <strong>of</strong> the victim and any children against the right, <strong>of</strong> the defendant;<br />
• Meeting the shared needs <strong>of</strong> all victims, whilst also ensuring that specific needs <strong>of</strong><br />
different communities are taken into account;<br />
• Addressing value for money within a preventative as well as prosecutorial framework.<br />
The CPS strategic plan is largely compatible with the joined up partnership working approach<br />
that is modern and efficient; with core values that are replicated with other domestic violence<br />
strategies across local regions and nationally.<br />
6. <strong>Hillingdon</strong> Police<br />
<strong>Hillingdon</strong> Police have demonstrated great leadership in taking the domestic violence agenda<br />
forward and creating a more sophisticated approach to dealing with this crime. They have<br />
helped to dramatically improve effectiveness by gathering information that focuses more on<br />
the pattern <strong>of</strong> behaviour <strong>of</strong> domestic violence perpetrators, which are linked to issues <strong>of</strong><br />
power and control.<br />
The police have helped to provide 3 rd Party <strong>Report</strong>ing Sites to improve the quality <strong>of</strong><br />
information, enabling them to be more effective in response / reports and providing more<br />
detailed evidence for the justice process.<br />
The <strong>Borough</strong> commander works closely with Democratic Services and the Community Safety<br />
team, and the police regularly send representatives to the domestic violence Executive<br />
Committee, Domestic Violence Forum, Anti-Social Behaviour Teams, Victim Support, Elder<br />
Abuse and Neighbourhood Watch. They also strategically contribute to Supporting People<br />
Consultation Processes.<br />
The Metropolitan Police have introduced an additional risk assessment form, which has been<br />
implemented by <strong>Hillingdon</strong> police and contains more in-depth questions to help identify risks<br />
posed by the perpetrator, thus helping to reduce repeat <strong>of</strong>fending in the long term.<br />
The Community Safety Unit is a dedicated team comprising 15 police <strong>of</strong>ficers (both uniform<br />
and detective), which are branch supervised by 3 sergeants and deal with all domestic<br />
violence related issues, from minor domestic arguments to serious assaults on either male<br />
and female victims. The target group incorporates homophobic and race hate crime victims.<br />
The <strong>of</strong>ficers work to identify repeat instances <strong>of</strong> all domestic incidents and attempt to reeducate<br />
both victim and perpetrator. The <strong>of</strong>ficers deal with the victims, witnesses and<br />
perpetrators.<br />
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There is a dedicated domestic violence coordinator within the unit, funded by Social Services<br />
to assist many <strong>of</strong> the victims and advise them on injunctions, civil actions, refuges etc. and<br />
provide the much needed support and reassurance the vulnerable victim needs.<br />
The Crime Prevention <strong>of</strong>ficers specialising in domestic violence issues work closely with the<br />
CSU and advise on security for the home address. They have been instrumental in setting up<br />
the <strong>Hillingdon</strong> Sanctuary Scheme in partnership with <strong>Hillingdon</strong> Homes, Careline, Housing,<br />
Shepherds Bush Housing Association and outreaching local locksmiths whilst monitoring cost<br />
effectiveness, impact upon the victim and maintenance <strong>of</strong> security measures installed.<br />
Voluntary Services<br />
1. Support Services<br />
Shepherd Bush Housing Association (SBHA) provides floating support to victim <strong>of</strong> domestic<br />
violence. The support is practical and includes emotional advice to women all over the<br />
borough. They also <strong>of</strong>fer a limited counselling service as well as advocating on behalf <strong>of</strong> their<br />
clients with regard to housing and benefits.<br />
The domestic violence floating support service (DVFSS) provided by SBHA operates a<br />
counselling service for women who are supported through the floating support service or who<br />
live in the refuge or the safe houses. 2 Counsellors see 8 clients per week between them.<br />
2. Accommodation based services<br />
SBHA provides a refuge for seven women and their children as well as 2 safe houses for 11<br />
single women. There is also a Play worker who <strong>of</strong>fers individual support, a Family Counsellor<br />
for mothers and children, as well as a Play Therapist who <strong>of</strong>fers group activities and support<br />
to the children. All <strong>of</strong> these services are funded through the Children's Fund.<br />
SBHA has obtained funding to set up a residential for ex-refuge tenants and their children<br />
who have remained in the borough which will <strong>of</strong>fer confidence building and self-esteem<br />
raising sessions as well as getting valuable feedback from the service users to effect tailor<br />
future service provision.<br />
3. Advocacy services<br />
The DVFSS supports women using the legal system by accompanying clients to solicitors<br />
appointments or to court, and where appropriate, liasing with Victim Support Witness Service<br />
and other Court Support Services.<br />
<strong>Hillingdon</strong> Women’s Centre provides a limited legal service run on a voluntary basis.<br />
Sure Start provides a range <strong>of</strong> services and support to families within their areas, including<br />
specific groups and links to specialist agencies to ensure a network <strong>of</strong> provision to increase<br />
safety and choices available to victims. There are links between <strong>Hillingdon</strong> and the local<br />
programme. Sure start <strong>of</strong>fers key staff allocated according to need and as appropriate uses<br />
other agency input and support. Services include family support workers across all<br />
programmes, which provides support for young and/or vulnerable mothers, a key worker<br />
system <strong>of</strong> individual support for women or children, crèche and play workers to support<br />
attendance at groups and to support the parents relationship with the child.<br />
4. Outreach<br />
<strong>Hillingdon</strong> has invested in a Primary Well being Pilot project to promote the emotional health<br />
and well being <strong>of</strong> primary school aged children. The pilot includes in-service training for<br />
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teachers, parent information sessions, whole class ‘circle time’ sessions and individual work if<br />
required.<br />
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Awareness raising<br />
The council has a full complement <strong>of</strong> advertising, using a range <strong>of</strong> different media in<br />
appropriate community languages, and its website carries regularly updated information about<br />
anti domestic violence services. The council pro-actively promotes awareness raising events<br />
such as White Ribbon Day.<br />
Domestic Violence forum produces a range <strong>of</strong> information for women and agencies including<br />
help cards for women with key agency details and posters with anti domestic violence<br />
messages.<br />
HAVS produce a newsletter, which features community news, training and funding<br />
opportunities.<br />
Training<br />
The council is rolling out multi agency D V Training to develop a more effective, standardised<br />
response to clients that are fleeing / experiencing or concerned about domestic violence<br />
across the borough.<br />
Providing training is a key way <strong>of</strong> supporting agencies to develop their services.<br />
Multi-agency 2-day courses run every month and provide training to a wide range <strong>of</strong><br />
statutory and voluntary sector agencies.<br />
The Community Safety Unit and <strong>Hillingdon</strong> Housing. Domestic Violence Coordinators also<br />
assist in the development <strong>of</strong> customised courses for agencies or departments. Training is<br />
linked to relevant agency policies, procedures and protocols.<br />
The Probation Service has recently introduced a system that identifies perpetrators <strong>of</strong><br />
domestic violence to attend a 30+ week course based on the Duluth Model. This course is<br />
focused on addressing the needs <strong>of</strong> victims and witnesses through a consultative process.<br />
Co-ordination<br />
The council have employed a full time Domestic Violence Coordinator within housing to work<br />
with the various agencies delivering services to victims and ensure that the service is<br />
seamless and addresses the needs <strong>of</strong> service users.<br />
A Domestic Violence Pack is being developed to include a directory <strong>of</strong> all local agencies, as<br />
well as similar information from neighbouring Local Authorities – this will be distributed to all<br />
agencies taking part in the multi –agency training and to services involved in the provision <strong>of</strong><br />
domestic violence services across the borough.<br />
SBHA services carry out risk assessments and support planning. These tools, agreed with<br />
the client, inform and direct the service they receive. In addition, the local police have<br />
adopted a generic assessment tool that is used throughout frontline services – it is used to<br />
assess risk <strong>of</strong> perpetrators as well as to build towards Safety Planning for victims.<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Local context<br />
The Housing Services conducted a mapping exercise (as detailed above) <strong>of</strong><br />
the services currently available within the borough.<br />
The areas used as a guide during the mapping exercise were those indicated<br />
in the guidance document published by the home <strong>of</strong>fice in December 2004 to<br />
assist local authorities with developing domestic violence strategies.<br />
This allowed for a comprehensive gap analysis to be conducted.<br />
The key findings <strong>of</strong> the gap analysis were:<br />
Presently, the complex nature <strong>of</strong> domestic violence defies the necessity for<br />
building a systematic way <strong>of</strong> understanding its impact. Health, Police and the<br />
council’s housing dept have all developed ways to collect data but their<br />
different criteria, modus operandi and the ‘masked or hidden’ issues arising<br />
<strong>of</strong>ten reduce compatibility.<br />
Local voluntary organisations operating on limited resources with clients at<br />
crisis point can be reluctant to contribute to mapping exercises as the needs<br />
they identify may then be taken up by rival agencies with the resources to<br />
develop services.<br />
There is a strong commitment to develop good practice and outreach to all<br />
communities. Many organisations have primary concerns with survival, and<br />
reaching targets and these qualities can contribute to minimise ‘thinking out<br />
side the box’, which is important to enable the power-sharing roles in<br />
partnership working, with a view towards prevention.<br />
However, more work is needed to develop a clear picture <strong>of</strong> the level <strong>of</strong><br />
understanding <strong>of</strong> this crime within the community as a whole.<br />
Violent relationships <strong>of</strong>ten become more violent over time. While it is<br />
impossible to predict with any degree <strong>of</strong> certainty when relationships will<br />
escalate to lethal violence, researchers have identified some common factors.<br />
The police have taken a strong initiative in adopting a new assessment tool<br />
that they consistently use for domestic violence cases. This has resulted in<br />
more effective ways to determine the lethality <strong>of</strong> perpetrators, as well as<br />
providing earlier intervention by the agencies they refer victims to.<br />
This tool is being shared and developed with other agencies through multi<br />
Agency DV training and will be instrumental in developing a common<br />
assessment tool. It is compatible with adult and child protection procedures.<br />
Many agencies are moving toward a common assessment tool, indicating that<br />
in the future the information they share will be more meaningful and enable<br />
more effective referrals.<br />
Until then, there is no common assessment tool in place.<br />
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Agencies working within the borough with victims <strong>of</strong> domestic violence record<br />
and use their own statistics for development purposes and to ensure that<br />
service delivery is meeting local need. There is no commonality across the<br />
agencies at this stage, and the statistics are not combined. This is a key area<br />
that the domestic violence forum is committed to addressing.<br />
In the meantime, there is no common statistical recording, or gathering<br />
and using <strong>of</strong> any statistics that are recorded.<br />
The police have worked in partnership with local business to develop third<br />
party reporting sites with the aim <strong>of</strong> increasing reportage <strong>of</strong> domestic violence,<br />
homophobic behaviour and hate crimes. The police, representatives from the<br />
Council and Democratic services regularly attend the DV and LGBT Forums<br />
in order to develop links with local associations, clubs, volunteer groups to<br />
raise awareness and to address the issues arising about abuse within gay<br />
and lesbian relationships. There is anecdotal evidence that social pressures<br />
contribute to the reluctance <strong>of</strong> these groups to declare incidents.<br />
Despite the work carried out as above, at this stage, there is no firm<br />
evidence about male and same sex victims <strong>of</strong> domestic violence<br />
Members <strong>of</strong> the DV Forum benefit from regular updates <strong>of</strong> research<br />
developments and Good Practice but this is not sustained over the entire<br />
health / housing sector. Research based developments can outstrip common<br />
knowledge so that many outmoded attitudes and responses continue to<br />
prevail. There have recently been good initiatives that reach out to<br />
marginalised groups within the borough.<br />
Despite this however there are still gaps in service provision across the<br />
borough for all victims <strong>of</strong> domestic violence<br />
We are at an early stage <strong>of</strong> rolling out the monthly DV training process (to be<br />
reviewed in December ’05). There has been a good response to this training<br />
package from Housing & social services, Youth <strong>of</strong>fending, Links and<br />
Voluntary organisation so far. Although the DV Training programme is freely<br />
available to all DV Forum members, it is also run on a roll-on format, which<br />
<strong>of</strong>fers flexibility and choice and is set out in a way that allows for planning by<br />
management.<br />
This demonstrates that whilst there is an encompassing training<br />
package, not all departments are signed up to it.<br />
The CPS has adopted a new policy that will encourage agencies to have a<br />
more joined up approach to supporting victims. Advocacy services are being<br />
developed to provide legal support to victims on a voluntary basis.<br />
Magistrates rely on information provided by the prosecution authorities. Their<br />
legal advisors have been trained and on-going training is also provided for<br />
staff and magistrates in areas such as victim awareness & support, how to<br />
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issue bail etc. Systems have been introduced that promote the safety <strong>of</strong><br />
victims.<br />
The Uxbridge Magistrates Court works closely with the Witness Service and<br />
has developed facilities to protect victims that appear in court.<br />
Despite this there is no agreed approach to supporting victims through<br />
the legal process.<br />
Although there have been examples <strong>of</strong> Perpetrator Prevention Interventions<br />
across South East / <strong>London</strong> regions such as Camden Safety Net and the<br />
Living Without Violence Prevention Programme in Brighton, funding is difficult<br />
to identify and maintain. These programs have thorough assessment<br />
processes and have support programmes for the family, victims and<br />
witnesses that run alongside the corrective behavioural group work that last<br />
36 weeks. Local agencies that develop successful prevention programs<br />
services in the future will contribute to reducing costs.<br />
Despite this there is no agreed approach to dealing with perpetrators.<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Key Deliverables:<br />
From the mapping exercise and gap analysis, the key deliverables for this<br />
strategy focus on the following main themes:<br />
• Raising Awareness<br />
• Improving service provision and access to it.<br />
• Improving information sharing and data management<br />
• Developing legal, civil and criminal justice responses.<br />
• Perpetrator Work<br />
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Raising awareness:<br />
Why a priority?<br />
Despite the targeted campaigns on domestic violence by the government,<br />
voluntary sector and police, and the increased visibility <strong>of</strong> domestic violence<br />
through the media coverage it now receives; there persist many<br />
misconceptions surrounding domestic violence that affect how victims are<br />
perceived, and that lead to perpetrators being excused their actions.<br />
Research shows that some young people think that violence to a partner is<br />
acceptable in some circumstances. For many a level <strong>of</strong> violence in their lives<br />
is commonplace and accepted as inevitable.<br />
In order for the society we live in to confront domestic violence a basic level <strong>of</strong><br />
understanding <strong>of</strong> the issues surrounding it must be reached.<br />
Lack <strong>of</strong> recognition <strong>of</strong> domestic violence within <strong>Hillingdon</strong>, and lack <strong>of</strong><br />
awareness <strong>of</strong> the services that exist to deal with it have lead to under<br />
reporting and under recording <strong>of</strong> the true extent <strong>of</strong> domestic violence.<br />
There are two aspects to ensuring that domestic violence is recognised by<br />
society:<br />
• Awareness <strong>of</strong> the general public,<br />
• Awareness <strong>of</strong> those working with people who may be affected by domestic<br />
violence, targeted at different groups including the public, victims and<br />
perpetrators.<br />
Our key actions to address this area will be:<br />
• Public awareness:<br />
• Training for staff:<br />
‣ To work with local media to raise awareness.<br />
‣ To ensure there is clear accessible information<br />
provided to the public. (Creatively placed)<br />
‣ To build on national campaigns, and incorporate<br />
them into local strategy.<br />
‣ To do outreach work in schools and local<br />
businesses as part <strong>of</strong> a raising awareness<br />
campaign<br />
‣ To ensure a consistent message is given to the<br />
public by all partner agencies regarding domestic<br />
violence.<br />
‣ To hold regular information events for practitioners<br />
& staff<br />
‣ To provide information to agencies via a newsletter<br />
‣ To provide cross borough multi agency training<br />
‣ To ensure domestic violence training links with<br />
agency training plans and staff development<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Improving Service provision and access to it:<br />
Why a priority?<br />
Our research has clearly indicated the gaps in our service provision in this<br />
area. Refuges and other services within the borough are continuously<br />
oversubscribed and though Supporting People has helped to coordinate the<br />
delivery <strong>of</strong> services, there are still gaps in this area.<br />
Our key actions to address this area will be:<br />
• Mapping <strong>of</strong> service provision within the borough<br />
• Providing clear information to all agencies involved in work with victims <strong>of</strong><br />
domestic violence on service provision and routes into services within the<br />
borough.<br />
• To widely promote local and national help-lines<br />
• Developing a common risk assessment tool for use across the borough<br />
• Participating in strategic work to tackle domestic violence across West<br />
<strong>London</strong> partnership, and ensuring this is widely available<br />
• Carrying out ongoing local consultation with service users to continuously<br />
address gaps in service at a strategic level<br />
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Improving information sharing and data management:<br />
Why a priority?<br />
Within <strong>Hillingdon</strong> there are many agencies working towards reducing<br />
domestic violence, supporting the victims <strong>of</strong> domestic violence, and increasing<br />
the levels <strong>of</strong> prosecution.<br />
There is scope to increase the level <strong>of</strong> joint working that currently takes place,<br />
thus reducing duplication <strong>of</strong> services and effort, confusion over responsibility,<br />
and the cost that this brings about in terms <strong>of</strong> human and financial resources.<br />
For a more effective policy where more perpetrators are brought to justice and<br />
more victims supported appropriately it is vital that information is shared and a<br />
common database and method <strong>of</strong> recording is established.<br />
Our key actions to address this area will be:<br />
• Draw on national and local good practise<br />
• Build on existing local processes (e.g. child protection system)<br />
• Reduce the duplication <strong>of</strong> services through streamlined communication<br />
• Develop and agree a common tool for reporting incidents <strong>of</strong> domestic<br />
violence, and monitoring victims and perpetrators.<br />
• Ensure that all agencies have appropriate mechanisms to facilitate the<br />
analysis <strong>of</strong> this data, and are equipped to incorporate it into the<br />
development <strong>of</strong> their service.<br />
• Further develop effective and appropriate networks for information sharing.<br />
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Developing appropriate legal, civil and criminal responses to domestic<br />
violence:<br />
Why a priority?<br />
The civil and criminal justice system is instrumental in ensuring the effective<br />
protection <strong>of</strong> women and their children. Its input into this process is threefold:<br />
• It is one <strong>of</strong> the main mechanisms that can provide abused women the<br />
safety for themselves and their children that they seek.<br />
• It can deliver justice to perpetrators <strong>of</strong> domestic violence<br />
• It can send a clear message to society that domestic violence is a crime<br />
that will not be tolerated.<br />
Our key actions to address this area will be:<br />
• To promote the training <strong>of</strong> all those involved in the civil and criminal justice<br />
system.<br />
• To ensure that women have access to appropriate advice and advocacy<br />
services<br />
• To promote effective working relationships between the key domestic<br />
violence support agencies, and the legal and advice service providers.<br />
• To develop domestic violence courts, in line with national good practise<br />
• To promote a supportive approach for women using the civil and criminal<br />
justice system and consistent sanctions for perpetrators<br />
• To implement government proposals on improving the protection <strong>of</strong><br />
women<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Perpetrator Work<br />
Why a priority?<br />
To date the main body <strong>of</strong> funding spent, and work done to combat domestic<br />
violence has had a victim focus. This, whilst it has been necessary, has failed<br />
to address the cause <strong>of</strong> the domestic violence itself, and therefore missed a<br />
key element in preventing its reoccurrence.<br />
To achieve a reduction in repeat victimisation significant focus must be on the<br />
perpetrators. To address this for convicted perpetrators there must be<br />
improved coordination amongst the criminal justice agencies. For non<br />
convicted perpetrators and those who come forward with the wish to address<br />
their own behaviour there should be easier access to specialised, appropriate<br />
programmes.<br />
Our key actions to address this area are:<br />
• Ensure the criminal justice implementation group performs according to<br />
best practice and adapts to new developments<br />
• Investigate ways in which perpetrators can be assisted to change their<br />
behaviour<br />
• Introduce a systematic approach to dealing with perpetrators (check if<br />
exists.<br />
• To implement nationally approved programmes <strong>of</strong> work with perpetrators<br />
• To ensure women are provided with parallel support services.<br />
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DOMESTIC VIOLENCE STRATEGY IMPLEMENTATION PLAN<br />
Action Lead Officer By When<br />
Raising awareness<br />
− To work with local media to raise awareness<br />
Domestic Violence<br />
Forum<br />
September<br />
06<br />
− To ensure there is clear accessible information provided to the public<br />
(creatively placed)<br />
Domestic Violence<br />
Forum<br />
December<br />
06<br />
− To build on national campaigns, and incorporate them into local strategy DV Exec. Committee March 07<br />
− To ensure a consistent message is given to the public by all partner agencies<br />
regarding domestic violence.<br />
Domestic Violence<br />
Forum<br />
September<br />
06<br />
Develop a domestic violence education pack in consultation with the wider domestic<br />
violence forum.<br />
− To do outreach work in schools and local businesses as part <strong>of</strong> a raising<br />
awareness campaign<br />
− Carry out an evaluation <strong>of</strong> education work done to measure the impact <strong>of</strong> the<br />
awareness raised in schools.<br />
2. Improving Service provision and access to it<br />
− Mapping <strong>of</strong> service provision within the borough<br />
− Providing clear information to all agencies involved in work with victims <strong>of</strong><br />
domestic violence on service provision and routes into services within the<br />
borough.<br />
− Developing a common risk assessment tool for use across the borough<br />
Education<br />
December<br />
06<br />
Domestic Violence March 07<br />
Forum Members<br />
Education June 07<br />
Domestic violence<br />
co-ordinators<br />
Domestic violence<br />
co-ordinators<br />
Police & domestic<br />
violence coordinators<br />
December<br />
05<br />
June 06<br />
March 06<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
− Participating in strategic work to tackle domestic violence across West <strong>London</strong><br />
partnership, and ensuring this is widely available<br />
All service providers March 08<br />
Lobby for additional refuge places in the borough<br />
Domestic Violence March 08<br />
Forum<br />
− Carrying out ongoing local consultation with service users to continuously Domestic Violence March 08<br />
address gaps in service at a strategic level<br />
Forum<br />
− To widely promote local and national help-lines All service providers December 06<br />
3. Training<br />
Multi–agency training – continue & review delivery plan<br />
− To hold regular information events for practitioners & staff<br />
− To provide information to agencies via a newsletter<br />
− To provide cross borough multi agency training<br />
− To ensure domestic violence training links with agency training plans<br />
and staff development<br />
− Businesses to send their employees on multi agency training.<br />
Domestic violence coordinators<br />
Domestic Violence<br />
Forum<br />
Domestic Violence<br />
Forum<br />
Domestic violence coordinators<br />
Domestic Violence<br />
Forum<br />
Domestic Violence<br />
Forum<br />
December 05<br />
June 07<br />
September 06<br />
April 05 - March<br />
08<br />
March 06<br />
June 07<br />
4. Improving information sharing and data management<br />
Develop a reporting mechanism on repeat homelessness due to<br />
domestic violence<br />
Develop an information sharing protocol and have it agreed between<br />
key statutory partners<br />
Housing Services March 06<br />
Domestic Violence<br />
Forum<br />
March 07<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
− Draw on national and local good practice<br />
− Build on existing local processes (e.g. child protection system)<br />
− Reduce the duplication <strong>of</strong> services through streamlined communication<br />
− Develop and agree a common tool for reporting incidents <strong>of</strong> domestic<br />
violence, and monitoring victims and perpetrators.<br />
− Ensure that all agencies have appropriate mechanisms to facilitate the<br />
analysis <strong>of</strong> this data, and are equipped to incorporate it into the<br />
development <strong>of</strong> their service.<br />
− Further develop effective and appropriate networks for information<br />
sharing.<br />
5. Developing appropriate legal, civil and criminal responses to<br />
domestic violence<br />
− To promote the training <strong>of</strong> all those involved in the civil and criminal<br />
justice system.<br />
− To ensure that women have access to appropriate advice and<br />
advocacy services<br />
− To promote effective working relationships between the key domestic<br />
violence support agencies, and the legal and advice service providers.<br />
− To develop domestic violence courts, in line with national good practise<br />
− To promote a supportive approach for women using the civil and<br />
criminal justice system and consistent sanctions for perpetrators<br />
− To implement government proposals on improving the protection <strong>of</strong><br />
women<br />
6. Perpetrator Work<br />
Review the council tenancy agreement to ensure that there is a specific clause<br />
stating that perpetration <strong>of</strong> domestic violence by a tenant can be considered<br />
grounds for eviction.<br />
Police March 06<br />
Domestic Violence<br />
Forum<br />
Domestic violence<br />
coordinators<br />
Police & Probation<br />
service<br />
Domestic Violence<br />
Forum<br />
Domestic violence<br />
coordinators<br />
Crown prosecution<br />
service<br />
Crown prosecution<br />
service<br />
Police & Probation<br />
service<br />
September 06<br />
April 05 – March<br />
08<br />
April 05 – March<br />
08<br />
April 05 – March<br />
08<br />
April 05 – March<br />
08<br />
December 07<br />
December 07<br />
December 07<br />
<strong>Hillingdon</strong> Homes December 05<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Ensure the criminal justice implementation group performs according to best practise<br />
and adapts to new developments<br />
− Identify ways in which perpetrators can be assisted to change their<br />
behaviour<br />
− Introduce a systematic approach to dealing with perpetrators<br />
− To implement nationally approved programmes <strong>of</strong> work with<br />
perpetrators.<br />
− To ensure women are provided with parallel support services<br />
− Ensure the criminal justice implementation group performs according to<br />
best practise and adapts to new developments<br />
Police & Probation<br />
service<br />
Domestic violence<br />
Coordinators<br />
Police & Probation<br />
service<br />
All service providers<br />
working with this group<br />
Domestic Violence<br />
Forum<br />
Police & Probation<br />
service<br />
April 05 – March<br />
08<br />
June 06<br />
June 06<br />
December 07<br />
December 07<br />
April 05 – March<br />
08<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Strategy action plan monitoring process.<br />
This strategy was developed in order to ensure that <strong>Hillingdon</strong> meets national<br />
and regional standards <strong>of</strong> excellence in responding to Domestic Violence.<br />
Housing services, through their domestic violence coordinator, took the lead in<br />
developing the strategy.<br />
It was instrumental that the members <strong>of</strong> the Domestic violence executive<br />
committee were closely involved throughout the period <strong>of</strong> development in<br />
order to involve key partners at a strategic level.<br />
The Domestic violence forum participated in a consultation process on the<br />
draft strategy during its inception.<br />
This collaborative approach to the development <strong>of</strong> the strategy will be<br />
continued during the 3 years <strong>of</strong> its operation to ensure that the targets and<br />
time frames are met.<br />
Following the launch <strong>of</strong> this strategy the Domestic Violence Forum Executive<br />
Committee have taken the lead role in ensuring that targets are met and work<br />
is delivered.<br />
In order to achieve this the action plan and progression <strong>of</strong> it will be reviewed<br />
quarterly at this group’s meetings.<br />
The executive committee will follow up on all named leads within the action<br />
plan, whilst the domestic violence forum will provide support and information<br />
to all named leads on designated tasks.<br />
All members <strong>of</strong> the domestic violence forum are signed up to its terms <strong>of</strong><br />
reference, which this strategy falls under, and therefore have the opportunity<br />
to contribute to every stage <strong>of</strong> the strategies implementation.<br />
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Appendices.<br />
Appendix 1<br />
Feedback from DV Forum Meeting.<br />
The DV Forum met to review the 2nd draft <strong>of</strong> this strategy and approved the<br />
key Deliverables by way <strong>of</strong> a consultation Exercise on 14 th September 2005.<br />
What follows is a summary <strong>of</strong> recommendations made by the forum, which<br />
have been included within the action plan and strategy:<br />
• The strategy should include an objective to ensure resources are made<br />
available<br />
• Invite and encourage local drama schools, Brunel University to create<br />
teaching packages that could be made widely accessible to young<br />
people, such as 6 th Form, Youth Offenders with a focus upon “Reduce<br />
Stigma = Reduce Crime”.<br />
• Representatives from senior management, directors, cabinet members,<br />
management as well as frontline staff should receive training in basic<br />
awareness <strong>of</strong> DV and assessment skills when appropriate.<br />
• Multi agency DV Training must essentially continue to be rolled out on<br />
a regular basis and remain free <strong>of</strong> charge to encourage partner<br />
agencies to attend.<br />
• Promote the 11 points on the BVPI<br />
• The DV Forum is a good example <strong>of</strong> how partnership can be effective –<br />
the following agencies should be invited if not attending: Health,<br />
Housing (including Residential Social Landlords), Crown Prosecution<br />
Service, Statutory and Voluntary social care agencies, Mental Health,<br />
Police, Civil & Criminal Courts, REAP, Age Concern, Refugee & BME<br />
Organisations, Travellers representatives, Refuge, Benefits, Youth<br />
Offending, Anti-Social Behaviour Teams, Probation and Drug & Alcohol<br />
Teams.<br />
• Attendance coordinated to maximise opportunities for partner agencies<br />
to network and familiarize with diverse ranges <strong>of</strong> DV related services.<br />
• Pursue a vision that incorporates advocacy support, rehabilitation &<br />
Prevention <strong>of</strong> perpetrators, Family Therapy to address recovery from<br />
the long term problems attributed to living in intimidating<br />
circumstances, client centred partnership working<br />
• Define responsibilities to help organisations understand their roles and<br />
links<br />
• Supporting People could play an important role<br />
• Basic awareness for GPs, dentists and all hospital departments<br />
• Promote client centred partnership working across the region<br />
• A possible additional key deliverable that addresses the question about<br />
duplication <strong>of</strong> statistics<br />
• Promote the Sanctuary Scheme to increase options <strong>of</strong> safety for<br />
victims<br />
• Perpetrator work for men that want to stop abusive behaviours<br />
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• Domestic Violence training to be mandatory for all staff that come into<br />
contact with victims, witnesses and perpetrators<br />
• Itemise domestic violence on team meeting agendas so that strategic<br />
thinking is consistently reinforced<br />
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Appendix 2<br />
Best Value Performance Indicators<br />
Actions Against Domestic Violence<br />
Purpose/Aim<br />
The purpose <strong>of</strong> this BVPI is to assess the overall provision and effectiveness<br />
<strong>of</strong> local authority services designed to help victims <strong>of</strong> domestic violence and<br />
prevent further domestic violence.<br />
Description<br />
The percentage <strong>of</strong> the following questions to which a local authority can<br />
answer ‘yes’. (To answer ‘yes’ the local authority must have fully achieved to<br />
goal described; it is not enough that the authority is working towards the goal.)<br />
1. Has the local authority produced a directory <strong>of</strong> local services that can<br />
help victims <strong>of</strong> domestic violence?<br />
2. Is there within the local authority area a minimum <strong>of</strong> 1 refuge place per<br />
ten thousand population?<br />
3. Does the local authority employ directly or fund a voluntary sector<br />
based domestic violence co-ordinator? (For district Councils <strong>of</strong> fewer<br />
than 35,000 households, the responsibility for co-ordinating domestic<br />
violence can be designated within the job description <strong>of</strong> an existing<br />
senior <strong>of</strong>ficer. For District Councils that contribute to a county-wide coordinator,<br />
see definition.<br />
4. Has the local authority produced and adopted a multi-agency strategy<br />
to tackle domestic violence developed in partnership with other<br />
agencies?<br />
5. Has the local authority support and facilitate a local multi-agency<br />
domestic violence forum that meets at least 4 times a year?<br />
6. Has the local authority developed an information-sharing protocol and<br />
had it agreed between key statutory partners?<br />
7. Has the local authority developed, launched and promoted a<br />
‘sanctuary’ type scheme to enable victims and their children to remain<br />
in their own home, where they choose to do so and where safety can<br />
be guaranteed? (For smaller district authorities, or fewer than 35,000<br />
households this can be arranged in partnership with neighbouring<br />
authorities)<br />
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8. Has there been a reduction in the percentage <strong>of</strong> cases accepted as<br />
homeless due to domestic violence that had previously been re-housed<br />
in the last two years by that local authority as a result <strong>of</strong> domestic<br />
violence?<br />
9. Does the council’s tenancy agreement have a specific clause starting<br />
that perpetration <strong>of</strong> domestic violence by a tenant can be considered<br />
grounds for eviction? (For local authorities that have transferred their<br />
housing stock, the clause should be contained in LSVT organisations’<br />
tenancy agreement.)<br />
10. Has the local authority funded and developed a domestic violence<br />
education pack in consultation with the wider domestic violence forum?<br />
11. Has the authority carried out a programme <strong>of</strong> multi-agency training in<br />
the last twelve months covering front line and managerial staff in at<br />
least two <strong>of</strong> the following groups: housing staff, social services staff<br />
providing services in the local authority area; education staff; health<br />
staff; and front line police <strong>of</strong>ficers?<br />
Definition<br />
1. The directory must list both statutory and voluntary agencies that can<br />
provide emergency housing, advice (welfare, housing and legal),<br />
counselling and support, and include any local women’s aid contact<br />
details and the National Domestic Violence Helpline. It must be widely<br />
distributed and updated at least every 2 years. A directory should be<br />
available for each district and not just county level, as a minimum it<br />
should be available on the local authority’s web-site. A directory for<br />
services that work with victims <strong>of</strong> domestic violence can be provided<br />
separately from the Directory for Victims <strong>of</strong> Domestic Violence.<br />
2. ‘Places’ means the number <strong>of</strong> rooms providing bed spaces for a<br />
woman and her children. Rooms not normally designated, as<br />
bedrooms should be counted towards the total. ‘Refuge’ means<br />
emergency accommodation for women and children who have been<br />
referred for help having experienced threats to their physical safety. It<br />
must provide help, advice and advocacy support as well as being part<br />
<strong>of</strong> an integrated local approach involving partnership with other local<br />
and statutory bodies.<br />
3. Calculate ‘Local Authority population’ using the latest ONS mid-year<br />
estimates.<br />
4. The co-ordinator should be employed at a local authority level (see<br />
exemption below) and have responsibility for strategically co-ordinating<br />
domestic violence issues throughout the local authority area. Where<br />
funding has been provided to the voluntary sector or local area. Where<br />
funding has been provided to the voluntary sector or local partnership<br />
to employ a co-ordinator this will meet the definition as long as their<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
role remains to co-ordinate work in both the statutory and voluntary<br />
sectors across the area covered by the local authority. Exemption in<br />
cases where District Councils fun a county-wide co-ordinator the<br />
District Council will meet the requirements <strong>of</strong> this BVPI if the<br />
responsibility for ensuring that any county-wide work is implemented at<br />
a district level is included in the job description <strong>of</strong> an existing senior<br />
<strong>of</strong>ficer for that district.<br />
5. The strategy should have been developed in partnership with all<br />
relevant statutory and voluntary partners. It should be supportive <strong>of</strong>,<br />
and aligned with, the authority’s Crime and Disorder Reduction<br />
Strategy (CDRP). The strategy should cover a 3-year period with an<br />
action plan reviewed annually. The action plan should contain at least<br />
50% outcomes that are SMART and include a section on how the<br />
needs <strong>of</strong> BME communities will be addressed. A Chief Officer and an<br />
Executive member in the authority should have been allocated<br />
responsibility for its implementation.<br />
6. The forum should have a mix <strong>of</strong> statutory and voluntary sector<br />
representatives at a senior enough level to aid the implementation <strong>of</strong><br />
decisions and the strategy action plan. The forum should be formalised<br />
as part <strong>of</strong> the Crime and Disorder Partnership.<br />
7. The information-sharing protocol must facilitate the exchange <strong>of</strong><br />
information to enable domestic violence to be effectively tackled across<br />
all statutory agencies. Key statutory agencies are defined as the<br />
Police, Health, Housing, Social Services and Education. The protocol<br />
will also provide an opportunity to implement Homicide Reviews where<br />
appropriate. It must ensure that confidentiality and victims safety is<br />
protected.<br />
8. A sanctuary type scheme must provide security measures to allow the<br />
woman to remain in her home where she chooses to do so, where<br />
safety can be guaranteed and the violent partner no longer lives within<br />
the home. It must be available across tenures where the landlord <strong>of</strong> a<br />
property has given permission for the work to be carried out. It must<br />
consist <strong>of</strong> additional security to any main entrance doors to the<br />
accommodation and locks to any vulnerable windows. Wherever<br />
possible it must provide a safe room in the home secured with a solid<br />
core door and additional locks. It is essential that this service be only<br />
provided where it is the clear choice <strong>of</strong> the victim. The scheme should<br />
be implemented through partnership with the police and/or the<br />
voluntary sector that could provide supplementary support. It may be<br />
provided directly by the local authority or through a third party funded<br />
as part <strong>of</strong> the local authority’s homelessness prevention work through<br />
grants that may be available for crime reduction initiatives.<br />
9. The indicator is met if there is a percentage reduction in homelessness<br />
acceptances due to domestic violence. Acceptances who were<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
previously homeless in another local authority area should not be<br />
included. Reductions achieved in preventing repeat homelessness<br />
should be clearly linked to positive measures adopted to provide<br />
genuine alternatives for women to either remain in their own home or<br />
be placed in alternative accommodation, removing the need to become<br />
homeless. Alternative accommodation may be secured by arranging a<br />
reciprocal property with another social landlord, or a safe management<br />
transfer. Any options or measures to prevent repeat homelessness<br />
must only be taken with the full consent <strong>of</strong> the victim <strong>of</strong> domestic<br />
violence.<br />
10. Any clause should make clear that evidence <strong>of</strong> domestic violence for<br />
eviction purposes does not need to rely on a criminal charge. Evidence<br />
may be based on a possession action using civil evidence.<br />
11. The domestic violence education pack must have been specifically<br />
designed for use in schools and with youth groups. It must aim to<br />
challenge attitudes <strong>of</strong> tolerance to violence and help young people to<br />
achieve positive relationships based on mutuality and respect. Schools<br />
and youth groups cannot be forced to run a programme on domestic<br />
violence but the pack must be easily available and actively promoted.<br />
Schools should be encouraged to use the material as part <strong>of</strong> their<br />
PSHE or Citizenship curriculum.<br />
12. The training programme must cover domestic violence awareness<br />
training, the legal framework, information sharing, and who provides<br />
what services to victims <strong>of</strong> domestic violence with referral and contact<br />
points. The programme should be developed in consultation with the<br />
Domestic Violence Forum and reviewed by the forum annually.<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Appendix 3<br />
<strong>Hillingdon</strong> Domestic Violence Strategy - Gap Analysis 2005<br />
Service<br />
requirement/aspect <strong>of</strong><br />
domestic violence to<br />
address<br />
Preventative work within<br />
education (raising<br />
awareness)<br />
Linked to BV 225 (Q10) –<br />
Has the local authority<br />
funded and developed a<br />
domestic violence<br />
education pack in<br />
consultation with the wider<br />
domestic violence forum?<br />
Current Position Excellent Position Action required to address Gap<br />
Identified within the<br />
council’s Domestic<br />
Violence policy.<br />
2 <strong>of</strong>ficers have attended<br />
training for Westminster<br />
Domestic Violence<br />
intervention project.<br />
Have developed and published a pack for<br />
schools on Domestic violence prevention,<br />
both in secondary and primary. This should<br />
comprise inset training days for all school<br />
staff and in-depth training for nominated<br />
teachers.<br />
Pack will have features <strong>of</strong> Westminster<br />
model, as well as any other necessary local<br />
variations.<br />
All schools to have received training and be<br />
implementing project.<br />
The education pack must have been<br />
specifically designed for use in schools and<br />
with youth groups.<br />
More schools to accept training<br />
and allocate resources to allow<br />
project to be implemented.<br />
“Training the Trainer” Parent skills<br />
courses <strong>of</strong>fered to parent<br />
educators from all agencies.<br />
Work with local media to raise<br />
awareness.<br />
Ensure that clear accessible<br />
information is creatively provided<br />
to the public.<br />
Outreach work in schools and local<br />
businesses as part <strong>of</strong> raising<br />
awareness campaign.<br />
Evaluation <strong>of</strong> education work done<br />
to measure the impact <strong>of</strong><br />
awareness raised in schools<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Corporate Social<br />
responsibility and the<br />
employers role<br />
Linked to BV 225 (Q4) –<br />
Has the local authority<br />
produced and adopted a<br />
multi-agency strategy<br />
developed in partnership<br />
with other agencies?<br />
Linked to BV 225 (Q5) –<br />
Does the authority support<br />
and facilitate a local multiagency<br />
domestic violence<br />
forum that meets at least<br />
four times a year?<br />
Lancaster counselling<br />
service for staff<br />
Multi-agency strategy is<br />
currently being<br />
developed and will be<br />
completed in Q3 05. All<br />
Domestic Violence<br />
Forum members will be<br />
consulted in the process.<br />
The council supports and<br />
facilitates the Domestic<br />
Violence Forum that has<br />
been in place since 1996<br />
and meets 6 times a<br />
year. The DV forum<br />
retains a degree <strong>of</strong><br />
independence with a<br />
chair elected from the<br />
voluntary sector. The<br />
local domestic violence<br />
co-ordinators work very<br />
closely with the forum,<br />
and have an input into<br />
determining their annual<br />
work programme.<br />
Promotion <strong>of</strong> good practise for employers<br />
on Domestic Violence and the workplace<br />
across the borough, involving local<br />
businesses in promoting help lines and<br />
services imaginatively.<br />
Businesses to send their employees on<br />
multi agency training.<br />
Holistic, multi-agency wrap-around service<br />
with an efficient Information Sharing<br />
Protocol that is focused upon prevention <strong>of</strong><br />
domestic violence and protecting victims<br />
and witnesses and developing work and<br />
research on perpetrators <strong>of</strong> domestic<br />
violence.<br />
Full representation on the Domestic<br />
Violence Forum by all statutory and<br />
voluntary agencies.<br />
Progress action to be delivered<br />
through Local Strategic<br />
Partnership work.<br />
Promote domestic violence training<br />
for Human Resources and<br />
Personnel departments<br />
Multi-agency Domestic Violence<br />
Training<br />
Developing Advocacy services<br />
Strategy document & action plan to<br />
be implemented.<br />
Continue to consult with Domestic<br />
Violence forum – sharing research<br />
evidence <strong>of</strong> good practise, whilst<br />
developing links to relevant<br />
services that come into contact<br />
with domestic violence.<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Supporting women through<br />
the legal system<br />
Support systems available<br />
specifically for children<br />
CPS/police have a<br />
positive charge protocol<br />
in the absence <strong>of</strong> victim.<br />
There is a police victim<br />
care unit with positive<br />
intervention procedure.<br />
Victim Support Service<br />
have/are addressing<br />
these needs<br />
Fast track/specialist DV court.<br />
Access to solicitors<br />
Advocacy Service.<br />
Information raising awareness <strong>of</strong> domestic<br />
violence made accessible to minority<br />
groups.<br />
Improved support to parents through<br />
targeted services.<br />
Early intervention and protection –<br />
improved information sharing, common<br />
needs assessment framework, assignment<br />
<strong>of</strong> lead pr<strong>of</strong>essional for children in multiple<br />
risk, and multi disciplinary teams in<br />
schools.<br />
Work force reform strategy.<br />
Create accountability & integrated local<br />
services.<br />
Establish a fast track/specialist<br />
Domestic Violence court with<br />
access to solicitors<br />
Advocacy Service with training<br />
made available to relevant<br />
agencies.<br />
“Training the Trainer” Parents<br />
Skills Course <strong>of</strong>fered to Parent<br />
Educators across all disciplines<br />
and agencies.<br />
Multi-Agency Domestic Violence<br />
Training – including governing<br />
bodies, executive & councillor<br />
representatives. Also to Human<br />
Resources and Personnel<br />
departments.<br />
Crisis support/outreach to<br />
perpetrators<br />
No current provision<br />
Murder Reviews.<br />
Training programme on how to challenge<br />
perpetrators, community perpetrators<br />
programmes linked into Multi Agency<br />
Public Protection arrangements, support<br />
group for partners<br />
Outreach to relevant individuals<br />
within statutory / voluntary<br />
agencies to develop a service that<br />
addresses the behaviour <strong>of</strong><br />
perpetrators whilst protecting<br />
victims and witnesses<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Telephone advice / contact<br />
line for women &<br />
Information provision to<br />
victims<br />
Linked to BV 225 (Q1) –<br />
Availability <strong>of</strong> directory <strong>of</strong><br />
local services that can help<br />
victims <strong>of</strong> domestic<br />
violence.<br />
Work/refuges specifically<br />
targeting marginalized<br />
groups within the borough<br />
(e.g. prostitution, travellers,<br />
Black & Minority Ethnic<br />
groups)<br />
Linked to BV 225 (Q2) –<br />
Availability <strong>of</strong> a minimum <strong>of</strong><br />
1 refuge place per ten<br />
thousand population.<br />
Guidelines for health care<br />
workers<br />
Police have a witness<br />
care unit for this purpose<br />
in addition to the liaison<br />
with the Crime<br />
Prevention Unit<br />
Housing D V Coordinator<br />
currently developing a<br />
directory <strong>of</strong> local services<br />
Police have recognised<br />
the gap but have not<br />
structured a targeted<br />
programme for these<br />
groups yet.<br />
Some work on this has<br />
been done through the<br />
health and crime group<br />
Primary Care Trusts<br />
follow statutorial<br />
guidelines.<br />
Publicise national lines widely, have local<br />
information lines set up & also widely<br />
publicised. Creative use <strong>of</strong> advertising<br />
services, as previous.<br />
A domestic violence directory providing<br />
information, contacts and criteria <strong>of</strong> work <strong>of</strong><br />
support agencies in and around the local<br />
area.<br />
Specialised support services/workers<br />
operating within existing teams with these<br />
client groups, tied in to existing services.<br />
Development <strong>of</strong> Domestic Violence policy<br />
and good practise guidelines, training <strong>of</strong> all<br />
health pr<strong>of</strong>essionals, implementation <strong>of</strong><br />
guidelines, including operation <strong>of</strong> routine<br />
enquiries, proactive role for Primary Care<br />
Trusts in local multi agency work on<br />
Domestic Violence.<br />
Share resources to improve<br />
training <strong>of</strong> voluntary services e.g.<br />
Equal Opportunities.<br />
Media to promote new D V<br />
directory and service provision.<br />
Develop links with neighbouring<br />
local authorities to provide detailed<br />
account <strong>of</strong> local services for<br />
persons fleeing domestic violence.<br />
Develop 3 rd Party <strong>Report</strong>ing sites<br />
across the region.<br />
Develop Advocacy training /<br />
services.<br />
Outreach projects to encourage<br />
members <strong>of</strong> minority groups and<br />
raise awareness <strong>of</strong> domestic<br />
violence.<br />
Multi Agency Domestic Violence<br />
Training.<br />
Promote Core Definition <strong>of</strong><br />
domestic violence.<br />
Accident &Emergency<br />
provide statistics<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Monitoring and regular<br />
consultation with women<br />
Collection and<br />
interpretation <strong>of</strong> statistical<br />
data<br />
according to statutorial<br />
guidelines.<br />
There is no data to<br />
suggest that women are<br />
consulted about<br />
development <strong>of</strong> future<br />
services across the<br />
borough.<br />
Although individual<br />
agencies do collect data<br />
to support effective<br />
domestic violence action,<br />
there is need for a<br />
coordinated collection &<br />
reporting process.<br />
Building consistently upon links with local<br />
voluntary agencies that comer into contact<br />
with victims and encourage feedback and<br />
representation for the domestic Violence<br />
Forum.<br />
The Domestic Violence forum is<br />
investigating choosing a preferred Common<br />
Monitoring program which will use s<strong>of</strong>tware<br />
packages that are capable <strong>of</strong> collecting<br />
data from multiple and varied sources.<br />
There are cost implications in this that need<br />
to be resolved.<br />
Mapping <strong>of</strong> service provision within<br />
the borough.<br />
Develop a reporting mechanism on<br />
repeat homelessness due to<br />
domestic violence.<br />
Draw on local and national good<br />
practice.<br />
Build on existing local processes<br />
such as Child Protection system.<br />
Linked to BV 225 (Q8) –<br />
Has there been a reduction<br />
in the percentage <strong>of</strong> cases<br />
accepted as homeless due<br />
to domestic violence that<br />
had previously been rehoused<br />
in the last two<br />
years as a result <strong>of</strong><br />
domestic violence (repeat<br />
homelessness)<br />
There is no data<br />
available through<br />
Accident & Emergency<br />
Services.<br />
The data is being<br />
collected by Housing<br />
Services since April<br />
2005. However, there is<br />
no data for the previous<br />
year for a comparative<br />
analysis to be carried out<br />
yet.<br />
Ensure that all agencies have<br />
appropriate mechanisms to<br />
facilitate the analysis <strong>of</strong> data, and<br />
are equipped to incorporate it into<br />
the development <strong>of</strong> their service.<br />
Further develop effective and<br />
appropriate networks for<br />
information sharing.<br />
Reduce the duplication <strong>of</strong> services<br />
through streamlined<br />
communication.<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
Joined up approach and<br />
info sharing<br />
Linked to BV 225 (Q3) –<br />
Whether the local authority<br />
employs directly or funds a<br />
voluntary sector-based<br />
domestic violence coordinator<br />
Linked to BV 225 (Q6) –<br />
Whether the local authority<br />
developed an informationsharing<br />
protocol and had it<br />
agreed between key<br />
statutory partners.<br />
Outreach<br />
services/community<br />
relevance.<br />
2 co-ordinators are<br />
employed at local<br />
authority level and one <strong>of</strong><br />
them has responsibility<br />
for strategically coordinating<br />
domestic<br />
violence issues within<br />
the borough.<br />
No protocol agreed.<br />
There is a floating<br />
support service in the<br />
borough as well as an<br />
outreach service<br />
provided by the<br />
Community safety Unit<br />
domestic violence<br />
coordinator. Voluntary<br />
organisations provide<br />
community based routes<br />
into services<br />
Social service awareness <strong>of</strong> CP issues<br />
recording DV etc. Develop an information<br />
sharing protocol, which is agreed between<br />
key statutory partners.<br />
Multi agency training<br />
To facilitate the exchange <strong>of</strong> information<br />
between the police, health, housing, social<br />
services and education<br />
Multi agency training to increase<br />
awareness <strong>of</strong> services available, and to<br />
ensure that staff working in this field are<br />
able to set realistic expectations and<br />
outcomes with their clients <strong>of</strong> the services<br />
available.<br />
Wide reaching service accessible by all<br />
sections <strong>of</strong> the community.<br />
Use police risk assessment tool as<br />
basis for joint Risk Assessment<br />
Promote information exchange<br />
through multi agency training and<br />
maximising attendance at<br />
domestic violence forum.<br />
Develop an information sharing<br />
protocol.<br />
Research within the community<br />
and service user groups to identify<br />
gaps in service provision.<br />
Consideration <strong>of</strong> further<br />
development <strong>of</strong> new services, or<br />
building on existing ones.<br />
Linked to BV 225 (Q7) –<br />
Whether the local authority<br />
has developed, launched<br />
Housing Services in<br />
partnership with the<br />
Metropolitan Police,<br />
Increased publicity as to options<br />
available to victims <strong>of</strong> domestic<br />
violence.<br />
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<strong>Hillingdon</strong> Domestic Violence Strategy 08/2005<br />
and promoted a ‘sanctuary’<br />
type scheme to enable<br />
victims and their children to<br />
remain in their homes,<br />
where they choose to do<br />
so and where safety can<br />
be guaranteed.<br />
Others<br />
<strong>Hillingdon</strong> Homes &<br />
Shepherds Bush<br />
Housing Association<br />
developed and launched<br />
the scheme in July 2005.<br />
Monitoring <strong>of</strong> Sanctuary Scheme<br />
performance and perceptions in<br />
relation to neighbouring boroughs.<br />
Linked to BV 225 (Q9) –<br />
Whether the council’s<br />
tenancy agreement have a<br />
specific clause stating that<br />
perpetration <strong>of</strong> domestic<br />
violence by a tenant can<br />
be considered grounds for<br />
eviction.<br />
<strong>Hillingdon</strong> homes<br />
tenancies have a clause<br />
that stipulates that<br />
persistent anti social<br />
behaviour will lead to<br />
eviction. This includes<br />
violence against people<br />
living within the home.<br />
The clause should make clear that<br />
evidence <strong>of</strong> domestic violence for eviction<br />
purposes does not need to rely on a<br />
criminal charge. Evidence may be based<br />
on a possession action using civil evidence.<br />
<strong>Hillingdon</strong> homes to ensure this<br />
clause is in place and used<br />
effectively.<br />
Linked to BV 225 (Q11) –<br />
Whether the local authority<br />
carried out a programme <strong>of</strong><br />
multi-agency training in the<br />
last 12 months covering<br />
front line and managerial<br />
staff in at least two <strong>of</strong> the<br />
following groups: housing,<br />
social services, education,<br />
health staff and front line<br />
police <strong>of</strong>ficers<br />
Multi agency training,<br />
that fulfils this criteria has<br />
been in place since June<br />
05<br />
The training must cover domestic violence<br />
awareness training, the legal framework,<br />
information sharing & who provides what<br />
services to victims with referral and contact<br />
points. The programme should be<br />
developed in consultation with the Forum<br />
and reviewed by the forum annually.<br />
Training programme to be<br />
reviewed after 6 months.<br />
Following the review steps to be<br />
taken by facilitators to needs <strong>of</strong><br />
subscribers are met.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 111
COUNCIL WORKFORCE PLAN 2005 – 2015 ITEM 5<br />
Contact Officer<br />
Papers with this report<br />
Roger Hackett/Pacey Cheales<br />
01895 250579 / 250118<br />
Appendices A & B- attached<br />
SUMMARY<br />
In July 2005 the Cabinet approved the workforce strategy 2005-15. Officers were ask<br />
to develop a more detailed Workforce Plan, which would set out the actions and<br />
targets needed to support the Workforce Strategy. The plan is set out in this report.<br />
RECOMMENDATION<br />
That Cabinet approve the Workforce Plan<br />
REASONS FOR OFFICER RECOMMENDATION<br />
Cabinet endorsement is needed so that it is clear that the plan as well as the<br />
strategy has been formally adopted by the council.<br />
OPTIONS AVAILABLE<br />
To not or not adopt the Strategy<br />
INFORMATION<br />
Background<br />
1. In July 2005 the Cabinet approved a Workforce Strategy for 2005-15<br />
2. Within the context <strong>of</strong> the vision, values and Community Strategy priorities set<br />
out in the Council Plan, the Workforce Strategy for 2005 – 2015 identifies four<br />
strategic themes that will drive a high performing workforce and council:<br />
Clear Vision and Leadership<br />
Modernisation and Improvement<br />
Attract and Retain High Calibre People<br />
Continuous Learning and Improvement<br />
3. These strategic themes emerged from an analysis <strong>of</strong> external factors, the<br />
current workforce, organisational issues as well as the future direction <strong>of</strong> the council.<br />
The final section <strong>of</strong> the Strategy sets out a number <strong>of</strong> top-level objectives for each <strong>of</strong><br />
the four strategic themes.<br />
4. The 10 year Workforce Strategy needed to be underpinned by a Workforce<br />
Plan that translates the four themes into a number <strong>of</strong> tangible actions and targets.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 112
The details <strong>of</strong> this Workforce Plan have now been developed by <strong>of</strong>ficers and<br />
includes a number <strong>of</strong> existing HIP People Management deliverables as well new<br />
issues that have been highlighted in the Workforce Strategy. The Workforce Plan<br />
ensures that<br />
• leadership and accountability for implementing the Workforce Strategy and Plan<br />
is clearly and effective allocated amongst <strong>of</strong>ficers.<br />
• the practical implementation <strong>of</strong> the Workforce Strategy and Plan fit with the<br />
council’s existing strategies and priorities.<br />
• Employers are seeking to provide more quantative performance measure into<br />
their people management arrangements. This is in order to see how well this<br />
critical area is being managed both from a VFM perspective and against good<br />
practice. The plan sets out those areas that it is proposed that data be regularly<br />
collected and monitored .There are various models being considered and the one<br />
used in the plan is based upon a model being developed by the ALG.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Corporate Finance comments<br />
5. There are no direct financial implications arising from this report. However, as<br />
staffing costs within the authority excluding schools totals £115m the proper planning<br />
for staffing requirements is a crucial part <strong>of</strong> the medium to longer term financial<br />
planning for the authority. If it is successfully implemented it should be capable <strong>of</strong><br />
generating savings or avoiding extra costs in areas such as recruitment and agency<br />
costs.'<br />
Legal Implications<br />
6. There is a plethora <strong>of</strong> employment-related legislation and case law which<br />
underpins the relationship between the Council and its employees. The law in this<br />
area primarily focuses on the various rights and obligations <strong>of</strong> both employers and<br />
employees.<br />
7. The Workforce Strategy is a welcome document as whilst it is based on well<br />
established legal principles, it goes further than strict compliance with the law and it<br />
sets out a framework, which if adopted by the Council, will help to develop good<br />
employment practice and will serve to enhance the relationship between the Council<br />
and its employees.''<br />
Further Consultation<br />
8. Group representatives and the Trade Unions views on both the plan and the<br />
strategy have been sought . The Strategy has been published on Horizon and staff<br />
comments sought<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 113
BACKGROUND DOCUMENTS<br />
Cabinet report 14 th July 2005 (Workforce Strategy)<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 114
DRAFT<br />
APPENDIX A<br />
HILLINGDON WORKFORCE PLAN<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 115
DRAFT<br />
Workforce Plan 2005/2010<br />
The following plan describes how we are going to translate our workforce strategy into actions and targets over the next and<br />
subsequent years based on where we are now, our achievements to date and the challenges we face. It shows how this plan links<br />
to our strategy, our corporate objectives and our staff values. It also highlights the key influences, which the activities are seeking<br />
to address. Although the strategy covers the period 2005/10 the plan concentration on setting targets for the medium term <strong>of</strong><br />
2005/8.<br />
This plan will be a developing document with a process <strong>of</strong> review and change initially led by the HIP people management group.<br />
This will be informed by feedback from internal and external stakeholders and policy changes.<br />
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<br />
realistically populate the final three columns. If the document is to achieve the objective <strong>of</strong> a whole organisation approach then<br />
Board members and their teams need to be involved in deciding the detailed indicators which would for them signal success,<br />
These will also need to be subject to review over the period <strong>of</strong> the plan as assessment and service changes take place.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 116
DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
CLEAR VISION &<br />
LEADERSHIP<br />
Organisational Ownership<br />
Board level leadership on workforce<br />
management. Director <strong>of</strong> Social<br />
Services & Housing, Champion <strong>of</strong><br />
People Management in the council.<br />
Done<br />
Hugh Dunnachie<br />
Increased pr<strong>of</strong>ile <strong>of</strong> workforce<br />
at Board level via quarterly<br />
reporting to Management<br />
Board.<br />
Review and clarification <strong>of</strong> the roles<br />
and responsibilities for workforce<br />
issues between Board, Groups,<br />
Personnel and HIP people,<br />
management team.<br />
Feb.<br />
2006<br />
HIP People<br />
Management<br />
Team<br />
Effective management <strong>of</strong> both<br />
‘hot’ issues eg disciplinary and<br />
grievance, recruitment and new<br />
initiatives eg job remodelling<br />
and career pathway<br />
development. Delivery <strong>of</strong><br />
agreed quantitative measures.<br />
Co-ordination <strong>of</strong> cross organisational<br />
initiatives to resolve problems<br />
shared across groups.<br />
From<br />
July<br />
2005<br />
Recruitment &<br />
Retention Officer<br />
Council/<strong>Hillingdon</strong> wide action<br />
plan and projects to address<br />
common initiatives eg level <strong>of</strong><br />
agency staffing overseas<br />
recruitment developed as part<br />
<strong>of</strong> recruitment & retention<br />
initiative work.<br />
Board Members and other<br />
pr<strong>of</strong>essionals to ensure appropriate<br />
aspects <strong>of</strong> national initiatives are fed<br />
into the plan.<br />
Ongoing<br />
Board HIP<br />
People<br />
Management<br />
Team<br />
Plan updated to reflect national<br />
initiatives.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
Effective resource planning<br />
Partnership Planning<br />
Develop a resource plan (financial<br />
and human) to implement this plan.<br />
Develop a partnership plan with<br />
partner organisations and<br />
outsourced providers to take forward<br />
whole <strong>Hillingdon</strong> issues and<br />
maximise community benefits <strong>of</strong><br />
workforce initiatives.<br />
By Mar<br />
2008<br />
HIP People<br />
Management<br />
Team<br />
HIP People<br />
Management<br />
Team<br />
CEO & Service Group Plans<br />
evidence resources committed<br />
to delivering /sustaining<br />
Workforce Strategy and Plan.<br />
Partnership Plan formally<br />
endorsed by all contributing<br />
partners.<br />
Integration <strong>of</strong> workforce<br />
planning into the<br />
organisation service/team<br />
Clarify and agree workforce related<br />
Group, team and individual<br />
objectives for inclusion in plans and<br />
Padas.<br />
Jan2006<br />
HIP People<br />
Management<br />
Team<br />
Service Planning & PADA<br />
guidance for 2006/7 revised<br />
Ensure through Service and team<br />
plans and Padas all managers<br />
objectives include appropriate<br />
workforce related objectives.<br />
Jan<br />
2006<br />
HIP People<br />
Management<br />
Team<br />
Sample Survey provides<br />
evidence <strong>of</strong> link between PADA<br />
objectives and workforce<br />
matters<br />
Building Leadership<br />
Competence and capacity<br />
Review ‘Building <strong>Hillingdon</strong>’s Future’<br />
programme and introduce more high<br />
quality management development<br />
targeted in Y1 at 4 th and 5 th tier<br />
managers.<br />
April 06<br />
Head <strong>of</strong> Training<br />
& Development<br />
XX% increase per annum in<br />
employee satisfaction with<br />
leaders judged through staff<br />
surveys.<br />
Introduce a qualifications framework<br />
Nov 05<br />
Head <strong>of</strong> Training<br />
Quality and skills pr<strong>of</strong>ile <strong>of</strong><br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 118
DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
for leaders and managers.<br />
& Development<br />
managers through 360 degree<br />
feedback benchmarked against<br />
competency framework<br />
Roll out the Leadership<br />
Development programme and<br />
ensure full coverage.<br />
April<br />
2006<br />
Head <strong>of</strong> Training<br />
& Development<br />
Qualifications framework in<br />
place for management<br />
development <strong>of</strong> top XXX<br />
managers<br />
Introduce management development<br />
programmes linked to Succession<br />
planning.<br />
To be<br />
advised<br />
Head <strong>of</strong> Training<br />
& Development<br />
Leadership/management<br />
programme delivered via<br />
modular format encompassing<br />
learning needs identified<br />
through the 360 degree<br />
feedback process.<br />
Introduce the expectation and<br />
opportunities for managers to take<br />
up secondments and job<br />
swops/shadowing with high<br />
performing organisations or services<br />
with the council.<br />
Mar<br />
2007<br />
Head <strong>of</strong> Training<br />
& Development<br />
Introduce new secondment<br />
arrangement to encourage job<br />
“swop” for XX managers per<br />
annum<br />
Joint working between Social<br />
Services and Housing with PCT<br />
Ongoing<br />
SSD/H and PCT<br />
Current joint working<br />
arrangements continued.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 119
DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
Communication <strong>of</strong> our<br />
values, culture and<br />
objectives<br />
Communicate our vision, values,<br />
culture and objectives through coordinated<br />
staff<br />
communication/briefings<br />
Ongoing<br />
Head <strong>of</strong><br />
Communications<br />
Assess success through staff<br />
survey results showing XX%<br />
increase in employee<br />
awareness and recognition.<br />
Improve upward and sideways<br />
communication systems through the<br />
implementation <strong>of</strong> the Staff Survey<br />
Action Plan in line with its timetable.<br />
Ongoing<br />
HIP People<br />
Management<br />
Team<br />
Values compounded through<br />
including in competency<br />
framework behaviours<br />
Define our workforce management<br />
values.<br />
Done<br />
Completed and reviewed as<br />
part <strong>of</strong> annual council Plan<br />
refresh<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 120
DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
MODERNISATION AND<br />
IMPROVEMENT<br />
In 2005/6 develop and implement<br />
the action plans derived from this<br />
Workforce Plan for the period 2005-<br />
10.<br />
End<br />
2005/6<br />
HIP People<br />
Management<br />
Team<br />
Action Plan agreed HIP People<br />
Management Team<br />
Modern Information<br />
Systems<br />
Through the HR portal <strong>of</strong> the new<br />
HR/Payroll system provide<br />
managers and staff with the tools<br />
and resources that will enable them<br />
to better manage their people.<br />
By Aug<br />
2008<br />
People<br />
Management<br />
Steering Group<br />
Implementation <strong>of</strong> new people<br />
management system in line with<br />
project plan and monitor<br />
effectiveness management<br />
information with sample annual<br />
survey <strong>of</strong> managers<br />
Introduction <strong>of</strong> self service and<br />
workflow modules <strong>of</strong> new people<br />
management system and achieve<br />
XX% use <strong>of</strong> self service modules.<br />
Ensure that the implementation <strong>of</strong><br />
the new HR system goes smoothly<br />
and that the planned improvements<br />
in service and efficiency are realised<br />
in line with the agreed project<br />
timetable for 2005/8.<br />
Aug<br />
2008<br />
The People<br />
Management<br />
Steering Group<br />
Agreed project deliverables, cash<br />
and non-cash benefit achieved in<br />
agreed timescales.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 121
DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
Complete the Process mapping <strong>of</strong><br />
personnel Policies on our intranet<br />
site June 2005.<br />
Done<br />
Inventory <strong>of</strong> process agreed ad<br />
mapped within agreed<br />
timescales.<br />
Carry out third Staff survey in<br />
Feb/March 2006 in order to assess<br />
culture change and effect upon<br />
employee satisfaction that the<br />
various organisational development<br />
initiatives have made.<br />
June<br />
2006<br />
Personnel<br />
Service<br />
Survey completed on time.<br />
Results evaluated and assets<br />
employee satisfactions and<br />
impact <strong>of</strong> previous initiatives.<br />
Attractive rewards strategy<br />
and framework<br />
As part <strong>of</strong> our R&R package we are<br />
committed to:<br />
- Introducing an employer child<br />
Tax Credit System to help<br />
attract and retain working<br />
parents. This will enable<br />
these staff to pay up to £50<br />
per week to registered carers<br />
free <strong>of</strong> tax and NI. It is<br />
planned to have this scheme<br />
up and running by July 2005.<br />
- Also as part <strong>of</strong> the Wellness<br />
Strategy to introduce an<br />
improved Private Health Care<br />
Done<br />
Done<br />
Recruitment &<br />
Retention<br />
Officer<br />
Revised arrangement in place for<br />
June 2005 and take up <strong>of</strong><br />
scheme monitored annually.<br />
Implementation <strong>of</strong> new schemes<br />
in July 2005 and July 2006<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
scheme for staff by July 2005.<br />
Develop proposals for a noncontributory<br />
scheme in<br />
2006/7.<br />
Publicise the Rewards strategy for<br />
2005/6.<br />
End<br />
2006/7<br />
Ongoing<br />
Personnel<br />
Service<br />
Personnel<br />
Service<br />
Personnel<br />
Service<br />
Ensure that the arrangements for<br />
determining Team Bonus pay are<br />
established by the last quarter <strong>of</strong><br />
2005/6.<br />
Mar<br />
2006<br />
Arrangements for evaluation to<br />
be in place by the end <strong>of</strong> 2005/6.<br />
Team Bonus action plan<br />
delivered to agreed timescales.<br />
Linking performance &<br />
rewards management<br />
Amend Pada guidance to<br />
incorporate Team Bonus<br />
arrangement, Whole Job<br />
assessment and succession<br />
planning by end October 2005.<br />
Oct 05<br />
HIP People<br />
Management<br />
Team<br />
New guidance published and<br />
aligned with revised service<br />
planning guidance.<br />
Putting in place mechanisms for<br />
gaining feedback from all levels <strong>of</strong><br />
the organisation on what reward<br />
initiatives will be most attractive and<br />
Mar<br />
2006<br />
Personnel<br />
Service<br />
Through 2006 Staff Survey and<br />
periodic online and sample<br />
surveys with staff.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 123
DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
ensure staff feel valued.<br />
Improve our management <strong>of</strong><br />
performance by revising the Council<br />
behaviour codes and procedures<br />
ensuring that they comply with new<br />
legislative requirements.<br />
Dec<br />
2005<br />
Personnel<br />
Service<br />
Revised performance<br />
management arrangements<br />
endorsed by Management Board<br />
Put in place arrangements to meet<br />
the 2005/6 attendance management<br />
targets <strong>of</strong> 9 average days.<br />
June 05<br />
to Jan<br />
06<br />
Personnel<br />
Service<br />
Management board and Steering<br />
Group agreement to<br />
arrangements for 2005/6.<br />
Monitoring arrangements in place<br />
for 2005/6<br />
Put in place compliance and<br />
monitoring arrangements for<br />
attendance management.<br />
From<br />
Aug<br />
2005<br />
Personnel<br />
Service<br />
Compliance <strong>Report</strong> published<br />
Feb 2006. Setting on level <strong>of</strong><br />
compliance with key indicators.<br />
Review the changes in conditions <strong>of</strong><br />
service introduced in 2004/5 as<br />
there are potentially further savings<br />
in excess <strong>of</strong> £100k that could be<br />
achieved.<br />
By June<br />
2006<br />
Personnel<br />
Service<br />
Joint agreement with Trade<br />
Unions on revised Conditions <strong>of</strong><br />
Service<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
Equalities & Diversity<br />
Annually monitor recruitment<br />
arrangements to ensure that we<br />
maintain or improve the existing<br />
workforce pr<strong>of</strong>ile so that it better<br />
reflects the community we serve.<br />
Ongoing<br />
Personnel<br />
Services<br />
Targets for Workforce pr<strong>of</strong>ile set<br />
annually, monitored and XX%<br />
improvement in workforce pr<strong>of</strong>ile<br />
achieved per annum.<br />
Publish proposals for Equal Pay<br />
auditing by October 2005.<br />
Oct 2005<br />
Personnel<br />
Service<br />
Proposal published with clear<br />
action plan to address equal pay<br />
within agreed timescales<br />
Review and define more clearly the<br />
competency schedules linked to<br />
knowledge and skills required.<br />
Dec<br />
2006<br />
T&D Section<br />
Revised competencies agreed<br />
Ensure that the action plans in the<br />
Workforce EO monitoring report for<br />
2004/5 are widely published<br />
internally and externally and<br />
implemented in line with the agreed<br />
timetable.<br />
Feb<br />
2006<br />
Personnel<br />
Services<br />
<strong>Report</strong> published with monitoring<br />
<strong>of</strong> action plan delivery in place.<br />
Implement the action plan <strong>of</strong> the<br />
2004/5 Equalities Workforce report<br />
in 2005/6. To ensure that the<br />
workforce reflect the community the<br />
council serves<br />
Ongoing<br />
in<br />
2005/6<br />
Personnel<br />
Service<br />
Implementation <strong>of</strong> plan agreed<br />
July 2005 XX% <strong>of</strong> Action Plan<br />
targets/outcomes achieved.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
Risk management<br />
Include workforce risks in Risk<br />
Register.<br />
Done<br />
Personnel<br />
Service<br />
Include in Corporate Risk<br />
Register<br />
Include identification <strong>of</strong> workforce<br />
risks in contract performance<br />
reporting from outsourced providers.<br />
For incorporation into shared<br />
workforce planning.<br />
Ongoing<br />
Service<br />
Groups<br />
Included in Group/ Team Service<br />
Plans<br />
Modernisation and<br />
remodelling<br />
Review <strong>of</strong> job remodelling projects<br />
underway in schools and NHS,<br />
April<br />
2006<br />
HIP People<br />
Management<br />
Team<br />
<strong>Report</strong> to the HIP People<br />
Management Team agreed<br />
actions<br />
Job remodelling system developed<br />
in the light <strong>of</strong> lessons learned above,<br />
June<br />
2006<br />
HIP People<br />
Management<br />
Team<br />
Approved by HIP People<br />
Management Team and<br />
implementation plan agreed<br />
Identify criteria for prioritisation <strong>of</strong><br />
service areas for job remodelling.<br />
Sept<br />
2006<br />
HIP People<br />
Management<br />
Team<br />
Approved by HIP People<br />
Management Team<br />
Role out programme <strong>of</strong> remodelling.<br />
2006-8<br />
HIP People<br />
Management<br />
Team<br />
Programme delivered on time,<br />
achieving agreed efficiency and<br />
performance outcomes.<br />
As JDs and person specifications<br />
From<br />
HIP People<br />
Monitoring in place to ensure<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
are reviewed we will re-write them in<br />
terms <strong>of</strong> knowledge and skills<br />
required in line with remodelling.<br />
Sept<br />
2006<br />
Management<br />
Team<br />
XX% <strong>of</strong> jobs aligned with<br />
remodelling objectives<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
ATTRACT AND RETAIN<br />
HIGH CALIBRE STAFF<br />
Celebrating success internally and<br />
publicising it externally.<br />
Ongoing<br />
Personnel<br />
Service<br />
Continuation <strong>of</strong> staff recognition<br />
scheme and agreed programme<br />
<strong>of</strong> publicity and promotion<br />
Working in partnership<br />
Recruit the R&R <strong>of</strong>ficer and by the<br />
end <strong>of</strong> 2005/6 to have implemented<br />
the agreed action programme. This<br />
will include developing better<br />
relationships with colleagues and<br />
other sources <strong>of</strong> staff for skill<br />
shortage areas and raising the<br />
council’s pr<strong>of</strong>ile as an employer and<br />
applying the R&R model we have<br />
developed to the skill shortage<br />
areas.<br />
Approved<br />
June<br />
2005<br />
Personnel<br />
Service<br />
Agreed work programme to be<br />
implemented 2005/6, delivering<br />
agreed outcomes, cash and noncash<br />
efficiencies<br />
Attractive staff care<br />
Developing a co-ordinated package<br />
from effective initiatives, which is<br />
publicised internally and as an<br />
attraction tool.<br />
Done<br />
Personnel<br />
Service<br />
Publicise Employee Benefits to<br />
staff and Job applications on<br />
websites. Monitor effectiveness<br />
with sample <strong>of</strong> employees and<br />
applicants.<br />
Review and roll out pilot recruitment<br />
and retention initiatives, which have<br />
proved effective.<br />
By June<br />
2006<br />
R&R<br />
Officer/Groups<br />
Implementation <strong>of</strong> agency<br />
worker conversion programme<br />
delivering agreed migrations<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
In light <strong>of</strong> demographic data<br />
developing initiatives to attract<br />
workforce groups ie young BME<br />
increasing older workers and<br />
registered disabled.<br />
Annually<br />
volumes and efficiency gains<br />
Quantitative targets to attract<br />
priority groups set, monitored,<br />
reviewed annually and delivered.<br />
Complete the home working pilot in<br />
Legal Services and roll out home<br />
working arrangement in the civic<br />
centre.<br />
By June<br />
2007<br />
HIP Programme<br />
Managers<br />
Increased numbers <strong>of</strong> home and<br />
mobile workers to target <strong>of</strong> c<br />
800-900 in civic centre.<br />
Progressing in partnership<br />
with our workplace<br />
Looking at models for workforce<br />
involvement in job remodelling and<br />
developing workforce involvement<br />
in planning. Including unions but<br />
giving a voice to our non-union<br />
workforce by direct involvement.<br />
Sept<br />
2006<br />
Personnel<br />
Service<br />
Targets for workforce<br />
involvement established at all<br />
levels. Employee report<br />
increased levels involvement via<br />
staff survey and sample surveys.<br />
Maximising potential<br />
In conjunction with job remodelling<br />
to begin identifying career pathways<br />
through the organisation based on<br />
knowledge and skill sets.<br />
From<br />
Sept<br />
2006<br />
Personnel<br />
Service<br />
Clear career pathways identified<br />
and publicised to staff and<br />
reported awareness amongst<br />
staff monitored annually.<br />
Revise Pada system to meet the<br />
demands <strong>of</strong> this plan.<br />
Mar 2007<br />
Personnel<br />
Service<br />
New PADA arrangement<br />
publicised, implemented and<br />
compliance monitored.<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
Attracting the best<br />
Researching models <strong>of</strong> career<br />
management operating in other<br />
industries and organisations.<br />
Sept<br />
2006<br />
Personnel<br />
Service<br />
Research completed and report<br />
agreed by HIP People<br />
Management Team<br />
Introducing a more systematic<br />
approach to career management<br />
and succession planning based on<br />
revised Pada system.<br />
From<br />
Mar 2007<br />
Personnel<br />
Service<br />
New arrangements published<br />
and implemented and evidence<br />
<strong>of</strong> improved career management<br />
reported via staff survey and<br />
other sample surveys<br />
Proactive Management <strong>of</strong><br />
Temporary Staff<br />
Develop modern apprentice<br />
schemes.<br />
During 2005/6 we will seek to<br />
reduce the level <strong>of</strong> use <strong>of</strong> agency<br />
staff particularly in skill shortage<br />
areas by seeking to convert long<br />
term agency staff to direct<br />
employment.<br />
By April<br />
2006<br />
Mar 2006<br />
T&D section<br />
Groups and<br />
R&R Officer<br />
New arrangements in place and<br />
number <strong>of</strong> agreed modern<br />
apprenticeship’s recruited and<br />
complete modern apprenticeship<br />
with council.<br />
Reduced use in 2005/6<br />
compared to 2004/5, by XX%<br />
and £XX<br />
Monitor the implementation <strong>of</strong> the<br />
TMP response service during<br />
2005/6 to achieve a continued<br />
reduction in the time taken to recruit<br />
to vacancies.<br />
Quarterly<br />
Personnel<br />
Service<br />
Reducing time taken to recruit to<br />
vacancies by 3 days<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
Produce quarterly monitoring<br />
reports on exit feedback from<br />
2005/6 onwards.<br />
Quarterly<br />
Personnel<br />
Service<br />
Quarterly <strong>Report</strong>s produced and<br />
remedial actions implemented to<br />
reduce adverse feedback.<br />
Raising pr<strong>of</strong>ile, improving<br />
our brand and promoting<br />
<strong>Hillingdon</strong> as an employer<br />
<strong>of</strong> choice<br />
Appoint a Head <strong>of</strong> Communications<br />
to be in post before mid 2005/6.<br />
To produce with Head <strong>of</strong><br />
Communications on an internal<br />
communications strategy and<br />
ensure it is published by last quarter<br />
<strong>of</strong> 2005/6.<br />
Done<br />
Mar 2006<br />
Head <strong>of</strong><br />
Communications<br />
Appointment May 2005<br />
Publication <strong>of</strong> internal<br />
communication strategy.<br />
Ongoing monitoring <strong>of</strong> improved<br />
effectiveness <strong>of</strong> workforce<br />
monitoring messages.<br />
Raise employee awareness <strong>of</strong> the<br />
achievements <strong>of</strong> the authority so<br />
staff are proud to work for<br />
<strong>Hillingdon</strong>.<br />
Mar 2006<br />
Head <strong>of</strong><br />
Communications<br />
Staff survey feedback evidences<br />
XX% increase in reported staff<br />
awareness.<br />
Raising the <strong>Hillingdon</strong> pr<strong>of</strong>ile and<br />
brand as an employer <strong>of</strong> choice.<br />
Explore use <strong>of</strong> Apprenticeship<br />
Schemes, Bursaries and career<br />
conventions<br />
First<br />
Phase by<br />
June<br />
2006<br />
Recruitment &<br />
Retention<br />
Officer<br />
Mar 2006 Recruitment &<br />
Retention<br />
Officer<br />
Implementation <strong>of</strong> Recruitment &<br />
Retention work programme.<br />
Evidence <strong>of</strong> increased<br />
applications via sample survey <strong>of</strong><br />
applicants.<br />
Determine council policy in these<br />
roles<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
Introduce work experience for<br />
young people<br />
Mar 2006 Recruitment &<br />
Retention<br />
Officer<br />
Partnership works with<br />
Connexions and careers service<br />
on council work. Separate<br />
programme.<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
CONTINUOUS LEARNING<br />
AND IMPROVEMENT<br />
Developing different ways <strong>of</strong><br />
learning in the organisation.<br />
Mar<br />
2008<br />
T&D Team<br />
E-Induction rolled out across the<br />
organisation<br />
Mentoring and Coaching<br />
available for staff via the T&D<br />
Team. Monitor <strong>of</strong> take-up to<br />
ensure fair and equitable access<br />
to learning.<br />
Partnership interagency<br />
working<br />
Developing closer learning<br />
partnerships with other organisations<br />
across <strong>Hillingdon</strong> and the region.<br />
Mar<br />
2008<br />
T&D Team<br />
Management Development<br />
programme developed, delivered<br />
with neighbouring <strong>Borough</strong>s and<br />
the PCT<br />
Developing co-ordinated links with<br />
education establishments to source<br />
potential staff and meet learning<br />
needs.<br />
June<br />
2006<br />
T&D Team<br />
Qualifications delivered by<br />
<strong>Borough</strong> educational partners<br />
(Uxbridge College). Targets for<br />
number <strong>of</strong> applicants and new<br />
starters from local education<br />
establish set, monitored and<br />
delivered.<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
Promoting and sharing best practice<br />
within the organisation, with partners<br />
and providers.<br />
June<br />
2006<br />
T&D Team<br />
DASH delivering parts <strong>of</strong> the<br />
equalities programme involving<br />
the DDA<br />
User involvement<br />
Linking learning with<br />
organisational priorities<br />
Research and develop models <strong>of</strong><br />
service user involvement in<br />
recruitment and training.<br />
Reviewing our learning and skills<br />
strategy with input from across the<br />
organisation to ensure opportunities<br />
<strong>of</strong>fered are targeted to deliver skills<br />
and qualifications required for job<br />
remodelling and career pathway<br />
developments.<br />
June<br />
2007<br />
Mar<br />
2006<br />
T&D Team<br />
T&D Team<br />
<strong>Report</strong> to HIP People<br />
Management Team. Priority<br />
areas for user involvement<br />
identified, targets set and<br />
delivered<br />
A defined Learning and Skills<br />
strategy in place. Targets<br />
established, resources allocated,<br />
monitors in place and evidence<br />
from surveys <strong>of</strong> staff /managers<br />
that correct skills/qualifications<br />
are being developed.<br />
Ensuring access to learning is linked<br />
to performance and skills<br />
development as identified through<br />
Pada, Career pathway and career<br />
Mar<br />
2006<br />
Personnel<br />
Service<br />
Process and applications for<br />
learning highlight the need to link<br />
to PADA Monitoring in place to<br />
ensure compliance and fair<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
management systems.<br />
access to learning.<br />
Ensuring managers actively<br />
participate in staff development by<br />
supervising and authorising<br />
development plans.<br />
Ongoing<br />
All People<br />
Managers<br />
Learning identification and<br />
planning process is feed via<br />
PADA. XX% <strong>of</strong> staff have<br />
development plans<br />
Developing a method <strong>of</strong> training and<br />
contracting service groups to provide<br />
a range <strong>of</strong> learning activities eg<br />
coaching learning.<br />
June<br />
2006<br />
HIP People<br />
Management<br />
Team<br />
A range <strong>of</strong> learning activities<br />
included in Personnel<br />
Development Plans.<br />
We need to ensure that the whole<br />
organisation achieves IIP<br />
recognition.<br />
Done<br />
Accreditation obtained annual<br />
plans to maintain accreditation,<br />
delivered in place<br />
Modernising learning and<br />
development<br />
Improve the development and<br />
promotional opportunities for our<br />
staff by better management <strong>of</strong><br />
secondment and project<br />
arrangements.<br />
From<br />
Mar<br />
2006<br />
Personnel<br />
Service and<br />
People<br />
Managers<br />
Implementation and monitoring <strong>of</strong><br />
revised arrangements for<br />
secondment<br />
Targets set for staff undertaking<br />
secondment opportunities<br />
internal and externally with<br />
partner organisations. Staff<br />
satisfaction with secondments<br />
reports in annual survey.<br />
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DRAFT<br />
Objectives How we will achieve By When Responsibility Indicators <strong>of</strong> Success<br />
Review and improve our policies and<br />
guidance on secondments, coaching<br />
and mentoring.<br />
Mar<br />
2006<br />
T&D Section<br />
and Personnel<br />
Service<br />
Policy and guidance on<br />
secondments, coaching and<br />
mentoring defined.<br />
Delivering a training programme<br />
using a wide range <strong>of</strong> intelligent and<br />
flexible learning solutions in line with<br />
our core competency framework and<br />
organisational values.<br />
Ongoing T&D Section Annual Corporate Training<br />
Programme agreed with<br />
Management Board. Managers<br />
and staff evaluations report<br />
training is effective and supports<br />
councils competency/values<br />
framework.<br />
Define and develop an<br />
evaluation/assessment strategy.<br />
June<br />
2006<br />
T&D Section<br />
A corporate evaluation strategy in<br />
place outlining minimum<br />
standards for evaluation <strong>of</strong> all<br />
learning. Comprehensive<br />
evaluation report on all council<br />
learning reported to management<br />
board.<br />
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PEOPLE MANAGEMENT PERFORMANCE INDICATORS SURVEY (1)<br />
APPENDIX B<br />
NAME:<br />
TELEPHONE:<br />
BOROUGH:<br />
E-MAIL:<br />
(Please refer to Notes for Guidance for additional information.)<br />
Section 1: Developing Leadership Capacity<br />
1.1 Percentage <strong>of</strong> senior managers appraised. ______%<br />
1.2 Percentage <strong>of</strong> staff that indicate senior management<br />
communicate borough's strategic aims and objectives effectively.<br />
______%<br />
1.3 Percentage <strong>of</strong> staff that indicate reasons for change are well communicated. ______%<br />
1.4 Percentage <strong>of</strong> staff that indicate change is well managed. ______%<br />
1.5 Number <strong>of</strong> managers on leadership/management development programmes. ______<br />
1.6 Average gross training expenditure per Elected Member. £_____<br />
Section 2: Developing the Skills and Capacity <strong>of</strong> the Workforce<br />
2.1 Average number <strong>of</strong> '<strong>of</strong>f the job' training days per employee. ______0.0<br />
2.2 Percentage <strong>of</strong> employees who have had a performance appraisal. ______%<br />
2.3 Does the performance appraisal produce an agreed development<br />
and training plan? Yes No<br />
2.4 Training spend as a percentage <strong>of</strong> staff budget. _______%<br />
Section 3: Developing the Organisation<br />
3.1 Employment Tribunals<br />
Total<br />
Won (including withdrawn)<br />
Lost<br />
Settled<br />
________<br />
________<br />
________<br />
________<br />
3.2 Is an employee survey conducted (at least) every two years? Yes No<br />
3.3 Percentage <strong>of</strong> employees indicating they are satisfied with their job. _______%<br />
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Cabinet report 10 th November 2005 Page 137
3.4 Percentage <strong>of</strong> staff that would speak highly <strong>of</strong> the borough to others. _______%<br />
3.5 Number <strong>of</strong> reportable accidents per employee. _______<br />
Section 4: Resourcing the Organisation<br />
4.1 Average time taken to recruit. _____days<br />
4.2 Percentage <strong>of</strong> the workforce the age groups listed:<br />
16 to 24 _______%<br />
25 to 39 _______%<br />
40 to 49 _______%<br />
50 and over _______%<br />
4.3 Voluntary leavers as a percentage <strong>of</strong> staff in post. _______%<br />
4.4 Average number <strong>of</strong> vacancies (excluding agency cover). _______%<br />
Average number <strong>of</strong> vacancies (including agency cover).<br />
_______%<br />
4.5 Percentage <strong>of</strong> staff leaving within the first a year <strong>of</strong> appointment. _______%<br />
4.6 Terminations<br />
Total<br />
Early retirements/ ill health retirement<br />
Redundancy<br />
Disciplinary/capability/unsatisfactory probation<br />
Sickness<br />
_______<br />
_______<br />
_______<br />
_______<br />
_______<br />
Section 5: Pay and Rewards<br />
5.1 Single status review<br />
Completed and implemented (100%)<br />
More than 75% complete<br />
Between 50% to < 75% complete<br />
Between 25% to < 50% complete<br />
Less than 25% complete<br />
_______<br />
_______<br />
_______<br />
_______<br />
_______<br />
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Cabinet report 10 th November 2005 Page 138
5.2 Equal pay audit<br />
Completed<br />
Currently being conducted<br />
Planned and resources identified<br />
Still under consideration<br />
_______<br />
________<br />
_______<br />
_______<br />
Section 6: HR Function<br />
6.1 Average FTE personnel services staff per FTE employees. 1:_____<br />
6.2 Average personnel services salary pay bill cost per FTE employee. £______<br />
6.3 Percentage <strong>of</strong> employees covered by Investors In People. _______%<br />
6.4 How does the (1) HR strategy (2) workforce plan/strategy link to the borough's strategic<br />
plan:<br />
HR<br />
Workforce<br />
Fully ____ _______<br />
Partially<br />
Not at all<br />
No current plan/strategy<br />
____ _______<br />
____ _______<br />
____ _______<br />
Section 7: Audit Commission Best Value Performance Indicators<br />
7.1 Equality Standards - level achieved. (1 to 5) _______<br />
7.2 Early retirements (excluding ill-health retirements) as a<br />
percentage <strong>of</strong> the workforce.<br />
_______%<br />
7.3 Ill health retirements as a percentage <strong>of</strong> the total workforce. _______%<br />
7.4 The proportion <strong>of</strong> working days/shifts lost to sickness absence. _______days<br />
7.5 Number <strong>of</strong> staff declaring that they meet the Disability Discrimination<br />
Act disability definition as a percentage <strong>of</strong> the total workforce.<br />
_______%<br />
7.6 Minority ethnic community staff as a percentage <strong>of</strong> the workforce _______%<br />
7.7 The percentage <strong>of</strong> top 5% <strong>of</strong> earners that are :<br />
Women<br />
From Black And Minority Ethnic Communities<br />
_______%<br />
_______%<br />
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EQUALITY STANDARD FOR LOCAL GOVERNMENT –<br />
AN UPDATE<br />
ITEM 6<br />
Contact Officers Sonia Gandhi 01895 277019<br />
Papers with this report<br />
Appendix - attached<br />
SUMMARY<br />
This report informs the Cabinet <strong>of</strong> progress on moving through the levels <strong>of</strong> the<br />
Equality Standard for Local Government (EsfLG). The Equality Standard recognises<br />
the importance <strong>of</strong> fair and equal treatment in local government services and<br />
employment and has been developed as a tool to enable authorities to mainstream<br />
gender, race and disability into council policy and practice at all levels.<br />
The equality standard broadens the approach to equality and was introduced in<br />
2002. <strong>Hillingdon</strong> Council stated its commitment to the standard in March 03, and<br />
achieved level 1 in March 04.<br />
The standard is a recognised framework <strong>of</strong> self-assessment and audit procedures for<br />
equality across the Council and is supported by the Commission for Race Equality,<br />
Equal Opportunities Commission, Disability Rights Commission, the Employers<br />
Organisation, DIALOG, and the Local Government Association.<br />
Although the standard is a self-auditing tool, this can be subject to external audits<br />
and the requirement to present evidence when requested by the Audit Commission<br />
as well as any <strong>of</strong> the supporting bodies listed above.<br />
RECOMMENDATIONS<br />
The Cabinet is asked to note :<br />
1. the level <strong>of</strong> the Equality Standard for Local Government the Council is<br />
currently at.<br />
2. the timetable the Council has set to achieve further levels.<br />
3. the current assessment <strong>of</strong> where we are at the moment.<br />
4. the action that is needed and how that action can be realised.<br />
REASONS FOR OFFICER RECOMMENDATIONS<br />
The EsfLG is a self-auditing tool to ensure that we are delivering excellence in<br />
service provision, employment and community engagement to all our residents in<br />
<strong>Hillingdon</strong>.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report – 10 th November 2005 Page 140
The Council reached level 1 <strong>of</strong> the ESfLG by March 04 and has set targets to reach<br />
level 2 by March 06 and levels 3/4 by March 08. It is anticipated that we will meet<br />
Level 2 without difficulty in March and in fact in some areas we are already working<br />
towards level 3.<br />
The EsfLG is an integral part <strong>of</strong> the Council Plan, and is also one <strong>of</strong> the national best<br />
value performance indicators.<br />
OPTIONS AVAILABLE<br />
Cabinet may choose to instruct <strong>of</strong>ficers to take further action on the checklist or not.<br />
COMMENTS OF OVERVIEW AND SCRUTINY COMMITTEE<br />
The Committee received a presentation from Sonia Gandhi on the report. The<br />
Committee commended the work <strong>of</strong> <strong>of</strong>ficers, especially in relation to Partnership<br />
Working and Civil Ceremonies and requested an update report to come to<br />
Committee at a later date<br />
INFORMATION<br />
1. The ESfLG has five levels. The Council has reached level 1, which<br />
demonstrates commitment to the Equalities agenda, will reach level 2 by March<br />
2006, and is targeted to reach level 3/4 by March 2008.<br />
2. Having reached Level One it will be useful for members to take note <strong>of</strong> what<br />
the Council have achieved and what is required for level 2.<br />
3. To reach level 2 an authority will need to demonstrate:<br />
Statement<br />
That it has engaged<br />
in an impact and<br />
needs/requirement<br />
assessment<br />
That it has engaged<br />
in consultation with<br />
designated<br />
community, staff and<br />
stakeholder groups<br />
That it has engaged<br />
in the development<br />
<strong>of</strong> information and<br />
monitoring systems<br />
Evidence<br />
All service areas and corporate services have<br />
completed a full equality impact needs assessment –<br />
on disability, age, race, gender, faith, sexual<br />
orientation and community cohesion<br />
The Council are the lead in the LSP, and have<br />
developed a community strategy with a theme group –<br />
Opportunities for all. This group has a responsibility to<br />
monitor key equality measures for across the <strong>Borough</strong>.<br />
Through this partnership the Council shares equality<br />
documents such as the Race Equality Scheme with<br />
stakeholders, staff and representative forums<br />
The Council has a diverse range <strong>of</strong> methods <strong>of</strong><br />
engagement with detailed monitoring forms, e.g. the<br />
contact centre with reporting systems such as the<br />
CRM and documents such as <strong>Hillingdon</strong> Pr<strong>of</strong>iles. To<br />
ensure staff data is up to date the Council are<br />
undergoing a data cleansing exercise by June 06<br />
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Cabinet report – 10 th November 2005 Page 141
That it has engaged<br />
in an equality action<br />
planning process for<br />
employment, pay<br />
and service delivery<br />
That it is developing<br />
a system <strong>of</strong> selfassessment,<br />
scrutiny and audit.<br />
All <strong>of</strong> the equality assessments have given rise to<br />
detailed action plans for every service area. In<br />
addition, the Council annually commission an external<br />
specialist to devise a workforce monitoring report. This<br />
report provides recommendations and action for<br />
employment and pay. These recommendations form<br />
the basis <strong>of</strong> the workforce strategy<br />
The Corporate Equalities and Diversity Group receive<br />
monitoring reports from service area equality groups<br />
on how the services are performing against their<br />
equality action plans.<br />
There is also detailed monitoring <strong>of</strong> comments and<br />
complaints through the Contact Centre.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Corporate Finance Comments<br />
4. There are no financial implications relating to this report<br />
Legal Implications<br />
5. As is stated in the body <strong>of</strong> the report, the Equality Standard is a self-auditing<br />
tool to ensure that the Council is delivering excellence in service provision,<br />
employment and community engagement to all <strong>Hillingdon</strong> residents.<br />
6. There is a variety <strong>of</strong> legislation which underpins the Council's equalities and<br />
diversity agenda. Cabinet will recall that at its October meeting, it considered a report<br />
on the Council's Corporate Equalities and Diversity Plan which set out a summary <strong>of</strong><br />
this legislation.<br />
7. Achievement <strong>of</strong> the various levels <strong>of</strong> the Equality Standard will not only help<br />
the Council to demonstrate that it is securing fair and equal treatment in its services,<br />
employment practices and community engagement but it will also assist the Council<br />
in meeting its various statutory obligations and therefore minimise the risk <strong>of</strong><br />
successful legal challenges being brought against it<br />
BACKGROUND DOCUMENTS<br />
Nil<br />
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APPENDIX A<br />
Equality Standard for Local Government – an Update<br />
1. Briefing on the Equality Standard for Local Government<br />
The Equality Standard recognises the importance <strong>of</strong> fair and equal<br />
treatment in local government services and employment and has been<br />
developed as a tool to enable authorities to mainstream gender, race and<br />
disability into council policy and practice at all levels.<br />
The equality standard broadens the remit <strong>of</strong> the “Racial Equality means<br />
Quality” and was introduced in 2002. <strong>Hillingdon</strong> Council stated their<br />
commitment to the standard in March 03, and achieved level 1 by June 04.<br />
The standard is a recognised framework <strong>of</strong> self-assessment and audit<br />
procedures for equality across the Council and is supported by the<br />
Commission for Race Equality, Equal Opportunities Commission, Disability<br />
Rights Commission, the Employers Organisation, DIALOG, and the Local<br />
Government Association.<br />
Although the standard is a self-auditing tool, this can be subject to external<br />
audits and the requirement to present evidence when requested by the<br />
Audit Commission as well as any <strong>of</strong> the supporting bodies listed above.<br />
The Equality Standard<br />
The Equality Standard is a framework that sets up a way <strong>of</strong> working within<br />
local authorities which will make mainstreaming equalities into service<br />
delivery and employment an issue for all aspects <strong>of</strong> the council’s work.<br />
Using five levels, authorities will introduce a comprehensive and<br />
systematic approach to dealing with equalities. These levels cover all<br />
aspects <strong>of</strong> policy-making, service delivery and employment.<br />
The Standard will:<br />
• Provide a systematic framework for the mainstreaming <strong>of</strong> equalities<br />
• Help local authorities to meet their obligations under the law<br />
• Integrate equalities policies and objectives with Best Value<br />
• Encourage the development <strong>of</strong> anti-discrimination practice appropriate<br />
to local circumstances.<br />
• Provide a basis for tackling forms <strong>of</strong> institutionalised discrimination.<br />
• Provide a framework for improving performance, over time.<br />
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APPENDIX A<br />
Putting the Equality Standard in place<br />
The standard builds on the principles <strong>of</strong>:<br />
• Quality<br />
• Leadership<br />
• Community involvement.<br />
Local authorities will be able to assess their progress based on five levels:<br />
Level 1: Commitment to a Comprehensive Equality Policy<br />
Level 2: Assessment and Consultation<br />
Level 3: Setting equality objectives and targets<br />
Level 4: Information systems and monitoring against targets<br />
Level 5: Achieving and reviewing outcomes<br />
Extending equalities – beyond gender, disability and race<br />
The Standard provides a framework that can be easily extended to antidiscrimination<br />
policies for age, sexuality, class and religious beliefs. Local<br />
authorities can readily adapt the principles to these other categories <strong>of</strong><br />
equality by extending their equality objectives, targets and monitoring<br />
systems. These additional equality objectives, which should be consistent<br />
with published guidelines on age and sexuality, would be driven through<br />
the self-assessment procedure and would effectively become part <strong>of</strong> the<br />
Best Value process.<br />
2. The Equality Standard for Local Government: Moving up the<br />
Levels.<br />
The ESfLG has five levels. The Council have reached level 1 and have a<br />
target to reach level 2 by March 2006, level 3 /4 by March 2008.<br />
Most <strong>London</strong> Councils have already reached level 3, with many<br />
approaching level 5.<br />
Having reached Level One it will be useful for members to take note <strong>of</strong> the<br />
next levels.<br />
The Equality Standard Level 1: Commitment to a Comprehensive Equality Policy<br />
An authority must have adopted a comprehensive equality policy that commits it to<br />
achieving equality in race, gender and disability through:<br />
Improving equality practice at both corporate and departmental level<br />
Earmarking specific resources for improving equality practice<br />
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APPENDIX A<br />
Equality action planning and equality target setting within all departments and<br />
service areas.<br />
Systematic consultation<br />
A fair employment and equal pay policy<br />
An impact and needs/requirements assessment<br />
Progress monitoring<br />
Audit and scrutiny<br />
The Equality Standard Level 2: Assessment and Consultation<br />
An authority will need to demonstrate:<br />
That it has engaged in an impact and needs/requirements assessment<br />
That it has engaged in consultation with designated community, staff and<br />
stakeholder groups<br />
That it has engaged in the development <strong>of</strong> information and monitoring systems<br />
That it has engaged in an equality action planning process for employment, pay<br />
and service delivery<br />
That it is developing a system <strong>of</strong> self-assessment, scrutiny and audit<br />
The Equality Standard Level 3: Equality Objectives and Targets<br />
An authority will need to demonstrate:<br />
That it has completed a full and systematic consultation with designated<br />
community, staff and stakeholder groups<br />
That it has set equality objectives for employment, pay and service delivery<br />
based on impact/needs assessments and consultation<br />
That equality objectives have been translated into action plans with specific<br />
targets<br />
That it is developing information and monitoring systems that allow it to assess<br />
progress in achieving targets<br />
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APPENDIX A<br />
That action on achieving targets has started<br />
The Equality Standard Level 4: Information Systems and Monitoring against<br />
Targets<br />
An authority will need to demonstrate:<br />
That it has developed information and monitoring systems that allow it to assess<br />
progress in achieving targets<br />
It is measuring progress against targets and effectively information and<br />
monitoring systems.<br />
Monitoring reports are being produced at specified intervals and circulated to<br />
designated consultation and scrutiny groups.<br />
Monitoring systems are providing useful information about progress towards<br />
specific targets<br />
The Equality Standard Level 5: Achieving and Reviewing Outcomes<br />
An authority will need to demonstrate:<br />
It has achieved progress towards the targets set at level 3<br />
It has reviewed and revised targets monitoring and consultation systems.<br />
It has initiated a new round <strong>of</strong> action planning and target setting<br />
Through its achievement it can be seen as an example <strong>of</strong> good practice for<br />
other local authorities and agencies.<br />
3. LEVEL 2 EQUALITY STANDARD – Where we are at the moment<br />
It puts together in one place both the action items under corporate<br />
commitment and service level action to avoid duplication.<br />
LEADERSHIP ACTION PROGRESS<br />
• Published in variety<br />
<strong>of</strong> formats<br />
• Co-ordinated with<br />
R E S (Race<br />
Equality Scheme)<br />
1.1 Publish corporate<br />
equality and<br />
diversity plan<br />
(CEDP)<br />
• Plan going to<br />
Cabinet for<br />
publication in<br />
Oct 05<br />
• RES on web –<br />
incorporates<br />
action plans<br />
from the CEDP<br />
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APPENDIX A<br />
1.2 Equality impact and<br />
needs<br />
analyses<br />
1.3 Corporate<br />
mechanism for<br />
assessing service<br />
level equality<br />
targets<br />
1.4 Corporate structure<br />
for overseeing<br />
monitoring<br />
1.5 Procedures for<br />
dealing with<br />
harassment in<br />
employment and<br />
service provision<br />
• Responsibility<br />
clearly allocated<br />
• Work on<br />
assessments<br />
underway<br />
• <strong>Report</strong>s to<br />
corporate group<br />
(e.g. CEDG) on<br />
these<br />
• Department targets<br />
exist<br />
• How monitoring will<br />
be done (and coordinated<br />
with<br />
RES)<br />
• Services<br />
monitoring<br />
programme<br />
• Documented<br />
• Lists <strong>of</strong> nominated<br />
<strong>of</strong>ficers trained<br />
• Multi agency<br />
panels to counter<br />
harassment<br />
• Recommended<br />
definition <strong>of</strong><br />
harassment and<br />
form to record it<br />
2.0 CONSULTATION<br />
2.1 CEDP Circulated • In variety <strong>of</strong><br />
formats<br />
• Time table to<br />
publish final CEDP<br />
2.2 Review equality<br />
content <strong>of</strong><br />
community strategy<br />
2.3 Consultation with<br />
community and staff<br />
• Review completed<br />
and the strategy<br />
corresponds with<br />
equality plans<br />
• Planned<br />
• Held<br />
• <strong>Report</strong>ed on<br />
• Co-ordinated<br />
corporately<br />
• For staff too<br />
• Key managers<br />
informed <strong>of</strong><br />
responsibilities<br />
• Assessments all<br />
done, action<br />
plans completed<br />
• All service areas<br />
have equality<br />
groups<br />
• Equality targets<br />
set for next 3<br />
years<br />
• Corporate<br />
Equalities and<br />
Diversity Group<br />
had timetable <strong>of</strong><br />
monitoring in<br />
place to monitor<br />
service and<br />
corporate plans<br />
• Harassment<br />
procedures<br />
done – racial<br />
harassment<br />
being re- written<br />
• Racial<br />
harassment<br />
forum developed<br />
• Plan will be in<br />
several formats,<br />
and consulted<br />
through<br />
recommended<br />
strategy<br />
Content to be reviewed<br />
by Jan 06<br />
Consultation will follow<br />
recommended formats<br />
and will be completed<br />
by March 06<br />
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APPENDIX A<br />
2.4 Consultation with<br />
members,<br />
employee, reps and<br />
departments<br />
2.5 Departmental<br />
consultations<br />
Monitoring <strong>of</strong> User<br />
Focus<br />
2.6 Equality self<br />
assessment,<br />
scrutiny and audit<br />
on service delivery<br />
2.7 Equality objectives<br />
included in<br />
partnerships<br />
3.0 CUSTOMER CARE<br />
AND SERVICE<br />
DELIVERY<br />
3.1, See above<br />
3,2<br />
• Members consulted<br />
• <strong>Report</strong>ed on<br />
• Employee reps<br />
consulted<br />
• <strong>Report</strong>ed on<br />
• Department<br />
consultation reports<br />
for each<br />
department e.g.<br />
ask each SMT to<br />
comment on CEDP<br />
• <strong>Report</strong>s on<br />
departmental<br />
consultations e.g.<br />
with Connecting<br />
Communities and<br />
other consultations<br />
e.g. on disability<br />
and with women<br />
(form <strong>of</strong><br />
consultation so<br />
women can attend<br />
– timings, play<br />
areas, crèches etc)<br />
• Framework for<br />
guidance on user<br />
focus developed<br />
• Monitoring<br />
arrangements in<br />
place throughout all<br />
service and<br />
corporate areas<br />
• Self assessment<br />
plans by<br />
community and<br />
stakeholders and<br />
for each<br />
department<br />
• CEDP circulated to<br />
partners<br />
• Consultation<br />
meetings with<br />
partners<br />
• CEDP<br />
presented at<br />
management<br />
board<br />
• All equality<br />
groups aware <strong>of</strong><br />
action plans and<br />
monitoring<br />
timetable<br />
• Connecting<br />
communities<br />
mapping<br />
underway<br />
• User focus<br />
guidance and<br />
framework<br />
developed and<br />
full response<br />
provided by Nov<br />
05<br />
• Monitoring<br />
arrangements in<br />
place by March<br />
06<br />
All areas completed<br />
self assessment plans<br />
CEDP to be circulated<br />
to <strong>Hillingdon</strong> Partners<br />
by Dec 05<br />
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APPENDIX A<br />
3.3 Review<br />
procurement and<br />
contracted services<br />
3.4 See above<br />
4.0 Employment and<br />
equal pay<br />
4.1 Fair employment<br />
policy<br />
4.2 Employment and<br />
equality<br />
assessment <strong>of</strong> local<br />
labour market<br />
4.3 Workforce pr<strong>of</strong>iling<br />
in equal pay review<br />
4.4 Publicity for<br />
vacancies does not<br />
restrict range <strong>of</strong><br />
applicants<br />
4.5 Standard range <strong>of</strong><br />
recruitment forms<br />
• Evidence <strong>of</strong> review:<br />
evaluation <strong>of</strong><br />
contracted services<br />
• Equal pay review<br />
started<br />
• Data sufficient to<br />
enable equal pay<br />
review, if not plans<br />
exist to ensure it<br />
can be collected<br />
• Planned<br />
• Started<br />
• Plan<br />
• Complete<br />
• Recruitment<br />
procedure<br />
reviewed<br />
• Reviewed<br />
• Exist<br />
and jobs<br />
4.6 Monitoring staff • <strong>Report</strong>s on<br />
monitoring and how<br />
complies with RES<br />
4.7 Employment<br />
procedures<br />
consistent<br />
with<br />
current legislation<br />
and codes <strong>of</strong><br />
practice<br />
• Procedure<br />
reviewed<br />
• Are many<br />
consistent<br />
New procurement<br />
procedures in place<br />
that have taken on<br />
board comments from<br />
the CRE procurement<br />
guidance documents<br />
Equality employment<br />
action plan developed<br />
This will follow the<br />
employment action<br />
plan<br />
Workforce strategy and<br />
steering group in place<br />
This is under review<br />
Under review<br />
Employment<br />
monitoring reports<br />
done on annual basis<br />
These were assessed<br />
by an external<br />
consultant and internal<br />
legal services<br />
4. Conclusion<br />
The EsfLG is a self-auditing tool to ensure that we are delivering excellence in<br />
service provision, employment and community engagement to all our<br />
residents in <strong>Hillingdon</strong>.<br />
The Council reached level 1 <strong>of</strong> the ESfLG by March 04 and has set targets to<br />
reach level 2 by March 06 and levels 3/4 by March 08. It is anticipated that we<br />
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APPENDIX A<br />
will meet Level 2 without difficulty in March and in fact in some areas we are<br />
already working towards level 3.<br />
The EsfLG is an integral part <strong>of</strong> the Council Plan groups, and is also one <strong>of</strong><br />
the national best value performance indicators.<br />
Failure to meet level 2 will result in a lowering in score for the CPA, BVPi’s<br />
and also other national benchmarks.<br />
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WEST LONDON TRAM CONSULTATION<br />
RESPONSE<br />
ITEM 7<br />
Contact Officer Janet Rangeley 01895 250553<br />
Papers with this report<br />
Appendices 1 and 2 - attached<br />
SUMMARY<br />
Transport for <strong>London</strong> (TfL) carried out a public consultation on the proposed West<br />
<strong>London</strong> Tram scheme between 29 th June and 8 th October 2004. The results <strong>of</strong> the<br />
public consultation were reported to the TfL Board on 25 th March 2005 and made<br />
available to <strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong> on 31 st March 2005. A report detailing the<br />
findings and the implications for <strong>Hillingdon</strong> was considered by Cabinet on the 14 th<br />
July 2005 and referred to full Council for consideration on 21 st July 2005. The full<br />
Council report was deferred for further information from Transport for <strong>London</strong> (TfL)<br />
on the feasibility <strong>of</strong> including a route along Coldharbour Lane to Hayes station in<br />
Phase 1 <strong>of</strong> the tram scheme. This report updates Members on the outcome <strong>of</strong> that<br />
further work and the most recent TfL consultation on details <strong>of</strong> the tram scheme,<br />
outlines the next stages in progressing the Tram proposals and proposes options for<br />
the future involvement <strong>of</strong> the <strong>Borough</strong> in the tram scheme. Officers are seeking<br />
Cabinet endorsement <strong>of</strong> the recommendations in the report including referring the<br />
report for consideration by full Council on 24 th November 2005, so that this Council’s<br />
position regarding the West <strong>London</strong> Tram proposals can be confirmed with TfL.<br />
RECOMMENDATIONS<br />
1. That Cabinet refers the following options on the Council’s position on<br />
the West <strong>London</strong> Tram proposals for consideration by full Council on the 24 th<br />
November 2005:-<br />
Option 1: that <strong>of</strong>ficers are instructed (a) to draw up a ‘letter <strong>of</strong> no objection’ to<br />
Transport for <strong>London</strong> and (b) to continue to work with the TfL Tram team in<br />
progressing the scheme.<br />
Option 2: that <strong>Hillingdon</strong> Council formally objects to the West <strong>London</strong> Tram<br />
proposals on the grounds identified in paragraph 22 <strong>of</strong> this report and<br />
instructs <strong>of</strong>ficers to withdraw from any work related to progressing the Tram<br />
proposals.<br />
2. That the Council’s response on Transport for <strong>London</strong>’s current<br />
consultation on changes to the scheme in <strong>Hillingdon</strong>, as outlined in<br />
paragraphs 14 and 15 <strong>of</strong> this report, be the subject <strong>of</strong> a Cabinet Member for<br />
Planning and Transportation report.<br />
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REASONS FOR OFFICER RECOMMENDATION<br />
In light <strong>of</strong><br />
• The second more detailed consultation by TfL on the West <strong>London</strong> Tram<br />
proposals and the responses, particularly in relation to <strong>Hillingdon</strong>, and<br />
• The recent response by TfL on the ‘Hayes/Phase 1’ option,<br />
<strong>of</strong>ficers consider it appropriate that:-<br />
a) Members revisit the Council’s current position <strong>of</strong> being a strong client in<br />
respect <strong>of</strong> the Tram proposals, and<br />
b) indicate to TfL whether or not they have an objection to the West <strong>London</strong> tram<br />
proposals.<br />
Recommendation 2 <strong>of</strong> this report relates to the most recent consultation on the tram<br />
scheme and <strong>of</strong>ficers consider that the most appropriate way <strong>of</strong> formally responding<br />
is with a Cabinet member report.<br />
OPTIONS AVAILABLE<br />
Not to respond to the consultation report and updated information on the Tram<br />
scheme at this stage.<br />
INFORMATION<br />
1. The Cabinet, at its meeting <strong>of</strong> 28 th January 2003 considered a report on the<br />
West <strong>London</strong> Tram (WLT) from Shepherd’s Bush to Uxbridge. The Cabinet<br />
confirmed <strong>Hillingdon</strong>’s position as a “strong client” supporting Transport for <strong>London</strong><br />
(TfL) in the development <strong>of</strong> the proposals. This position indicated support in<br />
principle for the tram proposals without being formally committed to it. This provided<br />
the Council with flexibility in its views on the details <strong>of</strong> the scheme and allowed for<br />
the possibility <strong>of</strong> objecting to the proposals should the details be unacceptable.<br />
2. The WLT route along the Uxbridge Road is currently served by bus routes<br />
427 into Uxbridge and 607, which the tram route would replace. The general<br />
principle <strong>of</strong> the scheme is to retain both trams and general traffic along the entire<br />
route, reallocating roadspace to allow these different modes to co-exist. In some<br />
sections, the tramway is in the centre <strong>of</strong> the road, but elsewhere is located on one<br />
side or the other <strong>of</strong> the Uxbridge Road.<br />
3. In May 2002, the Mayor announced that, <strong>of</strong> the various schemes being<br />
considered, he would give initial priority to the West <strong>London</strong> Transit, using trams,<br />
and the East <strong>London</strong> Transit, which would be based on a guided busway. It was<br />
intended that these schemes would go ahead first, with another two schemes going<br />
ahead later. In this way, resources could be concentrated on the two more preferred<br />
schemes. Over the last 2 years, TfL have been engaging <strong>Hillingdon</strong> <strong>of</strong>ficers in the<br />
development <strong>of</strong> the proposals through regular technical working groups and for a<br />
period <strong>of</strong> time held Steering groups with the three boroughs concerned and their<br />
respective Portfolio holders for Transport. The latest detailed design drawings were<br />
issued in May 2005 and <strong>Hillingdon</strong> <strong>of</strong>ficers continue to be consulted by the West<br />
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<strong>London</strong> Tram team on the associated urban design guidance, draft planning<br />
conditions and draft supplementary guidance for eventual inclusion in <strong>Hillingdon</strong>’s<br />
Local Development Framework. The 2004 consultation material included a limited<br />
assessment on the environmental impacts <strong>of</strong> the proposal. These are based on the<br />
traffic reduction expected along the corridor <strong>of</strong> the tram. At this stage TfL are<br />
understood not to have assessed the environmental impact <strong>of</strong> increased traffic and<br />
congestion within the wider areas likely to be affected in <strong>Hillingdon</strong>, eg. the<br />
residential areas adjoining the Uxbridge Road.<br />
4. On the 17 th June 2005, TfL issued the results <strong>of</strong> a MORI poll on the West<br />
<strong>London</strong> Tram (WLT). The research examined the reactions <strong>of</strong> residents in six town<br />
centres to the WLT Scheme. Between 15 th April and 5 th May 2005, 1,815 telephone<br />
interviews were undertaken in Uxbridge, Southall, West Ealing/Hanwell, Ealing,<br />
Acton and Shepherd’s Bush. The poll results show that 48% <strong>of</strong> people in the project<br />
area support the WLT scheme compared to 37% against. Out <strong>of</strong> the six centres<br />
surveyed, support outweighs opposition in Uxbridge, Southall and Shepherd’s Bush,<br />
is split in West Ealing/Hanwell and Acton and in Ealing opposition outweighs<br />
support. The results also indicated that the WLT scheme is favoured by young<br />
people (under 25’s), people from ethnic minorities and socio-economic groups D and<br />
E.<br />
Results <strong>of</strong> the 2004 Public Consultation<br />
5. TfL carried out a second, more detailed public consultation on the WLT<br />
proposal from 29 th June to 8 th October 2004 , the results <strong>of</strong> which are summarised in<br />
part A, paragraphs 6-10 below. A separate five week consultation on the location <strong>of</strong><br />
a depot site was undertaken in September / October 2004, the outcome <strong>of</strong> which is<br />
summarised in part B, paragraphs 11-12 <strong>of</strong> this report.<br />
A: The Tram Route and Associated Measures<br />
6. The consultation methods focused on questionnaires, meetings and road<br />
shows and TfL also carried out independent market research as part <strong>of</strong> the<br />
consultation to gain a better understanding <strong>of</strong> local views. The target audiences for<br />
the public consultation were statutory consultees and a wide range <strong>of</strong> stakeholders<br />
including residents, businesses and local organisations in <strong>Hillingdon</strong>, Ealing,<br />
Hammersmith and Fulham and in the other boroughs and districts identified as being<br />
in the catchment area for the tram or implications for displaced road traffic.<br />
Approximately 454,000 questionnaires were distributed, with the total number <strong>of</strong><br />
respondents being 16,895 (3.84% return). A summary <strong>of</strong> the responses received is<br />
as follows:-<br />
• 16,895 completed questionnaires (<strong>of</strong> which 1,511 were identified as from<br />
<strong>Hillingdon</strong>)<br />
• 243 letters or e-mails<br />
• 54 responses from stakeholders<br />
• 8,930 visitors to road-shows<br />
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• 1,100 feedback forms from the road-shows with 264 follow-up questions to<br />
answer<br />
• 1,384 calls to the free-phone helpline<br />
• 81 calls to the multi-lingual helpline<br />
• 17,000 visitors to the West <strong>London</strong> Tram Website<br />
• 15 responses in seven languages other than English<br />
Of the 16,895 completed questionnaires, only 26% <strong>of</strong> respondents indicated that<br />
they lived on the proposed route.<br />
7. A breakdown <strong>of</strong> the questionnaire responses which could be ‘traced’ to a<br />
specific borough is provided in Table 1 below.<br />
Table 1<br />
<strong>Borough</strong><br />
Number <strong>of</strong> Responses<br />
Ealing 5,211<br />
Hammersmith & Fulham 1,566<br />
<strong>Hillingdon</strong> 1,511<br />
Hounslow 815<br />
Kensington & Chelsea 417<br />
Richmond 140<br />
South Buckinghamshire 71<br />
Harrow 59<br />
Westminster 51<br />
Brent 46<br />
Barnet 4<br />
Camden 4<br />
Other 68<br />
Did not give address 6,932<br />
Total 16,895<br />
8. The overall findings <strong>of</strong> the consultation are:<br />
i) 30% <strong>of</strong> the respondents support the proposals<br />
ii) 55% do not support the proposals<br />
iii) 48% said there would be no advantages from the proposed tram.<br />
iv) 47% said the main disadvantage is that it would divert more traffic onto<br />
residential streets.<br />
v) 26% said they would use the tram at least once per week.<br />
vi) 22% said they would use the tram less than once per month<br />
vii) 40% said they would never use the tram.<br />
viii) 54 formal responses from organisations, the key findings <strong>of</strong> which are<br />
summarised in Appendix 1 to this report. Only 13 organisations (25%)<br />
stated their support for the tram.<br />
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Support was higher than opposition from respondents living in South<br />
Buckinghamshire, Kensington & Chelsea, <strong>Hillingdon</strong> and Brent. Opposition<br />
outweighed support in Hammersmith & Fulham, Hounslow and Ealing.<br />
Findings <strong>of</strong> the Independent Market Research<br />
9. In addition to the questionnaires, meetings and roadshows, TfL conducted<br />
market research the aim <strong>of</strong> which was to assess public opinion on the proposed tram<br />
based on interviews with a representative sample <strong>of</strong> people in West <strong>London</strong>. The<br />
interviews were conducted face-to-face in people’s homes and comprised a sample<br />
<strong>of</strong> 815 residents living within the distribution area for the consultation brochure and<br />
an additional 192 residents living within 800m <strong>of</strong> the proposed route.<br />
The overall findings from the market research are:-<br />
i) 65% felt there is a serious need to improve public transport and reduce<br />
congestion on the Uxbridge Road<br />
ii) 45% support the proposed tram<br />
iii) 13% would use the tram every day,<br />
iv) 33% would use it at least once a week.<br />
v) 27% said they would use it less than once per month.<br />
vi) 24% said they would never use the tram.<br />
vii) 40% felt that there will be reduced congestion with the tram<br />
viii)<br />
ix)<br />
90% thought there were advantages to the tram.<br />
86% thought there were disadvantages to the tram (27% <strong>of</strong> these<br />
respondents said the most important disadvantage would be more<br />
traffic in residential roads<br />
10. Comparatively, a higher number <strong>of</strong> persons in younger age groups supported<br />
the tram. Support for the tram was higher within groups using public transport<br />
compared to amongst motorists. The market research shows slightly higher potential<br />
usage <strong>of</strong> the tram than indicated by the consultation responses.<br />
B: Alternative Depot Sites<br />
11. The West <strong>London</strong> Transit scheme includes a depot for storing and<br />
maintaining trams not in service. The preferred depot location is on land in<br />
<strong>Hillingdon</strong> adjacent the Grand Union Canal, on the south side <strong>of</strong> the Uxbridge Road<br />
currently occupied by a retail warehouse. Two alternative depot locations have been<br />
proposed on land:-<br />
a) south <strong>of</strong> the Uxbridge Road between the Minet Country Park and<br />
Springfield Road, and<br />
b) between the Grand Union Canal and the Great Western mainline<br />
railway within the Southall Gas works redevelopment site in the<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> Ealing.<br />
12. A leaflet giving details <strong>of</strong> TfL’s preferred location for the depot and the two<br />
alternatives was distributed to approximately 1000 properties in Southall. A total <strong>of</strong><br />
39 responses (59% negative and 41% positive or neutral) and a petition with 37<br />
signatures objecting to the preferred location were received. Only 9 <strong>of</strong> the<br />
respondents specifically favoured the location <strong>of</strong> the tram depot on the retail<br />
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Cabinet report 10 th November 2005 Page 155
warehouse site, with 5 favouring location (a) above and 1 respondent favouring<br />
location (b) above. Overall the key concerns were <strong>of</strong> the impact <strong>of</strong> the proposals on<br />
the local area, residents and businesses. The Council’s response to the alternative<br />
depot locations was contained in the Cabinet Member report <strong>of</strong> October 2004 and<br />
supported in principle the depot location on the existing retail warehouse, but neither<br />
<strong>of</strong> the two alternative depot locations [(a) and (b) above] (see Appendix 2 to this<br />
report).<br />
Feasibility <strong>of</strong> Hayes/Coldharbour Lane included in Phase 1 <strong>of</strong> scheme.<br />
13. The report for consideration by full Council on 21 July 2005 was deferred to<br />
allow TfL to undertake a feasibility study for extending the tram route along<br />
Coldharbour Lane to Hayes station in Phase 1 <strong>of</strong> the scheme. During<br />
August/September, the WLT team prepared an option evaluation report and<br />
concluded that it is not possible to include the route to Hayes station in Phase 1 <strong>of</strong><br />
the scheme as there is insufficient information available to be presented for the<br />
Transport and Works Order application next year and there is limited time to prepare<br />
such information. For inclusion in Phase 2 <strong>of</strong> the scheme (potential programme<br />
starting 2020), the WLT team made the following recommendations:-<br />
• that consultants be appointed to gather data, develop a feasibility design,<br />
update the modelling and produce an outline business case, which would<br />
need approval <strong>of</strong> TfL’s internal panels, finance committee and ultimately TfL’s<br />
Board;<br />
• that a joint proposal between TfL and the <strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong><br />
should be developed to start this process;<br />
• that further work on alternative service patterns to optimise frequency and<br />
clarify <strong>of</strong>f-peak demand and a sensitivity test to determine the business case<br />
in the absence <strong>of</strong> Crossrail be developed with <strong>of</strong>ficers.<br />
Consultation on changes to the scheme: 17 October – 16 December 2005<br />
14. Recently TfL issued a further consultation on the Tram scheme where it is<br />
proposing significant changes to the design proposed in 2004 or where it did not<br />
publish information in 2004. This include temporary construction compounds,<br />
electrical sub-stations, the depot test track and some changes to the track alignment.<br />
Details <strong>of</strong> the proposals have been sent by TfL to relevant ward councillors, the<br />
Cabinet member for Planning and Transportation and will be distributed to residents<br />
around the areas in the forthcoming weeks.<br />
15. In <strong>Hillingdon</strong> the consultation focuses on<br />
• the depot test track (adjacent to the preferred depot location <strong>of</strong>f the Uxbridge<br />
road) which would run into the southern part <strong>of</strong> the Minet Country Park close<br />
to the Grand Union Canal;<br />
• 6 sub stations (Uxbridge, St Andrew’s roundabout Uxbridge, Coney Green<br />
<strong>Hillingdon</strong> Hill, Newport Road Hayes End, Coldharbour Lane adjoining<br />
Lombardy Retail Park and the Ossie Garvin roundabout;<br />
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Cabinet report 10 th November 2005 Page 156
• 11 temporary construction compounds, 1 strategic (likely to last the whole<br />
construction period <strong>of</strong> possibly 4 years) at Springfield Road Hayes and 10<br />
local (likely to last possibly for a year or less).<br />
The closing date for comments is the 16 th December 2005 and <strong>of</strong>ficers are<br />
recommending that <strong>Hillingdon</strong>’s formal response is the subject <strong>of</strong> a Cabinet Member<br />
for Planning and Transportation report.<br />
TfL’s next stages for progressing the WLT Scheme<br />
16. Given the need to undertake further traffic modelling for those areas which are<br />
expected to experience the impact <strong>of</strong> displaced traffic, particularly through residential<br />
areas, (see paragraph 17 below) TfL have deferred the submission <strong>of</strong> an application<br />
to the Government under the Transport and Works Act (TWA) to late spring/early<br />
summer 2006 (originally it was scheduled for December 2005).<br />
17. For any form <strong>of</strong> railway scheme to proceed, an Order is required under the<br />
Transport and Works Act (TWA) 1992. This type <strong>of</strong> Order gives powers for<br />
constructing and operating the tram, including any land acquisition required. TFL<br />
has to seek powers from the Government under the TWA to progress the proposals<br />
to construction. The process for obtaining a TWA includes the requirement to hold a<br />
Public Inquiry. The TWA Order also covers any associated highways powers and<br />
any complementary measures needed to implement the scheme. Such measures<br />
will more than likely be needed in the predominantly residential areas to the north<br />
and south <strong>of</strong> the Uxbridge Road in order to discourage general traffic from seeking<br />
unsuitable alternative routes through these areas. It is therefore regrettable that the<br />
further traffic modelling work referred to above will not include any area in <strong>Hillingdon</strong>,<br />
but will focus on Ealing and the Royal <strong>Borough</strong> <strong>of</strong> Kensington and Chelsea.<br />
Discussions between <strong>Hillingdon</strong> <strong>of</strong>ficers and the WLT team have not resulted in the<br />
further traffic modelling work being extended to include <strong>Hillingdon</strong>.<br />
18. A Public Inquiry overseen by an independent inspector is likely to be towards<br />
the end <strong>of</strong> 2006. The inspector at the Public Inquiry will consider the proposals, and<br />
representations from organisations against the proposal. Based on the Inspector’s<br />
recommendations, the Secretary <strong>of</strong> State for Transport will decide whether to grant<br />
the powers to TfL to enable it to proceed with the WLT proposals.<br />
19. As a requirement <strong>of</strong> the TWA application, <strong>Hillingdon</strong> (and the other local<br />
authorities through which the tram would run – Ealing and Hammersmith and<br />
Fulham) needs to inform TfL as to whether it supports the scheme or opposes it. If<br />
the Council decides to support the WLT proposals, TfL would require the Council to<br />
submit a “Letter <strong>of</strong> No Objection”. In such circumstances, the Council would not need<br />
to be represented at the Public Inquiry and the majority <strong>of</strong> costs involved would be<br />
during and after the implementation stages. (At this stage <strong>of</strong>ficers are not in a<br />
position to advise Members <strong>of</strong> the likely costs involved for this scenario, but they are<br />
likely to be significant). Should the Council decide to oppose the WLT proposals,<br />
representations will need to be made to the Public Inquiry. In the latter<br />
circumstances, there would also be significant costs incurred due to need to<br />
commission technical and legal advice and support as there is currently limited<br />
capacity within the in-house expertise to take on the volume <strong>of</strong> work envisaged.<br />
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However, if other <strong>Borough</strong>s object to the proposals there is likely to be an<br />
opportunity for joint working and associated cost efficiencies. Should the Council<br />
decide to pursue an objection to the scheme, then <strong>of</strong>ficers would bring a further<br />
report on the likely costs involved to Cabinet for consideration. For the time being,<br />
the costs <strong>of</strong> <strong>of</strong>ficers’ time and input are contained within the existing Planning and<br />
Transportation Group budget, although as the tram scheme progresses it is likely<br />
that the costs will increase considerably as more <strong>of</strong> the details <strong>of</strong> the scheme<br />
emerge.<br />
20. For members information, the current situation with other <strong>Borough</strong>s which are<br />
affected by the WLT proposals is as follows:<br />
• <strong>London</strong> <strong>Borough</strong> <strong>of</strong> Hammersmith and Fulham: To date the <strong>Borough</strong> has<br />
been neither a joint promoter nor strong client. However <strong>of</strong>ficers have been<br />
informed that the borough is likely to object in light <strong>of</strong> the recent proposals for<br />
a strategic construction compound at Shepherd’s Bush Green..<br />
• <strong>London</strong> <strong>Borough</strong> <strong>of</strong> Ealing: a decision was made at a recent cabinet meeting<br />
to confirm Ealing’s role <strong>of</strong> a joint promoter <strong>of</strong> the Tram scheme with TfL.<br />
• Royal <strong>Borough</strong> <strong>of</strong> Kensington and Chelsea: although the proposed tram<br />
system will not be located in the Royal <strong>Borough</strong> <strong>of</strong> Kensington and Chelsea,<br />
the Royal <strong>Borough</strong> has formally objected to any proposal to progress the<br />
West <strong>London</strong> tram project mainly for the following reasons – poor value for<br />
money, the major negative impacts on the roads in the <strong>Borough</strong>, the poor<br />
quality <strong>of</strong> the traffic modelling and the lack <strong>of</strong> detailed information provided by<br />
TfL on the impact <strong>of</strong> the proposals on the <strong>Borough</strong>.<br />
21. The timetable for the WLT scheme has slipped since the original was<br />
published as shown in Table 2 below.<br />
Table 2.<br />
ORIGINAL STAGE REVISED<br />
Autumn/Winter 2004 <strong>Report</strong> on consultation February 2005<br />
Winter 2004 Mayoral decision Autumn 2005<br />
Spring 2005<br />
Transport and Works Summer 2006<br />
Order deposit followed by<br />
42 days objection period<br />
Autumn 2005 Public Inquiry Early spring 2007<br />
Summer 2006<br />
Secretary <strong>of</strong> State Early 2008<br />
decision<br />
Spring/Summer 2007 Construction starts/TWO Spring 2009<br />
awarded<br />
Early 2011 First tram/scheme opens 2013<br />
Implications for <strong>Hillingdon</strong> and its future role<br />
22. Officers are mindful <strong>of</strong> the fact that the results <strong>of</strong> the second consultation on<br />
the WLT proposals are useful indicators <strong>of</strong> the support/non support for the scheme.<br />
They also acknowledge the feasibility work on Hayes and Phase 1. However, they<br />
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still have considerable reservations in respect <strong>of</strong> the fact that the main areas <strong>of</strong><br />
concern for <strong>Hillingdon</strong> remain unresolved. These concerns have been continually<br />
raised by <strong>of</strong>ficers over the last 2-3 years and are as follows:-<br />
(i) Hayes Hub / Town Centre option. <strong>Hillingdon</strong> has frequently requested that<br />
the option to take the tram to Hayes town centre via Coldharbour Lane be<br />
considered in Phase 1 <strong>of</strong> the scheme. The public consultation document<br />
did not refer to this option. <strong>Hillingdon</strong> still considers this to be the most<br />
appropriate route for Phase 1, as it would:-<br />
• consolidate local and strategic proposals to make Hayes Station a subregional<br />
transport hub,<br />
• ensure that the Hayes interchange is part <strong>of</strong> a truly integrated transport<br />
system,<br />
• recognise the necessary economic and transport linkages with Heathrow and<br />
this part <strong>of</strong> West <strong>London</strong>,<br />
• meet many objectives <strong>of</strong> the Mayor’s <strong>London</strong> Plan(2004) and Transport<br />
Strategy (2001), particularly those related to the designated Areas <strong>of</strong><br />
Opportunity in the Hayes/Heathrow part <strong>of</strong> the <strong>Borough</strong>;<br />
(ii)<br />
(iii)<br />
(iv)<br />
(v)<br />
the route to Uxbridge being considered ahead <strong>of</strong> any proposed route to<br />
Hayes Town Centre;<br />
Uxbridge terminus. The route options into Uxbridge town centre are <strong>of</strong><br />
major concern, especially if the route is to run through and terminate in the<br />
pedestrianised area outside the Underground Station. This would have<br />
significant impact on both the established pedestrian area along the High<br />
Street and also the proposed environmental enhancements to Windsor<br />
Street, currently being programmed for implementation over the next year.<br />
Any alternative proposals to locate the terminus outside/in the proximity <strong>of</strong><br />
the Civic Centre will not provide Uxbridge with a high quality, ‘seamless’<br />
transport interchange (based on the tube and bus stations) which is<br />
considered essential to strengthening the public transport network in the<br />
borough as well as being essential to the future development <strong>of</strong> Uxbridge;<br />
the proposals within <strong>Hillingdon</strong> will result in the reduction <strong>of</strong> 50% in the<br />
carriageway capacity for other modes <strong>of</strong> transport and the impact on<br />
adjoining roads <strong>of</strong> traffic dispersal resulting from this significant reduction.<br />
As the further traffic modelling work being undertaken excludes <strong>Hillingdon</strong>,<br />
the impact <strong>of</strong> traffic dispersal and any mitigating measures will not be fully<br />
identified.<br />
insufficient information provided on the traffic modelling undertaken at key<br />
junctions along the Uxbridge Road in <strong>Hillingdon</strong>, resulting in considerable<br />
difficulties in assessing the level <strong>of</strong> impact <strong>of</strong> the tram displacing traffic into<br />
the adjoining residential areas and the associated traffic measures<br />
required to accommodate this displaced traffic. The effects <strong>of</strong> the tram will<br />
have a major impact on <strong>Hillingdon</strong>’s ability to carry out its functions under<br />
the Traffic Management Act. In addition, there is very little baseline data<br />
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on which the borough can assess the financial implications <strong>of</strong> any traffic<br />
measures and subsequently identify funding to implement appropriate<br />
schemes if necessary; Officers cannot emphasise strongly enough how<br />
regrettable it is that the further traffic modelling work referred to in<br />
paragraph 17 above will not include any area in <strong>Hillingdon</strong>, but will focus<br />
on Ealing and the Royal <strong>Borough</strong> <strong>of</strong> Kensington and Chelsea.<br />
(vi)<br />
(vii)<br />
(viii)<br />
(ix)<br />
The consultation documents <strong>of</strong> summer 2004 contained scant detailed<br />
information on the section <strong>of</strong> the route in <strong>Hillingdon</strong>. None <strong>of</strong> the junctions<br />
along the Uxbridge Road in <strong>Hillingdon</strong> featured in the Consultation<br />
Document;<br />
No references were made to the impact <strong>of</strong> the proposals on Conservation<br />
Areas and the numbers <strong>of</strong> trees along the route that may be affected;<br />
Not all the information needed to determine the full impact <strong>of</strong> the<br />
scheme on the residents and businesses in the <strong>Borough</strong> is available;<br />
The extremely low level response to the public consultation ( 3.8%) and<br />
the low percentage <strong>of</strong> the respondents in favour <strong>of</strong> the proposals.<br />
23. Further discussions with TfL have not resulted in the above concerns<br />
being fully addressed, and <strong>of</strong>ficers are <strong>of</strong> the strong view that it would not be in<br />
<strong>Hillingdon</strong>’s best interests to maintain its position <strong>of</strong> a ‘strong client’. Further<br />
information relating to the feasibility <strong>of</strong> the Hayes/Phase 1 proposal has indicated<br />
that this is not possible and the borough’s preferred route for Phase 1 cannot be<br />
accepted. As such Members are requested to consider the option <strong>of</strong> objecting to the<br />
WLT scheme and in association with this, it is suggested that <strong>of</strong>ficers be instructed<br />
to withdraw from any development work on the WLT proposals. Should Members<br />
wish to consider the option <strong>of</strong> not objecting to the WLT proposals then <strong>of</strong>ficers would<br />
need to be instructed to draw up a ‘letter <strong>of</strong> no objection’ to Transport for <strong>London</strong>.<br />
Associated with this decision would be the need to confirm that <strong>Hillingdon</strong> <strong>of</strong>ficers<br />
can continue with the development work on the WLT proposals. Full Council<br />
authorisation would be required whichever option is chosen.<br />
Financial Implications<br />
24. <strong>Hillingdon</strong> <strong>of</strong>ficers have continued to assist TfL in the development <strong>of</strong> the<br />
proposals, these costs have been contained within existing budgets and this will<br />
continue if it is agreed to support the proposal.<br />
25. If it is agreed to oppose the proposal at a Public Inquiry there will be<br />
significant costs incurred on staff time and legal costs. It is too early to fully quantify<br />
what these might be, but it is likely that there will be insufficient provision available<br />
within existing budgets, and there may be a need to seek additional budget approval<br />
to meet the costs.<br />
26. The costs <strong>of</strong> this major scheme will be substantial. TfL will fund the scheme<br />
as part <strong>of</strong> the <strong>London</strong> Mayor Capital Programme, and funding allocations will<br />
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normally be made to participating boroughs as and when particular sections <strong>of</strong> the<br />
work progress. The details <strong>of</strong> the capital funding will need to be examined when<br />
more details are available. However the Mayor <strong>of</strong> <strong>London</strong>’s Business Plan does not<br />
include funding for the implementation <strong>of</strong> the scheme. It is expected that during the<br />
next Central Government Spending Review a bid for funding will be made.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Corporate Finance comments<br />
27. As noted in paragraph 25 above, if the option to formally object to the West<br />
<strong>London</strong> Tram proposals is pursued, additional, unquantified, revenue costs will be<br />
incurred, most likely in 2006/07 and 2007/08 based on the timetable in Table 2<br />
above. It is noted from paragraph 19 above that Cabinet would receive a further<br />
report determining the level and timing <strong>of</strong> these costs. Along with the cost <strong>of</strong> this<br />
additional work, the funding for it has yet to be established, although in the absence<br />
<strong>of</strong> any countervailing savings it should be assumed to be an additional burden on the<br />
Council Tax requirement in the first instance.<br />
Legal Implications<br />
28. As indicated in the body <strong>of</strong> the report this scheme is being implemented under<br />
the process <strong>of</strong> a Transport Works Act Order. This is a system which was devised to<br />
deal with major infrastructure projects.<br />
29. In summary an Order can be made under the provisions <strong>of</strong> the Transport<br />
Works Act 1992. The effect <strong>of</strong> such an Order is to authorise the construction or<br />
operation <strong>of</strong> the works in question and to grant powers <strong>of</strong> compulsory purchase. An<br />
Order does not replace the need for planning permission but it should be noted that<br />
as part <strong>of</strong> the submission for the Order a request for deemed planning permission<br />
can be made. Given that the tram link will pass through 3 boroughs it is highly likely<br />
that such a request will be included in this case. It operates in a similar fashion to<br />
what are called Permitted Development rights, these are the rights people rely on to<br />
construct certain sizes <strong>of</strong> extensions to existing properties.<br />
30. The Council can elect to either support the project or to oppose it. If it elects<br />
to support the project it will have to provide a letter indicating that it supports it. This<br />
will avoid the need for the Council to attend the public inquiry which will be required<br />
as part <strong>of</strong> the process for obtaining the Order. In the event that Members resolve to<br />
oppose the scheme the Council will need to attend at the public inquiry to put<br />
forward its objections to the scheme. Any objections will have to be based on<br />
relevant grounds such as impact on traffic or environmental matters. The Council will<br />
have to instruct a barrister to represent it at such an inquiry and may also have to<br />
instruct external experts to appear as witnesses if there are no staff who can deal<br />
with this matter. It is not possible at the present time to provide any indication as to<br />
the costs the Council would incur in attending such an inquiry.<br />
It should be noted that which ever course <strong>of</strong> action the Council decide to adopt it will<br />
be necessary to pass a resolution at a full Council meeting making that decision.<br />
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Under the rules governing decision making by local authorities the function <strong>of</strong><br />
deciding this matter is one reserved to the full Council.<br />
BACKGROUND DOCUMENTS<br />
L.B.<strong>Hillingdon</strong> <strong>Report</strong> to Transportation Sub Committee – 8 th June 2000<br />
L.B.<strong>Hillingdon</strong> Cabinet <strong>Report</strong>– 28 th January 2003<br />
L.B.<strong>Hillingdon</strong> Cabinet member report October 2004<br />
Royal <strong>Borough</strong> <strong>of</strong> Kensington and Chelsea: West <strong>London</strong> Tram report 28 th January<br />
2005<br />
Transport for <strong>London</strong>: ‘West <strong>London</strong> Tram – Hayes Town Centre Option Evaluation’<br />
9th September 2005<br />
Transport for <strong>London</strong>: ‘ West <strong>London</strong> Tram: Consultation on changes to the scheme<br />
in <strong>Hillingdon</strong>’ - 17 October 2005<br />
Transport for <strong>London</strong>: West <strong>London</strong> Tram: Public Consultation 2004 – Full <strong>Report</strong><br />
1. Public Consultation and Market Research Results<br />
2. Public Consultation results – Summary Brochure<br />
3. Public Consultation 2004 – Full <strong>Report</strong><br />
4. Appendix A – Consultation materials and methodology information<br />
5.Appendix B, Stakeholder Responses<br />
6. West <strong>London</strong> Tram – MORI Poll results. June 2005<br />
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APPENDIX 1 - SUMMARY OF KEY STAKEHOLDER RESPONSES<br />
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
Acton Alliance<br />
*<br />
"Consultation a waste <strong>of</strong> time"<br />
"Conditionally supportive"<br />
"Transport for <strong>London</strong> needs to include provision for<br />
businesses and private vehicle use along the whole<br />
length <strong>of</strong> the Uxbridge Road"<br />
"Realistically we all know that a large proportion <strong>of</strong><br />
commuters will continue to use private vehicles as the<br />
main preferred mode, no matter what else is on <strong>of</strong>fer…."<br />
"Ken Livingstone has decided to have the tram regardless<br />
<strong>of</strong> the impact on residents<br />
"We are unable to support TfL's current proposal for the<br />
Acton Green Residents<br />
implementation <strong>of</strong> the WLT project…."<br />
Association * "A majority <strong>of</strong> 95% <strong>of</strong> the Acton Green Residents voted<br />
against the project"<br />
B & Q<br />
*<br />
Bedford Park Society<br />
*<br />
"Our principle objection is the allocation <strong>of</strong> land identified<br />
for the tram depot"<br />
"objection <strong>of</strong> the preferred location <strong>of</strong> the depot"<br />
"This to be a flawed scheme to which we are<br />
unequivocally opposed<br />
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STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
"Scheme, as it now stands will have a detrimental effect in<br />
Acton"<br />
Bromyard Avenue Residents<br />
Association *<br />
"The congestion, pollution, noise and increased danger to<br />
pedestrians, cyclists and drivers would be unacceptable"<br />
Capital Shopping Centre<br />
(Chimes, Uxbridge) *<br />
Capital Transport Campaign<br />
*<br />
"CSC supports the proposed location <strong>of</strong> the terminus<br />
adjacent to the Uxbridge Underground Station"<br />
"The reduction in stops will impose significant access<br />
problems for those <strong>of</strong> limited mobility…."<br />
CBI <strong>London</strong><br />
"We are unable to comment on this project in isolation…"<br />
"Rather than view and assess transport projects for<br />
<strong>London</strong> individually and in isolation, we need a holistic<br />
approach"<br />
Central Ealing Residents<br />
Association *<br />
"it is therefore questionable to what extent a tram would<br />
enable drivers to switch from their cars"<br />
"the paragraphs that compare the capacity <strong>of</strong> trams and<br />
buses are misleading"<br />
"the tram stops are a matter <strong>of</strong> particular concern"<br />
"the impacts on traffic circulation along both the Uxbridge<br />
Road itself and on the adjoining network are not spelt out"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 164
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
Churchfield Community<br />
Association *<br />
"The CCA would oppose any tram proposal which<br />
involves the diversion <strong>of</strong> traffic on local residential streets<br />
including Churchfield Road"<br />
Cllr. Harvey Rose<br />
*<br />
"I am not in favour <strong>of</strong> sending main stream traffic down<br />
side streets"<br />
Ealing Cycling Campaign<br />
Ealing Friends <strong>of</strong> the Earth<br />
*<br />
Cyclists generally concerned about the physical<br />
environment.<br />
"We feel strongly that the cycle lane should retain the<br />
main roads priority"<br />
"sees it as a real opportunity to deliver both a substantial<br />
improvement in public transport"<br />
Ealing Hospital 48% <strong>of</strong> the staff "thought the tram is a good idea"<br />
"The A4020 corridor is already overloaded…"<br />
Ealing Passenger Transport<br />
Users Group *<br />
"Road pricing or congestion charging which will be<br />
commonplace by the time the tram becomes operational,<br />
will control any foreseeable increase in road usage and at<br />
a much lower cost"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 165
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
Ealing Village Residents<br />
Association *<br />
"Taking the tram in its present form with TfL's published<br />
preferences in the Consultation Document will be<br />
extremely detrimental to the <strong>Borough</strong> and the<br />
businesses…."<br />
East Acton Residents<br />
Association *<br />
Electric Tbus Group<br />
*<br />
"sadly, as the planning process has evolved, we have<br />
been dismayed to find that our views appear to have been<br />
totally ignored…"<br />
"…West <strong>London</strong> Transit scheme is necessary to relieve<br />
future congestion levels…."<br />
GLA Conservative Group<br />
*<br />
"We believe the project to be a highly costly scheme<br />
which cannot justify the high level <strong>of</strong> expenditure required<br />
for the building in terms <strong>of</strong> ridership it is likely to attract"<br />
"we also question the validity <strong>of</strong> the tram running as far as<br />
Uxbridge. The route will eat into the pedestrian precinct in<br />
the Town Centre"<br />
GLA Green Group<br />
*<br />
"we believe that the West <strong>London</strong> Tram should go<br />
ahead…."<br />
"we need a TfL/Mayoral guarantee that this area <strong>of</strong> West<br />
<strong>London</strong> will have more money for traffic reduction if the<br />
tram goes ahead."<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 166
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
"Labour Assembly Members strongly support the<br />
proposals for the tram"<br />
GLA Labour Group<br />
*<br />
"we note the fears about displaced traffic congestion are<br />
considerable and would suggest that TfL commissions<br />
research into outcomes elsewhere"<br />
Notwithstanding our strong support for the principle <strong>of</strong> the<br />
tram, we would welcome an independent appraisal <strong>of</strong> the<br />
benefit cost assessment <strong>of</strong> the proposal, particularly in the<br />
light <strong>of</strong> the recent National Audit Office into light rail and<br />
tram schemes elsewhere"<br />
On the basis <strong>of</strong> the very detailed information give to the<br />
Liberal Democrat Assembly members and research team<br />
by Transport for <strong>London</strong>'s Project Team, they cannot at<br />
this stage support the continuation <strong>of</strong> the West <strong>London</strong><br />
Transit project proposed by the Mayor for <strong>London</strong>"<br />
GLA Liberal Democrat Group<br />
*<br />
"Liberal Democrats do not believe that at a currently<br />
estimated cost <strong>of</strong> £650 million, building a tramway along<br />
the Uxbridge Road from Shepherds Bush to Uxbridge will<br />
be good value for money for <strong>London</strong>ers. They note that<br />
the original estimate given for the project was around<br />
£425 million"<br />
"Liberal Democrats do not accept that Transport for<br />
<strong>London</strong> necessarily know better than local communities<br />
what is in their best interests"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 167
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
GLA Transport Committee<br />
"If the scale <strong>of</strong> TfL's projections is accurate, it would seem<br />
sensible / essential to enhance / support public transport<br />
in the area to ensure a sustainable growth in population<br />
and employment"<br />
"The Committee has concerns on the following five points:<br />
- The credibility <strong>of</strong> TfL's passenger projections<br />
- The viability <strong>of</strong> parts <strong>of</strong> the proposed routes<br />
- -The financial burden <strong>of</strong> debt repayments<br />
- Assumptions underlying the business case<br />
- Management <strong>of</strong> project risk<br />
The committee would welcome an independent analysis<br />
<strong>of</strong> these points prior to TfL's application for a Transport<br />
and Works Act in Spring 2005"<br />
GLA UKIP Group<br />
*<br />
"Traffic modelling shows considerable increases in traffic<br />
in surrounding roads"<br />
"We feel that a solutions-led approach to the Uxbridge<br />
Road has been taken by TfL rather than a problems-led<br />
approach"<br />
Goldsmiths Residents<br />
Association *<br />
"I find the whole consultation process a total waste <strong>of</strong> my<br />
time…."<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 168
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
Gordon Road and<br />
Surrounding Streets<br />
Residents Association<br />
(GRASS)<br />
"Our principle concerns are the unacceptable<br />
consequences <strong>of</strong> congestion, pollution, noise and<br />
safety…."<br />
* "…in the absence <strong>of</strong> information about the environmental<br />
impact or business case, and without detailed traffic<br />
modelling and details <strong>of</strong> the assumption on which<br />
passenger predictions are based, we cannot comment on<br />
these important matters"<br />
Grange Grove Residents<br />
Association *<br />
"….we stressed that traffic management must be an<br />
integral part <strong>of</strong> the consultation"<br />
"The number <strong>of</strong> electric wheelchairs being used in Central<br />
Croyden has increased since the trams have began<br />
running, two wheelchair positions are provided in each<br />
Greater <strong>London</strong> Action on<br />
tram"<br />
Disability (GLAD) * "The tram will not stop people using their cars, but will<br />
cause congestion on residential side streets, surrounding<br />
the proposed route"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 169
STAKEHOLDER<br />
SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
Greenside Residents Action<br />
Group *<br />
"….we do not consider the tram as a practical or<br />
acceptable solution to the residents or local traders"<br />
"The questions in consultation forms are considered<br />
loaded to lead to responses that fit with the pre-set plan to<br />
introduce the tram"<br />
"Local residents consider the current level <strong>of</strong> predicted<br />
costs for a 20 km stretch <strong>of</strong> road as disproportionate to<br />
any possible benefits (£650 million capital costs, £48<br />
million annual operating costs"<br />
Hammersmith and Fulham<br />
Historic Buildings Group *<br />
"….the tram would be detrimental to the visual amenity <strong>of</strong><br />
the historic buildings and townscape <strong>of</strong> Uxbridge Road,<br />
Shepherds Bush and Hammersmith<br />
Hammersmith Society<br />
*<br />
"We also hope that this consultation exercise is a genuine<br />
one and not purely cosmetic. The Mayor's decision to<br />
press ahead with the extension <strong>of</strong> the congestion zone in<br />
spite <strong>of</strong> an overwhelming negative response does not<br />
<strong>of</strong>fer a great deal <strong>of</strong> encouragement in this respect"<br />
"Your scheme seems to us to be a massively overcomplicated<br />
solution to the problem"<br />
hfcyclists<br />
*<br />
"The work so far is flawed in not looking at the modelling<br />
for the evening peak or the area to the east <strong>of</strong> Sheperds<br />
Bush Green"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 170
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
Kingsdown Residents<br />
Association *<br />
"From the start the majority <strong>of</strong> members questioned the<br />
suitability <strong>of</strong> the Uxbridge Road as a light railway route. It<br />
is a busy road that has 27,000 vehicles travelling daily.<br />
The road is needed for this traffic. Residents do not want<br />
it displaced to their roads. It is not like Croydon where<br />
two thirds <strong>of</strong> the route use existing railway track"<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> Brent<br />
"The use <strong>of</strong> modern trams, which are emission-free at<br />
point <strong>of</strong> use and <strong>of</strong>fer attractive and reliable alternative to<br />
private cars, is in principle a sound concept which will<br />
deliver a high quality public transport service. However<br />
the cost <strong>of</strong> building and operating a tram system needs to<br />
be compared in relation to cast and quality issues<br />
associated with other models such as bus, guided bus,<br />
trolley bus etc"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 171
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
"The council is currently considering whether it should join<br />
with TfL in promoting the Transport and Works Order to<br />
seek powers to construct and operate the scheme.<br />
Should the Council pass the necessary resolutions, the<br />
working framework and respective roles and<br />
responsibilities would be defined in a joint Promotion<br />
Agreement"<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> Ealing<br />
* "In summary, the Council's support for the scheme has<br />
remained constant since inception. While it addresses the<br />
existing problems <strong>of</strong> traffic congestion and public transport<br />
quality and capacity on the Uxbridge Road Corridor, and<br />
the environmental issues that these problems have<br />
created, the Council also sees it as a critical enabler for its<br />
strategies to improve the quality <strong>of</strong> life and economic<br />
prosperity in the <strong>Borough</strong>"<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong><br />
Hamersmith and Fulham<br />
"This is a very serious issue, but Uxbridge Road should<br />
not be considered in isolation. Other main roads suffer<br />
from congestion as least as bad as that in the Uxbridge<br />
Road and there are several areas where public transport<br />
is worse. It is important to recognise that the tramway<br />
would not just serve Uxbridge Road but the whole area<br />
between the District and Piccadilly lines and the Central<br />
Line"<br />
"The Council has made it clear on a number <strong>of</strong> occasions<br />
that we support the scheme in principle, but there are<br />
several detailed issues which need to be resolved before<br />
we could support it unreservedly"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 172
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> Harrow<br />
"the Council has general concerns with regards to the<br />
limitations <strong>of</strong> the proposal, the impact on existing traffic<br />
and the impact on other modes <strong>of</strong> public transport,<br />
particularly in Harrow"<br />
"The lack <strong>of</strong> high capacity, fast and reliable orbital public<br />
transport service in West <strong>London</strong> is recognised by<br />
Transport for <strong>London</strong> and Wes <strong>London</strong> boroughs. The<br />
current proposal for the West <strong>London</strong> Tram does not<br />
address this problem. The Council therefore strongly<br />
requests that a high quality orbital transport system is<br />
considered for West <strong>London</strong>. An orbital extension <strong>of</strong> the<br />
Tram may be the solution and part <strong>of</strong> the bus route 140<br />
corridor would be well suited for this purpose"<br />
"Harrow is also concerned about the disruption to general<br />
traffic and the level <strong>of</strong> diverting traffic during construction<br />
works on the tram. These may effect Harrow and hence<br />
we would advise that all works are well publicised and<br />
programmed in with consideration to minimise the<br />
disruption to existing roads users"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 173
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
"It is regrettable that the consultation document contains<br />
scant detailed information on the section on the route in<br />
<strong>Hillingdon</strong>. In order for any consultee to be able to make<br />
an informed response, this information should have been<br />
a pre-requisite"<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong><br />
<strong>Hillingdon</strong><br />
"In <strong>Hillingdon</strong>, the introduction <strong>of</strong> a dedicated tram route<br />
would result in substantial reduction in Highway capacity.<br />
It is evident from the proposals that 50% <strong>of</strong> present<br />
carriageway capacity would be lost over considerable<br />
sections <strong>of</strong> the route within the borough. A corresponding<br />
result in traffic reduction could not be expected, hence<br />
traffic displacement on adjoining residential roads would<br />
be a major issue. The consultation document provides no<br />
information on how this issue is being addressed. Any<br />
displacement <strong>of</strong> traffic onto inappropriate roads is not<br />
considered acceptable in <strong>Hillingdon</strong>"<br />
"There are also serious concerns about the route through<br />
the pedestrianised area <strong>of</strong> the High Street, terminating in<br />
front <strong>of</strong> Uxbridge Underground Station. The potential<br />
conflict with pedestrians in one <strong>of</strong> the busiest parts <strong>of</strong><br />
Uxbridge town centre , has not been addressed"<br />
"As regards the transport input, Southall Depot site only<br />
has merit if the route to Hayes via Coldharbour Lane, is<br />
progressed and adopted in the base scheme. Running <strong>of</strong><br />
non-passenger-carrying services along Hayes By-pass<br />
(A312) is not an attractive proposition"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 174
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong><br />
Hounslow<br />
2Hounslow supports the concept <strong>of</strong> a tram along the<br />
Uxbridge Road. The Council accepts the need to provide<br />
a more attractive mode <strong>of</strong> public transport along this major<br />
public transport corridor. Based on the material presented<br />
by the West <strong>London</strong> Tram project team, the Council<br />
believes that the trams, as a mode, provide the best<br />
potential for promoting modal shift, encouraging<br />
regeneration and maximising accessibility in the face <strong>of</strong><br />
rising levels <strong>of</strong> population, car ownership and traffic<br />
congestion"<br />
"The Council, cannot therefore, give its unqualified<br />
support to any proposal that significantly increases the<br />
level <strong>of</strong> traffic congestion or reduces the quality <strong>of</strong> the<br />
environment in the borough. We Urge Transport for<br />
<strong>London</strong> to reconsider the proposed road closures and<br />
employ alternative measures to maximise the priority and<br />
effectiveness <strong>of</strong> the proposed tram service"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 175
STAKEHOLDER SUPPORT TRAM<br />
<strong>London</strong> Chamber <strong>of</strong><br />
Commerce<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
"it is important to note that there is a limited amount <strong>of</strong><br />
funding available to spend in a city with many different<br />
transport requirements. As such, the Chamber believes<br />
that any proposed scheme must <strong>of</strong>fer both good value for<br />
money and bring real and measurable benefits to both the<br />
business and wider community. The LCCI remains<br />
unconvinced that the West <strong>London</strong> Tram will be able to<br />
achieve these objectives. We question the suitability <strong>of</strong><br />
this route for a tram scheme, the impact that it will have<br />
on local business and whether the scheme really can<br />
provide value for money"<br />
"The proposed route <strong>of</strong> the tram runs along the A4020<br />
between Uxbridge and Sheperd's Bush, a key transport<br />
corridor, and there are a large number <strong>of</strong> businesses sited<br />
along both sides <strong>of</strong> the road. The <strong>London</strong> Chamber is<br />
extremely concerned that, so far, there has not been a<br />
study <strong>of</strong> the impact that the scheme will have on the local<br />
economy"<br />
<strong>London</strong> First<br />
*<br />
In view <strong>of</strong> the proposed route and the funding priorities<br />
suggested in the <strong>London</strong> Business Board letter to Alistair<br />
Darling on 5th April 04, and the subsequent outcome <strong>of</strong><br />
the spending review, <strong>London</strong> First is unable to support the<br />
significant investment required for the West <strong>London</strong> Tram<br />
project at the present time and as proposed"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 176
STAKEHOLDER SUPPORT TRAM<br />
<strong>London</strong> Forum <strong>of</strong> Amenity<br />
and Civic Societies<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
"Further to the comments above on the proposed tram<br />
scheme, the opinion <strong>of</strong> this organisation is that the tram is<br />
not an effective and justifiable solution to the transport<br />
requirements in that corridor and should be abandoned or<br />
drastically amended"<br />
<strong>London</strong> Transport Users<br />
Committee *<br />
"LTUC supports the proposal for the introduction <strong>of</strong> the<br />
West <strong>London</strong> Tram as part <strong>of</strong> a modern integrated<br />
transport system for West <strong>London</strong>. The project was<br />
thought to be the most effective and efficient means <strong>of</strong><br />
meeting the demands <strong>of</strong> transport along the Shepherds<br />
Bush - Uxbridge Corridor. The committee also accept that<br />
the tram would encourage people to switch from their cars<br />
to public transport - a laudable aim that would bring<br />
benefits to the environment and to air quality."<br />
Norland Conservation<br />
Society *<br />
"Trams are <strong>of</strong>ten perceived as beneficial to the<br />
environment, but these benefits are dependant on clever<br />
planning to anticipate potential problems and plan around<br />
them. From your web site and the leaflets available<br />
describing plans for the tram, it appears that your<br />
intention is to introduce the tram regardless <strong>of</strong> the<br />
consequences. You do not seem to have thought <strong>of</strong> any<br />
solutions to these problems"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 177
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
Park Community Group<br />
*<br />
"The disbelief in the business case for the tram which is<br />
based on projected passenger numbers which we do not<br />
believe will materialise. Moreover, existing tram schemes<br />
have almost failed to reach forecast passenger numbers"<br />
RAC Foundation<br />
*<br />
Royal <strong>Borough</strong> <strong>of</strong> Kensington<br />
& Chelsea *<br />
"In our view, however, a fixed tram system is not the best<br />
solution. It would be expensive and inflexible and would<br />
reduce available road capacity, already under pressure.<br />
In UK experience, trams generally have not had great<br />
success in attracting new users and have not proved<br />
financial viable, as the recent NAO report has<br />
demonstrated"<br />
"The project is very expensive in capital terms and the<br />
estimated benefit cost ratio is only 1.5:1. There is clearly<br />
a substantial risk that the ratio could fall below 1, making<br />
the project economically unviable, if actual costs or<br />
benefits differ from the estimates by a relatively small<br />
margin"<br />
"The Council's formal response therefore is to object to<br />
any proposal to progress the West <strong>London</strong> Tram Project"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 178
STAKEHOLDER SUPPORT TRAM<br />
Royal Society for the<br />
Protection <strong>of</strong> Birds *<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
"This development may have impacts on the environment<br />
due to damage to habits and disturbance. We have noted<br />
that there is a potential for this scheme to result in the loss<br />
<strong>of</strong> trees along the route. These issues should be fully<br />
addressed in the Environmental Impact Assessment. As<br />
a minimum, works should be timed so as not to affect<br />
nesting birds. The RSPB would also wish to see any<br />
felled trees replaced with native broad-leaf species"<br />
Save Ealing's Streets<br />
*<br />
"The proposals for the tram and traffic to share the same<br />
roadspace at a number <strong>of</strong> pinchpoints will inevitably<br />
cause traffic to back up and encourage displacement on<br />
to surrounding streets. The flow <strong>of</strong> traffic entering these<br />
shared sections is to be restricted and, since the traffic will<br />
have to wait behind the tram when it stops in these<br />
sections, impatient drivers will be bound to seek<br />
alternative routes. Although we are not all convinced<br />
about them, the findings <strong>of</strong> the traffic modelling confirm<br />
these fears. Moreover, some <strong>of</strong> the accompanying<br />
restrictions to traffic turning right at junctions along the<br />
route would compound the problem; for example, the<br />
restriction on eastbound Uxbridge Road traffic turning<br />
right into Springfield Road will result in more traffic in the<br />
residential streets behind the Town Hall"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 179
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
Save Ealing's Streets cont.<br />
"We note that this section picks out just eight sections <strong>of</strong><br />
the route for more detailed information, but while these<br />
feature what may be some <strong>of</strong> the trickier problems for the<br />
engineers, many sections carry implications that should<br />
be highlighted. For instance, most <strong>of</strong> the route through<br />
<strong>Hillingdon</strong> will mean reducing the width <strong>of</strong> the existing two<br />
and three-lane route to single lane traffic. Considering the<br />
problems that arose recently over a similar reduction <strong>of</strong><br />
the highway through the installation <strong>of</strong> a bus lane along<br />
the A312, the consultation should have drawn more<br />
attention to it"<br />
Shaa Road Residents<br />
Association *<br />
"The tram would be expensive to maintain and under<br />
used, concern for ever higher Council Taxes to pay for<br />
what could easily turn out to be a white elephant"<br />
"People are very concerned that other tram systems in<br />
England are not achieving the targets they were expected<br />
to"<br />
"Many believe that the money would be far better and<br />
more sensibly spent improving the existing underground<br />
and bus services"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 180
STAKEHOLDER SUPPORT TRAM<br />
South Buckinghamshire<br />
District Council *<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
"The Council is supportive <strong>of</strong> the tram link from Uxbridge<br />
into <strong>London</strong>. However, whilst there is no mention <strong>of</strong> it in<br />
the current documentation, the Council vehemently<br />
opposes any subsequent proposals for the extension <strong>of</strong><br />
the route to Denham or the provision <strong>of</strong> a park and ride<br />
facility in the Green Belt in South Bucks"<br />
St. Augustine's Priory<br />
*<br />
From a social point <strong>of</strong> view, I think there are inherent<br />
dangers in the scheme. Nationwide, we are now<br />
recognising the problems <strong>of</strong> a north-south divide brings to<br />
the country. It seems lunatic to deliberately and artificially<br />
impose a north-south divide on West <strong>London</strong>. I have tried<br />
hard to think <strong>of</strong> any benefit this scheme could bring. I<br />
hope that the suggestion <strong>of</strong> decreasing the size <strong>of</strong> Haven<br />
Green will be recognised for the eco-vandalism that it is,<br />
and my heart goes out to those many people living in the<br />
narrow roads on either side <strong>of</strong> Ealing Broadway who are<br />
now facing the very real anxiety that their homes will be<br />
demolished to push through a pointless and ill-thought out<br />
plan"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 181
STAKEHOLDER SUPPORT TRAM<br />
DO NOT SUPPORT<br />
TRAM<br />
COMMENTS / KEY ISSUES<br />
Transport 2000<br />
*<br />
We strongly support the proposed West <strong>London</strong> Tram and<br />
would be pleased to lend our name in it's favour. The<br />
Tram would greatly increase the carrying capacity <strong>of</strong> the<br />
road and do so in a clean, quiet, accessible and attractive<br />
way. It would bring other advantages not mentioned in<br />
the consultation questionnaire including: improved road<br />
safety, encouraging a shift from the car to other modes,<br />
boosting regeneration and revitalisation <strong>of</strong> town centres<br />
and the entire transport corridor, providing an opportunity<br />
to remodel the environment <strong>of</strong> the Uxbridge Road and<br />
improve facilities for pedestrians and cyclists"<br />
West Acton Residents<br />
Association *<br />
"The introduction <strong>of</strong> the tram along the Uxbridge Road<br />
may reduce the demand for private car use. However, the<br />
projected road traffic densities presented by the<br />
consultants employed by TfL indicated an overall increase<br />
in the number <strong>of</strong> journeys overall in the area, with or<br />
without the introduction <strong>of</strong> the tram"<br />
"The only acceptable option for the tram through Acton<br />
High Street would be if it had two lanes with a further two<br />
lanes for other road traffic, even this option requires the<br />
demolition <strong>of</strong> a number <strong>of</strong> existing properties"<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 182
APPENDIX 2<br />
Tim Finch<br />
Transport & Works Manager<br />
West <strong>London</strong> Tram<br />
Transport for <strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong><br />
Windsor House<br />
42-50 Victoria Street<br />
<strong>London</strong><br />
SW1V 1LW<br />
30 July 2004<br />
Dear Tim<br />
DEPOT SITE ALTERNATIVES<br />
I refer to the drawings you recently left with me, regarding the alternative depot sites.<br />
I would stress that the views stated below are only initial <strong>of</strong>ficer views and are based on the<br />
assessments made from Faber Maunsell Drgs 2101B and 3051G. As you will no doubt appreciate,<br />
at some stage, Council Member level views/endorsements <strong>of</strong> these will need to be made.<br />
As regards the transport input, Southall Depot site only has merit if the route to Hayes, via<br />
Coldharbour Lane, is progressed and adopted in the base scheme. Running <strong>of</strong> non-passengercarrying<br />
services along Hayes By-pass (A312) is not an attractive proposition.<br />
My initial view on the site at the junction <strong>of</strong> Uxbridge Road and Grand Union Canal (Drg 3051G) is<br />
that in transport terms it is very close to Uxbridge Road and hence obviates the need for lengthy<br />
journeys form the main route to depot site. Traffic modelling and junction design at this location<br />
will need to cater for various competing/conflicting road user interests. Views <strong>of</strong> the adjoining<br />
landowners would be crucial in determining the acceptability <strong>of</strong> this site for the depot.<br />
On the planning side, you should be aware that the site is presently designated as an Industrial and<br />
Business Area (IBA) in the adopted <strong>Hillingdon</strong> Unitary Development Plan. Policy LE2 seeks to<br />
limit uses in such locations to Business, Industrial and Warehousing purposes (Use Classes B1-B8)<br />
and for Sui Generis Uses appropriate in an IBA. A tram depot is likely to be regarded as a Sui<br />
Generis use and it is possible that the Council would regard it as an acceptable Sui Generis use in<br />
an IBA, given the limited range <strong>of</strong> suitable locations for depots in built up areas and the current<br />
retail use <strong>of</strong> the site.<br />
I would also draw your attention to Policy OEI, which seeks to prevent development where<br />
associated noise and vibration would have a detrimental effect on the amenities <strong>of</strong> nearby<br />
residential properties. It would be necessary to ensure that adequate mitigation <strong>of</strong> environmental<br />
impacts be undertaken to safeguard the living conditions <strong>of</strong> nearby homes. Nevertheless, on the<br />
basis <strong>of</strong> the information provided, I would say that there is unlikely to be any in-principle planning<br />
objection to the sitting <strong>of</strong> the tram depot on this location at the junction <strong>of</strong> Uxbridge Road/Grand<br />
Union Canal.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 183
I trust the above is helpful, and would stress that these are initial <strong>of</strong>ficer views.<br />
Yours sincerely<br />
pp<br />
Janet Rangeley<br />
Strategy Manager<br />
cc Chandra Raval – LB <strong>Hillingdon</strong><br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 184
PERFORMANCE MANAGEMENT AUDIT – ACTION<br />
PLAN<br />
ITEM 8<br />
Contact Officers Tracy Waters 01895 277694<br />
Papers with this report<br />
Audit Commission report - attached<br />
SUMMARY<br />
The Audit Commission carried out an Audit <strong>of</strong> Performance Management as part <strong>of</strong><br />
the Annual Audit Plan for 2005/06 in order to evaluate current performance<br />
management arrangements.<br />
The findings <strong>of</strong> the audit were positive, and led to five recommendations for the<br />
council to act on.<br />
The audit took account <strong>of</strong> the council’s performance management framework, the<br />
impact <strong>of</strong> the corporate centre through HIP, and Scrutiny. Through interviews and<br />
focus groups the audit carried out three detailed probes in services suggested by the<br />
council as examples <strong>of</strong> where performance levels had been raised after barriers to<br />
improved service had been overcome. The three probes investigated performance in<br />
Social Services and Housing, and Planning in particular: the percentage <strong>of</strong> adults<br />
receiving a service who had received a description <strong>of</strong> their needs, elements <strong>of</strong> the<br />
housing benefit service and improvements in determining planning applications.<br />
The audit commission made five recommendations for the council to implement.<br />
1. Implement a corporate approach to capturing and sharing notable practice;<br />
2. Reviews the outcomes from performance clinics and analyses identified<br />
issues<br />
3. Reviews and where practicable increases the frequency at which PSA<br />
performance data is collected.<br />
4. Undertakes more detailed cost benefit analysis, particularly when outsourcing<br />
aspects <strong>of</strong> service: and<br />
5. Reviews its range <strong>of</strong> local performance indicators and removes those where<br />
the cost <strong>of</strong> data capture outweighs the value <strong>of</strong> the information provided.<br />
RECOMMENDATIONS<br />
1. That Cabinet note the outcome <strong>of</strong> the three probes and note that this<br />
reflects well upon the Council and the HIP Performance Management Group.<br />
2. That Cabinet approve the action plan<br />
REASONS FOR OFFICER RECOMMENDATIONS<br />
It is good practice to consider and act upon the recommendations arising from audits<br />
carried out by the Audit Commission.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 185
OPTIONS AVAILABLE<br />
To add, delete or amend the actions recommended by the report.<br />
INFORMATION<br />
1. The main findings <strong>of</strong> the audit were as follows.<br />
2. Performance Management is embedded within services from senior<br />
managers to front line teams and performance is a standing item at weekly and<br />
monthly management and team meetings where indictors are reviewed and remedial<br />
action taken within relevant service areas.<br />
3. Within the 'Probe' service areas where failing performance had been identified<br />
there has been an increase in capacity to monitor performance and identify<br />
issues inhibiting service delivery. Examples <strong>of</strong> interventions to improve performance<br />
against target are;<br />
• Restructuring <strong>of</strong> services to provide improved supervision ratios;<br />
• The improvement <strong>of</strong> IT provision<br />
• Development <strong>of</strong> more efficient work practices; and<br />
• Communication and engagement with staff.<br />
4. At the corporate level there is a focus on key performance targets at<br />
Management Board and through the H.I.P./CPA Steering Group. Resources have<br />
been provided to build individual staff capacity and technological and structural<br />
support. Performance Clinics have been introduced to provide additional support<br />
and guidance where underperformance has been identified. The findings <strong>of</strong> these<br />
Performance Clinics should be analysed to identify common or recurring themes.<br />
Overview and Scrutiny play a significant role in the overall monitoring <strong>of</strong> council<br />
performance. Procedures for identifying and tackling cross cutting issues have been<br />
developed the Council's own work and the <strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong><br />
comparative data contained within the annual Local Authority Overview and Scrutiny<br />
survey would suggest that there is a capacity issue that warrants further<br />
investigation.<br />
5. Performance has improved within the probe areas both in terms <strong>of</strong><br />
performance indicator scores, albeit in some instance only very recently, and through<br />
the increased focus and use <strong>of</strong> performance management information to guide<br />
management action. The true test for <strong>Hillingdon</strong>, as it is for all Councils, is to ensure<br />
service improvements are sustained and built upon over the long-term.<br />
6. Whilst the increased focus on performance has given rise to examples <strong>of</strong><br />
innovative working and notable practice these are not widely known outside <strong>of</strong><br />
individual services and more action could be taken to ensure that these are more<br />
effectively shared with colleagues.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 186
7. The capacity to monitor and analyse information is well established within the<br />
services reviewed but there remains a need to develop more analytical capability at<br />
the strategic level and also to undertake more detailed cost benefit analysis in some<br />
service areas.<br />
8. Performance data for some LPSA targets is collated and reported annually<br />
which restricts the potential for early intervention.<br />
9. There was a common belief at all levels within the Council that there were too<br />
many indicators, especially at a local level with the potential to divert activity away<br />
from key performance targets.<br />
Financial Implications<br />
10. There are no direct financial implications as a result <strong>of</strong> this report.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Corporate Finance Comments<br />
11. A corporate finance <strong>of</strong>ficer has reviewed the report and is satisfied that the<br />
content and recommendations have no direct financial implications on the<br />
performance management function or for the Council’s resources in total, since the<br />
Action Plan will be delivered within existing staff resources.<br />
Legal Implications<br />
12. The Audit Commission has a number <strong>of</strong> powers under the Audit Commission<br />
Act 1998 which include the power to carry out an Audit <strong>of</strong> a local authority's<br />
Performance Management arrangements.<br />
13. When carrying out an audit <strong>of</strong> a local authority, the Audit Commisssion has<br />
the right to examine whether a local authority's practices are consistent with its<br />
general duty to secure best value which arises under the Local Government Act<br />
1999.Therefore,if Cabinet approves the five recommendations made by the<br />
Commission, which are incorporated in the Action Plan, this will assist the Council in<br />
demonstrating that it is meeting its duty under the 1999 Act''.<br />
BACKGROUND DOCUMENTS<br />
2005 <strong>Report</strong> - Audit <strong>of</strong> Performance Management by Audit Commission<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 187
2005 Performance Management Audit Action Plan<br />
Recommendations Action Responsible<br />
<strong>of</strong>ficer<br />
1. Implement a corporate Groups to identify success factors from Directors<br />
approach to capturing and performance improvements and share JD with<br />
sharing notable practice. with HIP Performance Management HIP/PMG<br />
Group<br />
Deadline<br />
2 Months<br />
Action<br />
Complete<br />
Case studies <strong>of</strong> improving<br />
performance/good customer care<br />
celebrated and communicated<br />
Customer<br />
Care Group<br />
And<br />
HIP/PMG<br />
Quarterly<br />
2. Review the outcomes <strong>of</strong><br />
performance clinics and<br />
analyses <strong>of</strong> identified issues<br />
3. Review and where<br />
practicable increase the<br />
frequency at which PSA<br />
performance data is<br />
collected<br />
4. Undertake more detailed<br />
cost benefit analysis,<br />
particularly when<br />
outsourcing aspects <strong>of</strong><br />
service.<br />
5. Review the range <strong>of</strong> local<br />
performance indicators and<br />
remove those where the<br />
Re-launch Customer Care Awards<br />
Audit <strong>of</strong> Performance clinics and report to<br />
HIP/ PMG / Management Board<br />
Continue to collect PSA data quarterly<br />
where it can be collected quarterly.<br />
Continue to collect PSA data monthly<br />
where quarterly monitoring shows target<br />
has slipped<br />
Amend existing project management<br />
guidance for business case and project<br />
evaluation.<br />
SMT’s to review local performance<br />
indicators to identify local measures<br />
which relate to the achievement <strong>of</strong> group<br />
JD with<br />
HIP/PMG<br />
Oct 2005<br />
Completed<br />
TW On going PSA will<br />
end in<br />
2006<br />
PSO with P<br />
Whaymand<br />
Board in<br />
preparation<br />
for Council<br />
June 2006<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 188
cost <strong>of</strong> collection outweighs<br />
the value <strong>of</strong> the information<br />
provided.<br />
and service plans and target a given level<br />
<strong>of</strong> performance – targets to be included in<br />
Group and Team plans<br />
Plan<br />
Performance<br />
Supplement<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 189
Performance Detailed <strong>Report</strong><br />
30/06/2005<br />
Last saved: 25/08/2005 10:16:00<br />
<strong>Hillingdon</strong><br />
Performance<br />
Management<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong><br />
2005-2006
The Audit Commission is an independent body responsible for ensuring that<br />
public money is spent economically, efficiently and effectively, to achieve<br />
high-quality local and national services for the public. Our remit covers more than<br />
15,000 bodies which between them spend nearly £125 billion <strong>of</strong> public money<br />
every year. Our work covers local government, housing, health, criminal justice<br />
and fire and rescue services.<br />
As an independent watchdog, we provide important information on the quality <strong>of</strong><br />
public services. As a driving force for improvement in those services, we provide<br />
practical recommendations and spread best practice. As an independent auditor,<br />
we monitor spending to ensure public services are good value for money.<br />
Document Control<br />
Author<br />
Filename<br />
Doug West<br />
<strong>Hillingdon</strong> Performance Management<br />
Status <strong>of</strong> our reports to the Council<br />
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Auditors and Audited Bodies issued by the Audit Commission. <strong>Report</strong>s are<br />
prepared by appointed auditors and addressed to members or <strong>of</strong>ficers. They are<br />
prepared for the sole use <strong>of</strong> the audited body, and no responsibility is taken by<br />
auditors to any member or <strong>of</strong>ficer in their individual capacity, or to any third party.<br />
Copies <strong>of</strong> this report<br />
If you require further copies <strong>of</strong> this report, or a copy in large print, in Braille,<br />
on tape, or in a language other than English, please call 0845 0560566.<br />
© Audit Commission 2005<br />
For further information on the work <strong>of</strong> the Commission please contact:<br />
Audit Commission, 1st Floor, Millbank Tower, Millbank, <strong>London</strong> SW1P 4HQ<br />
Tel: 020 7828 1212 Fax: 020 7976 6187 Textphone (minicom): 020 7630 0421<br />
www.audit-commission.gov.uk
<strong>Hillingdon</strong> Performance Management │ Contents 3<br />
Contents<br />
Summary <strong>Report</strong> 4<br />
Introduction 4<br />
Background 4<br />
Audit approach 5<br />
Main conclusions 5<br />
Recommendations 6<br />
Detailed <strong>Report</strong> 7<br />
Performance management processes 7<br />
Corporate issues 8<br />
Scrutiny 9<br />
Impact in 'Probe' Services 12<br />
Areas for Development 15<br />
The way forward 15<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong>
4 <strong>Hillingdon</strong> Performance Management │<br />
Summary <strong>Report</strong><br />
Introduction<br />
1 Effective performance management is accepted as being critical to the success <strong>of</strong><br />
a well run local authority. A major contribution <strong>of</strong> performance management is its<br />
focus on achieving outcomes. It reminds us that training, strong commitment and<br />
lots <strong>of</strong> hard work are not results. The end result <strong>of</strong> all this activity must be the<br />
delivery <strong>of</strong> useful products and services that effectively meets the needs <strong>of</strong> the<br />
community. Managing performance is about supporting staff to make a<br />
difference.<br />
2 At any level performance management arrangements should:<br />
• explicitly cite what the organisation’s aims and objectives are<br />
• detail what needs to be done to achieve the stated objectives<br />
• ensure individuals who are best placed to ensure the delivery <strong>of</strong> targets have<br />
real ownership for doing so<br />
• detail performance measures to enable progress to be tracked<br />
• include the means to identify and address areas <strong>of</strong> poor performance<br />
3 Performance management is more than establishing the mechanics such as<br />
setting targets, having plans and measuring indicators which are easier to deal<br />
with in comparison to getting the right focus, leadership and culture in place.<br />
Often public bodies have performance management systems in place, but cannot<br />
make them work well in practice. This suggests that there are wider reasons for<br />
lack <strong>of</strong> success, other than the absence <strong>of</strong> a mechanism or framework.<br />
Background<br />
4 The Modernising Government agenda has set challenging new performance<br />
objectives for councils. The Gershon review <strong>of</strong> public sector efficiency, for<br />
example, details central government’s expectation that councils will be able to<br />
release resources to front line services by successfully meeting specified<br />
efficiency savings targets. These are to be achieved in essence through<br />
productivity increases as a result <strong>of</strong> workforce reform and training, investment in<br />
ICT and process reform. Performance management is a key tool to enable<br />
councils to meet these challenges.<br />
5 Our recent direction <strong>of</strong> travel summary report produced for the council as part <strong>of</strong><br />
our requirement to assess and annually report continuous improvements included<br />
an assessment <strong>of</strong> the council’s performance management arrangements. In brief<br />
the report found that the reporting arrangements on the <strong>Hillingdon</strong> Improvement<br />
Plan had been improved with quarterly reporting and better linking <strong>of</strong> finance and<br />
activity data. The staff personal development and performance appraisal system<br />
(PADA) has been revised and the arrangements for its implementation reviewed.<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong>
<strong>Hillingdon</strong> Performance Management │ 5<br />
6 To help the Council to further develop and refine its approach to performance<br />
management we agreed as part <strong>of</strong> the 2004/2005 audit plan to undertake a<br />
review <strong>of</strong> the current arrangements.<br />
Audit approach<br />
7 To evaluate the current performance management arrangements we used probes<br />
in three services: Environmental Services, Housing and Social Services. The<br />
services were selected after consultation with the Council as areas where<br />
underperformance had been identified in terms <strong>of</strong>; the processing <strong>of</strong> certain<br />
planning applications, elements <strong>of</strong> the housing benefits service and within social<br />
services the percentage <strong>of</strong> adults receiving a service who had received a<br />
description <strong>of</strong> their needs within relevant time scales<br />
8 The work involved a desk top review <strong>of</strong> documentation, interviews with directors,<br />
senior managers and focus groups with front–line staff and service managers.<br />
Main conclusions<br />
9 Performance Management is embedded within services from senior managers to<br />
front line teams and performance is a standing item at weekly and monthly<br />
management and team meetings where indictors are reviewed and remedial<br />
action taken within relevant service areas.<br />
10 Within the 'Probe' service areas where failing performance had been identified<br />
there has been an increase in capacity to monitor performance and identify<br />
issues inhibiting service delivery. Examples <strong>of</strong> interventions to improve<br />
performance against targets are;<br />
• Restructuring <strong>of</strong> services to provide improved supervision ratios;<br />
• The improvement <strong>of</strong> I.T. provision;<br />
• Development <strong>of</strong> more efficient work practices; and<br />
• Communication and engagement with staff.<br />
11 At the corporate level there is a focus on key performance targets at<br />
Management Board and through the H.I.P./CPA Steering Group which is a<br />
member level body chaired by the Leader <strong>of</strong> the Council and attended by the<br />
portfolio holder for Performance and senior council <strong>of</strong>ficers. Resources have<br />
been provided to build individual staff capacity and technological and structural<br />
support. Performance Clinics have been introduced to provide additional support<br />
and guidance where underperformance has been identified. The findings <strong>of</strong> these<br />
Performance Clinics should be analysed to identify common or recurring themes<br />
or barriers to progress.<br />
12 Overview and Scrutiny play a significant role in the overall monitoring <strong>of</strong> council<br />
performance. Procedures for identifying and tackling cross cutting issues have<br />
been developed. Whilst a detailed evaluation <strong>of</strong> <strong>of</strong>ficer support for Overview and<br />
Scrutiny falls outside the scope <strong>of</strong> this report the Council's own work and the<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong>
6 <strong>Hillingdon</strong> Performance Management │<br />
comparative data contained within the annual Local Authority Overview and<br />
Scrutiny survey would suggest that there is a capacity issue that warrants further<br />
investigation.<br />
13 Performance has improved within the probe areas both in terms <strong>of</strong> performance<br />
indicator scores, albeit in some instance only very recently, and through the<br />
increased focus and use <strong>of</strong> performance management information to guide<br />
management action. The true test for <strong>Hillingdon</strong>, as it is for all Councils, is to<br />
ensure service improvements are sustained and built upon over the long-term.<br />
14 Whilst the increased focus on performance has given rise to examples <strong>of</strong><br />
innovative working and notable practice these are not widely known outside <strong>of</strong><br />
individual services and more action could be taken to ensure that these are more<br />
effectively shared with colleagues.<br />
15 The capacity to monitor and analyse information is well established within the<br />
services reviewed but there remains a need to develop more analytical capability<br />
at the strategic level and also to undertake more detailed cost benefit analysis in<br />
some service areas.<br />
16 Performance data for some LPSA targets is collated and reported annually which<br />
restricts the potential for early intervention.<br />
17 There was a common belief at all levels within the Council that there were too<br />
many indicators, especially at a local level with the potential to divert activity away<br />
from the key performance targets.<br />
Recommendations<br />
18 We recommend that the Council:<br />
• Implements a corporate approach to capturing and sharing notable practice;<br />
• Reviews the outcomes from performance clinics and analyses identified<br />
issues;<br />
• Reviews and where practicable increases the frequency at which PSA<br />
performance data is collected;<br />
• Undertakes more detailed cost benefit analysis, particularly when outsourcing<br />
aspects <strong>of</strong> service; and<br />
• Reviews its range <strong>of</strong> local performance indicators and removes those where<br />
the cost <strong>of</strong> data capture outweighs the value <strong>of</strong> the information provided.<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong>
<strong>Hillingdon</strong> Performance Management │ 7<br />
Detailed <strong>Report</strong><br />
Performance management processes<br />
19 The Council's performance management framework for 2005/06 consists <strong>of</strong> a<br />
Council plan, a performance supplement, group and service plans and individual<br />
plans produced through the use <strong>of</strong> the Council's Performance and Development<br />
Agreement (PADA) process. The Council plan for 2005/06 entitled "Making a<br />
Difference" incorporates the Best Value Performance Plan and includes the<br />
Leader's Statement that sets out the tasks for the groups for the coming year as<br />
well as providing an assessment <strong>of</strong> the progress made against the Council's<br />
targets and objectives in the preceding year. The Council plan documents how<br />
the Council is to work with local strategic partners to address the aims detailed<br />
within the community strategy. However, at the time <strong>of</strong> our fieldwork the new<br />
community strategy had not been signed-<strong>of</strong>f by all <strong>of</strong> the local partners nor<br />
published. The performance supplement provides a commentary on the Council's<br />
progress against Best Value performance indicators to meet best value statutory<br />
requirements.<br />
20 In interviews with senior and middle managers and focus groups with managers<br />
and front line staff the focus on performance management was evident. In the<br />
three service areas subject to detailed probes performance issues were standing<br />
agenda items at management and team meetings which were held at monthly or<br />
weekly intervals. Issues affecting performance were routinely identified and<br />
addressed.<br />
21 The PADA I process is well understood and embedded within the organisation. All<br />
staff we spoke to at senior, middle management and operational level stated that<br />
they had received timely appraisals. Evidence <strong>of</strong> a 'golden thread;' the consistent<br />
use <strong>of</strong> objectives from the Council plan, to Group plans and then finally to<br />
individual performance plans was provided within the probe areas. Departments<br />
had individual systems to monitor compliance with PADA processes but there is<br />
no monitoring at the corporate level. Systems to monitor whether regular 1-2-1s<br />
were undertaken were less systematic. As identified in the IDeA peer review<br />
report (2004) it is difficult to demonstrate the ‘golden thread’ running from the<br />
community strategy through to individual staff targets given the absence <strong>of</strong> a<br />
finalised community strategy. The Council needs to ensure that group and<br />
individual plans tie into the new community strategy as part <strong>of</strong> the next group and<br />
individual planning cycle.<br />
22 Staff are kept informed <strong>of</strong> performance issues by a range <strong>of</strong> methods including<br />
team meetings and briefings, the circulation <strong>of</strong> minutes, and corporate and<br />
directorate updates. Staff we spoke to were clear as to their departmental<br />
objectives and progress in achieving them. There is <strong>of</strong>ten a natural reluctance to<br />
provide critical feedback and systems are needed to overcome this barrier. The<br />
Council has implemented two notable approaches, for example 'skip' meetings<br />
I<br />
Performance and Development Appraisal<br />
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8 <strong>Hillingdon</strong> Performance Management │<br />
between managers and staff which enable staff to talk directly to their line<br />
manager's manager and 'diagonal slice' meetings across a range <strong>of</strong> management<br />
levels and teams. The design <strong>of</strong> these meetings should help alleviate some <strong>of</strong> the<br />
reluctance staff may feel about being candid about areas where performance is in<br />
need <strong>of</strong> improvement. Such initiatives and good practice are shared at the H.I.P.<br />
Performance Management Group and through the training programme<br />
undertaken by the newly formed Project Support Office. However, awareness <strong>of</strong><br />
them amongst staff is mixed resulting in lost opportunities to implement notable<br />
practice. We recommend that the Council implements a corporate approach to<br />
capturing notable practice and sharing it more widely.<br />
23 Performance Clinics have been introduced, initially within Housing and Social<br />
Services. Performance clinics are convened to address identified areas <strong>of</strong> poor<br />
performance. Initially a piece <strong>of</strong> research is undertaken to collate appropriate data<br />
on the particular service area. A meeting is then held, chaired by the appropriate<br />
Group Director and attended by service and team managers as well as other<br />
appropriate personnel. The output from these clinics is an action plan which is<br />
then monitored. Initially developed within Social Services these are now being<br />
rolled out across the Council. These workshops are in the relatively early stages<br />
<strong>of</strong> implementation and their contribution to service improvement has yet to be<br />
evaluated and analysis to identify common factors impacting on performance has<br />
yet to be undertaken. We recommend that the Council reviews the outcomes<br />
from the performance clinics so that any common issues might be identified and<br />
shared.<br />
24 One factor seen as improving the focus on performance is the production <strong>of</strong> more<br />
frequent and timely performance indicators which enable managers and staff to<br />
identify and address underperformance at an earlier stage and we were given<br />
examples <strong>of</strong> where early identification <strong>of</strong> issues had enabled effective<br />
interventions to take place. However there are areas <strong>of</strong> performance, including<br />
approximately 30 per cent <strong>of</strong> PSA I targets where data is still collected annually<br />
and we recommend that where practicable the Council reviews and where<br />
practicable increases the frequency at which PSA performance data is monitored<br />
and analysed.<br />
Corporate issues<br />
25 There are a number <strong>of</strong> ways in which the corporate centre impacts on<br />
performance, through the <strong>Hillingdon</strong> Improvement Programme, the use <strong>of</strong><br />
Scrutiny and by building capacity. For example, by providing resources: to<br />
develop individual staff capacity, re-design business processes as well as<br />
through the appropriate investment and implementation <strong>of</strong> new technologies.<br />
26 Corporate involvement is seen by senior staff as motivational rather than 'hands<br />
on' and this includes the visibility <strong>of</strong> the leader <strong>of</strong> the Council and Chief Executive<br />
in holding well publicised quarterly award ceremonies where the contribution <strong>of</strong><br />
staff in delivering improved performance is publicly recognised.<br />
I<br />
Public Sector Agreement<br />
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<strong>Hillingdon</strong> Performance Management │ 9<br />
27 The Corporate Centre, through the various H.I.P projects undertakes dip<br />
sampling and audits to ensure that appropriate systems are in place, for example<br />
the proportion <strong>of</strong> staff that have had PADAs and how the sickness absence<br />
policy is being implemented within departments.<br />
28 Regular Executive Briefings are provided to Members and senior staff but whilst<br />
performance trends against a wide range <strong>of</strong> targets are listed there is no analysis<br />
as to the reasons for changes in performance. Senior staff we spoke to felt that<br />
the quality <strong>of</strong> analysis could be developed to support the strategic decision<br />
making process.<br />
29 There are elements <strong>of</strong> cost benefit analysis in place including the outsourcing <strong>of</strong><br />
residential homes and <strong>of</strong> comparing the costs <strong>of</strong> using agency rather than in<br />
house staff, however the analysis is limited. For instance, it does not provide the<br />
Council with sufficient data to show whether, for example, Market Factor<br />
Supplements are set at the levels to deliver the most cost effective mix <strong>of</strong> 'in<br />
house' or agency staff. We recommend that the Council undertakes more<br />
detailed cost benefit analysis, particularly when outsourcing aspects <strong>of</strong> services.<br />
<strong>Hillingdon</strong> Improvement Programme<br />
30 The <strong>Hillingdon</strong> Improvement Programme (HIP) was started in April 2003. It was<br />
established to improve the efficiency and effectiveness <strong>of</strong> the Council and to<br />
assist the Council in its endeavours to become an Excellent rated authority as<br />
determined by the Comprehensive Performance Assessment (CPA) process.<br />
31 The H.I.P. Steering Group is linked to the CPA continuous improvement<br />
programme and membership <strong>of</strong> the Steering Group has now been expanded to<br />
include all Portfolio Leads. This group considers all performance issues which are<br />
considered critical to delivery <strong>of</strong> CPA improvements and 'triggers' performance<br />
clinics for those key performance indicators where consistent underperformance<br />
against targets is noted.<br />
32 Performance Management is itself a H.I.P. project and all departmental Heads <strong>of</strong><br />
Performance participate in regular meetings which oversee the performance<br />
framework and identify and address issues such as the provision <strong>of</strong> appropriate<br />
I.T. and staff training.<br />
33 There was a wide knowledge and understanding <strong>of</strong> H.I.P. amongst staff we spoke<br />
to and CPA and the Council's drive to improve performance were seen as drivers<br />
to encourage cross departmental working.<br />
Scrutiny<br />
34 Overview and Scrutiny play a significant role in the overall monitoring <strong>of</strong> council<br />
performance and procedures for identifying and tackling cross cutting issues have<br />
been developed. Whilst a detailed evaluation <strong>of</strong> <strong>of</strong>ficer support for Overview and<br />
Scrutiny falls outside the scope <strong>of</strong> this report the Council's own work and the<br />
comparative data contained within the annual Local Authority Overview and<br />
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Scrutiny survey would suggest that there is a capacity issue that warrants further<br />
investigation.<br />
35 Overview and scrutiny has two key roles to play. Firstly, it is tasked with holding<br />
the Executive (i.e. the Cabinet) to account for the decisions they make (the<br />
scrutiny part) and secondly reviewing Council policies and making<br />
recommendations for future policies (the overview part). An effective Overview<br />
and Scrutiny (O&S) function can assist in driving up performance, the overview<br />
element in particular through its on-going monitoring and reviewing role.<br />
36 In reviewing the role <strong>of</strong> O&S in terms <strong>of</strong> performance we looked at; the links<br />
between the Council’s performance framework and O&S as well as the<br />
arrangements the O&S function uses itself to monitor and improve its own<br />
performance.<br />
Links with the corporate performance framework<br />
37 Establishing clear and explicit links between an authority’s performance<br />
framework and the overview and scrutiny function through the provision <strong>of</strong> regular<br />
service performance reports can help support the O&S particularly in its overview<br />
role.<br />
38 To fulfil the overview role each Committee identifies two or occasionally three<br />
issues to be reviewed over the course <strong>of</strong> a given year. The undertaking <strong>of</strong><br />
reviews is complemented by the on-going monitoring <strong>of</strong> selected areas <strong>of</strong> Council<br />
performance. For example, Environment, Housing and Health & Social Care<br />
Overview and Scrutiny Committees (OSCs) receive quarterly performance<br />
reports. Some but not all OSCs receive copies <strong>of</strong> the relevant service plans at the<br />
outset <strong>of</strong> each financial year. To achieve a more consistent approach across all <strong>of</strong><br />
the OSCs the Council has agreed to:<br />
• incorporate regular performance management reports into all OSC work<br />
programmes for 2005/6 onwards<br />
• require all Heads <strong>of</strong> Service to deliver a presentation and provide a copy <strong>of</strong><br />
their Service Plan(s) to the appropriate Overview and Scrutiny Committee at<br />
the start <strong>of</strong> each year.<br />
39 Furthermore, options have been examined as to how resources might be best<br />
employed to provide a stronger focus on performance. To try and achieve this<br />
aim the Corporate Services OSC's terms <strong>of</strong> reference are being amended to give<br />
the Committee the lead role on overall performance monitoring.<br />
40 The provision <strong>of</strong> feedback is a vital element <strong>of</strong> any performance management<br />
system as it provides staff with confirmation that their efforts are not going<br />
unnoticed and how they are contributing to Council priorities. Staff interviewed<br />
during our inspection cited instances where they had received feedback from<br />
O&S on performance issues, for example, the positive feedback received by the<br />
Housing Benefit team in the light <strong>of</strong> the improvement in their performance in<br />
processing applications.<br />
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Scrutiny’s performance management arrangements<br />
41 Monitoring and reporting performance are key steps to enable a service to<br />
acknowledge how well it is doing and where appropriate take corrective action to<br />
achieve service improvements. Overview and Scrutiny’s annual report fulfils this<br />
requirement and details its own achievements. These include the changes that<br />
Cabinet has made in the light <strong>of</strong> recommendations made by O&S after their callin.<br />
Cabinet has, for example, revised its final decision with regard to the<br />
Modernisation <strong>of</strong> Learning Disability Services. One <strong>of</strong> the two recommendations<br />
referred to Cabinet by O&S requested that the decision to close Bourne Lodge be<br />
rescinded and that the assessments <strong>of</strong> the needs <strong>of</strong> the residents be completed<br />
and appropriate packages <strong>of</strong> care be provided before any alternative use <strong>of</strong><br />
Bourne Lodge is decided upon. The Cabinet has decided that no final decision as<br />
to the future <strong>of</strong> Bourne lodge is to be made until the following has been provided<br />
for all the service users: the completion <strong>of</strong> specialist assessments including risk<br />
assessments; the identification and implementation <strong>of</strong> appropriate care packages.<br />
Cabinet agrees that a report will be brought back before it for a final decision to<br />
be made in relation to the future <strong>of</strong> Bourne Lodge.<br />
42 Services users’ requirements are liable to change over time and consequently<br />
appropriate arrangements are needed to ensure these changes are captured in a<br />
timely fashion. The <strong>of</strong>ficer team supporting O&S actively seeks input from users.<br />
This takes the form <strong>of</strong> a survey <strong>of</strong> Members and <strong>of</strong>ficers as well as feedback<br />
sought from members <strong>of</strong> the public who have attended meetings.<br />
43 Any adopted structure for scrutiny will have strengths and weaknesses. The<br />
service based committee structure adopted by the Council is unable to facilitate<br />
cross-cutting reviews to the same extent as thematic based structures. This issue<br />
was highlighted in the Audit Commission review <strong>of</strong> Scrutiny published in 2003.<br />
The Council has now implemented procedures for tackling cross-cutting issues,<br />
as evidenced by the work undertaken on domestic violence and has addressed<br />
all other recommendations arising from that review.<br />
44 Every service must learn to operate with the finite resources at its disposal.<br />
Developing and applying selection criteria helps to ensure resources are used as<br />
effectively as possible. In line with this good practice, when OSCs decide which<br />
two or three reviews to conduct during the year the possible topics are evaluated<br />
by <strong>of</strong>ficers and Members using agreed selection criteria thereby ensuring the<br />
reviews that are funded are targeted appropriately.<br />
45 Once a service has been set its objectives, if it is to fulfil its obligations in the set<br />
timescale the necessary resources to deliver them are needed. The Council has<br />
acknowledged that a delay in filling an O&S team vacancy, growing Member<br />
expectations <strong>of</strong> what O&S can deliver as well as increased workloads has<br />
delayed the pace <strong>of</strong> reform.<br />
Capacity<br />
46 The Council has recognised its need to increase capacity and is making<br />
investments in a number <strong>of</strong> areas to address this issue, for example:<br />
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• Sickness absence has been identified as a significant issue and is being<br />
addressed through the provision <strong>of</strong> training, such as the Building <strong>Hillingdon</strong>'s<br />
Future programme that has resulted in reductions in sickness absence within<br />
some service areas. However the projected level <strong>of</strong> 10.1 days per staff<br />
member exceeds the target <strong>of</strong> 9 days I ;<br />
• Provision <strong>of</strong> additional resources, for example funding for the provision <strong>of</strong><br />
document scanning facilities to speed processing <strong>of</strong> benefits claims;<br />
• Departmental restructuring, for example moving Older Peoples Services from<br />
a geographical to a functional system;<br />
• 'Away days' and Planning and Performance workshops;<br />
• Reduced staff supervision ratios and defined quality management roles for<br />
supervisors;<br />
• I.T. resources to enable staff to reduce time spent in the <strong>of</strong>fice and increase<br />
time with users;<br />
• The introduction and resourcing <strong>of</strong> Quality Assurance posts.<br />
47 However recruitment and retention are still issues in some services although<br />
initiatives such as the Benefits Service Trainee Programme are having a positive<br />
impact.<br />
48 Whilst managers and staff we spoke to at focus groups were positive as to the<br />
use <strong>of</strong> performance indicators there were concerns expressed as to the long term<br />
potential danger <strong>of</strong> focussing on quantitative indicators to the detriment <strong>of</strong><br />
delivering a quality service. There was a common belief at all levels within the<br />
Council that there were too many indicators, especially at a local level where<br />
value and relevance was limited. Collecting unnecessary information adds to the<br />
burdens on staff and has the potential to divert attention from the key indicators<br />
and skew service delivery. We recommend that the Council review the range <strong>of</strong><br />
local performance indicators and remove those where the cost <strong>of</strong> data capture<br />
outweighs the value <strong>of</strong> the information provided.<br />
Impact in 'Probe' Services<br />
Planning<br />
49 The speed <strong>of</strong> processing planning applications is measured by BVPI 109a-c. The<br />
indicator differentiates performance in terms <strong>of</strong> determining major, minor and<br />
other applications. The government has set a target <strong>of</strong> 13 weeks for a major<br />
application to be determined and 8 for minor and other applications. In 2003/04<br />
43% <strong>of</strong> the Council's major applications were determined within 13 weeks. This<br />
has increased to 70% for 2004/05 placing the Council in the top performance<br />
quartile. The performance in terms <strong>of</strong> meeting the government's processing time<br />
targets for Minor and other applications placed the Council in the bottom<br />
performance quartile for 2003/04. The figures for both minor and other have now<br />
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Making a Difference - Performance Supplement<br />
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increased to 67% and 81% respectively I which placed the Council in the second<br />
best performance quartile for both <strong>of</strong> these indicators. A range <strong>of</strong> interventions<br />
have been introduced to deliver improvements in processes which had previously<br />
impeded performance. Whilst it is not possible to quantify which <strong>of</strong> the following<br />
procedural changes has had the most impact the cumulative result has been to<br />
raise performance in all three indicators to above the national targets (based on<br />
provisional figures) II . Improved process times can be achieved to the detriment <strong>of</strong><br />
quality. BVPI 205 introduced in 2004/05 gives a score derived from an<br />
assessment made against a "Quality <strong>of</strong> Service Checklist." Similarly, the new<br />
indicator on the percentage <strong>of</strong> appeals allowed against the authority's decision to<br />
refuse a planning application can be used as a proxy indicator <strong>of</strong> quality. Both<br />
these new indicators need to be reviewed to ensure that the progress being<br />
achieved in terms <strong>of</strong> the timeliness by which applications are determined does<br />
not negatively impact on the quality <strong>of</strong> the service provided.<br />
50 The range <strong>of</strong> interventions included;<br />
• More frequent Planning Committee meetings and prioritising work to match<br />
committee schedules;<br />
• Case load monitoring and review meetings, with;<br />
- use <strong>of</strong> technology to identify problems at an early stage;<br />
- Officers held to account for failures in meeting targets;<br />
- thorough and close management <strong>of</strong> major applications;<br />
• Use <strong>of</strong> digital cameras to reduce the need for on site visits;<br />
• The introduction <strong>of</strong> a manual for guidance, use <strong>of</strong> pro formas and shorter,<br />
simpler reports;<br />
• The rigorous application <strong>of</strong> delegation agreements; and<br />
• Weekly briefings to the Portfolio Lead Member.<br />
51 In addition to sustaining performance against national standards the revised<br />
processes have also enabled the backlog <strong>of</strong> applications to be substantially<br />
reduced.<br />
Housing Benefits<br />
52 Performance in terms <strong>of</strong> the timeliness by which new benefits claims and<br />
notifications <strong>of</strong> changes in circumstances are processed is measured by BVPI<br />
78a-b. The Council's performance remains below government targets, and puts<br />
the Council in the bottom quartile <strong>of</strong> performance. The Council's performance in<br />
quarter 4 2004/05 showed an improvement. III Speed <strong>of</strong> processing improvements<br />
must be achieved alongside improvements in terms <strong>of</strong> the quality <strong>of</strong> the service<br />
provided. One measure <strong>of</strong> quality is the percentage <strong>of</strong> cases for which the<br />
I<br />
II<br />
III<br />
The most recent performance indicators for Planning and other services discussed in this report are still<br />
provisional.<br />
Source - Management Board Performance <strong>Report</strong> Quarter 4<br />
Source - Management Board Performance <strong>Report</strong> Quarter 4<br />
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14 <strong>Hillingdon</strong> Performance Management │<br />
calculation <strong>of</strong> the amount <strong>of</strong> benefit due was correct on the basis <strong>of</strong> the<br />
information available for the decision. Performance for 2004/05 in terms <strong>of</strong> this<br />
indicator was 92 per cent and represented bottom quartile performance.<br />
Monitoring <strong>of</strong> this data for the first quarter <strong>of</strong> 2005 shows a marked improvement<br />
with 100 per cent accuracy achieved. New claims are now being processed<br />
within an average <strong>of</strong> 27days against the national standard <strong>of</strong> 36 days. Factors<br />
identified by staff as contributing to this improvement include;<br />
• Restructuring <strong>of</strong> teams to improve the ratio <strong>of</strong> managers to staff and increase<br />
supervision;<br />
• Improved capacity through reductions in sickness absence ;<br />
• The provision <strong>of</strong> document scanning facilities;<br />
• Improved I.T. to enable field staff to work more effectively through the<br />
provision <strong>of</strong> more management information that can help target staff to ensure<br />
target deadlines are met;<br />
• Increased focus on learning lessons from 'failed' cases and systems to<br />
identify and address cases at risk <strong>of</strong> failing;<br />
• The introduction <strong>of</strong> an in house trainee scheme which has resulted in<br />
improved retention <strong>of</strong> staff; and<br />
• Learning from other councils through participation in a wide range <strong>of</strong> forums,<br />
for example the Council's work to implement an appropriate target setting is in<br />
part developed upon arrangements established at the <strong>London</strong> <strong>Borough</strong> <strong>of</strong><br />
Harrow and reviewed after a site-visit was undertaken.<br />
Older Peoples Services<br />
53 An area for improvement identified within Older Peoples Services was that <strong>of</strong> the<br />
provision <strong>of</strong> needs statements (BVPI 58). The Council's performance placed it in<br />
the bottom quartile for 2001/02, 2002/03 and 2003/04. Improvement can be seen<br />
in the last two quarters <strong>of</strong> 2004/5 with quarter 3 achieving 88.6 per cent against a<br />
target <strong>of</strong> 91 percent and quarter 4 achieving 93.7 per cent. The final actual<br />
performance for 2004/05 raised the Council into the 3rd performance quartile with<br />
an actual performance <strong>of</strong> 91%. Contributory factors have been identified as;<br />
• Restructuring <strong>of</strong> the service from a geographical to functional base;<br />
• Improved capacity through increasing the number <strong>of</strong> supervisors;<br />
• Reduction in sickness absence;<br />
• Administrative staff undertaking additional functions to improve field staff<br />
capacity;<br />
• Improved I.T. to reduce the need for field staff to return to the <strong>of</strong>fice;<br />
• Increased capacity to monitor performance; and<br />
• Increased training for staff.<br />
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54 The waiting list which previously numbered 1800 cases has now been reduced to<br />
zero.<br />
Areas for Development<br />
55 Whilst there has clearly been progress in building and embedding a performance<br />
focussed culture within the Council there is still potential to further enhance<br />
performance management processes.<br />
56 The increased focus on performance has given rise to examples <strong>of</strong> innovative<br />
working and notable practice. However these are not widely known outside <strong>of</strong><br />
individual services and more action could be taken to ensure that these<br />
innovations are more effectively shared with colleagues.<br />
57 The findings <strong>of</strong> Performance Clinics should be analysed to identify common or<br />
recurring themes or barriers to progress.<br />
58 The capacity to monitor and analyse information is well established within the<br />
services reviewed but there remains a need to develop more analytical capability<br />
at the strategic level and also to undertake more detailed cost benefit analysis in<br />
some service areas.<br />
59 Performance data for some LPSA targets is collated and reported annually which<br />
restricts the potential for early intervention.<br />
60 There was a common belief at all levels within the Council that there were too<br />
many indicators, especially at a local level with the potential to divert activity away<br />
from the key performance targets.<br />
The way forward<br />
Recommendations<br />
We recommend that the Council:<br />
R1 Implement a corporate approach to capturing and sharing notable practice.<br />
R2 Review outcomes from performance clinics and analyse identified issues.<br />
R3 Reviews and where practicable increases the frequency at which PSA<br />
performance data is monitored and analysed.<br />
R4 Undertake more detailed cost benefit analysis, particularly when outsourcing<br />
aspects <strong>of</strong> service.<br />
R5<br />
Review the range <strong>of</strong> local performance indicators and remove those where<br />
the cost <strong>of</strong> data capture outweighs the value <strong>of</strong> the information provided.<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong>
16 <strong>Hillingdon</strong> Performance Management │<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong>
DRAFT JOINT MUNICIPAL WASTE MANAGEMENT<br />
STRATEGY<br />
ITEM 9<br />
Contact Officer Duncan Jones 01895 277507<br />
Papers with this report<br />
SUMMARY<br />
None<br />
This report presents the Draft Joint Municipal Waste Management Strategy which has been<br />
compiled by the West <strong>London</strong> Waste Authority and the Constituent <strong>Borough</strong>s <strong>of</strong> Brent,<br />
Ealing, Harrow, <strong>Hillingdon</strong>, Hounslow and Richmond Upon Thames.<br />
The strategy is intended to lay down the policy framework for the continuing development <strong>of</strong><br />
the local waste management agenda through the setting <strong>of</strong> appropriate waste minimisation,<br />
recycling, composting and recovery targets which are designed to comply with the<br />
requirements <strong>of</strong> the Waste Emissions Trading Act 2003 and the Government’s new Landfill<br />
Allowance Trading Scheme.<br />
This report will examine the strategy and the implications for the <strong>Borough</strong>’s waste policy from<br />
both an operational and financial perspective. The report recommends approval <strong>of</strong> the<br />
strategy subject to the issues raised in the report.<br />
RECOMMENDATIONS<br />
That Cabinet:<br />
1. notes the report.<br />
2. notes the extensive consultations already carried out as well as the additional<br />
consultation efforts proposed by Waste Division <strong>of</strong>ficers.<br />
3. gives particular attention to the operational implications <strong>of</strong> the Draft Joint Waste<br />
Management Strategy as detailed in paragraphs 22 – 36.<br />
4. notes the specific areas <strong>of</strong> concern identified with the draft strategy as detailed in<br />
paragraphs 46 – 47.<br />
5. instructs Waste Division <strong>of</strong>ficers to report back to the Cabinet with the final<br />
version <strong>of</strong> strategy for further consideration and formal adoption as soon as<br />
possible.<br />
REASONS FOR OFFICER RECOMMENDATIONS<br />
The draft joint municipal waste management strategy lays down a framework from both an<br />
operational and policy perspective until 2020. The strategy and the targets contained within<br />
will have considerable implications for the continuing development <strong>of</strong> the <strong>Borough</strong>’s waste<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 206
management services which need to be fully understood by the Authority before agreeing<br />
the joint strategy.<br />
OPTIONS AVAILABLE<br />
Due to <strong>Hillingdon</strong>’s current recycling performance the Authority is one <strong>of</strong> the few in the UK<br />
that are exempt from having to compile a joint municipal waste management strategy.<br />
However, given the implications for regional waste management operations and policy over<br />
the next 10 – 15 years clearly <strong>Hillingdon</strong> needs to be represented to ensure its views are<br />
considered. As a consequence Waste Division <strong>of</strong>ficers have been actively engaged in<br />
drawing up the strategy since work commenced early in 2004.<br />
COMMENTS OF OVERVIEW & SCRUTINY COMMITTEE<br />
Whilst the Overview & Scrutiny Committee have not been given chance to review the draft<br />
strategy they have previously received and considered reports on various waste disposal<br />
technologies as well as the <strong>Borough</strong>’s recycling programme. In turn Waste Division <strong>of</strong>ficers<br />
have ensured that these findings have been fed into the strategy at all key stages.<br />
INFORMATION<br />
Background<br />
1. The compilation <strong>of</strong> a Joint Municipal Waste Management Strategy, herein referred to<br />
as the JMWMS, is a statutory requirement. Such a document must have regard to current<br />
guidance on the preparation <strong>of</strong> waste strategies as well as the targets and policy objectives<br />
detailed in national and regional waste strategies. In addition it needs to actively consider<br />
numerous pieces <strong>of</strong> waste related legislation such as the Waste Electrical & Electronic<br />
Equipment Directive, which have either been recently adopted into UK law or are about to.<br />
2. The document itself is made up <strong>of</strong> 2 distinct volumes. Volume 1 contains the core<br />
report which details the background to the need to formulate a JMWMS; a baseline<br />
assessment <strong>of</strong> the current stage <strong>of</strong> development <strong>of</strong> regional waste management operations;<br />
a clear identification <strong>of</strong> where we need to get to in terms <strong>of</strong> higher levels <strong>of</strong> recycling and<br />
waste recovery; a summary <strong>of</strong> possible options to achieve these objectives; and a detailed<br />
action plan which lists the type <strong>of</strong> policy and operational developments that the need to be<br />
taken in order for the targets laid down in the JMWMS to be achieved.<br />
3. Volume 2 <strong>of</strong> the JMWMS contains technical reports and evidence supporting the<br />
analyses that have been undertaken which have been used to support the findings and<br />
action plan contained within.<br />
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Key Drivers<br />
The Landfill Directive<br />
4. The main legislative instrument which now drives all waste strategies throughout the<br />
UK and Europe is the EU Landfill Directive (1999/31/EC) which was implemented in the UK<br />
by The Landfill (England and Wales) Regulations 2002.<br />
5. As reported previously to the Authority the Landfill Directive is designed to address<br />
the environmental, social and economic impacts <strong>of</strong> landfill. It contains a mix <strong>of</strong> objectives for<br />
reducing the amount and type <strong>of</strong> wastes going to landfill. The key issue for local authorities<br />
throughout the UK is the reduction <strong>of</strong> biodegradable municipal wastes (BMW) through the<br />
promotion <strong>of</strong> alternatives such as waste minimisation, recycling, composting and energy<br />
recovery from waste. To assess progress with this aim the Directive has the following key<br />
targets which if not achieved could result in member states being heavily fined :-<br />
• by 2010 reduce the amount <strong>of</strong> BMW landfilled to 75% <strong>of</strong> that produced in 1995;<br />
• by 2013 reduce the amount <strong>of</strong> BMW landfilled to 50% <strong>of</strong> that produced in 1995;<br />
• by 2020 reduce the amount <strong>of</strong> BMW landfilled to 35% <strong>of</strong> that produced in 1995;<br />
Waste Emissions Trading Act 2003<br />
6. To ensure that the UK meets the targets detailed above the Government, through the<br />
Waste Emissions Trading Act 2003 is now rationing the use <strong>of</strong> landfill in the UK by setting<br />
maximum levels <strong>of</strong> BMW that can be landfilled from now until 2020. The graph below<br />
illustrates how this rationing affects the West <strong>London</strong> Waste Authority until 2020.<br />
700,000<br />
600,000<br />
500,000<br />
Excess waste<br />
that must be<br />
dealt with.<br />
Tonnes BMW<br />
400,000<br />
300,000<br />
200,000<br />
100,000<br />
Waste that<br />
can be<br />
landfilled<br />
-<br />
2005/06<br />
2006/07<br />
2007/08<br />
2008/09<br />
2009/10<br />
2010/11<br />
2011/12<br />
2012/13<br />
2013/14<br />
2014/15<br />
2015/16<br />
2016/17<br />
2017/18<br />
2018/19<br />
2019/20<br />
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Cabinet report 10 th November 2005 Page 208
7. The Waste Emissions Trading Act 2003 provides a framework for the Landfill<br />
Allowance Trading Scheme (LATS) a system whereby tradable landfill allowances are<br />
allocated to WDAs each year. It is for each WDA to decide how best to meet their ‘LATS’<br />
obligations through an appropriate mix <strong>of</strong> recycling, composting, energy recovery and<br />
allowance trading.<br />
Financial Incentives - LATS Penalties / Landfill Tax<br />
8. One <strong>of</strong> the key mechanisms included in LATS is the penalty for non compliance. The<br />
Government has confirmed its intention that any WDA who landfills more than its allocation<br />
(initial allocation plus or minus any allowances purchased or sold under the trading scheme)<br />
will be fined at the rate <strong>of</strong> £150 per tonne. In the joint waste disposal authorities such as<br />
WLWA these fines will end up being paid by the Constituent <strong>Borough</strong>s.<br />
9. As <strong>of</strong> April 2005 the Government is increasing the landfill tax per tonne by £3 per<br />
annum. The tax is currently £18 per tonne for mixed municipal wastes, with a medium term<br />
target <strong>of</strong> raising the tax element to £35 per tonne to match continental levels. Therefore<br />
potentially within the next 6 years WDAs landfilling over their allocation could face combined<br />
charges <strong>of</strong> £200+ per tonne compared to the current cost <strong>of</strong> approximately £40 per tonne.<br />
Main Targets<br />
10. In brief summary the JMWMS proposes that by 2020 50% <strong>of</strong> the wastes handled<br />
within the West <strong>London</strong> Waste Authority (WLWA) area should recycled or composted. In<br />
order to monitor progress towards this target the JMWMS proposes the following interim<br />
targets that the Constituent <strong>Borough</strong> will be expected to achieve :-<br />
• 28% recycling and composting by March 2007<br />
• 40% recycling and composting by March 2010<br />
• 50% recycling and composting by March 2020<br />
11. In addition recognising the fact that recycling and composting alone cannot achieve<br />
the necessary overall diversion from landfill required the JMWMS also proposes that up to<br />
200,000 tonnes <strong>of</strong> mixed municipal waste by 2020 is diverted each year to some form <strong>of</strong><br />
energy recovery process.<br />
12. With the implementation <strong>of</strong> the weekly household recycling service in June this year<br />
Waste Division <strong>of</strong>ficers expect to achieve the 28% target by March 2006. In addition<br />
proposals are currently being put together for the re-engineering <strong>of</strong> both the New Years<br />
Green Lane and South Ruislip Civic Amenity sites. These developments in addition to the<br />
inclusion <strong>of</strong> glass bottles and jars into the household recycling service by August 2006<br />
should see the <strong>Borough</strong> recycling 40% by March 2010. The 50% recycling target by 2020 is<br />
very challenging and will only be achieved by further radical changes to the household<br />
collection services for recyclables, garden wastes and refuse.<br />
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Consultations – Already Completed<br />
13. The JMWMS was prepared by <strong>of</strong>ficers from the Constituent <strong>Borough</strong>s, and WLWA<br />
<strong>of</strong>ficers in close cooperation with local residents and key stakeholders. In turn this grouping<br />
was supported by external consultants Environmental Resources Management Ltd and<br />
Eunomia Research & Consulting.<br />
14. Strong working relationships were established between WLWA and the Constituent<br />
<strong>Borough</strong>s through regular meetings to steer the Strategy process. This was reinforced by the<br />
fact that WLWA’s board is composed <strong>of</strong> one elected member from each Constituent<br />
<strong>Borough</strong>. To further supplement this a Waste Forum, including elected Members, <strong>of</strong>ficers<br />
and community representatives from each <strong>of</strong> the Constituent <strong>Borough</strong>s was established to<br />
support the development <strong>of</strong> the JMWMS. Finally separate focus group meetings were also<br />
convened in each <strong>of</strong> the Constituent <strong>Borough</strong>s to engage local residents and other<br />
stakeholders.<br />
Consultations – Proposed<br />
15. In addition to the consultations already completed in order to ensure the fullest<br />
possible consultation WLWA will be sending the draft strategy for comment to the following<br />
organizations for comment :-<br />
• Greater <strong>London</strong> Authority<br />
• Environment Agency<br />
• Neighbouring Waste Disposal Authorities<br />
• Various Environmental Interest Groups (Greenpeace, Friends <strong>of</strong> the Earth etc)<br />
•<br />
16. In addition the Waste Division intends to consult with the following organizations and<br />
stakeholders :-<br />
• <strong>Borough</strong> Members<br />
• <strong>Hillingdon</strong> Alliance <strong>of</strong> Residents Associations<br />
• Waste Division operational partners<br />
• Local Chambers <strong>of</strong> Commerce<br />
• Any additional consultees identified during the course <strong>of</strong> Cabinet approval<br />
Environmental Appraisal <strong>of</strong> Options<br />
17. The JMWMS includes an appraisal <strong>of</strong> options for the medium to long term<br />
management <strong>of</strong> residual wastes, i.e. those wastes not recycled via household collection<br />
services or at Civic Amenity sites across the WLWA area. The appraisal is consistent with<br />
the concept <strong>of</strong> Best Practical Environmental Option (BPEO) as detailed in Waste Strategy<br />
2000 and as included in Annex A <strong>of</strong> the JMWMS.<br />
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18. The Department for the Environment, Food and Rural Affairs (DEFRA) previously<br />
consulted on proposed changes to waste management decision making principles. As a<br />
result Sustainability Appraisal (SA), including Strategic Environmental Assessment (SEA) is<br />
now required for Regional Spatial Strategies and Development Plan Documents which<br />
identify waste management infrastructure needs. SA will identify the extent to which the<br />
spatial planning strategy delivers the objectives set by Government for sustainable waste<br />
management.<br />
19. Therefore SA incorporates the concepts underpinning the process for determining the<br />
BPEO, which means there is no longer a need for a separate BPEO process. Nevertheless<br />
the principles covered by BPEO remain valid and will be addressed by SA/SEA in future<br />
including :-<br />
• in taking decisions, there should be consideration <strong>of</strong> alternative options in a<br />
systematic way;<br />
• engagement with the community and key stakeholders should be an important and<br />
integral part <strong>of</strong> the decision-making process;<br />
• environmental impacts <strong>of</strong> possible options should be assessed by looking at both the<br />
long and short term;<br />
• decisions should seek the best environmental outcome taking account <strong>of</strong> what is<br />
feasible and what is an acceptable cost.<br />
20. An SEA must be undertaken for all new strategies as a requirement <strong>of</strong> the<br />
Environmental Assessment <strong>of</strong> Plans & Programmes Regulations 2004. However, an SEA is<br />
not required where the Strategy development process began before the 21 st July 2004,<br />
provided that the Strategy is adopted prior to the 21 st July 2006.<br />
21. The first preparatory act for the JMWMS took place prior to 21 st July 2004.<br />
Consequently based on the intention to formally adopt the final JMWMS before the 21 st July<br />
2006 a formal SEA is not required. Nevertheless the appraisal <strong>of</strong> the options for dealing with<br />
residual wastes is consistent with a formal SEA as well as the BPEO process.<br />
Action Plan<br />
22. Volume 1 <strong>of</strong> JMWMS contains a comprehensive action plan which in essence is the<br />
most important part <strong>of</strong> the document because it details a comprehensive series <strong>of</strong> service<br />
developments both at the <strong>Borough</strong> level and at the regional WLWA level, which if<br />
undertaken should deliver the necessary increases in performance by the key dates<br />
specified.<br />
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23. The Action Plan itself runs to many pages and consequently it would be impractical to<br />
run through and comment on every single action especially when it is recognised that within<br />
<strong>Hillingdon</strong> a significant number <strong>of</strong> the suggested actions and individual pieces <strong>of</strong> work have<br />
either been completed or are well under way. Therefore detailed below are the main issues<br />
which <strong>Hillingdon</strong> needs to consider with respect to the future development <strong>of</strong> the <strong>Borough</strong>’s<br />
waste management services under the context <strong>of</strong> the JMWMS :-<br />
• Recycling / Composting rates <strong>of</strong> 28%, 40% and 50% by March 2007, March 2010<br />
and March 2020.<br />
24. As detailed above with the implementation <strong>of</strong> the weekly household collection <strong>of</strong><br />
mixed dry recyclables Waste Division <strong>of</strong>ficers are confident <strong>of</strong> achieving the 28% recycling<br />
target by March 2006 some 12 months ahead <strong>of</strong> schedule. In turn assuming that current<br />
negotiations to include glass recycling in the weekly household recycling service are<br />
successful; and proposed changes to the New Years Green Lane and South Ruislip Civic<br />
Amenity sites go ahead within the next 2 years Waste Division <strong>of</strong>ficers are also confident <strong>of</strong><br />
achieving the 40% recycling target by March 2010. The final target <strong>of</strong> 50% recycling by 2020<br />
is far more challenging and will not be met without further radical changes to the household<br />
collection services for recyclables, compostables and residual wastes.<br />
• The JMWMS will not be prescriptive as to the collection systems used by the<br />
<strong>Borough</strong>’s to achieve the landfill reduction, recycling and composting targets.<br />
25. The Action Plan contains a number <strong>of</strong> measures, such as fortnightly refuse collection,<br />
which will be controversial at best. Therefore one <strong>of</strong> the key issues that was insisted upon by<br />
WLWA’s Constituent <strong>Borough</strong>’s was that the Action Plan was not to be prescriptive. In other<br />
words if a <strong>Borough</strong> can reasonably demonstrate that it can achieve the key targets by the<br />
specified dates through means not necessarily detailed in the Action Plan then such<br />
<strong>Borough</strong>s should be given the freedom to pursue their own course <strong>of</strong> action rather than<br />
being tied to the those actions detailed in the JMWMS. Therefore if a <strong>Borough</strong> can<br />
reasonably expect to achieve a 50% recycling rate by 2020 without implementing the<br />
fortnightly collection <strong>of</strong> residual refuse then it should be allowed to do so. However, in<br />
considering this principle it should also be remember that like the Mayor for <strong>London</strong>, WLWA<br />
also have ‘Powers <strong>of</strong> Direction’ over the <strong>Borough</strong>’s waste services which can be used if<br />
WLWA believe that a <strong>Borough</strong>’s actions are not conducive to the achievement <strong>of</strong> the<br />
JMWMS.<br />
• All <strong>Borough</strong>’s to collect cardboard, plastics and compostable kitchen wastes.<br />
26. Currently <strong>Hillingdon</strong> already collects cardboard through the <strong>Borough</strong>’s network <strong>of</strong><br />
recycling sites and via the weekly household collection service for mixed dry recyclables<br />
which also collects plastic bottles. In addition the Authority is also involved in a small trial at<br />
the South Ruislip Civic Amenity site which collects all other types <strong>of</strong> s<strong>of</strong>t and hard plastics<br />
not collected via the weekly service.<br />
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27. With respect to kitchen waste the contract agreed last year for the processing <strong>of</strong> the<br />
<strong>Borough</strong>’s compostable garden wastes also allows us to add in kitchen wastes at any point.<br />
However, problems experienced with the processing facility this summer have resulted in<br />
Waste Division <strong>of</strong>ficers suspending further consideration <strong>of</strong> this issue until such time as the<br />
problems are resolved or alternative arrangements are made.<br />
• Participation in Household Recycling Services will be driven up by reducing the<br />
collection <strong>of</strong> residual wastes (traditional refuse collection) to fortnightly.<br />
28. As reported previously to the Authority one <strong>of</strong> the key features common to the UKs<br />
top performing Waste Collection Authorities (WCAs) when it comes to recycling and<br />
composting is the operation <strong>of</strong> a fortnightly collection service which alternates between<br />
recycling and composting one week and residual waste collection the next. The <strong>London</strong><br />
<strong>Borough</strong> <strong>of</strong> Harrow is currently conducting a trial into alternate weekly collections with a view<br />
to the change being implemented <strong>Borough</strong> wide. Whilst this would be a radical departure<br />
from the norm it is the kind <strong>of</strong> change necessary if <strong>Hillingdon</strong> is achieve the 50% recycling<br />
target by 2020 as detailed in the JMWMS.<br />
29. Waste Division <strong>of</strong>ficers have already conducted preliminary studies into this approach<br />
and have concluded that there is a better compromise between the current collection<br />
approach and a full blown alternate weekly service. At this initial stage Waste Division<br />
<strong>of</strong>ficers would recommend putting together proposals for increasing the collection <strong>of</strong> garden<br />
wastes (and possibly kitchen wastes subject to issues raised above) to a weekly service<br />
followed by the reduction <strong>of</strong> refuse collection to fortnightly. However, such an approach<br />
would necessitate consideration <strong>of</strong> different containment methods.<br />
• Requires that all Civic Amenity sites within the WLWA be re-engineered / redesigned<br />
to achieve best practice in order to drive site recycling sites up to 60%-<br />
70%.<br />
30. As discussed earlier in the report key to achieving the medium term recycling target <strong>of</strong><br />
40% by 2010 is the re-design / re-engineering <strong>of</strong> each <strong>of</strong> the <strong>Borough</strong>’s Civic Amenity sites<br />
to turn them into proper household waste recycling centres that can deliver the necessary<br />
step changes in performance to recycle up to 70% <strong>of</strong> the wastes going through these sites.<br />
31. To this end Waste Division <strong>of</strong>ficers previously secured external funding via the<br />
2004/05 DEFRA Local Authority Support Unit, (LASU) challenge fund which allowed the<br />
<strong>Borough</strong> to employ and work with consultants to come up with a new design for the New<br />
Years Green Lane Civic Amenity site in Harefield. The results <strong>of</strong> this work are now being<br />
analysed by the Planning Department to allow them to identify what additional information<br />
they require prior to the submission <strong>of</strong> a full planning application.<br />
32. Waste Division <strong>of</strong>ficers were again successful in the 2005/06 DEFRA LASU challenge<br />
round and are now actively working with the same team <strong>of</strong> consultants as well as the West<br />
<strong>London</strong> Waste Authority over options to re-design the Victoria Road Civic Amenity site in<br />
South Ruislip.<br />
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33. Once projected costs for both projects are known Waste Division <strong>of</strong>ficers intend to<br />
report back to the Cabinet detailing the plans as well as a breakdown <strong>of</strong> the anticipated costs<br />
and timescales for construction. This will also include an analysis <strong>of</strong> possible sources <strong>of</strong><br />
external funding that may exist at the time and which may be used to mitigate the costs to<br />
<strong>Hillingdon</strong>.<br />
34. Finally Waste Division <strong>of</strong>ficers are also in active discussions with SITA (UK) over the<br />
long term future <strong>of</strong> the Civic Amenity site in Rigby Lane in Hayes. This site is more<br />
problematical than either New Years Green Lane or South Ruislip sites due to being<br />
severely constricted for space as well as being owned by SITA . Therefore any future<br />
development <strong>of</strong> this site will require significant Capital investment from SITA which in turn<br />
would need to be funded through an appropriate contract with the <strong>Borough</strong>.<br />
• The West <strong>London</strong> Waste Authorities will work together to achieve the aims <strong>of</strong> the<br />
strategy and are committed to share equitably the costs and rewards <strong>of</strong> achieving<br />
its aims, (Policy No.8).<br />
35. As a result <strong>of</strong> the current default waste disposal levy there is no direct link between<br />
waste disposal costs and tonnages disposed <strong>of</strong> and reductions in disposal expenditure due<br />
to recycling and other landfill diversion technologies.<br />
36. DEFRA is currently consulting with the Joint Waste Disposal Authorities and their<br />
Constituent <strong>Borough</strong>s over changing the default levy basis to one based on tonnage. In turn<br />
through this consultation Waste Division <strong>of</strong>ficers will be looking to influence the final<br />
outcomes <strong>of</strong> the consultation such that any changes :-<br />
• Result in Constituent <strong>Borough</strong>’s only paying for disposal costs actually incurred, (with the<br />
sole exception <strong>of</strong> CA site household wastes costs)<br />
• That the Joint Waste Disposal Authorities are given the power to target <strong>Borough</strong>’s directly<br />
by passing on any fines received under LATS.<br />
Options for Dealing With Residual Waste<br />
37. Even though the draft JMWMS includes a target <strong>of</strong> recycling 50% by 2020 it should<br />
be recognised that recycling and composting alone will not meet the required diversion from<br />
landfill if WLWA and the Constituent <strong>Borough</strong>’s are to fully comply with the LATS<br />
requirements. Therefore the JMWMS needs to assess and propose an appropriate mix <strong>of</strong><br />
solutions that will be able to divert the necessary tonnage from landfill through some form <strong>of</strong><br />
recovery process.<br />
38. To be able to carry out an objective assessment <strong>of</strong> the various technologies available<br />
for managing residual wastes it was necessary to place them on a common scale for<br />
comparison. WLWA’s existing waste management contract runs out in 2008 at which point a<br />
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Cabinet report 10 th November 2005 Page 214
new contract will need to be let. However, the technologies being considered have different<br />
lead times with Energy from Waste being the longest at an average <strong>of</strong> 4½ - 8 years.<br />
Therefore stage 1 <strong>of</strong> the assessment process was to examine the technological option(s)<br />
that best meet WLWA’s need to manage residual waste irrespective <strong>of</strong> the timescales for<br />
bring any new facilities on line.<br />
39. The outcomes <strong>of</strong> stage 1 <strong>of</strong> the assessment with used to develop integrated options<br />
for the management <strong>of</strong> residual wastes from 2005-2020. This represents stage 2 <strong>of</strong> the<br />
process.<br />
Assessment Methodology<br />
40. A seven stage methodological approach was used to carry out each <strong>of</strong> the stages<br />
detailed above :-<br />
• Set the overall aim <strong>of</strong> the assessment, subsidiary objectives and the criteria against<br />
which performance <strong>of</strong> different options will be measured;<br />
• Identify all the viable options;<br />
• Assess the performance <strong>of</strong> these options against set criteria agreed via the consultation<br />
process<br />
• Value performance<br />
• Balance the different objectives or criteria against one another;<br />
• Evaluate and rank the different options<br />
• Analyse how sensitive the results are to variations in the assumptions made or the data<br />
used.<br />
41. The overall assessment was strategic in its approach, rather than site-specific, and<br />
consequently its aim was to identify the type(s) <strong>of</strong> technology that best fit WLWAs residual<br />
waste management responsibilities under the LATS regime.<br />
42. The assessment <strong>of</strong> possible technologies applicable to the above was carried using a<br />
criteria based on the Office <strong>of</strong> the Deputy Prime Minister’s guidance on Strategic Planning<br />
for Sustainable Waste Management. The criteria was modified as a result <strong>of</strong> feedback during<br />
the first stages <strong>of</strong> the WLWA wide consultation process on the draft JMWMS. The final<br />
criteria also reflect the Sustainability Criteria developed by the Mayor in the <strong>London</strong> Plan<br />
(2004) and that are likely to be used in drafting Sub Regional Development Frameworks,<br />
local development plan documents, and when considering planning applications. The list <strong>of</strong><br />
criteria used in the assessment process are as follows :-<br />
• Environmental<br />
• Resource depletion<br />
• Air pollution<br />
• Greenhouse gas emissions<br />
• Emissions injurious to public health<br />
• Extent <strong>of</strong> water pollution<br />
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• Transport: distance and mode<br />
• Practicability / social<br />
• Land take<br />
• Cost<br />
• Reliability <strong>of</strong> delivery (likelihood <strong>of</strong> implementation & flexibility <strong>of</strong> arrangements)<br />
• Liability <strong>of</strong> end product<br />
• Compliance with waste policy<br />
43. Using the process outlined above 5 distinct recovery technologies were examined<br />
with a view to their use in the medium to long phases <strong>of</strong> the JMWMS and included :-<br />
• Anaerobic Digestion<br />
• Mechanical Biological Treatment (MBT)<br />
• Autoclaving<br />
• Gasification<br />
• Energy from Waste (EfW)<br />
44. The analysis <strong>of</strong> options for dealing the residual wastes shows that the options that are<br />
best suited to achieve the necessary reduction in landfill across the period to 2020 are MBT<br />
and EfW. However, new facilities will take considerable time to implement. It is very unlikely<br />
that any new plant, <strong>of</strong> a significant size, could be operational before 2010, and it could be<br />
2013 or later before capacity to divert residual wastes from landfill comes online. This delay<br />
beyond the date at which the new contracts are let as significant implications for WLWA<br />
under the context <strong>of</strong> the LATS regime.<br />
45. Options for bridging the gap include the procurement <strong>of</strong> an interim small scale MBT<br />
plant, procuring EfW capacity from outside the <strong>London</strong> area or paying LATS penalties or<br />
paying for extra permits.<br />
Key Issues for Consideration<br />
46. In essence the draft JMWMS as detailed here does not present any challenges that<br />
cannot be faced by <strong>Hillingdon</strong> across the medium to long term. Compared to other WLWA<br />
Constituent <strong>Borough</strong>s <strong>Hillingdon</strong> will probably be the only one to achieve the 28% recycling<br />
target by March 2007. In turn the vast majority <strong>of</strong> the necessary changes to services detailed<br />
in the strategy are issues which <strong>Hillingdon</strong> is mostly addressing already with the remainder<br />
being issues that the Authority will need to tackle regardless <strong>of</strong> whether or not a JMWMS<br />
had to be produced.<br />
47. However specifically <strong>Hillingdon</strong>’s response to the draft JMWMS should highlight the<br />
following issues which should be addressed in the final version <strong>of</strong> the JMWMS :-<br />
• The JMWMS is a long and complex document with significant implications for waste<br />
management services in the West <strong>London</strong> area until 2020. With this in mind <strong>Hillingdon</strong><br />
would like to see a clear and concise Executive Summary at the start <strong>of</strong> Volume 1 which<br />
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details the main services changes / developments being put forward by the JMWMS with<br />
associated timescales. This in turn will make the document far more ‘user friendly’ which<br />
should help to broaden its take up among the key stakeholders and wider community.<br />
• The action plan as currently drafted implies that issues such as the collection <strong>of</strong> kitchen<br />
wastes for composting; the reduction <strong>of</strong> residual refuse collection to fortnightly and the<br />
inclusion <strong>of</strong> other materials such as cardboard into household recycling services are all<br />
issues which can be considered in isolation. However, in <strong>Hillingdon</strong> future proposals from<br />
Waste Division <strong>of</strong>ficers to make further changes to the collection services for recycling,<br />
compostables and residual wastes would look to address all <strong>of</strong> these issues at the same<br />
time.<br />
• Although mentioned in the draft JMWMS Waste Division <strong>of</strong>ficers would like to see a much<br />
clearer statement confirming that the Action Plan is not intended to be prescriptive. In<br />
turn on the basis that <strong>Borough</strong>s can reasonably demonstrate their ability to meet the<br />
agreed targets by the specified dates it should be for the <strong>Borough</strong>’s themselves to make<br />
the final decision over how targets are to be achieved without having to automatically<br />
follow the Action Plan detailed in the JMWMS.<br />
• If possible <strong>Hillingdon</strong> would like to see the outcomes <strong>of</strong> the current DEFRA consultation<br />
exercise on the default waste disposal levy included in the final version <strong>of</strong> the JMWMS to<br />
confirm WLWAs intent to target directly any <strong>Borough</strong>’s with any fines which it receives<br />
from Central Government as a result <strong>of</strong> penalties received under the LATS regime which<br />
in turn were caused by any <strong>Borough</strong>(s) not achieving the specified recycling rates by the<br />
agreed dates.<br />
Financial Implications<br />
48. Previously the Cabinet has received a number <strong>of</strong> reports from Waste Division <strong>of</strong>ficers<br />
seeking approval for changes to the range <strong>of</strong> recycling services provided by the <strong>Borough</strong> as<br />
well as approval for responses to Government consultations on the Landfill Allowance<br />
Trading Scheme.<br />
49. Whilst the projected cost figures for continued landfill use are based on a range <strong>of</strong><br />
assumptions all <strong>of</strong> which could be debated at some length nevertheless the underlying<br />
message is clear. The do nothing option whereby the <strong>Borough</strong> does not continue to develop<br />
its recycling services or via WLWA does not seek to recover energy from its residual wastes<br />
is the most expensive long term option.<br />
50. In turn the draft JMWMS anticipates that through an appropriate mix <strong>of</strong> MBT and EfW<br />
technology up to £480m <strong>of</strong> potential cost in the form <strong>of</strong> LATS fines can be avoided. As<br />
previously the levels at which these respective figures are pitched can and will continue to<br />
be debated. However, it is clear that <strong>Hillingdon</strong> in partnership with WLWA and the other<br />
Constituent <strong>Borough</strong>s must continue to develop it waste management services across the<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 217
Board with the over-riding aim being to seek every opportunity to recycle, compost and<br />
recovery energy from wastes where possible.<br />
51. Further financial analysis can only be carried out when the Authority comes to<br />
consider additional expenditure requests from Waste Division <strong>of</strong>ficers as they continue to<br />
expand and enhance the services they provide as briefly outlined above. In turn it is<br />
anticipated that with the current DEFRA consultation on changing the default waste disposal<br />
levy to one based on actual tonnage that financial considerations when assessing future<br />
expenditure requests in this area will become much clearer with recycling, composting and<br />
energy recovery representing the most cost effective option in the long term.<br />
52. DEFRA is currently consulting on changes to the levy basis for Joint Municipal Waste<br />
Disposal Authorities in England. This is almost certain to lead to the introduction <strong>of</strong> a<br />
tonnage waste disposal levy from 1 April 2006. This leads to a reduction in the WLWA levy<br />
but a loss <strong>of</strong> income from Recycling Credits. The estimated impact on this authority over the<br />
next three years is estimated to be:<br />
2006/07<br />
£’000<br />
2007/08<br />
£’000<br />
2008/09<br />
£’000<br />
Pressure on Levy -518 -127 +2,000<br />
Removal <strong>of</strong> Recycling Credits received. +948 +972 +1,000<br />
Net Pressure on budget +430 +845 +3,000<br />
The main reason for the large increase in 2008/09 is due to the estimated position that the<br />
Council will have to contribute to LATS penalties in that year.<br />
The above table takes full account <strong>of</strong> the costs associated with the potential increases<br />
detailed in paragraph 9 above.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Corporate Finance comments<br />
53. The table presented at paragraph 52 above is based on current trends in waste<br />
collection and disposal among the constituent West <strong>London</strong> boroughs (before the step<br />
change in recycling performance and consequent actions reflected in the draft strategy), and<br />
is reflected in the draft Medium Term Financial Forecast (MTFF) due to be reported to<br />
Cabinet on 15 December 2005. Adopting the key targets included in the draft strategy will<br />
require further investment in waste collection facilities as described at paragraphs 12, 24 and<br />
30-33 to deliver these targets, and as noted in the report schemes are being developed to<br />
bring forward proposals to this effect. The business case for such capital investment, as for<br />
all similar actions by other boroughs reflected in the Action Plan, will have an invest-to-save<br />
emphasis, based on the financial benefit <strong>of</strong> delaying the severe impact <strong>of</strong> LATS penalties<br />
beyond 2008/09 as projected at paragraph 52 above.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
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Legal Implications<br />
54. As noted in the report the production <strong>of</strong> the Joint Municipal Waste Management<br />
Strategies is statutory requirement for the joint waste disposal authorities and their<br />
Constituent <strong>Borough</strong>s. The only exception to this is for Authorities who have already<br />
achieved their statutory recycling targets as is the case in <strong>Hillingdon</strong>. This exception can be<br />
revoked should we fail to achieve any future statutory targets.<br />
55. However, as noted in the report, given the considerable implications for waste<br />
management in the West <strong>London</strong> area until 2020 <strong>Hillingdon</strong>’s Waste Division have been<br />
actively engaged in the formulation <strong>of</strong> the JMWMS since early 2004.<br />
56. Based on this work is anticipated that all <strong>of</strong> the Constituent <strong>Borough</strong>’s will be able to<br />
sign up to very challenging but nevertheless achievable targets detailed in the JMWMS.<br />
However, in the event that one or more Authorities are unable to agree the final strategy is<br />
currently unclear how Government intends to resolve such problems.<br />
57. In addition in <strong>London</strong> there is the added issue <strong>of</strong> getting the JMWMS agreed by the<br />
Mayor for <strong>London</strong> who like WLWA has been giving the power <strong>of</strong> direction over waste issues<br />
in <strong>London</strong> as evidenced by his previous ‘Direction’ which prevented WLWA recently seeking<br />
to let a contract for the management <strong>of</strong> up to 150,000 tonnes <strong>of</strong> waste per annum. Should<br />
either the Mayor, DEFRA or any <strong>of</strong> the Constituent <strong>Borough</strong>’s object to / find themselves<br />
unable to agree the JMWMS it is unclear how such a situation would be resolved or how<br />
long it would take.<br />
58. In any event Waste Division <strong>of</strong>ficers have indicated their intention to continue with the<br />
development <strong>of</strong> <strong>Hillingdon</strong>’s waste management services in line with the intention <strong>of</strong> the<br />
JMWMS.<br />
EXTERNAL CONSULTATIONS CARRIED OUT<br />
59. No external consultations were carried out with respect to this report. However, as<br />
noted in paragraphs 13 - 14 extensive external consultations were carried to support the<br />
formulation <strong>of</strong> the draft JMWMS.<br />
BACKGROUND DOCUMENTS<br />
Draft Joint Municipal Waste Management Strategy – August 2005<br />
Cabinet <strong>Report</strong>, 30 th September 2004<br />
Cabinet <strong>Report</strong>, 27 th May 2004 (DEFRA Consultation on Tradable Landfill Allowances)<br />
The Mayor’s Municipal Waste Management Strategy – September 2003<br />
DEFRA Landfill Allowance Trading Scheme – 31 st August 2003<br />
LB <strong>Hillingdon</strong> Draft Waste (Recycling) Strategy 2001 – 2006<br />
Waste Strategy 2000<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 219
ACORN YOUTH CLUB DEVELOPMENT ITEM 10<br />
Contact Officers Tom Murphy – 01895 250648<br />
Papers with this report<br />
Map showing site <strong>of</strong> Acorn Youth Club<br />
SUMMARY<br />
This report is concerned with the development <strong>of</strong> Acorn Youth Club. Its purpose is<br />
to secure actions designed to support the organisation in furthering its work with<br />
young people with learning difficulties and disabilities.<br />
RECOMMENDATIONS<br />
That Cabinet:<br />
1. agree that the management <strong>of</strong> the land marked on the attached plan be<br />
transferred from Environmental Services Group to Education Youth &<br />
Leisure Group.<br />
2. authorise Property Consultancy to demolish the condemned building.<br />
3. authorise the Asset Management Review (AMR) Project Team to assist<br />
in an advisory and consultative capacity in connection with the<br />
construction <strong>of</strong> the building that will be project managed by an<br />
appointed person from the Acorn Youth Club.<br />
4. authorise the AMR Project Team to recharge costs incurred to Acorn<br />
Youth Club that it has incurred in respect <strong>of</strong> this project.<br />
REASONS FOR OFFICER RECOMMENDATIONS<br />
The land edged, black on the attached plan, is currently managed by Environmental<br />
Services Group. The buildings are managed by Education, Youth & Leisure<br />
Services.<br />
To rationalise the management <strong>of</strong> the land so it may be managed by the same group<br />
as the building and service provided.<br />
The former cricket pavilion, cross-hatched on the attached plan, has been<br />
condemned. It is recommended by Property Services that the building be<br />
demolished as soon as possible.<br />
The new premises is being constructed on the direct instructions <strong>of</strong> Acorn Youth<br />
Club who have received lottery funding to enable them to carry out this development.<br />
However, the Acorn Youth Club has requested that support be given by the Asset<br />
Management Review Project team (AMR) to assist the club with planning<br />
permission, building regulations, Tree Preservation Orders and other conditions that<br />
may affect the development.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
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Acorn Youth Club have recently employed a planning advisor to provide dedicated<br />
attention to project development as a number <strong>of</strong> potential challenges have arisen<br />
concerning the desired location <strong>of</strong> the new build and restrictions arising from<br />
subterranean cabling and tree location. It is still viewed that the project would<br />
benefit from AMR Project Team support to enable the project to be expedited swiftly,<br />
particularly given that the Lottery Funding is time limited.<br />
The AMR Project Team has a very limited budget and has been required to recharge<br />
<strong>of</strong>ficer time to projects to ensure that the service is properly funded.<br />
OPTIONS AVAILABLE<br />
Not to transfer the land and to continue with the existing arrangements. The land<br />
management in future may be unnecessarily complex if this change is not made<br />
now.<br />
Not to demolish the Pavilion. This is not recommended. This will not improve<br />
community safety issues in the area and exposes the Council to risk from claims<br />
from persons injuring themselves if they enter the building without authorisation.<br />
Not to provide support from the Asset Management Review Project Team. This<br />
would mean that the Acorn Youth Club would be solely reliant on pr<strong>of</strong>essional advice<br />
from a commercial provider who has not had the benefit <strong>of</strong> working with the group<br />
during the initial planning stages <strong>of</strong> this project.<br />
INFORMATION<br />
1. The Acorn Youth Club provides a meeting place for young people between<br />
the ages <strong>of</strong> 11-21 who are disabled. Many different types <strong>of</strong> disability are catered for<br />
although most <strong>of</strong> the disabilities are not physical.<br />
2. The club has met in the two pavilion buildings located on Columbia Open<br />
Space for many years and lease negotiations for the old cricket pavilion have been<br />
on-going since 1993 but had not been completed due to the movement <strong>of</strong> the<br />
foundations <strong>of</strong> the building caused by the close proximity <strong>of</strong> trees, many <strong>of</strong> these<br />
being the subject <strong>of</strong> Tree Preservation Orders.<br />
3. The old pavilion building was frequently subjected to vandalism and in March<br />
2003 was damaged so severely that it had to be closed and boarded up.<br />
4. Property Consultancy condemned the building and advised that it should be<br />
demolished.<br />
5. The two pavilions are Council assets and the demolition cost <strong>of</strong> the<br />
condemned building is the responsibility <strong>of</strong> the Council. Property services will<br />
identify the funds for the cost <strong>of</strong> demolition <strong>of</strong> the condemned pavilion and the<br />
storage building that had been erected by Bellway Homes.<br />
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6. By virtue <strong>of</strong> an agreement under Section 52 <strong>of</strong> the Town and Country<br />
Planning Act 1970 entered in to by the Council in 1978, with the former land owner,<br />
The Civil Service Sports Association and Bellway Homes Ltd, buildings comprising<br />
those used by the Acorn Youth Club were transferred to the Council.<br />
7. The terms <strong>of</strong> this agreement include 2 requirements.<br />
1. Not to build any new buildings on the land without the consent <strong>of</strong> the other<br />
parties.<br />
2. 2. To maintain the existing building in good and substantial condition.<br />
8. Following legal advice, Estates & Valuation Officers have been asked to write<br />
to the other parties setting out the position and seeking their consent to construction<br />
<strong>of</strong> new building and demolition <strong>of</strong> existing pavilion.<br />
9. On receipt <strong>of</strong> a reply, demolition works can proceed without delay.<br />
10. Discussions have been on-going with the Acorn Youth Club over the past two<br />
years about the future <strong>of</strong> the site and various funding sources including possible<br />
Section 106 funding from a 375-unit housing development on the RAF Eastcote site<br />
towards construction costs, and Chrysalis funding for landscaping and security works<br />
have been considered.<br />
11. The timetable for the development <strong>of</strong> the RAF Eastcote site has been delayed<br />
and it is very unlikely that an application for consideration <strong>of</strong> Section 106 funding<br />
would be approved and funds made available within the time that the Youth Club<br />
expects to be able to complete their works.<br />
12. The Chrysalis fund is available for environmental improvement and it is hoped<br />
that assistance towards landscaping and security works will be favourably received.<br />
13. The Youth Club have made strenuous efforts to fund raise and have<br />
successfully raised £30,000 towards the cost <strong>of</strong> works. They have also applied for<br />
funding from the Big Lottery Fund and they have been successful in obtaining grant<br />
aid in the sum <strong>of</strong> £144,811. They therefore have a total resource <strong>of</strong> £174,811.<br />
14. The land shown on the attached plan is managed by Environment Group,<br />
Green Spaces. This land would need to transfer to Education Youth and Leisure if<br />
the building and lease are agreed. Agreement has been reached with Environment<br />
Group Officers that there is no Environment Group use for these buildings or this<br />
land.<br />
15. A new lease <strong>of</strong> land has been agreed for 25 years, this was a prerequisite for<br />
the grant <strong>of</strong> funds from the Big Lottery Fund.<br />
16. The building construction programme is sponsored by Tom Murphy (Principal<br />
Youth Officer), the project will be managed by the Acorn Youth Club who will deal<br />
directly with all construction and planning issues.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 222
Financial Implications<br />
17. Members are being asked to authorise Property Services to demolish the<br />
condemned pavilion, subject to permission being granted from Bellway Homes Ltd<br />
and the Civil Service Sports Association, as per the agreement mentioned in the<br />
report. The cost <strong>of</strong> this is estimated at £20k and is to be funded from the Property<br />
Services Capital Contingency.<br />
18. A condition <strong>of</strong> the Big Lottery Funding is that a new lease <strong>of</strong> land be granted<br />
to the Youth Club for a period <strong>of</strong> 21 years. Once the lease has been agreed and the<br />
demolition works completed, The Youth Club can go ahead with the building <strong>of</strong> the<br />
new structure on the site. The cost <strong>of</strong> the new building will be met from the Big<br />
Lottery Award and from funds raised by the Youth Club. There is no cost expected<br />
to the Council for these works. This option works well for all sides as the Youth<br />
Club can now agree the terms <strong>of</strong> the lease, guaranteeing accommodation for 21<br />
years. The Council will gain a new asset to replace the old and will be able to fulfil<br />
their obligations under the terms <strong>of</strong> the Section 52 agreement.<br />
19. Members are also being asked to authorise the support <strong>of</strong> the Asset<br />
Management Review Project Team (AMR), to assist the Youth Club with technical<br />
matters as mentioned in the report. The cost <strong>of</strong> staff time etc., (to be agreed in<br />
advance), will be recharged in full, directly to the Youth Club and will therefore have<br />
no impact on the Council’s revenue budget.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Corporate Finance Comments<br />
20. Corporate Finance has reviewed this report and the financial implications<br />
within it. The view <strong>of</strong> Corporate Finance is that this report and its financial<br />
implications properly reflect both the direct resource implications on the service<br />
concerned and any wider implications on Council resources as a whole.<br />
Legal Implications<br />
21. Members should note that the Council has various statutory powers under<br />
which it can acquire and hold land. As indicated in the body <strong>of</strong> the report the land<br />
in question was acquired and held for Environmental Services Group purposes.<br />
Members are aware that the Council has carried out a restructuring <strong>of</strong> that group and<br />
it has now been divided into 2 separate groups. Given the historic leisure use <strong>of</strong> the<br />
site it would not fall within the control <strong>of</strong> the Environment and Consumer Protection<br />
Group.<br />
22. It is open to a council to transfer land from one part <strong>of</strong> its organisation to<br />
another if it can be shown that this is for operational or management purposes. In<br />
the present case it has been demonstrated that both for operational and<br />
management purposes it would be more appropriate that the land in question is<br />
within the control <strong>of</strong> Education Youth & Leisure.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 223
23. As a land owner the Council owes duties to those who enter upon its land. In<br />
the event that a person is injured on land owned by the Council and they can<br />
demonstrated that the Council owed them a duty <strong>of</strong> care and could have reasonably<br />
foreseen that they could be injured they would succeed in a claim against the<br />
Council. Officers have established that the existing building is in a dangerous<br />
condition and it would be advisable that the Council take action to remove the risk<br />
that the building presents. In this instance demolition <strong>of</strong> the building would be highly<br />
advisable.<br />
24. As indicated in the body <strong>of</strong> the report the buildings in question were<br />
transferred to the Council under the provisions <strong>of</strong> an agreement under section 52<br />
Town and Country Planning Act 1970. This section was similar to the current<br />
section 106 Town and Country Planning Act 1990 and it allowed for buildings to be<br />
transferred to local authorities if they were to serve a community purpose. It was<br />
common practice for local authorities who received such assets to give a covenant<br />
that they would the asset the question for the purpose for which it was transferred.<br />
This was to prevent local authorities abusing such gifts. In the present case it will be<br />
necessary to seek the consent <strong>of</strong> the other parties to that original agreement to<br />
demolish the existing buildings and replace them with a new building. The Council<br />
may be required to give a new covenant in respect <strong>of</strong> the new building.<br />
25. The involvement <strong>of</strong> the AMR Project Team would be advisable given the<br />
nature <strong>of</strong> the project.<br />
Corporate Property Services Implications<br />
26. Acorn Youth Club currently occupy the building shown hatched black on the<br />
attached plan, but have not been prepared to complete the lease on terms that had<br />
been previously agreed with them. Following discussions regarding the demolition<br />
<strong>of</strong> the derelict building and the building <strong>of</strong> a new structure adjoining the building they<br />
occupy, terms were agreed for a 25 year lease <strong>of</strong> the combined site. These terms<br />
were reported to Cabinet and approved on 18.1.2005 (item 13). The Lottery grant is<br />
made on the condition that the lease will be granted to Acorn Youth Club, and it is<br />
recommended that under no circumstances should any new building works<br />
commence until the Club have entered into the appropriate legal documentation<br />
regarding the lease. The Club were sent the draft legal documentation some<br />
months ago and have made no response. Further delay on their part to finalise and<br />
sign the lease will delay the proposed scheme and may have implications in relation<br />
to accessing the Lottery Grant.<br />
BACKGROUND DOCUMENTS<br />
Site map attached.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 224
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 225
REFURBISHMENT AND REOPENING OF PUBLIC<br />
CONVENIENCES IN SHOPPING CENTRES<br />
ITEM 11<br />
Contact Officer Gerry Edwards - 018952 50903<br />
Papers with this report<br />
None<br />
SUMMARY<br />
As requested by Cabinet at its meeting held on the 12 th October 2005 this report<br />
informs Cabinet <strong>of</strong> the programme for the refurbishment and reopening <strong>of</strong> public<br />
conveniences at Botwell Lane, Hayes and Manor Farm, Ruislip.<br />
RECOMMENDATION<br />
Cabinet is asked to note the programme for the refurbishment and reopening<br />
<strong>of</strong> the public conveniences at Botwell Lane, Hayes and Manor Farm, Ruislip.<br />
REASONS FOR OFFICER RECOMMENDATIONS<br />
To advise Cabinet on further details <strong>of</strong> the programme for the refurbishment and<br />
reopening <strong>of</strong> public conveniences as requested by Cabinet at its meeting held on<br />
12 th October 2005.<br />
OPTIONS AVAILABLE<br />
To ask <strong>of</strong>ficers to prepare a different programme for the refurbishment and<br />
reopening <strong>of</strong> Botwell Lane and Manor Farm public conveniences.<br />
INFORMATION<br />
1. At its meeting held on the 12 th October 2005 Cabinet agreed to the<br />
refurbishment and reopening <strong>of</strong> public conveniences at Botwell Lane, Hayes and<br />
Manor Farm, Ruislip to ensure the earliest possible opening.<br />
2. Officers have appointed a specialist consultant, Dunlop Haywards to prepare<br />
specifications for tendering and the management <strong>of</strong> the refurbishments on site.<br />
Dunlop Haywards, who are used by <strong>Hillingdon</strong> Homes as a term consultant, have an<br />
excellent reputation for this type <strong>of</strong> refurbishment and will work closely with the<br />
Council’s Waste Development Manager who will have overall responsibility for the<br />
management <strong>of</strong> the public conveniences in operation. Dunlop Haywards propose to<br />
tender the works on the 28 th November 2005 with tenders being analysed during the<br />
period immediately before Christmas with a view to starting the works on the 9 th<br />
January 2006. Under Standing Orders the tender will require the approval <strong>of</strong> the<br />
Cabinet Member for Finance, Regeneration and Corporate Services. It is proposed<br />
that both projects will be organised as one contract <strong>of</strong> 10 weeks duration.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 226
3. The programme and method <strong>of</strong> procurement recommended by Dunlop<br />
Haywards is regarded by <strong>of</strong>ficers as realistic.<br />
Financial Implications<br />
4. The 2005/2006 Capital Programme includes a budget <strong>of</strong> £250k for disabled<br />
and older people's priorities. The proposed Public Conveniences mentioned in this<br />
report for re-opening will be funded from this budget. The revenue consequences <strong>of</strong><br />
re-opening the proposed public conveniences are significant and dependant on the<br />
opening hours and whether mobile or static workers are used. The costs could be in<br />
the region <strong>of</strong> between £125k and £200k and would need to be included in next year’s<br />
budget setting process. If it is assumed that these premises re-open early in 2006,<br />
the consequent revenue cost falling within this year’s budget could be in the region<br />
<strong>of</strong> between £31k and £50k. The budget for public conveniences in 2005/2006 is fully<br />
committed. It is therefore anticipated that these additional costs will have to be met<br />
from the corporate risk contingency.<br />
5. It is understood that CCTV will be installed outside each <strong>of</strong> the planned sites.<br />
The CCTV capital budget <strong>of</strong> £203k has currently been prioritised <strong>of</strong> which £89k has<br />
been committed. The proposals set out within this report could be met from within<br />
this budget. The revenue monitoring report for month 5 is predicting an overspend <strong>of</strong><br />
£25k for the CCTV service assuming that all projects are installed during this year.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Legal Implications<br />
6. Any tendering exercise undertaken by Dunlop Haywards on behalf <strong>of</strong> the<br />
Council will have to be conducted in accordance with existing primary and secondary<br />
legislation,relevant Guidance and the Council's Procurement and Contract Standing<br />
Orders and associated Code <strong>of</strong> Practice.<br />
Corporate Finance Comments<br />
7. The main financial implications are set out in the body <strong>of</strong> the report. The<br />
revenue growth that the implementation <strong>of</strong> this project will require has not been<br />
included in the budget setting process to date, as this is a new initiative. It should<br />
therefore be regarded as an additional budget pressure that will need to be met from<br />
further savings or increased council tax.<br />
8. Should the public conveniences revenue budget overspend as a result <strong>of</strong><br />
opening the facility in the current financial year, there is sufficient funding within the<br />
corporate risk contingency to meet this cost.<br />
9. CCTV installation for the exterior <strong>of</strong> these public conveniences would replace<br />
existing projects within the CCTV capital programme. The revenue costs associated<br />
with CCTV expansion have already been identified in the MTFF and so there are no<br />
new implications arising for budget setting.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 227
Corporate Property Services Implications<br />
10. The comments <strong>of</strong> Corporate Property Services are included within this report.<br />
BACKGROUND DOCUMENTS<br />
<strong>Report</strong> to Cabinet 12 th October 2005<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 228
PROPOSED CHARGING FOR PRE-APPLICATION<br />
ADVICE ON MAJOR DEVELOPMENT SCHEMES<br />
ITEM 12<br />
Contact Officer<br />
Papers with this report<br />
Kristina Butler / Ge<strong>of</strong>f Elliott<br />
01895 277551 / 01895 250556<br />
Appendix 1 - attached<br />
SUMMARY<br />
This report sets out details <strong>of</strong> and seeks Cabinet approval for the introduction <strong>of</strong><br />
charging for pre-application advice on major development schemes dealt with by the<br />
Planning and Transportation Group.<br />
RECOMMENDATIONS<br />
That Cabinet:<br />
1. Approves the introduction <strong>of</strong> a charging regime for pre-application advice<br />
on prospective major applications as defined by BV109 (a) at the rates and on<br />
the terms and conditions set out in Appendix 1 attached.<br />
2. Approves the use <strong>of</strong> any funds received for reinvestment within the preapplication<br />
advice service without any adjustments to the Planning and<br />
Transportation Group base budget.<br />
3. Authorises that the Council’s own development schemes shall be exempt<br />
from the charging regime for pre-application advice.<br />
4. Authorises the Director <strong>of</strong> Planning and Transportation to introduce the<br />
charging regime for pre-application advice at the rates and on the terms and<br />
conditions set out in Appendix 1 when she considers it appropriate to do so.<br />
REASONS FOR OFFICER RECOMMENDATION<br />
This report addresses the need for the Cabinet to be appraised <strong>of</strong> the option <strong>of</strong> local<br />
planning authorities charging fees for pre-application advice, and seeks to explain<br />
why it is considered appropriate to pursue this option within <strong>Hillingdon</strong>. It proposes<br />
that the charging regime is only introduced when the Director <strong>of</strong> Planning and<br />
Transportation is satisfied all the requisite arrangements are in place.<br />
OPTIONS AVAILABLE<br />
The key options are as follows:<br />
(A) To agree to implement a charging regime for advice on prospective major<br />
applications, as defined by BV109 (a), on the terms and conditions set out in this<br />
report.<br />
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Cabinet report 10 th November 2005 Page 229
(B) To agree to implement a charging regime for advice on prospective major<br />
applications, as defined by BV109(a), but on terms and conditions at variance<br />
with the contents <strong>of</strong> this report.<br />
(C) To decline to implement a charging regime for prospective major applications, as<br />
defined by BV109 (a), and for the Planning and Transportation Group to continue<br />
to provide pre-application advice at no cost to applicants.<br />
Further options include introducing charging for pre-application advice on<br />
development falling within the definitions <strong>of</strong> BPVI 109(b) and/or 109(c) although<br />
these are not recommended in this report.<br />
INFORMATION<br />
Background<br />
1. The Local Government Act 2000 gives local authorities a general power to<br />
promote the economic, social and environmental well being <strong>of</strong> local communities.<br />
Section 93 <strong>of</strong> the Local Government Act 2003 confers a general power to charge for<br />
discretionary services with the intention <strong>of</strong> allowing local authorities to recover costs,<br />
though not to generate a general surplus. The Regulatory Impact Assessment<br />
accompanying the Local Government Act 2003 suggests two potential charging<br />
options for planning: the first covering pre-application planning and development<br />
advice and the second concerning the diversion <strong>of</strong> rights <strong>of</strong> way. This report<br />
considers the first option <strong>of</strong> introducing a charging regime for pre-application advice<br />
on prospective major applications.<br />
2. Over and above the context <strong>of</strong> the Local Governments Acts <strong>of</strong> 2000 and<br />
2003, the ODPM, when commenting upon proposed planning application fee<br />
increases in the latter part <strong>of</strong> 2004, made it clear that it considers a planning service<br />
incorporates both public and private benefit and, more particularly, that development<br />
control, whilst aiming to promote some public good, has clear private benefits to<br />
applicants and, therefore, they should expect to pay a fee for something which will<br />
bring a measure <strong>of</strong> private gain. It was pointed out that the implementation <strong>of</strong> a<br />
charging regime is not about generating pr<strong>of</strong>it but, rather, spreading the costs <strong>of</strong><br />
services across a wider market, thus creating a civic benefit. As such charging is<br />
viewed as helping local authorities meet their costs and so provide a better service.<br />
3. The ODPM has also issued good practice guidance on the need for local<br />
authorities to carefully consider the availability <strong>of</strong> and charging for planning<br />
information 1 . Although this guidance does not address charging for pre-application<br />
advice specifically, it emphasises how any proposed charging regimes must take<br />
account <strong>of</strong> the fact that they could exclude some members <strong>of</strong> the community from<br />
___________________________________________________________________<br />
___________<br />
1 Making the planning system accessible to everyone: Good-practice guidance on access to and<br />
charging for<br />
planning information – ODPM Sept 2004<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 230
getting the information and advice they need. This is a central point when<br />
considering charging for pre-application advice and underpins the recommendation<br />
<strong>of</strong> this report to only levy fees for advice on prospective major development schemes<br />
where it is highly unlikely charging will exclude any user groups.<br />
Existing pre-application service in <strong>Hillingdon</strong><br />
4. At present the Planning and Transportation Group provides free preapplication<br />
advice in essentially two different ways:<br />
5. The first is via a duty <strong>of</strong>ficer service which involves a dedicated duty planning<br />
<strong>of</strong>ficer being available between 9.00 am and 5.00 pm from Mondays to Fridays<br />
(and 9.00 am and 7.30 pm on Thursdays) to provide guidance to prospective<br />
applicants on small scale development (frequently householder development or<br />
similar and falling within the definitions <strong>of</strong> BVPI 109(b) and (c)). This service<br />
embraces related matters - such as assisting neighbours and others wishing to view<br />
and comment upon current applications - and has recently been extended by having<br />
a planning <strong>of</strong>ficer available for equivalent guidance and advice at Northwood Hills<br />
Library on Tuesdays between 10.00 am and 1.00 pm and at Hayes Library between<br />
the same hours on Thursdays.<br />
6. As a general comment, although a duty planning <strong>of</strong>ficer service is now<br />
commonplace in nearly all local planning authorities, the service provided by<br />
<strong>Hillingdon</strong> exceeds that <strong>of</strong> most authorities in <strong>London</strong> and beyond.<br />
7. The second important area <strong>of</strong> pre-application advice concerns major<br />
development schemes, falling within the definition <strong>of</strong> BVPI 109(a), provided by<br />
<strong>of</strong>ficers in either the Major Applications or the Projects and Implementation Teams<br />
through what is generally referred to as the development team approach. This<br />
service is triggered either by a telephone call or a letter from a major developer<br />
seeking a face-to-face meeting with the relevant <strong>of</strong>ficers to ascertain what Council<br />
policies and standards apply and, on occasion, to seek to explain why their<br />
proposals merit favourable consideration irrespective <strong>of</strong> Council policies and<br />
standards. In responding to such requests a case <strong>of</strong>ficer is identified within either<br />
Team and he/she is charged with liaising with the relevant specialist <strong>of</strong>ficers and<br />
setting up the requisite meeting. It is standard practice to seek details about the<br />
proposed scheme well in advance <strong>of</strong> the meeting - to enable <strong>of</strong>ficers to respond as<br />
authoritatively and comprehensively as possible - but this is not always feasible, not<br />
least when developers are only really ‘sounding out’ the local planning authority.<br />
8. The pre-application advice provided by <strong>of</strong>ficers in either Major<br />
Applications or Projects and Implementation Teams frequently involves further<br />
follow-up meetings with developers, as their schemes evolve, as well as detailed<br />
written responses confirming the nature <strong>of</strong> discussions at meetings and the key<br />
issues that need to be addressed. Advice <strong>of</strong> this nature - and the format in which it<br />
is provided - is standard to most local planning authorities and accords with<br />
Government guidance. However, it has a very significant impact upon Major<br />
Applications and Projects and Implementation Teams and specialist <strong>of</strong>ficer<br />
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Cabinet report 10 th November 2005 Page 231
esources and can occupy up to a fifth <strong>of</strong> the relevant <strong>of</strong>ficers’ time in anyone<br />
working week.<br />
Pre-application service charges <strong>of</strong> other local planning authorities<br />
9. In spite <strong>of</strong> the legislative basis for doing so, as set out in paragraph 1 above,<br />
very few local planning authorities operate a charging regime for pre-application<br />
advice to prospective applicants. Moreover, there is no formal guidance on charging<br />
levels for those local planning authorities that levy fees or the administrative<br />
procedures that need to be put in place in such circumstances. At present only the<br />
<strong>London</strong> <strong>Borough</strong>s <strong>of</strong> Westminster, Barnet, Hammersmith and Fulham, and Camden<br />
are known to be operating charging regimes even though others have expressed an<br />
interest or intent. No detailed study has yet been undertaken on the impact <strong>of</strong><br />
charging for pre-application advice although those boroughs that have introduced<br />
charging regimes express the view that it has resulted in a more formalised, ordered<br />
and pr<strong>of</strong>essional approach to pre-application discussions which in turn provides<br />
greater certainty to the development process. Individually or collectively they feel<br />
there are benefits regarding (i) early discussions <strong>of</strong> possible Heads <strong>of</strong> Terms <strong>of</strong><br />
potential planning obligations (including early agreement to meet the local<br />
authorities’ costs associated with processing such obligations) and (ii) a reduction in<br />
enquiries which are little more than site valuations but which frequently involve a<br />
considerable amount <strong>of</strong> <strong>of</strong>ficer time.<br />
10. Westminster charge a flat rate fee <strong>of</strong> £2,000 for pre-application advice on<br />
any prospective major application as defined by BVPI 109(a). The advice consists <strong>of</strong><br />
a meeting with senior <strong>of</strong>ficers and relevant specialist <strong>of</strong>ficers, with minutes taken as<br />
a record <strong>of</strong> discussions. Procedures are strictly adhered to with no guidance given<br />
without receipt <strong>of</strong> the relevant fee.<br />
11. Barnet charge a variable fee depending on the type <strong>of</strong> prospective application<br />
(major (BVPI 109(a)) or minor (BVPI 109(b)) and the <strong>of</strong>ficers in attendance. The<br />
standard fees are £1,000 for major developments and £500 for minor developments<br />
but additional charges are levied for the attendance at meetings <strong>of</strong> team leaders<br />
(£170) or section heads (£250) and a fee <strong>of</strong> £200 is charged for specialist <strong>of</strong>ficer<br />
attendance at site meetings. Additional fees are levied for additional meetings. As<br />
with Westminster, no guidance is given without receipt <strong>of</strong> the relevant fee, except in<br />
respect <strong>of</strong> prospective householder applications which is free <strong>of</strong> charge.<br />
12. Barnet’s pre-application service is publicised on the Council’s website and<br />
meetings are generally arranged within two weeks <strong>of</strong> any request for advice being<br />
received. Charging for pre-application advice was introduced in June 2004 and the<br />
fees received are used to further improve the pre-application service.<br />
13. Hammersmith and Fulham charge a variable rate depending on the<br />
nature <strong>of</strong> prospective applications. Advice on ‘Medium Scale/Complexity<br />
Development’ - generally falling within the definition <strong>of</strong> BVPI 109(b) - necessitates a<br />
fee <strong>of</strong> £650 and advice on ‘Major Scale/Complexity Development’ - as defined by<br />
BVPI 109(a) - necessitates a fee <strong>of</strong> £1,300. These initial, standard charges cover<br />
case <strong>of</strong>ficer preparation work, the pre-application meeting and written comments<br />
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Cabinet report 10 th November 2005 Page 232
thereafter. Subsequent work is charged at an hourly rate with an hourly fee <strong>of</strong> £110<br />
for the Director and fees <strong>of</strong> between £44 and £90 per hour for other <strong>of</strong>ficers.<br />
Although, as with both Westminster and Barnet, the initial, standard fee must be paid<br />
prior to any meeting, additional charges are invoiced within 30 days <strong>of</strong> ‘final’<br />
comment, with settlement within 21 days. Hammersmith and Fulham’s preapplication<br />
service is also publicised on the Council’s website.<br />
Pre-application service charging in <strong>Hillingdon</strong><br />
14. Having regard to the legal basis provided by the Local Government Acts <strong>of</strong><br />
2000 and 2003, allied to the ODPM’s view that the exercise <strong>of</strong> the planning control<br />
system has clear financial benefits to applicants - that they should pay a fee for<br />
something which will bring a measure <strong>of</strong> private gain - there are considered to be no<br />
objections in principle to <strong>Hillingdon</strong> charging for pre-application advice. Moreover,<br />
having regard to the service benefits it appears to have realised in other boroughs<br />
allied to the significant resource implications <strong>of</strong> <strong>Hillingdon</strong>’s current pre-application<br />
advice service, there are considered to be strong arguments in favour <strong>of</strong> this Council<br />
proceeding to introduce a pre-application charging regime. This holds true even<br />
though it is not possible to anticipate the take-up <strong>of</strong> advice under a pre-application<br />
charging regime or, therefore, the fees it would yield.<br />
15. There is a range <strong>of</strong> options regarding charging for pre-application guidance.<br />
These include:<br />
(A) The type <strong>of</strong> pre-application guidance that should be the subject <strong>of</strong> charging<br />
(B) Whether flat or variable fees should be levied and at what rate<br />
(C) When should the charging regime should be introduced and what key elements<br />
must be strictly adhered to.<br />
16. As regards (A) above, in view <strong>of</strong> the approach adopted by those boroughs<br />
with a pre-application charging regime and the call upon the time <strong>of</strong> Major<br />
Applications and Projects and Implementation Team and specialist <strong>of</strong>ficers in<br />
providing pre-application advice, it is recommended that a charge is levied for advice<br />
on prospective major applications falling within the definition <strong>of</strong> BVPI 109(a).<br />
Equally, in view <strong>of</strong> the approach adopted in other boroughs and having regard to the<br />
spirit <strong>of</strong> ODPM guidance in seeking to ensure no members <strong>of</strong> the community are<br />
excluded from the information and advice they seek, it is recommended that no<br />
charge is levied for any advice on householder or other small scale development<br />
falling within the definition <strong>of</strong> BVPI 109(c). Whilst recognising that scope clearly<br />
exists to charge for guidance on ‘minor’ development - as is the practice in both<br />
Barnet and Hammersmith and Fulham - it is recommended that this option is not<br />
implemented at this stage. Although arguably somewhat cautious, it avoids the<br />
potential difficulties and confusion as to what guidance should or should not be<br />
charged for - bearing in mind that some ‘minor’ development is too small to merit any<br />
charging - and it allows Group staff more opportunity to work through and resolve<br />
those issues that will inevitably arise from an important shift in operational practices<br />
in respect <strong>of</strong> major development proposals. Furthermore, it is not proposed now or<br />
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Cabinet report 10 th November 2005 Page 233
in the foreseeable future that charging for pre-application advice would apply to this<br />
Council’s own development schemes.<br />
17. As regards (B) above, whilst there are clear merits in the single, flat rate<br />
charge levied by Westminster - not least from an administrative viewpoint - it is<br />
considered appropriate to charge variable fees that go some way towards reflecting<br />
the actual costs <strong>of</strong> providing the service in question. This is not to suggest that<br />
detailed hourly or even half-hourly charging rates are set and then applied for a wide<br />
range <strong>of</strong> <strong>of</strong>ficers - this would be difficult to administer - but that standard initial fees<br />
are levied for particular types <strong>of</strong> development with additional charges applied by<br />
virtue <strong>of</strong> the attendance <strong>of</strong> senior managers at pre-application meetings. This<br />
approach would resemble the charging models <strong>of</strong> Barnet and Hammersmith and<br />
Fulham and reflect the amount <strong>of</strong> time spent by the case <strong>of</strong>ficer (and specialist<br />
<strong>of</strong>ficers) in researching the history <strong>of</strong> undertaking a site visit; identifying the relevant<br />
<strong>London</strong> Plan and Council policies and standards; assessing proposals against these<br />
policies and standards; holding a meeting with the prospective applicants; and<br />
providing a detailed written response in the light <strong>of</strong> any plans provided and the<br />
associated discussions. For follow-up meetings the equivalent principles would<br />
apply, that is the charging <strong>of</strong> standard fees supplemented by additional charges<br />
arising from the attendance <strong>of</strong> senior managers at these meetings.<br />
18. The recommended charging regime for <strong>Hillingdon</strong> is as set out in Appendix 1.<br />
It has been formulated in the context <strong>of</strong> charges levied by other boroughs as well as<br />
estimates <strong>of</strong> staff costs on a selection <strong>of</strong> recent major development schemes. The<br />
fees received would be used to further improve the pre-application advice service.<br />
19. As regards (C) above, it is recommended that charging for pre-application<br />
advice for major development proposals is introduced at the earliest opportunity but<br />
only after the Director <strong>of</strong> Planning and Development is satisfied all the requisite<br />
guidance is in place, adequate publicity has been given to the new regime and<br />
staffing resources ensure a wholly pr<strong>of</strong>essional service. These caveats should not<br />
give rise to any notable delays since guidance is already in preparation and staffing<br />
resources are at a level which is considered to be satisfactory. Similarly, it is not<br />
anticipated that publicity will delay implementation since this is also in preparation<br />
and it is not proposed to give substantial advance warning <strong>of</strong> the new regime since<br />
this may very well trigger a flurry <strong>of</strong> requests for pre-application advice in advance <strong>of</strong><br />
the commencement date.<br />
20. It recommended that the guidance notes on the charging regime make it clear<br />
that fees must always be paid in full prior to any pre-application advice <strong>of</strong> any<br />
description being given. This is the practice <strong>of</strong> other boroughs and it is clearly<br />
essential if the charging regime is to function as intended. At a more general level -<br />
over and above specifying the charging rates - it is proposed that the guidance notes<br />
set out the nature <strong>of</strong> the service being <strong>of</strong>fered and the information that prospective<br />
applicants should seek to provide to assist Group <strong>of</strong>ficers in providing a<br />
comprehensive and authoritative response. Crucially, the notes will stress that,<br />
notwithstanding the introduction <strong>of</strong> charging, the advice provided cannot be taken to<br />
prejudice the formal decision <strong>of</strong> the Council on any subsequent application. This last<br />
point should not give rise to particular difficulties since all developers know - or<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 234
should know - this is always the case with pre-application discussions. However,<br />
charging may well result in higher expectations <strong>of</strong> the advice given as well as greater<br />
scrutiny - through, for example, the appeal process - when detailed and positive<br />
discussions do not secure a planning permission.<br />
Financial Implications<br />
21. It is very difficult to specify the sums that would be secured through<br />
introducing charging for pre-application advice on major development proposals.<br />
This is because there is no knowing whether prospective applicants would pursue<br />
their discussions with <strong>of</strong>ficers if they were being charged for them. That said, on the<br />
basis <strong>of</strong> evidence from boroughs operating a charging regime, most developers<br />
seriously considering site development tend to use the service on <strong>of</strong>fer and it is only<br />
really highly speculative development proposals or enquiries emanating from site<br />
valuation exercises that become less frequent. This evidence, supplemented by the<br />
fact that charging represents an extremely small proportion <strong>of</strong> total site<br />
development costs for major schemes, indicates that the fees levied for preapplication<br />
advice have no impact on whether a site is developed or not.<br />
22. With the caveats set out in paragraph 21 above, it is estimated that<br />
potential income from charging for pre-application advice for major schemes in<br />
<strong>Hillingdon</strong> could yield in the order <strong>of</strong> £15,000 between December 2005 and March<br />
2006. This estimate, which equates to the cost <strong>of</strong> providing the service in question,<br />
is based upon the number <strong>of</strong> major applications normally received in any one year,<br />
the nature <strong>of</strong> these applications and a necessarily subjective view <strong>of</strong> the proportion<br />
<strong>of</strong> them where prospective applicants may wish to obtain pre-application advice.<br />
This judgement is clouded by the fact that some pre-application discussions are<br />
already underway - and introducing charging part way through this process may<br />
prove impractical - and the likelihood that some prospective applicants proposing to<br />
submit an application similar to one recently refused planning permission may simply<br />
focus their attention on the reasons for refusal without further reference to <strong>of</strong>ficers.<br />
In this context, more particularly the uncertainty surrounding the take-up <strong>of</strong> the<br />
service on <strong>of</strong>fer, it is recommended not only that any fees received are used to<br />
improve the Group’s pre-application service but also, in this instance, that there is no<br />
downward adjustment in the Group’s base budget. This accords with the practices<br />
<strong>of</strong> other boroughs and the obligations <strong>of</strong> the relevant enabling legislation.<br />
23. Section 93(5) <strong>of</strong> the Local Government Act 2003 provides local<br />
authorities with discretion to charge only some persons for providing a service or to<br />
charge different persons different amounts for the provision <strong>of</strong> a service. In this<br />
case, it is proposed that the Council seek to exercise this discretion by exempting<br />
the Council’s own development schemes from the charging regime for preapplication<br />
advice.<br />
24. As noted in paragraph 1 above, by virtue <strong>of</strong> Section 93 <strong>of</strong> the Local<br />
Government Act 2003, income must relate to cost recovery <strong>of</strong> the service provided:<br />
charging must not be considered to be income generating or a source <strong>of</strong> revenue.<br />
This requirement underpins the charging rates set out in Appendix 1 and points up<br />
the need for careful monitoring and review to ensure continuing compliance. In this<br />
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Cabinet report 10 th November 2005 Page 235
egard it is anticipated that a further report on the impact <strong>of</strong> the charging regime<br />
recommended in this report is presented to Cabinet in 12 months time with interim<br />
reports presented to the Cabinet Member for Planning and Transportation on a<br />
quarterly basis.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Corporate Finance Comments<br />
25. The recommendation to begin charging for pre-application advice appears to<br />
be a measured and pro-active response to an opportunity provided by new<br />
legislation. The information in the body <strong>of</strong> the report indicates that the requirement<br />
that income must relate to the cost <strong>of</strong> the service provided is being fulfilled. This<br />
does not preclude the Council taking the additional income generated as a budget<br />
saving, provided that the total generated does not begin to exceed the costs <strong>of</strong> the<br />
service.<br />
26. In situations where the Council is able to generate additional income without<br />
needing to deliver additional services, there are two broad options available in terms<br />
<strong>of</strong> how the income is reflected in the Council’s budget. The default position is<br />
expected to be that the additional income is used to reduce the net cost <strong>of</strong> the<br />
service to the Council Tax payer, by reducing the relevant Group’s cash limit<br />
accordingly. Alternatively the Group could retain the additional income to direct<br />
towards the immediate service area, which is the equivalent <strong>of</strong> agreeing growth for<br />
the service. This approach is expected to be the exception to the general principle.<br />
27. Given the relatively small total income currently projected, and the high<br />
priority given to investing in Planning and Transportation in recent years, the<br />
recommendation that the income generated is reinvested in the service area, subject<br />
to subsequent review <strong>of</strong> the totals involved, is supported by Corporate Finance.<br />
Legal Implications<br />
28. The legal implications are set out in the body <strong>of</strong> the <strong>Report</strong> (particularly<br />
at paragraphs 1-3 and paragraph 23).<br />
EXTERNAL CONSULTATIONS CARRIED OUT<br />
29. No formal, external consultations have been carried out in respect <strong>of</strong> this<br />
report. However, informal liaison and consultation has been undertaken with those<br />
local planning authorities that have introduced charging regimes for pre-application<br />
advice.<br />
BACKGROUND DOCUMENTS<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> Barnet ‘Charges for Pre-application Advice’ Leaflet 2004<br />
<strong>London</strong> <strong>Borough</strong> <strong>of</strong> Hammersmith and Fulham ‘Charging for Pre-application Advice’<br />
Guidance Note 2005<br />
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Cabinet report 10 th November 2005 Page 236
The Planning Service: Costs and Fees. ODPM Research Paper November 2003<br />
Making the planning system accessible to everyone: Good practice guidance on<br />
access to and charging for planning information. ODPM September 2004<br />
Changes to the system <strong>of</strong> Planning Fees in England. ODPM Consultation Paper -<br />
September 2004<br />
Further proposed changes to the system <strong>of</strong> Planning Fees in England. ODPM<br />
Consultation Paper - December 2004<br />
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PROPOSED CHARGING RATES FOR PRE-APPLICATION ADVICE ON MAJOR<br />
DEVELOPMENT SCHEMES<br />
CATEGORY A DEVELOPMENT<br />
APPENDIX 1<br />
• Residential schemes <strong>of</strong> over 50 units<br />
• Retail, commercial and industrial schemes on sites <strong>of</strong> 2 hectares or more<br />
• Educational, hospital, leisure and recreational schemes on sites <strong>of</strong> 2 hectares<br />
or more<br />
• Schemes with 2 or more land uses on sites <strong>of</strong> 1.5 hectares or more<br />
• Changes <strong>of</strong> use <strong>of</strong> building(s) with a gross floor area <strong>of</strong> 1,500 sq. ms. or more<br />
• Any schemes requiring an EIA<br />
Standard charge for Category A Development: £1500<br />
Additional hourly charges for the attendance at the pre-application meeting <strong>of</strong><br />
the following <strong>of</strong>ficers:<br />
Director (£250)<br />
Head <strong>of</strong> Service or Team Manager (£150)<br />
Specialist Officers (Highways, Urban Design/Conservation,<br />
Trees/Landscape, Section 106, Planning Policy) (£100 each)<br />
CATEGORY B DEVELOPMENT<br />
• Residential schemes <strong>of</strong> between 10 and 49 units<br />
• Retail, commercial and industrial schemes on sites <strong>of</strong> between 1 hectare and<br />
1.999 hectares<br />
• Educational, hospital, leisure and recreational schemes on sites <strong>of</strong> between 1<br />
hectare and 1.999 hectares<br />
• Schemes with 2 or more land uses on sites <strong>of</strong> between 1 hectare and 1.499<br />
hectares<br />
• Changes <strong>of</strong> use <strong>of</strong> building(s) with a gross floor area <strong>of</strong> between 1,000 sq.<br />
ms and 1,499 sq. ms.<br />
Standard charge for Category B Development: £800<br />
Additional hourly charges for the attendance at the pre-application meeting <strong>of</strong><br />
the following <strong>of</strong>ficers:<br />
Director (£250)<br />
Head <strong>of</strong> Service or Team Manager (£150)<br />
Specialist Officers (Highways, Urban Design/ Conservation,<br />
Trees/Landscape, Section 106, Planning Policy) (£100 each)<br />
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Cabinet report 10 th November 2005 Page 238
Standard charge for each follow-up meeting:<br />
£750 (for Category A Development) and £400 (for Category B Development)<br />
Additional hourly charges for the attendance <strong>of</strong> particular senior and specialist<br />
<strong>of</strong>ficers at follow-up meetings as specified above.<br />
TERMS AND CONDITIONS<br />
• All <strong>of</strong> the above charges would be exclusive <strong>of</strong> VAT. VAT would be<br />
chargeable at the standard rate <strong>of</strong> 17.5%.<br />
• Standard fees plus VAT would be paid prior to any meeting<br />
• Additional charges arising from the attendance <strong>of</strong> senior and specialist<br />
<strong>of</strong>ficers at pre-application meetings would be invoiced within 30 days <strong>of</strong> the<br />
meeting. Invoices would have to be settled within 21 days<br />
• Cheques would be made payable to the <strong>London</strong> <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong><br />
SERVICE PROVIDED<br />
• Prospective applicants seeking pre-application advice would be required to<br />
complete a ‘Request for Pre-application Advice’ form that would form part <strong>of</strong><br />
a ‘pack’ setting out the terms and conditions and other details <strong>of</strong> the service<br />
on <strong>of</strong>fer<br />
• ‘Request for Pre-application Advice’ forms, and the information pack <strong>of</strong> which<br />
they would form part, would be available in Group reception as well as<br />
accessible for downloading from the Council’s website<br />
• On receipt <strong>of</strong> a fully completed form and the requisite fee a case <strong>of</strong>ficer from<br />
the Major Applications or Projects and Implementation Teams would be<br />
identified and given the task <strong>of</strong> co-ordinating the provision <strong>of</strong> the preapplication<br />
advice service for the scheme in question<br />
• The case <strong>of</strong>ficer would<br />
- research the history <strong>of</strong> the site<br />
- undertake a site visit<br />
- identify and assess the prospective application against Council policies<br />
and standards<br />
- arrange and attend a meeting with the prospective applicants<br />
- provide a detailed written response in the context <strong>of</strong> the plans provided<br />
and meeting discussions<br />
QUALIFICATION<br />
Prospective applicants would be advised that the pre-application advice would<br />
not prejudice the formal decision <strong>of</strong> the Council on any subsequent planning<br />
application submitted in respect <strong>of</strong> the site.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 239
BUDGET – MONTH 6 2005/6 REVENUE & CAPITAL<br />
MONITORING<br />
ITEM 13<br />
Contact Officer Paul Whaymand 01895 556074<br />
Papers with this report<br />
None<br />
INTRODUCTION<br />
1 This report sets out the overall 2005/6 revenue and capital position <strong>of</strong> the authority.<br />
The revenue forecast at the end <strong>of</strong> month 6 (September) is that net expenditure will be £27k<br />
more than budgeted, which is an adverse movement <strong>of</strong> £1,259k compared to month 5.<br />
2 The £27k forecast overspend assumes that the £1,154k uncommitted development &<br />
risk contingency and £584k salaries contingency are used to mitigate currently identified and<br />
quantified pressures rather than be used to fund new or increased pressures. There are<br />
further risks and assumptions contained in the report that could generate adverse variances<br />
during the second half <strong>of</strong> the financial year.<br />
3 Budgeted capital expenditure is currently £19.4m lower than budgeted capital<br />
resources in 2005/06, but £8.3m higher over the three years covered by the programme.<br />
4 The net variance <strong>of</strong> £4.4m for the combination <strong>of</strong> capital expenditure (£6.2m<br />
favourable) and resources (£10.6m adverse) reduces the budgeted surplus for 2005/06 from<br />
£19.5m to £15.1m. Over the three years covered by the programme the net combined<br />
expenditure and resource variances are £2.1m adverse at present. When this is added to<br />
the £8.3m excess <strong>of</strong> previously budgeted expenditure over budgeted resources, there is an<br />
estimated programme shortfall <strong>of</strong> £10.4m to be remedied or funded.<br />
SUMMARY<br />
Revenue<br />
5 The report on revenue monitoring as at Month 6, September 2005, shows that<br />
forecast net expenditure for the year 2005/6 is £27k more than the budget. This is an<br />
adverse movement <strong>of</strong> £1,259k on the month 5 position. This change is due worsening<br />
projections from both Social Services & Housing, and Education, Youth & Leisure.<br />
6 The Social Services and Housing net overall forecast for Period 6 has moved<br />
adversely by £910k primarily due to significant demand pressures in Housing Benefit<br />
services, Looked After Children and in Social Care packages for vulnerable people. There is<br />
also continuing concern that LBH will be unable to recover all costs incurred in supporting<br />
UASC Asylum spend.<br />
7 EYL is projecting an overspend <strong>of</strong> £458k, an adverse movement <strong>of</strong> £370k on the<br />
£88k reported in month 5. This adverse movement is primarily due to net forecast pressure<br />
within Special Education Needs (SEN) on home to school transport. The gross pressure on<br />
home to school transport is £900k, but other <strong>of</strong>fsetting underspends within the service<br />
including unspent contingency reduce the overall pressure within SEN to £470k.<br />
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Cabinet report 10 th November 2005 Page 240
8 Environment and Consumer Protection are still projecting a small underspend <strong>of</strong><br />
£10k. A £60k pressure has been identified relating to graffiti removal but this has been<br />
funded by a £30k increase in the projected licence fee income and a £30k windfall income<br />
from a contractor on Parkway car park.<br />
9 Planning and Transportation are projecting a small overspend <strong>of</strong> £5k mainly due to<br />
pressures on legal costs <strong>of</strong>fset by increased development control income.<br />
10 The forecast overspend for the Central Departments has reduced from £35k to £20k<br />
due to an improved forecast position for the Chief Executives Office.<br />
11 The latest projections for financing costs indicate that in total there is a forecast net<br />
pressure <strong>of</strong> £372k, unchanged from month 5.<br />
12 £339k <strong>of</strong> the £2,000k Development and Risk Contingency has already been allocated<br />
by Cabinet so far this year. As part <strong>of</strong> this report there are recommendations to apply a<br />
further £7k to cover a further payment to NOTRAG and additional costs <strong>of</strong> the festive lights<br />
programme. In addition it is forecast that £500k will need to be allocated in relation to<br />
uninsured claims during the course <strong>of</strong> the year. The assumption built into the month 6<br />
forecast is that the £1,154k remaining balance on the contingency fund will be utilised to<br />
mitigate overspends elsewhere.<br />
13 All Groups are now actively working on delivering their vacancy targets. The<br />
assumption built into monitoring is that the £1,584k target will ultimately be delivered so the<br />
£584k salaries contingency held corporately will not be called upon and will therefore be<br />
used to mitigate pressures currently identified.<br />
14 The balances carried forward at the 31 March 2006 (excluding the provision for<br />
uninsured claims <strong>of</strong> £2,020k) are now forecast at £8,172k.<br />
Capital<br />
15 Council approved the three-year capital programme for 2005/06 to 2007/08 as<br />
£241m in total, <strong>of</strong> which £98.5m was programmed for 2005/06. A review <strong>of</strong> project<br />
expenditure has reduced the total to £240m. As a result <strong>of</strong> the Capital Investment Strategy<br />
Group’s (CISG) exercise to repr<strong>of</strong>ile expenditure into later years (-£5.1m) and changes to<br />
specific resources (+£1.2m), there has been a net decrease in the 2005/06 budget <strong>of</strong> £3.9m,<br />
making the current budget £94.6m.<br />
16 The report sets out the overall 2005/06 to 2007/08 capital expenditure forecast, at the<br />
end <strong>of</strong> month 6 (September), as being £10.4m higher than estimated resources. The £1.0m<br />
increase since Month 3 is mainly due to the following:<br />
• £1.5m reduction <strong>of</strong> the Heritage lottery fund grant,<br />
• £2m increase in estimated outturn for <strong>Hillingdon</strong> House Farm<br />
• £2m increase in expenditure for Botwell Green Hayes Stadium awaiting<br />
formal approval <strong>of</strong> budget at Full Council in Feb 2006,<br />
partly <strong>of</strong>fset by:<br />
• £1.8m estimated outturn deferred to 2008/09 following the MTFF<br />
recommendation that the Local Authority Social Housing Grant<br />
Programme (LASHGP) is deferred by 1 year,<br />
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Cabinet report 10 th November 2005 Page 241
• £1.7m capital programme contingency not allocated yet, and<br />
• £1.1m decrease in estimated outturn for Disabled Facilities Grants<br />
(DFG).<br />
17 The projected £10.4m deficit is due to estimated expenditure rising by £17.1m, while<br />
estimated resources have only increased by £6.7m. This risk is already being managed<br />
through a combination <strong>of</strong> deferred spending and increased disposals. However, in order to<br />
bring spending fully into line with resources across the three years <strong>of</strong> the programme,<br />
projects will need to be reprioritised in alignment with the council’s strategic objectives. This<br />
work is already underway and will form part <strong>of</strong> the budget setting process that is coordinated<br />
through the Medium Term Financial Forecast (MTFF).<br />
RECOMMENDATIONS<br />
Revenue<br />
18 Directors provide Cabinet Members with options to ensure any forecast<br />
overspend on revenue budgets for the current year is reduced to bring it back in line<br />
with the approved budget.<br />
19 That the following allocations be agreed to be made from contingency:<br />
• £5k to cover a further payment to NOTRAG in support <strong>of</strong> their campaign<br />
against the third runway at Heathrow.<br />
• £2k to cover additional costs <strong>of</strong> the festive lights programme.<br />
Capital<br />
20 Cabinet note that the estimated outturn for the HHF Uxbridge Lido project is<br />
expected to exceed resources by £3.5m. This is because estimated resources have<br />
decreased by £1.5m (the HLF grant is now anticipated to be £0.5m instead <strong>of</strong> £2m),<br />
and the projected cost <strong>of</strong> the project is now £2m higher.<br />
21 Cabinet agrees the repr<strong>of</strong>iling <strong>of</strong> the HRA expenditure (£886K increase in<br />
2005/06, £369K increase in 2006/07 and £1,255K decrease in 2007/08). This is already<br />
reflected in the budget above.<br />
22 Cabinet agrees the £1.1m decrease in expenditure for Disabled Facilities<br />
Grants (DFG). This is already reflected in the budget above.<br />
23 Cabinet agrees the MTFF recommendation that the Local Authority Social<br />
Housing Grant Programme (LASHGP) is deferred by 1 year, so that £2.48m is deferred<br />
from 2005/06 to 2006/07, £3.54m from 2006/07 to 2007/08 and £1.78m from 2007/08 to<br />
2008/09.<br />
24 The Social Services 2005/06 budget is reduced by £250K following the<br />
rescoping <strong>of</strong> the Homecare Monitoring S<strong>of</strong>tware project.<br />
25 The Social Services 2005/06 budget is reduced by £78K following the<br />
cancellation <strong>of</strong> the Modernisation <strong>of</strong> Vacant Property project.<br />
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Cabinet report 10 th November 2005 Page 242
26 £20K budget for the works to the contaminated land at Park Lodge Farm be<br />
transferred from the Programme Contingency budget.<br />
27 Officers continue to investigate options for deferring (or rephasing into<br />
2009/10) and reducing the scope <strong>of</strong> those projects funded from general resources to<br />
rebalance the capital programme.<br />
REASONS FOR OFFICER RECOMMENDATIONS<br />
Revenue<br />
28 The reason for the revenue monitoring recommendation is to ensure the Council<br />
achieves its budgetary objectives. The report informs Cabinet <strong>of</strong> the latest forecast revenue<br />
position for the current year 2005/6.<br />
Capital<br />
29 The Council is already committed to implementing the HHF project and while it is<br />
possible that costs may be contained within budget, it is likely that the projected overspend<br />
will significantly affect the rest <strong>of</strong> the capital programme.<br />
30 This decision matches HRA resources to forecast HRA expenditure.<br />
31 The change in the ratio <strong>of</strong> council resources to grant to 60:40 in 2006/07 and then<br />
50:50 in 2007/08 will move towards a combination <strong>of</strong> resources that reflects the match<br />
funding cap level.<br />
32 Repr<strong>of</strong>iling LASHG expenditure positively affects the capital financing costs in the<br />
MTFF. This action will bring those costs into line with proposals in the current budget<br />
strategy.<br />
33 The budgets for the Homecare Monitoring S<strong>of</strong>tware and Modernisation <strong>of</strong> Vacant<br />
Property projects are no longer required and this decision will free up resources to support<br />
the rest <strong>of</strong> the Capital Programme.<br />
34 The works at Park Lodge Farm are a condition <strong>of</strong> sale. The asset was sold in the last<br />
financial year.<br />
35 The current capital funding gap needs to be resolved as part <strong>of</strong> the MTFF so that any<br />
requirement for additional revenue resources to meet capital financing costs can be included<br />
in the budget setting for 2006/07. In order to minimise the impact on services and council<br />
tax, options for containing the cost within the capital programme must be considered.<br />
OPTIONS AVAILABLE<br />
36 There are no other options proposed for consideration.<br />
COMMENTS OF OVERVIEW AND SCRUTINY COMMITTEE<br />
37 There are no comments at this stage.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 243
REVENUE MONITORING MONTH 6<br />
Directorates’ Forecast Expenditure<br />
38 Table 1 below shows Budget, Forecast and Variance at Directorate level now<br />
reported and the total position on the Directorates’ budgets.<br />
Table 1<br />
2005/06<br />
Original<br />
Budget<br />
Budget<br />
changes<br />
(Note 1)<br />
2005/06<br />
Current<br />
Budget (as<br />
at Month 6)<br />
Directorate 2005/06<br />
Forecast<br />
Variances (+=Extra<br />
spend or Less Income /<br />
(as at Month 6) - = less costs or greater<br />
income)<br />
Variance Variance (As<br />
(As at month<br />
6)<br />
at Month<br />
5)<br />
£000 £000 £000 £000 £000 £000<br />
174,147 5,318 179,465 Education Youth & 179,923 +458 +88<br />
Leisure<br />
95,826 5,226 101,052 Social Services & 101,972 +920 +10<br />
Housing<br />
40,525 1,172 41,697 Environment and 41,687 -10 -10<br />
Consumer<br />
Protection<br />
3,439 160 3,599 Planning &<br />
3,604 +5 +18<br />
Transportation<br />
13,762 916 14,678 Central Services 14,698 +20 +35<br />
327,699 12,792 340,491 Directorates'<br />
Expenditure<br />
Note 1<br />
341,884 +1,393 +141<br />
“Budget Changes” incorporates allocations from the inflation provision and allocation <strong>of</strong> development and risk<br />
contingency, which are further detailed later in the report.<br />
39 The budgetary position for each Directorate is as follows:<br />
Education Youth & Leisure £458k overspend (£370k adverse)<br />
40 Education, Youth & Leisure has identified the actions to be taken to address the<br />
budget issues referred to earlier in the year. The main change for this month is the shortfall<br />
in the Home to School Transport budget.<br />
41 The main risks reported in previous months regarding John Penrose’s budget deficit<br />
have been resolved (see comments under school below).<br />
42 The projected variances at present are summarised on the following table.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 244
Division <strong>of</strong> Service<br />
Projected<br />
variance at<br />
Month 6<br />
£’000<br />
Change<br />
from<br />
month 5<br />
£’000<br />
Schools -100 -100<br />
Finance & Resources +180 0<br />
Lifelong Learning (including Youth) 0 0<br />
Standards and Inclusion +327 +470<br />
Libraries and other Cultural Services +21 0<br />
Director’s Services +30 0<br />
Total +458 +370<br />
Schools: £100k underspend (£100k improvement)<br />
43 In previous months, it was identified that there was a deficit <strong>of</strong> £0.150m when the<br />
school closed in August 2005, but that it was expected that the pupil count in September<br />
2005 would probably generate sufficient claw back <strong>of</strong> budget from other schools to cover this<br />
deficit. The pupil count has taken place and there has been an overestimation <strong>of</strong> pupil<br />
numbers by a sufficient margin to cover the £0.150m deficit, as intended.<br />
44 The full amount <strong>of</strong> claw back from schools has been, subject to further detailed<br />
checking, in the region <strong>of</strong> £0.250m. After taking account <strong>of</strong> the deficit <strong>of</strong> £0.150m at John<br />
Penrose, this leaves £0.100m left. It is possible that this could be retained and not<br />
redistributed to schools. The effect <strong>of</strong> this would be that there would be an under spend in<br />
this area, which would <strong>of</strong>fset other budget pressures within the Group, in particular, the one<br />
relating to Home-School Transport, which is being quantified for the first time this month.<br />
Finance & Resources: £180k overspend (No change)<br />
45 This represents no change on the reported position for month 5. The Finance Team<br />
has operated with agency staff for a longer period than anticipated this financial year.<br />
Moreover, the capacity problems in delivering the team’s responsibilities in managing the<br />
implementation <strong>of</strong> the new school funding arrangements and a backlog <strong>of</strong> financial<br />
accounting issues have resulted in two additional temporary posts being recruited.<br />
Lifelong Learning: Nil (No change)<br />
46 The Adult Education Service has been working on strategies for producing a<br />
balanced budget for 2005/06 financial year. The service experienced a major overspend in<br />
2004/05 academic year, but the adverse impact affected 2004/05 financial year only, rather<br />
than also affecting 2005/06 financial year. So, the service has been able to work on plans to<br />
reach a balanced position by taking action with effect from September 2005.<br />
47 The service expects to break even during 2005/06 with the approach that was<br />
explained in the commentary for month 5.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 245
48 Officers are still pressing the local Learning and Skills Council to make a contribution<br />
to the overachievement <strong>of</strong> learner numbers for 2004/05 academic year. A budget clinic will<br />
be held to agree how the action plan developed by the service will be monitored.<br />
Standards and Inclusion: £327k Overspend (£470k Adverse)<br />
49 The service is showing an overspend <strong>of</strong> £327k for the year, a change from £143k<br />
underspend on Month 5. The main reason for the change is the £470k net pressure in the<br />
Home to School Transport budget.<br />
50 The existence <strong>of</strong> a gross pressure <strong>of</strong> £900k, before mitigating action, is being<br />
investigated through a series <strong>of</strong> performance clinics. This pressure has been identified using<br />
two budget forecasting models and, therefore, can be verified as a pressure. The gross<br />
pressure is accounted by the following:<br />
a Ongoing pressure arising in 2004/05 £305k<br />
b No Easter holiday at all in 2005/6 leading to 10 extra transport days. £201k<br />
c Reduction in budget in 2005/06 that has proved unachievable. £100k<br />
d Additional price inflation from 3% to 5% £120k<br />
e Further price & volume increases £174k<br />
(This includes full year effect <strong>of</strong> overspending in the previous year and is being<br />
analysed at present for any further explanations)<br />
TOTAL £900k<br />
51 This gross pressure <strong>of</strong> £900k is planned to be reduced to a lower net figure through<br />
the following measures:<br />
• A saving <strong>of</strong> £50k has been identified from a more rigorous application <strong>of</strong> the<br />
letter <strong>of</strong> the Transport Policy,<br />
• £180k from use <strong>of</strong> free bus passes for children under 16<br />
• £200k from the SEN contingency fund.<br />
52 It is likely that after this <strong>of</strong>fset a budget pressure <strong>of</strong> around £470k may remain.<br />
Officers are continuing to consider further savings in this area, principally through:<br />
• Consideration <strong>of</strong> the entitlements <strong>of</strong> individual pupils to home-school transport<br />
and how the practice can adhere more strictly to the policy;<br />
• Consideration <strong>of</strong> how procurement can generate some further efficiencies,<br />
such as in the area <strong>of</strong> how we manage the taxi firms who provide much <strong>of</strong> the<br />
transport, and how we engage escorts.<br />
53 The risk <strong>of</strong> not being able to resolve the budget issue on an ongoing basis has been<br />
included in the current MTFF.<br />
54 The two other components <strong>of</strong> the section budget position were included in the report<br />
for Month 5 and they are:<br />
• Personnel team reporting an under spend on the staffing and premature<br />
retirement compensation budget (-£180k); and<br />
• The Music Service’s requirement to comply with the national agreement on<br />
teachers having time for Planning, Preparation and Assessment time (+£37k).<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 246
Libraries & Cultural Services: £21k overspend (no change)<br />
55 There have been a number <strong>of</strong> smaller items that were identified by managers within<br />
Cultural Services earlier in the year and managers have been asked to absorb those costs.<br />
Within the Leisure Facilities Team, this includes being able to absorb pressures because the<br />
trend in income across the service is up and it is currently expected to break even. There<br />
remains a risk, however, that the trend will not be sustained and this will be monitored in<br />
future months.<br />
56 The £21k pressure in One-Stop services remains due to potential difficulties with the<br />
receipt <strong>of</strong> income from a single user.<br />
Directors Services: £30k overspend (no change)<br />
57 The forecast overspends are £30k for Directorate Support Team costs arising from<br />
the work supporting Joint Area Review, Children’s Services reorganisation plans and Annual<br />
Performance Assessment.<br />
Social Services and Housing Department £920k overspend (£910k adverse)<br />
58 The Social Services and Housing net overall forecast for Period 6 has moved<br />
adversely by £910k primarily due to significant demand pressures in Housing Benefit<br />
services, Looked After Children, and in Social Care packages for vulnerable people. There<br />
is also continuing concern that LBH will be unable to recover all costs incurred in supporting<br />
UASC Asylum spend.<br />
59 The Housing forecast has moved adversely by £236k (Housing Benefits) due to a<br />
revised projection <strong>of</strong> costs following an increase in the Benefits caseload and consequent<br />
Benefit payments to claimants.<br />
60 The forecasts reflect the action plan reported to Cabinet on 8th September which<br />
totalled £1.17m <strong>of</strong> management action, and the individual Service projections now reflect the<br />
full achievement <strong>of</strong> these savings with the exception <strong>of</strong> Learning disability which is detailed<br />
below. The remainder <strong>of</strong> the £1.17m is being covered by use <strong>of</strong> a contingency sum <strong>of</strong> £950k<br />
set aside for the Housing Benefit Subsidy claim. The M5 report set out the risks <strong>of</strong> this<br />
strategy.<br />
61 The pressures on Social Services reflects the national pressures on both children<br />
services and services to vulnerable adults as evidenced in national research jointly<br />
undertaken by ADSS, LGA and Local Government Treasurers Association. Officers<br />
continue to explore further options for spending reduction building on the progress to date on<br />
delivery <strong>of</strong> the current action plan. The impact <strong>of</strong> this will be factored into the M7 forecast<br />
and reported to the December cabinet.<br />
62 The pressure on Housing benefits is as a result <strong>of</strong> a number <strong>of</strong> factors, e.g. since<br />
2003/04 Benefit payments have increased from £90m to the current forecast <strong>of</strong> £108m. In<br />
common with other Authorities the cost for individual claims has risen due to rent increases<br />
in the private and public sector, Council Tax increases, and changes in Benefit Regulations<br />
which have increased personal allowances, premiums and disregards taken into<br />
consideration when calculating HB & CTB. In addition there has been an increase in the<br />
numbers <strong>of</strong> benefit claimants: from 18,310 (2001) to 19,823 (2005). The national take-up<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 247
campaign by Government to ensure all those entitled to Housing and Council Tax Benefit<br />
are claiming this benefit appears to have had an impact on this pressure along with joint<br />
working initiatives with the DWP.<br />
63 This increasing pressure is expected to continue due to the introduction <strong>of</strong> the 'Single<br />
Gateway' initiative. This involves joint working with the Pensions Service (currently going<br />
live) and Job Centre Plus (live date Feb 06) which enables a claimant to complete one form<br />
for all forms <strong>of</strong> benefit, including HB and CTB.<br />
Social Services:<br />
64 The Social Services net overall projection for Period 6 is an overspend <strong>of</strong> £1,688k, an<br />
adverse movement <strong>of</strong> £674k from Period 5. The table below sets out the position at Period<br />
6 and change from month 5:<br />
Forecast<br />
Variance Month<br />
6<br />
£000<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Change from<br />
Month 5<br />
£000<br />
Division <strong>of</strong> Service<br />
Children & Families Division +1,260 +133<br />
Asylum Seeker Services 0 0<br />
Older Peoples Services +343 +210<br />
Physical & Sensory Disability Services +465 +203<br />
Learning Disability Services -210 +134<br />
Mental Health Services -82 -21<br />
Other Adult Services -13 -0<br />
Supported Employment Services +29 +9<br />
Concessionary Fares 0 0<br />
SSR & Directors Office +1 -3<br />
Support Services -205 +9<br />
Corporate and Capital Recharges +100 0<br />
Social Services TOTAL +1,688 +674<br />
Children & Families: £1,260k overspend (£133k adverse)<br />
Forecast<br />
Variance Month<br />
6<br />
£000<br />
Change from<br />
Month 5<br />
£000<br />
Division <strong>of</strong> Service<br />
Social Services +1,688 +674<br />
Housing +182 +236<br />
Sub Total +1,870 +910<br />
Housing Subsidy Adjustment -950 0<br />
Group Total +920 +910<br />
65 This adverse movement results primarily from an increase in placements for Looked<br />
After Children and there are concerns that this trend will continue resulting in further adverse<br />
movements over the remainder <strong>of</strong> this financial year. In addition there remains continued<br />
Cabinet report 10 th November 2005 Page 248
pressure from Heathrow for non-UASC work which continues to have an adverse financial<br />
impact estimated at over £100k so far this year. To illustrate, in the first 6 months <strong>of</strong> this<br />
calendar year alone, we have needed to look after 75 children arriving at Heathrow.<br />
66 We are currently caring for 37 non-UASC children on an ongoing basis who arrived<br />
via Heathrow. To put this within the <strong>Hillingdon</strong> context, our local Looked After population<br />
currently stands at 327 children, the non-UASC Heathrow cases therefore inflate this<br />
number by more than 10%. The Council is lobbying Government on this issue to secure<br />
appropriate levels <strong>of</strong> funding.<br />
67 We have recently been advised that the Immigration and MPS Ports Safeguarding<br />
Team at Heathrow, funded by the Home Office, will be launching the “Kingston Pilot” at the<br />
end <strong>of</strong> this month. This pilot will scrutinise the adequacy arrangements for every child<br />
arriving from Jamaica unaccompanied or otherwise. We are in no doubt this will lead to a<br />
further rise in Heathrow children coming into this authority’s care, as will the intention to rollout<br />
the pilot further to many other countries. None <strong>of</strong> this work receives any recognition or<br />
funding from government.<br />
Asylum Seekers £0k breakeven<br />
68 Current assumptions are that this service will be fully funded from the grants<br />
available.<br />
69 However, the ongoing development <strong>of</strong> the service in line with requirements following<br />
the Judicial Review coupled with the inadequacy <strong>of</strong> the funding formula, particularly in<br />
relation to care leavers, is causing increasing pressure on the service. The financial risk to<br />
the Council in this service area continues to be evaluated and our initial conclusions are that<br />
it will be increasingly difficult to meet our statutory responsibilities within the ASG regime.<br />
The Council is lobbying Government on this issue to secure appropriate levels <strong>of</strong> funding.<br />
Older Peoples Services: £343k overspend (£210k adverse)<br />
70 The adverse movement reflects continued demographic pressure on this vulnerable<br />
group and particularly, significant pressure is being experienced on the Nursing Home<br />
budget this service is expected to continue to experience increasing demand pressures over<br />
the remainder <strong>of</strong> the year.<br />
Physical Disabilities: £465k overspend (£203k adverse)<br />
71 This adverse movement reflects increasing demand, complexity <strong>of</strong> care needs and<br />
demographic pressures on services that help people with multiple disabilities to live at home.<br />
The pressure on the Direct Payments service continues to rise due to additional service<br />
users. The Homecare service has experienced an increase in demand, which, while lower<br />
than last year, has resulted in increased average costs as a direct result <strong>of</strong> the higher<br />
dependency levels <strong>of</strong> service users.<br />
72 Pressure from vulnerable people arriving at Heathrow for which the Council is<br />
required by statute to provide a service continues and is already £50k above the level <strong>of</strong><br />
spend in 2004/05. The Council is lobbying Government on this issue to secure appropriate<br />
levels <strong>of</strong> funding.<br />
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Learning Disabilities & Supported Employment: £181k underspend (£143k adverse)<br />
73 This adverse movement is due to the slippage <strong>of</strong> the action plan to bring service<br />
users placed in residential care outside <strong>of</strong> the <strong>Borough</strong> and whose reviews have identified<br />
this as the preferred option back into <strong>Hillingdon</strong>. Although we continue to progress this<br />
action it is taking longer than expected to implement. Unfortunately placements previously<br />
identified for this purpose have been utilised for unplanned emergencies.<br />
Mental Health: £82k underspend (£21k improvement)<br />
74 There has been no significant movement from last month.<br />
Support Services: £205k underspend (£9k adverse)<br />
75 There has been no significant movement from last month.<br />
Corporate Recharges: £100k overspend (no change)<br />
76 There has been no significant movement from last month.<br />
Housing £182k overspend (£236k adverse)<br />
77 The Housing net overall projection for Period 6 is showing an overspend <strong>of</strong> £182k, an<br />
adverse movement <strong>of</strong> £236k from Period 5. The adverse movement is due to a revised<br />
projection <strong>of</strong> costs following an increase in the Benefits caseload and consequent Benefit<br />
payments to claimants. The table below sets out the position at Period 6.<br />
Forecast<br />
Variance Month<br />
6 £000<br />
Change from<br />
Month 5 £000<br />
Division <strong>of</strong> Service<br />
Benefits +568 +247<br />
Homelessness -332 +58<br />
Caravan Sites +11 +4<br />
Other Housing Services -65 -73<br />
Housing TOTAL +182 +236<br />
Housing and Council Tax Benefit: £568k overspend (£247k adverse)<br />
78 In month 5 an overspend <strong>of</strong> £321k was projected and reported and this was broadly<br />
in-line with the month 4 projection. The reason for the projected overspend was mainly<br />
increased administration costs incurred in order to improve the Benefits performance. Much<br />
<strong>of</strong> this additional cost is staff related.<br />
79 There were also other factors that contributed towards the extra cost including lower<br />
overpayment recovery and higher Benefit payments. The latest projections have recognised<br />
the continuing increase in caseload and projected this trend throughout the remainder <strong>of</strong> the<br />
year. Higher rent levels have also been used. The greater certainty about the impact <strong>of</strong> the<br />
new subsidy system has now enabled a more realistic projection which forecasts an<br />
additional net spend on Benefits payments <strong>of</strong> £247k in this year.<br />
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Cabinet report 10 th November 2005 Page 250
80 This increases the total overspend on Benefits to £568k. The gross budget for<br />
benefits this year is some £108m. This includes benefit payments to claimants, subsidy<br />
income from government recovery <strong>of</strong> overpayments and costs <strong>of</strong> processing benefit claims.<br />
There are a number <strong>of</strong> risks with this budget that is demand led and the net cost to the<br />
council is very dependent upon the levels <strong>of</strong> subsidy and effective recovery <strong>of</strong><br />
overpayments.<br />
Homelessness: £332k underspend (£58k adverse)<br />
81 A key factor in monitoring the homelessness budget is forecasting income levels with<br />
the movements in the size and mix <strong>of</strong> the temporary accommodation portfolio. The level <strong>of</strong><br />
income is dependent upon the mix <strong>of</strong> properties procured, the associated rent and<br />
minimising the period that the properties are void. A reduction in the number <strong>of</strong> properties in<br />
line with demand has led to higher than average void levels.<br />
82 While it is forecast that the net budget will be £332k underspent, there are a number<br />
<strong>of</strong> risks to be managed. These include:<br />
• Maintaining the procurement programme for temporary accommodation;<br />
• Control <strong>of</strong> void periods, to maintain budgeted levels <strong>of</strong> rent income;<br />
• Ensuring that suitable properties are procured to match the demand for<br />
temporary accommodation;<br />
• Continue with the substantial reduction in homelessness acceptance levels.<br />
Caravan Site: £11k overspend (£4k adverse)<br />
83 Ongoing additional staffing cost to cover sickness and an increase in utility costs.<br />
Housing Services: £65k underspend (£73k improvement)<br />
84 This favourable movement is as a result <strong>of</strong> additional income following a review <strong>of</strong><br />
income levels; ongoing vacancies and additional capitalisation to Public Service Agreement<br />
(PSA) resources.<br />
Planning & Transportation £5k overspend (£13k improvement)<br />
85 A projected overspend <strong>of</strong> £5k is forecast for month 6, a £13k improvement on month<br />
5. The position is summarised in the table below:<br />
Division <strong>of</strong> Service<br />
Forecast<br />
Variance<br />
Month 6<br />
£’000<br />
Change<br />
From<br />
Month 5<br />
£’000<br />
Development Control -75 0<br />
Support Services – Legal Services +80 -13<br />
TOTAL +5 -13<br />
Development Control: £75k underspend (no change)<br />
86 Currently the income from Development Control is above the budget. The regular<br />
monitoring <strong>of</strong> the weekly income from planning fees would indicate that this level <strong>of</strong> income<br />
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Cabinet report 10 th November 2005 Page 251
above budget is likely to be maintained for at least another quarter <strong>of</strong> the year. From 1 st<br />
April 2005, a new increased planning fee regime was introduced by the ODPM. The Head <strong>of</strong><br />
Planning and Transportation has prepared a Cabinet Member report on the implications <strong>of</strong><br />
the increased fees for the service and this will be considered by Cabinet at the meeting on<br />
15 December 2005.<br />
Support Services: £80k overspend (£13k improvement)<br />
87 At the end <strong>of</strong> the financial year 2004/05, the budget for Legal services was reduced<br />
down to reflect actual chargeable hours for legal <strong>of</strong>ficers. As a result <strong>of</strong> this budget reduction,<br />
the P&T group overspent by £50k, which was able to be absorbed within the P&T budget<br />
due to the rigorous budget monitoring that had occurred during 2004/05. Based on Legal<br />
Services estimates for work being requested by the department for 2005/06 it was identified<br />
that against current budget provision there would be an overspend at year end <strong>of</strong> £69k.<br />
Based on current level <strong>of</strong> charges and on a straight-line forecast that overspend is likely to<br />
increase to £80k a reduction <strong>of</strong> £13k from month 5. Discussions are continuing with Legal<br />
Services to ensure costs are contained within a cash limited budget.<br />
Local Land Charges: breakeven<br />
88 At month 6, Land Charges is underachieving on the income budget by £24k, an<br />
increase <strong>of</strong> £11k from month 5. It is expected that this shortfall will reduce and that by year<br />
end income will be on budget. However, as in previous years due to market fluctuation this<br />
area requires close monitoring <strong>of</strong> its budget.<br />
Environment & Consumer Protection £10k underspend (no change)<br />
89 A projected underspend <strong>of</strong> £10k is forecast for month 6. The position is<br />
summarised in the table below:<br />
Division <strong>of</strong> Service<br />
Forecast<br />
Variance<br />
Month 6<br />
£’000<br />
Change<br />
From<br />
Month 5<br />
£’000<br />
Public Health & Environmental Services -80 0<br />
Licensing -115 -30<br />
Highways & Transport Services -75 0<br />
Open Spaces -30 -30<br />
Car Parking - Revised Charges +80 0<br />
Car Parking - Staff Based Costs +50 0<br />
CCTV Service +25 0<br />
Support Services – Legal Services +75 0<br />
Street Cleansing +60 +60<br />
TOTAL -10 0<br />
Public Health & Environmental Services: £80k underspend (no change)<br />
90 A further £50K growth was allocated to this budget head in respect <strong>of</strong> 4 additional<br />
superloos in 2005/06 in addition to the £125,000 allocated in 2004/05. Two units damaged in<br />
transit from France will have to be made to order again and are unlikely to be available for<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 252
installation until January 2006. Officers are therefore forecasting that there will be an<br />
underspend <strong>of</strong> £80k this year. This saving will not occur in 2006/07.<br />
Licensing Income: £115k underspend (£30k improvement)<br />
91 Additional income is being received in respect <strong>of</strong> the new licensing regulations and<br />
the need for all licensed premises to re-apply this year. This increased income will not occur<br />
in 2006/07.<br />
Highways and Transport Services: £75k underspend (no change)<br />
92 The review <strong>of</strong> Car Park income trends indicates a sustained increased level <strong>of</strong><br />
income in some areas <strong>of</strong> the <strong>Borough</strong> after taking account <strong>of</strong> seasonal trends a surplus <strong>of</strong><br />
£100K <strong>of</strong>fset by the shortfall <strong>of</strong> income arising from the pilot ‘free parking’ scheme operating<br />
in the Ruislip area (£25k).<br />
Open Spaces: £30k underspend (£30k improvement)<br />
93 Windfall income <strong>of</strong> £42k has been received for the Parkway car park for the use by<br />
the contractor. Of this sum £12k is required for mitigation work leaving a balance <strong>of</strong> £30k. It<br />
is proposed that this £30k is used to create a Green Spaces Graffiti Removal Budget. This<br />
will <strong>of</strong>fset the budget pressure identified in the Street Cleansing paragraph below. This sum<br />
will only be available this year.<br />
Car Parking - Revised Charges: £80k overspend (no change)<br />
94 Cabinet considered a report on the September Agenda in respect <strong>of</strong> High Street<br />
Ruislip – Parking Scheme Review, Parking Fees and Charges in shopping areas. Cabinet<br />
decided to implement revised car parking fees and charges from December 2005. The<br />
reduced income in 2005/06 is estimated to be £80k. A growth pressure bid for £120k is<br />
included in the E&CP MTFF for 2006/07 and future years.<br />
Car Parking – Staff Based Costs: £50k overspend (no change)<br />
95 Staff are to be based in the Cedars and Grainges car parks to undertake regular<br />
patrols, assist the public and improve standards <strong>of</strong> cleaning and graffiti removal. This is<br />
estimated to cost £50k in the current year and will be funded from the additional licensing<br />
income. As this income will only occur in the current year a growth bid for £90k is included in<br />
the E&CP MTFF for 2006/07 and future years.<br />
CCTV Service: £25k overspend (no change)<br />
96 This service is forecasting a total overspend <strong>of</strong> £25K which comprises <strong>of</strong> the<br />
unfunded costs <strong>of</strong> monitoring the CCTV cameras in and around the Civic Centre complex<br />
and providing the 24-hour out <strong>of</strong> hours service for all Council Groups. These costs have<br />
been contained within the service area in previous years however it will not be possible to<br />
continue this situation due to rising operational costs. The projected overspend also<br />
includes the additional revenue costs associated with the introduction <strong>of</strong> new CCTV<br />
schemes during the year which have been funded from the Council’s capital resources.<br />
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Support Services – Legal Services: £75k overspend (no change)<br />
97 There has been a significant increase in the costs and volume <strong>of</strong> work commissioned<br />
through the internal legal service. If actual costs for 2005/06 are consistent with the 2004/05<br />
charges an overspend <strong>of</strong> £75K will occur. Discussions are continuing with Legal Services to<br />
ensure costs are contained within a cash limited budget.<br />
Street Cleansing: £60k overspend (£60k adverse)<br />
98 In comparison with previous years, there has been an increase in instances <strong>of</strong> graffiti<br />
over the summer period, which has continued into the autumn. In previous years the number<br />
<strong>of</strong> instances has reduced in the late autumn/winter period. On the assumption that this trend<br />
will happen this year there will be an overspend this year <strong>of</strong> £60k. If the current level does<br />
not reduce there will be further pressure on this budget. The situation is being monitored<br />
and, if necessary, further reports will be submitted. It is likely that an MTFF bid will be<br />
required for 2006/07. This bid will include the continuation <strong>of</strong> the Green Spaces Graffiti<br />
Removal budget identified in the Open Spaces paragraph above.<br />
Central Services £20k overspend (£15k improvement)<br />
99 Central Services budgets are projecting an overspend <strong>of</strong> £20k, an improvement <strong>of</strong><br />
£15k on month 5. Finance and Property Services are still projecting an overspend <strong>of</strong> £55k<br />
due to not being able to fully absorb abnormal increases in utility costs (for the Civic centre)<br />
over the amounts budgeted to be recharged to Groups, although some significant<br />
movements have taken place within the individual service budgets. The Chief Executives’<br />
Service is reporting an underspend <strong>of</strong> £35k, which is an improvement <strong>of</strong> £15k on the figures<br />
reported in month 5. An analysis <strong>of</strong> the forecast for month 6 is summarised in the following<br />
table:<br />
Division <strong>of</strong> Service<br />
Forecast<br />
Month 6<br />
Change<br />
from<br />
Month 5<br />
£’000<br />
£’000<br />
IT Services +15 0<br />
Personnel Service 0 -15<br />
Legal Services -20 0<br />
Democratic Services -30 0<br />
Chief Executive’s Total -35 -15<br />
Corporate Property Services -8 +82<br />
Facilities Management +90 -2<br />
Finance Services +70 -30<br />
Savings Proposals -97 -50<br />
Finance and Property Services Total +55 0<br />
Total Central Services +20 -15<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 254
Legal Services: £20k underspend (no change)<br />
100 As reported last month, the growth item <strong>of</strong> £20k to appoint a part time lawyer will not<br />
be required. It is anticipated that the workload can be covered within existing resources (this<br />
has also been built into the MTFF).<br />
Democratic Services: £30k underspend (no change)<br />
101 As reported last month only £85k <strong>of</strong> the £115k growth for Remedial Work with 14 –<br />
17 year olds will be required in this financial year due to a delay in its implementation.<br />
However, next year, the full balance will be required and transferred to Social Services.<br />
Corporate Property Services: £8k underspend (£82k adverse)<br />
102 A number <strong>of</strong> pressures have resulted in a deterioration <strong>of</strong> £82k in the projected<br />
position for Corporate Property Services although it is still projecting an underspend <strong>of</strong> £8k.<br />
103 There is a forecast pressure <strong>of</strong> £24k on the Uxbridge Industrial Estate, which has a<br />
history <strong>of</strong> short term tenancies, resulting in some difficulties in maximising commercial<br />
properties income, which is expected to result in a shortfall in income <strong>of</strong> £12k. The further<br />
£12k relates to costs associated with the re-opening <strong>of</strong> the car park on this site.<br />
104 There is a £20k pressure relating to the abortive auction costs <strong>of</strong> farm machinery,<br />
which were previously planned to be sold.<br />
105 An £88k budget pressure is projected due to the underrecovery <strong>of</strong> projected income,<br />
relating to service contracts (£30k), fee income from Council projects (£28k) and private<br />
income from Schools (£30k).<br />
106 These pressures are <strong>of</strong>fset by an estimated £140k saving from the capitalisation <strong>of</strong><br />
staff time spent on asset disposals.<br />
Facilities Management: £90k overspend (£2k improvement)<br />
107 Facilities Management are forecasting a net £90k budget pressure. As reported last<br />
month there is still a continuing pressure on the Civic Centre utility costs (£116k) and<br />
premises insurance (£15k). The contract for electricity is due to be updated in November<br />
2005, where it has been assumed that a price increase <strong>of</strong> 50% will be applied. Gas prices<br />
increased by 50% in November 2004 and the full year effect <strong>of</strong> this increase is apparent in<br />
2005/06, and the latest forecast anticipates that the cost will exceed the budget by £16k.<br />
Along with the increase in the price <strong>of</strong> electricity, the useage within the civic centre is also<br />
going up as the occupancy <strong>of</strong> the building increases, and it is anticipated that this will result<br />
in a budget pressure <strong>of</strong> £100k. Some steps are being taken to reduce electricity and gas<br />
consumption but the full pressure is unlikely to be absorbed.<br />
108 A further budget pressure exists in Catering Services <strong>of</strong> £56k, due to a reduction in<br />
volumes <strong>of</strong> Community and Dining Centre meals, which is anticipated to result in an<br />
overspend <strong>of</strong> £33k. The balance relates to a one <strong>of</strong>f redundancy cost <strong>of</strong> £23k.<br />
109 These overspends can be <strong>of</strong>fset by savings totalling £97k, which are currently<br />
anticipated within the cleaning services budget (£30k), due to a review and realignment <strong>of</strong><br />
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Cabinet report 10 th November 2005 Page 255
the cleaning services budget and charging mechanism, the Office Services budget (£21k),<br />
where proactive management <strong>of</strong> staff vacancies and non-employee costs will deliver the<br />
projected saving, and by agreeing to charge staff time to the Civic Centre restack<br />
programme resulting in a transfer <strong>of</strong> £46k to the capital programme.<br />
Finance Services: £70k overspend (£30k improvement)<br />
110 A number <strong>of</strong> steps have been taken to address previous pressures reported on<br />
salaries and in most instances the budget pressures within services are being contained<br />
within budget.<br />
111 However, there is a forecast pressure <strong>of</strong> £90k in Internal Audit where the<br />
restructuring <strong>of</strong> the team to deliver critical service improvements has resulted in a budget<br />
pressure. In particular, difficulties have been experienced with recruiting to the Chief<br />
Internal Auditor post which has meant that the vacant post has been covered for an<br />
extended period <strong>of</strong> time. An appointment has recently been made but the anticipated start<br />
date is not until February 2006. Keeping this post filled is essential to delivering<br />
improvements to nternal Control. Further difficulties have also been experienced in<br />
appointing a computer auditor, which has led to the decision to contract this service out to a<br />
private company. Both <strong>of</strong> these actions are linked to the CPA Use <strong>of</strong> Resources and<br />
comments made within the external auditor’s management letter, which makes this action<br />
essential.<br />
112 The pressure in Internal Audit is partly <strong>of</strong>fset by a net saving <strong>of</strong> £20k on the External<br />
Audit Fees, relating to savings in the audit <strong>of</strong> grant claims.<br />
Finance and Property Services savings proposals: £97k underspend (£50k<br />
improvement)<br />
113 A number <strong>of</strong> savings measures have already been implemented to absorb some <strong>of</strong><br />
the pressures identified during the course <strong>of</strong> the year. However, despite this there are still<br />
significant pressure remaining within these services. In an attempt to bring the budget back<br />
in line, a further exercise is currently underway to list all vacant posts and consider again the<br />
remaining agency staff employed with a view to prioritising them against the needs <strong>of</strong> the<br />
service and draw a line to achieve the required £97k saving.<br />
Corporate Budgets’ Forecasts<br />
114 Table 2 shows budget, forecast and variance now reported on corporate budgets i.e.<br />
inflation provision, external interest earned, capital financing costs and the Development &<br />
Risk Contingency.<br />
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Cabinet report 10 th November 2005 Page 256
Table 2<br />
2005/06<br />
Original<br />
Budget<br />
Budget<br />
changes<br />
2005/06<br />
Current<br />
Budget<br />
(as at<br />
Month<br />
5)<br />
Corporate Budgets<br />
2005/06 Variances<br />
Forecast (as (+=Extra spend or<br />
at Month 6) Less Income) / - =<br />
indicate less<br />
costs or greater<br />
income<br />
Variance Variance<br />
(as at (as at<br />
Month 6) Month 5)<br />
£000 £000 £000 £000 £000 £000<br />
12,792 -12,792 0 Inflation Provision 0 0 0<br />
2,000 0<br />
Developments<br />
2,000 Contingency 846 (1,154) (1,161)<br />
584 0 584 Salaries Contingency 0 (584) (584)<br />
(703) 0 (703) HIP Savings (703) 0 0<br />
(405) 0 (405) Interest on Balances (405) 0 0<br />
8,306 0 8,306 Financing Costs 8,678 +372 +372<br />
(44,311) 0 (44,311) Asset Management A/c (44,311) 0 0<br />
(21,737) 0 (34,529) Corporate Budgets (35,895) (1,366) (1,373)<br />
Corporate Budget Variance:- £1,366k underspend (£7k adverse)<br />
115 The inflation provision has been fully allocated out to services. This allocation was in<br />
line with the base budget as the inflation rates for salaries and levies were known in advance<br />
<strong>of</strong> budget setting.<br />
116 The latest projections for financing costs indicate that in total there is a forecast net<br />
pressure <strong>of</strong> £372k. This net pressure comprises a £349k pressure on external interest costs<br />
and a £23k pressure on the Item 8 credit apportionment (apportionment <strong>of</strong> interest received<br />
between the General Fund and the HRA). This forecast has not changed from month 5.<br />
117 £2,000k was set aside in the Developments and Risk Contingency for 2005/6. The<br />
following table shows the items that were identified in budget setting as being potential calls<br />
on contingency and also shows what has already been allocated or committed.<br />
2005/06<br />
Budget<br />
Allocated<br />
or<br />
committed<br />
2005/06 allocations: £’000 £’000<br />
Uninsured Claims 500 (500)<br />
Demand led service pressures 500 0<br />
Local Development Framework<br />
150 0<br />
consultancy / legal fees<br />
Homelessness 300 0<br />
Benefits 180 0<br />
Provision for unachieved savings 300 0<br />
<strong>Hillingdon</strong> Improvement programme 400 (295)<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 257
(HIP)<br />
Heathrow Third Runway costs 100 (15)<br />
Unexpected items & risk management<br />
issues<br />
570 (36)<br />
Total Potential Calls 3,000 846<br />
Total Contingency Available 2,000 2,000<br />
Likely balance at year end 1,154<br />
118 £270k <strong>of</strong> HIP contingency allocations were forwarded for agreement by Council at<br />
the June Cabinet meeting (£110k for the Customer Access Project, £30k for the<br />
development <strong>of</strong> a team based bonus scheme, £39k for the recruitment to Head <strong>of</strong><br />
Communications, £15k for People Management and £76k to fund costs <strong>of</strong> the central HIP<br />
team).<br />
119 The September Cabinet agreed a further £25k from the HIP contingency for the<br />
Management <strong>of</strong> Contractors project, £10k to NOTRAG in support <strong>of</strong> the campaign against<br />
the Third runway at Heathrow, £5k to fund the Council’s contribution to the current legal<br />
challenge against night flights, £5k for one-<strong>of</strong>f ceremonial expenditure in the Mayor’s Office<br />
and £24k towards the cost <strong>of</strong> festive decorations in town centres in <strong>Hillingdon</strong>.<br />
120 The recommendations in this report are for a further £5k to be released to fund a<br />
further payment to NOTRAG and £2k for additional costs <strong>of</strong> the festive lights programme.<br />
121 Projections indicate that the £500k uninsured claims figure earmarked in contingency<br />
will be required in full. The assumption built into the month 6 forecast is that the remaining<br />
balance on the contingency fund <strong>of</strong> £1,154k will be utilised to mitigate overspends<br />
elsewhere.<br />
122 The Salaries Contingency <strong>of</strong> £584k was generated at Council Tax setting by cutting<br />
the staffing budget by £1,584k by introducing a 2% corporate vacancy factor but only taking<br />
£1,000k as a saving. The remaining £584k forms a Corporate Contingency against nonachievement<br />
<strong>of</strong> the vacancy factor. The month 6 position assumes that this contingency will<br />
not be called upon as Groups are working towards delivering their vacancy targets.<br />
OVERALL FINANCIAL POSITION<br />
123 Table 3 indicates the overall impact <strong>of</strong> the expenditure forecasts now reported on the<br />
approved budget and the resulting balances position. The balances carried forward at the<br />
year-end are forecast at £8,172k, £27k less than that assumed in the 2005/6 budget after<br />
including unallocated Development & Risk contingency <strong>of</strong> £1,154k and unallocated Salaries<br />
Contingency <strong>of</strong> £584k.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 258
Table 3<br />
2005/06<br />
Original<br />
Budget<br />
Budget<br />
changes<br />
2005/06<br />
(As at Month 6)<br />
Current<br />
Budget<br />
Forecast<br />
Variances (+=Extra<br />
spend or Less Income<br />
)/- = less costs or<br />
greater income<br />
Variance<br />
(as at<br />
Month 6)<br />
Variance<br />
(as at<br />
Month 5)<br />
£000 £000 £000 £000 £000<br />
327,699 12,792Directorates’ 340,491 341,884 +1,393 +141<br />
Expenditure<br />
(21,737) (12,792)Corporate Budgets (34,529) (35,895) (1,366) (1,373)<br />
305,962 0Total Net<br />
Expenditure 305,962 305,989 +27 (1,232)<br />
306,602 0Budget<br />
Requirement 306,602 306,602 0 0<br />
(640) 0Deficit / (Surplus) (640) (613) +27 (1,232)<br />
(7,559) 0Balances b/f 1/4/05 (7,559) (7,559) 0 0<br />
(8,199) 0Balances c/f<br />
31/3/06<br />
(8,199) (8,172) +27 (1,232)<br />
CAPITAL PROGRAMME<br />
Table C1: Current 3 Year Capital Programme<br />
Group<br />
05-06 3 Years 05-06 to 07-08<br />
Budget Estimated<br />
Outturn<br />
Variance Budget Estimated<br />
Outturn<br />
Variance<br />
£000 £000 £000 £000 £000 £000<br />
- Housing Revenue Account 32,356 32,356 0 86,408 86,408 0<br />
- Housing General Fund 5,806 3,327 -2,479 17,090 15,318 -1,772<br />
- Social Services 2,275 1,648 -627 4,949 4,621 -328<br />
Subtotal SSH 40,437 37,331 -3,106 108,447 106,347 -2,100<br />
Education, Youth &<br />
34,569 32,274 -2,295 87,213 92,547 +5,334<br />
Leisure<br />
Environment & Consumer 11,699 11,589 -110 23,635 23,525 -110<br />
Protection / Planning &<br />
Transportation<br />
Finance & Property 3,178 2,887 -291 6,464 6,240 -224<br />
Chief Executive's <strong>of</strong>fice 4,098 4,098 0 9,640 9,640 0<br />
Programme Contingency 388 0 -388 2,061 0 -2,061<br />
Risks 252 252 0 1,202 2,252 +1,050<br />
Total 94,621 88,431 -6,190 238,662 240,551 +1,889<br />
Resources 114,066 103,514 +10,552 230,318 230,148 +170<br />
+Risks / -Opportunities -19,445 -15,083 +4,362 +8,344 +10,403 +2,059<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 259
SUMMARY<br />
124 The report sets out the overall 2005/06 to 2007/08 capital expenditure forecast at the<br />
end <strong>of</strong> month 6 (September), as being £10.4m higher than estimated resources. The £1.0m<br />
increase since Month 3 is mainly due to the following:<br />
• £1.5m reduction <strong>of</strong> the Heritage lottery fund grant,<br />
• £2m increase in estimated outturn for <strong>Hillingdon</strong> House Farm<br />
• £2m increase in expenditure for Botwell Green Hayes Stadium awaiting<br />
formal approval <strong>of</strong> budget at Full Council in Feb 2006,<br />
partly <strong>of</strong>fset by:<br />
• £1.8m estimated outturn deferred to 2008/09 following the MTFF<br />
recommendation that the Local Authority Social Housing Grant<br />
Programme (LASHGP) is deferred by 1 year,<br />
• £1.7m capital programme contingency not allocated yet, and<br />
• £1.1m decrease in estimated outturn for Disabled Facilities Grants<br />
(DFG).<br />
125 The projected £10.4m overspend is due to changes in estimated expenditure and<br />
resources that are detailed in Table C13. This risk is already being managed through a<br />
combination <strong>of</strong> deferred spending and increased disposals. However, in order to bring<br />
spending fully into line with resources across the three years <strong>of</strong> the programme, projects will<br />
need to be reprioritised in alignment with the council’s strategic objectives. This work is<br />
already underway and will form part <strong>of</strong> the budget setting process that is co-ordinated<br />
through the Medium Term Financial Forecast (MTFF).<br />
Table C2: 2005/06 and total programme variance<br />
Reason for variance 2005/06<br />
LASHGP deferred by 1 year, so that the work due to<br />
take place in 05/06 to 07/08 will now end in 2008/09. It is<br />
recommended that the budget is also deferred by 1 year.<br />
Social Services - £0.33m spend is no longer required for<br />
the cancelled Modernisation <strong>of</strong> Vacant Property project<br />
(£78K) and the re-scoped Homecare Monitoring<br />
S<strong>of</strong>tware project (£250K). It is recommended that the<br />
Social Services budget is reduced by this amount. A<br />
further £0.3m 2005/06 spend is expected to be deferred<br />
to 2006/07.<br />
Education, Youth & Leisure (EYL) -<br />
£2.3m predicted underspend in 2005/06 due to:<br />
• School Improvement Programme (NDS Condition and<br />
Modernisation) rephased to 06/07<br />
• Replacement <strong>of</strong> Library Computer System rephased<br />
to 06/07 and 07/08<br />
• Manor Farm heritage project deferred spend<br />
• Primary expansions<br />
• Expansions Post 16 brought forward from 2006/07<br />
• Devolved Formula Capital brought forward from 06/07<br />
• Other smaller variances totalling £0.03m<br />
£000<br />
3 Years<br />
05/06-07/08<br />
£000<br />
-2,479 -1,772<br />
-627 -328<br />
-3,480<br />
-200<br />
-100<br />
-140<br />
+1,000<br />
+600<br />
+25<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 260
Reason for variance 2005/06<br />
£5.3m overall additional spend due to:<br />
• £1.5M reduction in the HLF grant for <strong>Hillingdon</strong> House<br />
Farm and a further £2m predicted overspend.<br />
• Awaiting formal approval <strong>of</strong> additional £2m budget for<br />
Botwell Green Hayes Stadium by full Council (Feb 06)<br />
• Primary expansions<br />
• Seed Challenge Standards fund to Devolved Schools<br />
• Other smaller variances<br />
• Finance and property - reduction in capital<br />
maintenance contingency in 2005/06.<br />
• Other increases in estimated expenditure in 2005/06.<br />
£000<br />
-273<br />
-18<br />
3 Years<br />
05/06-07/08<br />
£000<br />
+3,500<br />
+2,000<br />
-140<br />
-170<br />
+144<br />
-273<br />
+49<br />
Programme Contingency not yet committed -388 -2,061<br />
ECP - Reduction in ECP estimated expenditure in<br />
2005/06 - £66K for Goulds Green toucan crossing, and<br />
£31K for Highways Maintenance Programme. Other<br />
-110 -110<br />
£13K.<br />
Risk re outstanding legal claims in 2006/07 0 +1,050<br />
Total -6,190 +1,889<br />
126 Although the estimated resources are expected to exceed estimated expenditure by<br />
£15.1m in 2005/06, there are net predicted shortfalls in resources <strong>of</strong> £17.1m in 2006/07 and<br />
£8.4m in 2007/08 (net programme total <strong>of</strong> £10.4m). The prediction <strong>of</strong> resources available for<br />
financing in 2005/06 assumes that a further £20m <strong>of</strong> capital receipts will be achieved. This<br />
represents <strong>of</strong>ficers’ best estimate, but there is always the risk that sales will not be<br />
completed in the anticipated timescale. Given that a large proportion <strong>of</strong> the receipts are<br />
predicated on the sale <strong>of</strong> one site, it is prudent to allow sufficient resource capacity so that<br />
projects can continue even if the planned sale is not achieved within the current financial<br />
year.<br />
127 Funding for the £10.4m programme risk has not yet been identified, so maintaining<br />
current spending plans would require additional prudential borrowing. This is illustrated by<br />
the growth <strong>of</strong> the capital financing requirement (see Prudential Indicators at paragraph 141)<br />
in each <strong>of</strong> the three years <strong>of</strong> the programme. This reflects the additional borrowing that<br />
would be required to fund the programme and is the driver for finance costs. These revenue<br />
costs would exceed those forecast in the current MTFF as illustrated in the table below.<br />
Table C3: revenue impact <strong>of</strong> funding gap through unsupported borrowing<br />
2006/07<br />
£000<br />
2007/08<br />
£000<br />
2008/09<br />
£000<br />
Current MTFF 2,139 4,700 6,558<br />
Growth required 807 1,160 1,436<br />
128 The additional finance costs would be unavoidable and displace any competing<br />
pressures for service growth. However, <strong>of</strong>ficers anticipate that the actions outlined at the end<br />
<strong>of</strong> paragraph 17 will resolve this problem with no impact beyond that in the current MTFF.<br />
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Cabinet report 10 th November 2005 Page 261
129 The table below summarises the 2005/06 budgetary changes that have occurred as<br />
a result <strong>of</strong> reprogramming and funding changes after June 2005.<br />
Table C4: Changes to 2005/06 Capital Budget<br />
Group<br />
Budget per<br />
June<br />
Cabinet:<br />
Reprogram<br />
ming<br />
Additional<br />
funding:<br />
Revised<br />
Budget:<br />
(£000's) (£000's) (£000's) (£000's)<br />
Housing Revenue Account 31,470 886 32,356<br />
Housing General Fund 5,740 66 5,806<br />
Social Services 3,546 -1,271 2,275<br />
Subtotal SSH 40,756 -385 66 40,437<br />
Education, Youth & Leisure 37,529 -3,300 340 34,569<br />
Environment & Consumer Protection / 12,000 -252 -49 11,699<br />
Planning & Transportation<br />
Finance & Property 3,402 -204 3,198<br />
Chief Executive's <strong>of</strong>fice 4,425 -327 4,098<br />
Programme Contingency 388 -20 368<br />
Risks 0 252 252<br />
Total 98,500 -4,236 357 94,621<br />
130 Changes to the capital budget comprise reprogramming £5.1m from 2005/06 to<br />
future years partly <strong>of</strong>fset by £0.9m HRA spend bought forward from 2006/07 and £0.4m <strong>of</strong><br />
additional funding. These changes have decreased the capital budget from £98.5m to<br />
£94.6m.<br />
Table C5: Month 6 Expenditure Vs Pr<strong>of</strong>iled Budget<br />
Group YTD budget YTD actual YTD variance (actualbudget)<br />
£000 £000 £000 %<br />
Housing Revenue Account 14,929 13,277 -1,652 -11%<br />
Housing General Fund 1,644 1,172 -472 -29%<br />
Social Services 490 185 -305 -62%<br />
Subtotal SSH 17,063 14,634 -2,429<br />
Education, Youth & Leisure 13,325 13,027 -298 -2%<br />
Environment & Consumer Protection 2,363 2,585 +222 9%<br />
Finance & Property 795 668 -127 -16%<br />
Chief Executive's <strong>of</strong>fice 744 978 +234 31%<br />
Total 34,290 31,892 -2,398<br />
131 The month 6 actual expenditure <strong>of</strong> £31.9m represents 36% <strong>of</strong> the total estimated<br />
outturn for 2005/06. Although we are midway through the year this should not cause<br />
concern as some projects are expected to start during the year. The £1.7m favourable HRA<br />
variance is mainly due to works to existing stock deferred until later in the year.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 262
Key Projects<br />
132 Management Board chose 19 projects that it considered to be vital to the delivery <strong>of</strong><br />
the council’s priorities, which are listed below.<br />
Table C7: Traffic lights for key capital projects<br />
Group Project Time Cost Quality<br />
Business<br />
Benefits<br />
P&T Environmental Improvements Programme G G G G<br />
(Chrysalis)<br />
EYL Botwell Green Leisure Centre G G G<br />
EYL School Improvement Programme New not on register yet<br />
SSH Learning Disability Modernisation G A G G<br />
CEO HIP Customer Access G G G G<br />
EYL <strong>Hillingdon</strong> House Farm: Uxbridge Lido G R G<br />
EYL Frays/Brookfield G G G<br />
EYL Ruislip High School G G G G<br />
EYL School Places New not on register yet<br />
EYL Schools Access Initiative A G G G<br />
EYL Formula Capital Developed to Schools New not on register yet<br />
EYL Expansions Post-16 A A G A<br />
EYL Abbotsfield Targeted Capital Funding G G G G<br />
EYL Hayes Manor Targeted Capital Funding G G G G<br />
SSH Decent Homes (not started yet) G G G G<br />
SSH HRA New Build/Purchases: Garages & 5 A G G G<br />
Small Sites<br />
SSH Replacement Children’s Respite Care Home Not on register yet<br />
CEO HIP Flexible Working G G G G<br />
CEO HIP E-Delivery G G G A<br />
133 A number <strong>of</strong> projects have some <strong>of</strong> their project management delivery criteria traffic<br />
lit amber. It is normal that at some stage projects will encounter difficulties that the project<br />
manager will resolve, returning the traffic light to green. Where projects have traffic lights<br />
that are persistently amber or red, the relevant Group Project Board, or in more serious<br />
cases the Corporate Project Board, will provide additional support to resolve the problem.<br />
Any such actions will be featured in the Exception <strong>Report</strong>ing section below. The status<br />
reports for the HHF and Frays/Brookfield projects have not identified if they are on track to<br />
deliver their business benefits. The PSO will contact the project sponsors to provide this<br />
information.<br />
134 The scope <strong>of</strong> the Replacement Children’s Respite Care Home project has changed,<br />
so the deliverables agreed in the original Project Initiation Document (PID) are no longer<br />
appropriate for measuring progress. A revised PID with new deliverables and a revised<br />
timescale is currently being prepared and progress against this will subsequently be<br />
reported.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
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135 The principal variances in Table C8 below are explained in Table C2 above.<br />
Table C8: financial information for top 19 capital projects<br />
Group Project<br />
05-06 3 Years (05-06 to 07-08)<br />
Budget Estimated<br />
Outturn<br />
Budget Estimated Variance<br />
Outturn (+=Extra<br />
Spend/ -<br />
= Less<br />
Spend)<br />
Variance<br />
(+=Extra<br />
Spend/ - =<br />
Less Spend)<br />
(£000's) (£000's) (£000's) (£000's) (£000's) (£000's)<br />
P&T Chrysalis 1,055 1,050 -5 2,821 2,821 0<br />
EYL<br />
Botwell Green Leisure<br />
500 500 0 12,004 12,004 0<br />
Centre<br />
EYL<br />
School Improvement<br />
4,908 1,429 -3,479 10,323 10,323 0<br />
Programme<br />
SSH<br />
Learning Disability<br />
250 52 -198 1,906 1,906 0<br />
Modernisation<br />
CEO HIP Customer Access 687 687 0 1,991 1,991 0<br />
Subtotal Top Five Projects 7,400 3,718 -3,682 29,045 29,045 0<br />
EYL<br />
<strong>Hillingdon</strong> House Farm:<br />
Uxbridge Lido 5,000 5,000 +0 19,633 23,133 +3,500<br />
EYL<br />
EYL<br />
EYL<br />
EYL<br />
EYL<br />
EYL<br />
EYL<br />
EYL<br />
SSH<br />
SSH<br />
SSH<br />
Frays/Brookfield AEC<br />
Ruislip High School<br />
School Places<br />
1,847 1,847 +0 2,207 2,207 +0<br />
7,342 7,342 -0 20,746 20,746 0<br />
1988 2004 +16 2,264 2,280 +16<br />
Schools Access Initiative<br />
Programme 191 276 +85 798 798 -0<br />
Formula Capital<br />
Developed to Schools<br />
2,550 3,168 +618 4,416 4,410 -6<br />
Expansions Post-16<br />
635 1,641 +1,006 2,885 2,885 0<br />
Targeted Capital Funding<br />
03/4 expansion post 16 -<br />
Abbotsfield 1,249 1,152 -97 1,249 1,249 0<br />
Targetted Capital Funding<br />
03/4 - Hayes Manor<br />
enhanced learning<br />
environment 2,996 2,996 +0 2,996 2,996 +0<br />
Works to Existing Stock<br />
(incl Decent Homes) 28,723 28,723 0 78,476 78,476 0<br />
HRA New<br />
Build/Purchases: Garages<br />
& 5 Small Sites 3,075 3,075 0 6,274 6,274 0<br />
Replacement Children’s<br />
Respite Care Home<br />
(Copperfield) 351 351 0 1,170 1,170 0<br />
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Cabinet report 10 th November 2005 Page 264
CEO<br />
HIP Flexible Working<br />
969 969 0 1,573 1,573 0<br />
CEO HIP E-Delivery<br />
121 121 0 223 223 0<br />
Total Key Projects 64,437 62,384 -2,053 173,955 177,466 +3,511<br />
Other Projects 30,184 26,047 -4,137 64,707 63,085 -1,622<br />
Total 94,621 88,431 -6,190 238,662 240,551 +1,889<br />
Exception <strong>Report</strong>ing<br />
136 No projects have been flagged as persistently red (red for three successive months<br />
for any indicator) so there are no comments from the Project Support Office.<br />
137 Consequently, there is no feedback from the Corporate Project Board (CPB) on<br />
corrective action it is taking or recommendations for Capital Investment Strategy Group<br />
(CISG).<br />
Table C10: Change in 2005/06 capital resources<br />
Resource Type<br />
05-06<br />
Original Rephasing/<br />
Budgeted slippage<br />
Resources from 2004/05<br />
change to<br />
specific<br />
resources<br />
Current<br />
Budgeted<br />
Resources<br />
(£000's) (£000's) (£000's) (£000's)<br />
Capital Receipts -GF 30,431 4273 34,704<br />
Capital Receipts - HRA 3,605 3,605<br />
Single Capital Pot 5,501 5,501<br />
Prudential Borrowing 8,650 540 9,190<br />
General Fund Revenue 0 114 114<br />
Subtotal General Resources 48,187 4,813 114 53,114<br />
Supported Borrowing 26,046 348 26,394<br />
Capital Grants 9,190 6,584 15,774<br />
Third Party Contributions 1,938 321 2,259<br />
HRA (including MRA) 16,619 886 (980) 16,525<br />
Subtotal Specific Resources 53,793 886 6,273 60,952<br />
Total Resources 101,980 5,699 6,387 114,066<br />
138 Changes to capital resources comprise additional capital receipts and prudential<br />
borrowing carried forward from 2004/05, £4.2m primarily as a result <strong>of</strong> slippage at year end,<br />
£0.5m additional prudential borrowing, £0.9m additional HRA funding bought forward from<br />
2007/08, and additional funding <strong>of</strong> £6.4m. These changes have increased the budgeted<br />
resources from £101.98m to £114.1m. The £6.4m additional funding has arisen as follows:<br />
• +£2.8m additional grants for schools<br />
• +£2.9m additional <strong>Borough</strong> Spending Plan (‘BSP’, funded by Transport for<br />
<strong>London</strong>) grant<br />
• +£0.7m PSA grant<br />
• +£0.85m other grants<br />
• -£1m HRA funding<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 265
• +£0.1m other<br />
• +£6.4m net increase.<br />
Table C11: Analysis <strong>of</strong> 2005/06 capital resources<br />
Resource Type<br />
Current<br />
Budgeted<br />
Resources<br />
Resources<br />
available<br />
now<br />
05-06<br />
Further<br />
Resources<br />
likely to be<br />
obtained<br />
Total<br />
Estimated<br />
Outturn<br />
Resources<br />
Estimated<br />
Outturn<br />
Expenditure<br />
Variance<br />
(+=Resource<br />
deficit/ - =<br />
Resource<br />
surplus)<br />
£000 £000 £000 £000 £000 £000<br />
Capital Receipts -GF 34,704 9,154 20,194 29,348 12,579 -16,769<br />
Capital Receipts - HRA 3,605 1,272 633 1,905 3,605 +1,700<br />
Single Capital Pot 5,501 5,501 - 5,501 5,501 0<br />
Prudential Borrowing 9,190 9,190 - 9,190 9,190 0<br />
General Fund Revenue 114 114 114 100 -14<br />
Subtotal General<br />
Resources 53,114 25,231 20,827 46,058 30,975 -15,083<br />
Supported Borrowing 26,394 26,394 - 26,222 26,222 0<br />
Capital Grants 15,774 12,450 12,450 12,450 0<br />
Third Party Contributions 2,259 2,259 - 2,259 2,259 0<br />
HRA (including MRA) 16,525 16,525 16,525 16,525 0<br />
Subtotal Specific<br />
Resources 60,952 57,628 - 57,456 57,456 0<br />
Total Resources 114,066 82,859 20,827 103,514 88,431 -15,083<br />
139 Estimated outturn expenditure is only shown as a variance against Capital Receipts<br />
as all <strong>of</strong> the other expenditure is limited to the actual resources. General Fund capital<br />
expenditure receipts in 2005/06 are £5.4m lower than budget. However, the capital<br />
expenditure is estimated to be a further £16.8m lower than estimated receipts. There has<br />
been no change in HRA receipts since last quarter. Nevertheless this forecast is subject to a<br />
degree <strong>of</strong> volatility as the council tenants who have exercised their right to buy have over a<br />
year in which to decide whether to take up their <strong>of</strong>fers, which makes completion dates<br />
difficult to predict.<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 266
Table C12: Estimated capital resources 2005/06 to 2007/08<br />
Resource Type<br />
Estimated Outturn Resources<br />
05-06 06-07 07-08<br />
3 yr Estimated<br />
Outturn<br />
Resources<br />
3yr Estimated<br />
Outturn<br />
Expenditure<br />
Variance<br />
(+=Resource<br />
deficit/ - =<br />
Resource<br />
surplus)<br />
£000 £000 £000 £000 £000 £000<br />
Capital Receipts -GF 29,348 23,050 7,810 60,208 68,761 +8,553<br />
Capital Receipts - HRA 1,905 1,148 773 3,826 5,690 +1,864<br />
Single Capital Pot 5,501 3,996 4,089 13,586 13,586 0<br />
Prudential Borrowing 9,190 9,500 7,500 26,190 26,190 0<br />
General Fund Revenue 114 - - 114 100 -14<br />
Subtotal General<br />
Resources 46,058 37,694 20,172 103,924 114,327 +10,403<br />
Supported Borrowing 26,222 15,741 11,300 53,263 53,263 0<br />
Capital Grants 12,450 11,140 3,576 27,166 27,166 0<br />
Third Party Contributions 2,259 - - 2,259 2,259 0<br />
HRA (including MRA) 16,525 15,146 11,865 43,536 43,536 0<br />
Subtotal Specific<br />
Resources 57,456 42,027 26,741 126,224 126,224 0<br />
Total Resources 103,514 79,721 46,913 230,148 240,551 +10,403<br />
140 The table above shows that the net gap on capital widens to a £10.4m deficit across<br />
the programme as a whole as shown in the table below. This is due to a combination <strong>of</strong><br />
lower sale values for assets, rising costs for a few projects, and some additional unbudgeted<br />
capital expenditure being undertaken at the end <strong>of</strong> 2004/05.<br />
Table C13: 2004/05 – 2007/08 expenditure and funding changes<br />
Change to 2004/05 – 2007/08 Budget £000<br />
Funding capital expenditure in holding accounts<br />
- <strong>Hillingdon</strong> House Farm: Uxbridge Lido 1,061<br />
- Brookfield AEC 282<br />
- Victoria Hall 200<br />
1,543<br />
Capitalisation 709<br />
Sub total: additional 2004/05 expenditure 2,252<br />
PART 1 – MEMBERS, PUBLIC AND PRESS<br />
Cabinet report 10 th November 2005 Page 267
Change to 2004/05 – 2007/08 Budget £000<br />
Increase in estimated expenditure outturn <strong>of</strong> £2m and £1.5m decrease in grant 3,500<br />
from HLF for HHF Uxbridge Lido in 2006/07<br />
Increase in estimated outturn for Botwell Green Leisure Centre awaiting formal 2,000<br />
approval <strong>of</strong> additional £2m budget at Full Council in Feb 2006<br />
Reduction in estimated HRA capital receipts 1,864<br />
Decrease in other grants 1,652<br />
Increase in projected expenditure on Schools net <strong>of</strong> increase in grants 1,512<br />
Risk re outstanding legal claims 1,050<br />
Increase in projected expenditure on Manor Farm heritage restoration project<br />
565<br />
net <strong>of</strong> increase in grants<br />
Decrease in projected GF capital receipts 563<br />
Estimated outturn for LASHGP is deferred by 1 year -1,772<br />
Programme Contingency not allocated yet -1,673<br />
Decrease in estimated outturn for project Improvement Grants (DFG) -1,140<br />
Other - mainly increase in capital receipts for actual sales 30<br />
Sub total: changes to 2005/06 - 2007/08 expenditure / resources 8,151<br />
Total Risk - Increase in Estimated Outturn Expenditure less increase in<br />
resources<br />
10,403<br />
141 <strong>Hillingdon</strong> is required to set a prudent, sustainable and affordable capital programme.<br />
It is not prudent to assume that the gap can be addressed through slippage, as this would<br />
require underspends <strong>of</strong> 5% on the part <strong>of</strong> the programme funded from general resources in<br />
2006/07, and an underspend <strong>of</strong> 42% in 2007/08. The percentage underspend in 2007/08<br />
has increased significantly since that reported in the June report as a result <strong>of</strong> repr<strong>of</strong>iling<br />
expenditure from 2005/06. This has deferred the balance <strong>of</strong> the risk <strong>of</strong> exceeding resources<br />
into 2007/08. While this mitigates the effect <strong>of</strong> this risk on the current revenue budget setting<br />
process (as additional funding would be provided through prudential borrowing), it is still<br />
significant and will be addressed through the MTFF.<br />
Prudential Indicators<br />
142 A selection <strong>of</strong> prudential indicators is shown for 2004/05 and the three years <strong>of</strong> the<br />
programme in the table below.<br />
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Table C14: Prudential Indicators<br />
2004/05<br />
Actual<br />
£000<br />
2005/06<br />
Estimate<br />
£000<br />
2006/07<br />
Estimate<br />
£000<br />
2007/08<br />
Estimate<br />
£000<br />
Capital Financing Requirement (CFR)<br />
General Fund 115,936 135,983 147,048 159,177<br />
HRA 20,319 35,978 50,684 60,745<br />
Total 136,255 171,961 197,732 219,922<br />
Ratio <strong>of</strong> financing costs to net<br />
revenue stream<br />
General Fund 2.42% 2.82% 3.12% 3.63%<br />
HRA 0.02% 1.80% 3.39% 4.26%<br />
Operational Boundary<br />
External debt 128,100 156,700 184,800 203,800<br />
Other long term liabilities 5,878 8,839 8,839 8,839<br />
Total 133,978 165,539 193,639 212,639<br />
143 The year on year increase in the CFR indicates the continuing need to borrow to fund<br />
the capital programme. The HRA continues to share an increasingly large proportion <strong>of</strong> this<br />
debt because government funding for the ALMO <strong>Hillingdon</strong> Homes is provided via revenue<br />
support for borrowing. The total CFR for <strong>Hillingdon</strong> reflects the fact that capital spending<br />
plans over the period are not yet fully funded, which automatically increases the underlying<br />
need to borrow. In turn, this will result in higher statutory charges to revenue for the<br />
repayment <strong>of</strong> debt and higher external interest costs for the actual debt. Higher voluntary<br />
charges will also be required if <strong>Hillingdon</strong> is to demonstrate its statutory requirement to set a<br />
sustainable capital programme that has regard to long term asset management. These are<br />
the additional finance costs illustrated in the summary section at the beginning <strong>of</strong> the report.<br />
However, the capital financing requirement has reduced since last quarter in line with a<br />
lower estimated outturn.<br />
144 The ratio <strong>of</strong> financing costs to net revenue stream illustrates the increasing proportion<br />
<strong>of</strong> the net revenue budget that capital financing costs will come to represent. It is important<br />
to note that these costs represent a long-term commitment for the authority that will not be<br />
diminished by reducing capital expenditure in future years.<br />
145 The operational boundary for external debt represents the likely maximum value <strong>of</strong><br />
borrowing for the given year assuming debt is only incurred for long term investment (i.e.<br />
capital expenditure) and short term cash flow movements plus an allowance for the principal<br />
element <strong>of</strong> any finance leases (<strong>Hillingdon</strong> has two sets: one for Ealing Family Housing<br />
Association, and another for its vehicle fleet). Again, the steady rise in external debt reflects<br />
the continuing need to borrow to finance the capital programme. The change in other longterm<br />
liabilities is due to the inclusion <strong>of</strong> the PFI contract for Barnhill secondary school within<br />
long term liabilities.<br />
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CORPORATE CONSULTATIONS CARRIED OUT<br />
Corporate Finance Comments<br />
The finance comments are contained in the body <strong>of</strong> the report.<br />
Legal<br />
There are no legal implications arising from this report.<br />
Background Documents<br />
Monitoring reports<br />
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THE GREAT BARN, MANOR COURT,<br />
HARMONDSWORTH<br />
ITEM 14<br />
Contact Officer P. Holmes 01895 250933<br />
Papers with this report<br />
Plan- attached<br />
Condition report – attached in Part 2 <strong>of</strong> the agenda<br />
SUMMARY<br />
The Great Barn at Harmondsworth is a Grade I Listed Building and a Scheduled<br />
Ancient Monument (1 <strong>of</strong> only 5 in the <strong>Borough</strong>) located within the Harmondsworth<br />
Village Conservation Area and also within a designated Archaeological Priority Area.<br />
The private owners <strong>of</strong> The Barn went into liquidation and then receivership in<br />
October 2004. Deloitte & Touche, the Receivers, are administrators <strong>of</strong> The Barn and<br />
their property agent responsible for disposal has <strong>of</strong>fered it to the Council to purchase<br />
at nil cost.<br />
Following the decision <strong>of</strong> the Cabinet Meeting held on 12 th October 2005 the report<br />
on the property procured from the specialist conservation surveyor has now been<br />
received, and the advice and repair and maintenance works costs require a report<br />
back to Cabinet. This survey was necessary as there was no such specialist<br />
expertise within the Council and it was required to establish the viability <strong>of</strong> any<br />
potential acquisition <strong>of</strong> The Barn. English Heritage have agreed to contribute over<br />
40% <strong>of</strong> the consultant specialist’s fees. The headlines and detailed findings are<br />
contained in this report and the entire report is in Part 2 <strong>of</strong> the agenda.<br />
The site has always been <strong>of</strong> great public interest because <strong>of</strong> its historic importance<br />
and because <strong>of</strong> its use within the local and extended community. The<br />
Harmondsworth and Sipson Residents Association (HASRA) and No Third Runway<br />
Action Group (NoTRAG) have both written to <strong>of</strong>ficers to lodge their support for the<br />
Council taking on the ownership <strong>of</strong> The Barn. Whilst the Council would be able to<br />
acquire the building for nil consideration (with legal costs as applicable), the funding<br />
for longer term liabilities which are very significant is <strong>of</strong> fundamental importance to<br />
making a decision on whether to acquire or not. There is no doubt that this is a very<br />
important building for the Harmondsworth area, the <strong>Borough</strong>, and nationally.<br />
RECOMMENDATIONS<br />
1. Cabinet advises whether the Council should acquire The Great Barn and<br />
if so on what basis and whether and to what extent conditional upon external<br />
funding being secured, and whether it authorises bids being made for external<br />
funding.<br />
2. If Cabinet proposes that the Council should purchase The Great Barn<br />
then it also agrees to propose to Council to agree to meet the maintenance<br />
costs associated with The Great Barn after taking into account any financial<br />
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Cabinet report 10 th November 2005 Page 271
contributions made from third parties as well as the costs <strong>of</strong> purchase and for<br />
immediate works, and to refer to full Council to identify and agree funding.<br />
REASONS FOR OFFICER RECOMMENDATION<br />
In view <strong>of</strong> the level <strong>of</strong> estimated costs for repairs and maintenance Cabinet is asked<br />
for instructions on whether the Council should acquire The Great Barn or to decline<br />
the <strong>of</strong>fer. The deadline set by the owner’s liquidator, Deloitte and Touche, <strong>of</strong><br />
30 th November 2005 for completion <strong>of</strong> legal documentation for the purchase requires<br />
an urgent decision <strong>of</strong> Cabinet. If Cabinet authorises pursuance <strong>of</strong> a purchase<br />
subject to external funding being obtained then an extension <strong>of</strong> the deadline will be<br />
sought whilst applications are made.<br />
Under the Constitution’s Financial Rules the relevant budget will have to be referred<br />
to full Council for a decision as there is no budget presently identified.<br />
OPTIONS AVAILABLE<br />
1. Not proceed to purchase The Great Barn on the current basis.<br />
2. To purchase The Great Barn taking into account the capital and revenue<br />
costs as identified in the report, at a value <strong>of</strong> £1, with completion on 30 th November<br />
2005 or thereabouts.<br />
3. To instruct <strong>of</strong>ficers to ascertain whether any further external funding could be<br />
obtained and make the acquisition conditional upon this and there being no or a<br />
limited cost for the Council through purchase.<br />
INFORMATION<br />
1. The Great Barn (The Barn) is the most important historic building in the<br />
<strong>Borough</strong>. Built in 1426 for farm storage purposes it is <strong>of</strong> cathedral-like proportions<br />
approximately 60m long, about 12m wide and 12m high. Internally it has a 12 bay<br />
nave and side aisles and was built for the Bishops <strong>of</strong> Winchester (it is said that the<br />
12 bays mirror the 12 bays <strong>of</strong> Winchester Cathedral). It is the second longest timber<br />
framed barn in England. Whilst it is believed that almost the entire frame is original,<br />
the northern cill plate has been replaced and other restorations were carried out in<br />
the early 1990’s by the owners including underpinning <strong>of</strong> foundations, rebuilding the<br />
southern end (due to fire damage) and restoring the plinth walls.<br />
2. The Great Barn was used for farming purposes until the 1970’s (the fire<br />
damage took place in the 1970’s) but with no farming activities and poor state it is<br />
not suitable for modern use. The surrounding Manor Court site has been<br />
redeveloped with converted and new buildings grouped around The Barn leaving the<br />
historic building in a pleasant setting.<br />
3. During its previous ownership The Great Barn was used (limited to 18 days<br />
per year under a Section 52 Agreement) for various community activities including:-<br />
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• Use by local schools for history and art work,<br />
• By the community for carol services,<br />
• For floral displays,<br />
• By local artists displaying their work,<br />
• For visits for architectural interest from all over the country<br />
It has also been one <strong>of</strong> the highlights <strong>of</strong> previous ‘Open House’ Weekends (an<br />
annual National event promoting architecture and historic buildings).<br />
Within the above list, which is by no means exhaustive, many <strong>of</strong> the activities are<br />
educational. Ownership <strong>of</strong> The Barn would ensure that <strong>Hillingdon</strong> was providing a<br />
local attraction that has local significance that will encourage learning. As such<br />
<strong>Hillingdon</strong> would be considered to be meeting its corporate objectives <strong>of</strong> being a<br />
<strong>Borough</strong> <strong>of</strong> Culture and Learning as well as a Clean and Attractive <strong>Borough</strong>.<br />
4. In October 2004 a site meeting was held between Planning <strong>of</strong>ficers, English<br />
Heritage, McCurdy and Co. (timber conservation experts) and the owner’s<br />
representative regarding the future ownership <strong>of</strong> the Harmondsworth Barn. English<br />
Heritage confirmed that they are supportive <strong>of</strong> the Council’s proposed action but are<br />
unable to give long-tem guarantees re financial support but particularly with local<br />
authorities try to give as much positive advice and support as they can. They have<br />
<strong>of</strong>fered a contribution <strong>of</strong> approximately £1,000 each year towards annual<br />
maintenance through a Maintenance Agreement but this would need to be renewed<br />
every 3 years and there is no guarantee <strong>of</strong> further support. To show the high level <strong>of</strong><br />
support that English Heritage has for securing the future <strong>of</strong> The Barn they have<br />
agreed to pay just over 40% <strong>of</strong> the cost <strong>of</strong> the condition survey.<br />
5. The Great Barn was the subject <strong>of</strong> a Section 52 Agreement in 1987 when<br />
planning consent was granted for the development <strong>of</strong> the adjoining <strong>of</strong>fice space. This<br />
detailed a schedule <strong>of</strong> works because at that time The Barn was seen to be in poor<br />
repair and the owners were required to repair the building against this schedule.<br />
Also included was the condition that the building was to be open for access by<br />
interested bodies on 18 days per year. The specialist confirms (as he was involved<br />
in the procurement <strong>of</strong> these repairs) that two <strong>of</strong> the three phases <strong>of</strong> works were<br />
carried out but the owner ran out <strong>of</strong> funding and so the third phase was not started.<br />
The third phase included repairs to the weatherboarding, doors, floor surface,<br />
external ground finishes and provision for surface water drainage.<br />
6. The following extract has been taken directly from the consultant’s report<br />
(October 2005) as to their conclusions :<br />
‘ 36.0 The Great Barn at Manor Court, Harmondsworth is an architectural and<br />
cultural monument <strong>of</strong> national significance and its future must be secured for the<br />
public good.<br />
37.0 It is vital that the future ownership <strong>of</strong> the barn is clearly established as soon<br />
as is practically possible and that a managed and fully resourced programme <strong>of</strong><br />
repair, maintenance and conservation is undertaken.<br />
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Cabinet report 10 th November 2005 Page 273
38.0 This report has established that the structure <strong>of</strong> the barn is sound and that<br />
there is no apparent danger <strong>of</strong> immediate serious failure. This however will not<br />
remain the case indefinitely and a programme <strong>of</strong> works is necessary leading up to a<br />
major re-ro<strong>of</strong>ing within a 5 to 10 year period.<br />
39.0 The report has identified a programme <strong>of</strong> works to be undertaken in three<br />
distinct phases; within 2 years, within 5 years and within 10 years. If, however,<br />
financial circumstances were favourable and that bringing forward the works was<br />
expedient Phases Two and Three could be merged and implemented within possibly<br />
a five to seven year period.<br />
40.0 At today’s prices these direct works would cost in the region <strong>of</strong> £1.2million<br />
and be spread over 10 years. This figure does not include any costs associated with<br />
acquisition, main contractor’s preliminaries and overheads, pr<strong>of</strong>essional fees, the<br />
<strong>Borough</strong>’s internal costs or any VAT which may be payable.<br />
41.0 The report recommends that the <strong>Borough</strong> as potential new owner <strong>of</strong> the<br />
barn, should seek an early meeting with senior representatives <strong>of</strong> the Heritage<br />
Lottery Fund to establish the principle <strong>of</strong> the building’s significance and<br />
eligibility for lottery grant aid. The <strong>Borough</strong> should therefore set aside the<br />
necessary survey costs, as noted in Phase One, to establish the specification and<br />
detailed costings required to take a grant application forward in time to contribute<br />
to Phases Two and Three.’<br />
7. The specialist report (reproduced in full in Part 2 <strong>of</strong> the agenda) from McCurdy<br />
and Co., upon which <strong>of</strong>ficers are relying, clearly sets out the state <strong>of</strong> the building and<br />
recommendations, with costs. Whilst the building has no immediate structural<br />
defects that require instant remediation there are a number <strong>of</strong> repairs that <strong>of</strong>ficers<br />
consider necessary to provide effective security and health and safety for public use.<br />
The costs <strong>of</strong> these works are in addition to those presented in the McCurdy report<br />
and these are set out below.<br />
Those items marked * are recommended by McCurdy and<br />
Co<br />
CAPITAL £<br />
Acquisition cost 1<br />
Legal costs say 1,500<br />
Immediate works necessary upon purchase<br />
Security alarm 5,000<br />
Fire alarm 3,000<br />
Lightning conductor 3,500<br />
New light / power circuits + BT line 2,500<br />
Clearance <strong>of</strong> vegetation 2,500<br />
Boundary repairs 2,000<br />
Safety fencing around building 10,000<br />
DDA and access works 10,000<br />
Internal floor surface 10,000<br />
Internal safety netting 10,000<br />
Repairs to weatherboarding, say 10,000<br />
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Cabinet report 10 th November 2005 Page 274
Heritage Lottery Application / consultants fees, etc 40,000<br />
Contingency 10,000<br />
TOTAL say 120,000<br />
Up to 2 years<br />
Survey and specification * 40,000<br />
Patch repairs to ro<strong>of</strong> and weatherboarding * 25,000<br />
Repairs and painting to barn doors * 5,000<br />
Studies and Heritage Lottery application * 80,000<br />
Improvements inside for use, say 30,000<br />
TOTAL say 180,000<br />
Up to 5 years<br />
Patch repairs to ro<strong>of</strong> tiles * 28,000<br />
Reclad southern end * 75,000<br />
Repair/reclad weatherboarding * 30,000<br />
? Additional improvements to inside for use ?<br />
TOTAL say 133,000<br />
Up to 10 years<br />
Re-ro<strong>of</strong> * 400,000<br />
Structural repairs to frame etc * 350,000<br />
Consultants fees etc 200,000<br />
Repairs / refixing to weatherboarding * 30,000<br />
Contingency say 200,000<br />
TOTAL say 1,180,000<br />
GRAND TOTAL SAY 1,620,000<br />
8. The <strong>Borough</strong> <strong>of</strong> <strong>Hillingdon</strong> has approximately 410 Listed Buildings <strong>of</strong> which<br />
only 7 are Grade I Listed Buildings and the significance <strong>of</strong> The Barn is considerably<br />
increased because it is also a Scheduled Ancient Monument <strong>of</strong> which there are only<br />
5 in the <strong>Borough</strong>, with no other having the dual status. This high level status gives<br />
The Barn a high priority in terms <strong>of</strong> favourable consideration from external agencies<br />
particularly Heritage Lottery Funding (HLF).<br />
As the preferred intended use <strong>of</strong> The Barn would involve public access there needs<br />
to be a rigorous maintenance programme. From the table above this programme is<br />
likely to require significant funding and therefore it is envisaged that HLF and other<br />
external funding sources such as <strong>Hillingdon</strong> Community Trust would contribute to<br />
these costs. Acquisition <strong>of</strong> The Barn would require ring fenced funding so that it<br />
would not have to compete against higher priority bids and effectively becomes “top<br />
<strong>of</strong> the list”.<br />
9. If the Council were to acquire The Barn immediate works would need to be<br />
undertaken to comply with Health and Safety and security requirements. These<br />
works may take a period <strong>of</strong> 6 - 9 months to plan, obtain approval ( as a Listed<br />
Building and Scheduled Ancient Monument status) and complete. Due to the quiet<br />
location with no other adjoining occupied property, security will be an issue and<br />
CCTV may be required. Anything stored there from the start will be at risk <strong>of</strong><br />
vandalism, theft or destruction, although an adjacent property is currently occupied<br />
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y Honeywell who may afford some daytime security. Previously a caretaker for the<br />
adjacent <strong>of</strong>fices complex ensured The Barn was secure but he has now gone.<br />
10. If the Council were to acquire The Great Barn then the Client Service to hold<br />
the property will be Education, Youth and Leisure Services. It is proposed that it<br />
comes under the remit <strong>of</strong> the Cultural Services Division.<br />
11. The Council would be acquiring Registered Title NGL 572578 with no<br />
title guarantee. This is shown on plan attached as an appendix. The sellers are<br />
Ballast Wiltshier Investments Limited (in Liquidation). The property comprises The<br />
Great Barn and land to the east and western sides <strong>of</strong> the building. Access is via a<br />
shared roadway and courtyard.<br />
12. A deadline had been set by the Liquidators, Deloitte and Touche LLP, <strong>of</strong><br />
the 31 st October 2005. In view <strong>of</strong> the delay in receiving the consultant’s report and<br />
subsequent need to report the matter to Cabinet, Deloittes have agreed to extend<br />
the deadline for completion <strong>of</strong> the purchase to 30 th November 2005. They state that<br />
if the deal is not concluded by that date the Great Barn will be handed to the<br />
Treasury Solicitor. It is believed that the Treasury Solicitor will seek to sell the<br />
property on the open market but enquiries are being made and the answer is not<br />
available in time for this report.<br />
Financial Implications<br />
13. Officers have identified a number <strong>of</strong> estimated revenue costs that are likely to<br />
arise should the Council acquire this property. These are illustrated in the table<br />
below.<br />
Revenue Costs 2006/07 £ 2007/08<br />
£<br />
2008/09<br />
£<br />
2009/10<br />
£<br />
2010/11 -<br />
2014/15 £<br />
2015/16<br />
£<br />
Minor repairs 10,000 10,000 10,000 10,000 10,000 10,000<br />
Insurance premium 9,000 9,000 9,000 9,000 9,000 9,000<br />
Rates 6,000 6,000 6,000 6,000 6,000 6,000<br />
Alarms 1,000 1,000 1,000 1,000 1,000 1,000<br />
Lightning protection 500 500 500 500 500 500<br />
Power 500 500 500 500 500 500<br />
Telephone 200 200 200 200 200 200<br />
English Heritage grant ,000 -1,000 -1,000<br />
Capital financing 10,800 10,800 27,000 27,000 38,970 145,170<br />
Total 37,000 37,000 53,200 54,200 66,170 172,370<br />
14. The costs illustrated above are also at current prices and assume that an<br />
agreement is reached with English Heritage to provide £1,000 <strong>of</strong> funding per annum<br />
for three years. The rates cost has not been confirmed and is only illustrative at this<br />
stage. The capital financing costs arise because the capital would be unsupported<br />
borrowing for which revenue provision would have to be made and are based on the<br />
cost pr<strong>of</strong>ile illustrated in the preceding table.<br />
15. None <strong>of</strong> these costs are reflected in the Council’s current financial strategy<br />
and so would need to be included in the MTFF as growth where there is already<br />
significant pressure on both the revenue and capital budgets. Acquiring The Barn will<br />
add to the savings target that <strong>of</strong>ficers are currently working towards, and so the<br />
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Cabinet report 10 th November 2005 Page 276
acquisition <strong>of</strong> The Barn should be considered alongside the other growth bids for<br />
revenue in the MTFF and not in isolation.<br />
16. The full financial impact <strong>of</strong> the acquisition does not arise until later years when<br />
the effect <strong>of</strong> the final stage <strong>of</strong> the conservation works is implemented. The financial<br />
implications are not therefore limited to the £37k <strong>of</strong> growth that will be required in the<br />
2006/07 budget, but increase to £172k to maintain the site if the suggested works<br />
are implemented.<br />
CORPORATE CONSULTATIONS CARRIED OUT<br />
Education, Youth and Leisure Services<br />
17. The Harmondsworth Barn is <strong>of</strong> national and local significance and this is<br />
reflected in its being both a Grade 1 Listed Building and a Scheduled Ancient<br />
Monument. This recognition will in turn place obligations on the Council and also<br />
require very careful consideration <strong>of</strong> the future uses <strong>of</strong> the building.<br />
18. In Ruislip, the Council is currently progressing the restoration <strong>of</strong> the Great<br />
Barn that is part <strong>of</strong> the unique grouping <strong>of</strong> medieval buildings on the Manor Farm<br />
site. The Great Barn is a Grade 2 star Listed Building built in the late thirteenth<br />
century. A separate area <strong>of</strong> the Manor Farm site (Motte and Bailey) is also one <strong>of</strong> the<br />
borough's five Scheduled Ancient Monuments. Both sites are also designated as<br />
“Archaeological Priority Areas”.<br />
19. The restoration <strong>of</strong> Manor Farm Barn is being achieved with funding from the<br />
Heritage Lottery Fund and an allocation <strong>of</strong> council capital. The building itself is in a<br />
relatively sound condition and, apart from a repairs schedule, the funded works are<br />
focussed on improved public access, the interpretation <strong>of</strong> the history and past uses<br />
<strong>of</strong> the building and enabling a wider range <strong>of</strong> use appropriate to the site. These last<br />
points have been crucial in securing HLF funding for this particular project.<br />
20. It is generally recognised that the best way <strong>of</strong> securing the upkeep and<br />
maintenance <strong>of</strong> heritage buildings is closely linked to them being in use. Options for<br />
use sympathetic and appropriate to the building and its history will need careful<br />
consideration. It has been suggested that the collection <strong>of</strong> agricultural artefacts<br />
currently stored at Park Lodge Farm should be moved to the Harmondsworth Barn.<br />
Future use as an agricultural ‘museum’ might be deemed to be appropriate,<br />
developed through pr<strong>of</strong>essional interpretation and display that in turn supports a<br />
community learning outreach programme that includes work with schools. It is also<br />
important that the Barn retains its role for community events.<br />
21. Officers will need to approach the Heritage Lottery Fund to establish the<br />
viability <strong>of</strong> securing grant in the first place to enable the development phase <strong>of</strong> a<br />
restoration project on The Barn itself and its future possible use. If the agricultural<br />
artefact collection is to be stored in The Barn, this will require the initial schedule <strong>of</strong><br />
works for security and health and safety as identified in the report as well as the<br />
necessary prior consents via English Heritage. This is because <strong>of</strong> the designation <strong>of</strong><br />
the building as a Scheduled Ancient Monument . If an access route to the site from<br />
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the west is now a possibility in the medium term, this presents a better option than<br />
access solely through the shared courtyard as at present. However, the impact <strong>of</strong><br />
the third runway on the viability <strong>of</strong> the site is impossible to assess.<br />
Planning and Transportation Group<br />
22. The best way <strong>of</strong> securing the upkeep and maintenance <strong>of</strong> historic buildings is<br />
generally dependent on them being in active use (PPG15 1994 para 3.8). It is,<br />
therefore, vital that The Barn is put to an appropriate use. As a Scheduled Ancient<br />
Monument and a Grade I Listed Building The Barn will require a sympathetic use<br />
appropriate for such a national monument. Some restriction is likely to occur<br />
because <strong>of</strong> these designations but this must not hinder the overall approach to<br />
finding an appropriate use. In consultation with English Heritage it is expected that<br />
uses which will limit intervention to the historic fabric will be favourable as well as<br />
those that will help keep the historic context. Any change <strong>of</strong> use or development <strong>of</strong><br />
the site will require Scheduled Ancient Monument (SAM) Consent, which takes<br />
priority over the Listed Building designation so that Listed Building Consent does not<br />
apply (PPG 15 1994 para 6.34). In addition to the designation <strong>of</strong> the building, The<br />
Barn is situated in the Green Belt. In accordance with government planning policy<br />
guidance there are restrictions on some use <strong>of</strong> the buildings. Officers consider that<br />
the following options would not compromise this policy. Use as an agricultural<br />
museum, a display centre and / or an environmental education centre for local<br />
schools are strong possibilities that would meet the Council’s objective <strong>of</strong> a <strong>Borough</strong><br />
<strong>of</strong> Learning and Culture as well as contributing to the Council’s strategic vision to<br />
retain and improve the character <strong>of</strong> the <strong>Borough</strong>. This would also complement the<br />
original context <strong>of</strong> The Barn. The Upminster Tithe Barn in Havering is an example <strong>of</strong><br />
a historic barn being used as a museum <strong>of</strong> agriculture (<strong>of</strong>ficers can provide further<br />
details if required).<br />
23. Members should be aware that one <strong>of</strong> the current constrains to having a large<br />
volume <strong>of</strong> visitors to The Barn is the existing limited access and parking. However, it<br />
is understood that if The Barn was to be acquired it may be possible to review the<br />
access and parking arrangements in the medium to long term. Officers are <strong>of</strong> the<br />
view that this would enable greater flexibility on the number using The Barn and the<br />
frequency. Nevertheless any future changes would need to be mindful <strong>of</strong> the historic<br />
fabric <strong>of</strong> the building, which should not be prejudiced.<br />
24. If <strong>Hillingdon</strong> does not acquire the property and it is bought on the open market<br />
any future purchaser will consider “hope value” <strong>of</strong> the property, such value which will<br />
not take account <strong>of</strong> the heritage and Green Belt constraints. A scenario where<br />
planning permission is being sought for unacceptable uses would be long and drawn<br />
out and is likely to mean that the maintenance is compromised. The Council has<br />
responsibility <strong>of</strong> serving potential enforcement notices and liasing with English<br />
Heritage to ensure The Barn is properly maintained which could be costly to the<br />
Council. Repair costs would be higher should maintenance works not be carried out<br />
for several years, and then the Council may be accused <strong>of</strong> contributing to the neglect<br />
<strong>of</strong> a nationally important monument. The national importance <strong>of</strong> The Barn and the<br />
public support for <strong>Hillingdon</strong>’s acquisition must be a major consideration and the<br />
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huge benefits <strong>of</strong> public access and the education opportunities cannot easily be<br />
dismissed.<br />
Corporate Finance Services<br />
25. The capital cost <strong>of</strong> purchasing The Barn is likely to rise to the £1.6m identified<br />
by the consultants in their condition report in the medium term, with further costs<br />
arising over the long term. In addition, revenue costs <strong>of</strong> maintaining the site are<br />
projected to rise to £172k by 2015/16. Both <strong>of</strong> these growth items should be<br />
considered in the context <strong>of</strong> the severe constraints on both revenue and capital<br />
resources. Additionally, the HIP Asset Management Strategy is attempting to reduce<br />
the authority’s property maintenance backlog <strong>of</strong> £18m (which excludes the Civic<br />
Centre). Reducing the number <strong>of</strong> expensive to maintain buildings is a significant part<br />
<strong>of</strong> this strategy. This purchase without at the same time securing the relevant<br />
external funding would increase both the maintenance backlog and the number <strong>of</strong><br />
expensive to maintain buildings. In this context the purchase <strong>of</strong> the barn would not<br />
appear to be a prudent use <strong>of</strong> resources. However, this financial case needs to be<br />
weighed against the benefits to the community that might result from its purchase.<br />
26. The report prepared by consultants McCurdy & Co identifies the capital<br />
resources that will be required for a fully resourced programme <strong>of</strong> repair,<br />
maintenance and conservation. In addition, Corporate Property <strong>of</strong>ficers have<br />
identified further capital and revenue costs that are likely to arise if the council takes<br />
ownership. The capital costs are listed in the table in the section above at current<br />
prices. The works would be in four phases: immediate, within 2 years, 5 years and<br />
10 years. The table below illustrates how these costs would fall across financial<br />
years if expenditure were incurred at the end <strong>of</strong> each <strong>of</strong> the recommended periods.<br />
Capital Costs 005/06 £ 006/07 £ 007/08 £ 008/09 £ 009/10 £ 2010/11 - Total £<br />
2014/15<br />
£<br />
Year 1 2 3 4 5 - 10 6 - 10<br />
Acquisition 1,501 1,501<br />
Immediate works 118,500 118,500<br />
Works req’d within 2 yrs 180,000 180,000<br />
Works req’d within 5 yrs 133,000 133,000<br />
Works req’d within 10 yrs 1,180,000 1,180,000<br />
Total 120,001 0 180,000 0 133,000 1,180,000 1,613,001<br />
27. No allowance has been made for inflation in the cost pr<strong>of</strong>ile shown above.<br />
28. The full financial impact <strong>of</strong> the acquisition does not arise until later years when<br />
the effect <strong>of</strong> the final stage <strong>of</strong> the conservation works is implemented. The financial<br />
implications are not therefore limited to the £37k <strong>of</strong> growth that will be required in the<br />
2006/07 budget, but increase to £172k to maintain the site if the suggested works<br />
are implemented.<br />
29. External funding from the Heritage Lottery Fund (HLF) may be available to<br />
meet up to 75% <strong>of</strong> the capital costs. At this stage it is too early to place confidence in<br />
receiving funding from the HLF, so the full cost should be regarded as falling to the<br />
Council. In addition, the <strong>Hillingdon</strong> Community Trust may be able to provide some<br />
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funding, but this is both uncertain and likely to be relatively small when compared<br />
with the scale <strong>of</strong> works required. This is discussed in greater detail below.<br />
30. The <strong>Hillingdon</strong> Community Trust have been contacted on an informal basis.<br />
There has not been time to make detailed investigations with them as to likely<br />
source <strong>of</strong> funding. The Trust Administrator has advised that the Trust may give<br />
consideration where the Council has received some match funding from another<br />
source (English Heritage) and may provide some part share that the Council has to<br />
meet. Their funding requirements and objectives will mean that the Council’s<br />
application would have to “tick all the boxes”. There is a risk that if the Council were<br />
to buy this property that the expectation <strong>of</strong> HCT funds may not materialise<br />
subsequently, and, there would also be no long term commitments for ongoing<br />
capital works needed.<br />
31. The Council is currently progressing the restoration <strong>of</strong> the Great Barn at<br />
Manor Farm, Ruislip, a Grade 2 star Listed building built in the thirteenth century.<br />
The Manor Farm Barn is a much sounder building and apart from the repair<br />
schedule the funded works are focussed on improved public access, wider use and<br />
interpretation. These last points have been crucial in securing financial support from<br />
the Heritage Lottery Fund.<br />
32. A significant level <strong>of</strong> public use will be required in order to add weight to any<br />
grant applications for shared funding, as beneficial and community use is paramount<br />
in such cases.<br />
Legal Services<br />
33. The Council has the legal power to acquire The Barn. This power is<br />
contained in Section 120 <strong>of</strong> the Local Government Act 1972 which provides that a<br />
local authority may acquire land by agreement for any <strong>of</strong> its statutory functions or for<br />
the benefit, improvement or development <strong>of</strong> its area.<br />
34. The Council can also use the well-being power, as set out in the Local<br />
Government Act 2000, to complement the Section 120 power as the acquisition <strong>of</strong><br />
The Barn will prove to be a local attraction which will have local significance and<br />
which will in turn encourage learning and will also exist for the benefit <strong>of</strong> the<br />
community generally.<br />
35. The well-being power may be exercised in relation to or for the benefit <strong>of</strong> the<br />
whole or any part <strong>of</strong> a local authority's area or all or any persons resident or present<br />
in that area.<br />
36. In view <strong>of</strong> the potential extent <strong>of</strong> the maintenance costs, the value <strong>of</strong> The Barn<br />
has now become such that it falls on the Cabinet to decide as to whether or not the<br />
Council should acquire it. The Council's Financial Rules, as set out in the<br />
Constitution, also provide that ''No Officer or Cabinet Member may enter into<br />
expenditure commitments [or approve reductions in income] for future years, either<br />
on revenue or capital, that are likely to exceed the relevant budget provision, except<br />
with the agreement <strong>of</strong> the Cabinet''.<br />
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37. If Cabinet agrees that such expenditure should be incurred the matter will<br />
then have to be referred to full Council for ratification.<br />
38. Clearly, in view <strong>of</strong> the projected maintenance costs, the decision as to<br />
whether the Council should acquire The Barn is not straightforward. The Cabinet is<br />
required to make a 'Wednesbury reasonable' decision and it has to balance the fact<br />
that The Barn is a building <strong>of</strong> national importance with much public support for its<br />
acquisition, together with the huge benefits <strong>of</strong> public access and the education<br />
opportunities which it affords, against the Council's fiduciary duty.<br />
39. The well-being power referred to above enables the Council to incur<br />
expenditure. No limit on this expenditure is prescribed by the 2000 Act but the<br />
Council owes a fiduciary duty to all the Council Tax payers in the <strong>Borough</strong> and<br />
therefore it has to decide, inter alia, what would be a reasonable level <strong>of</strong><br />
maintenance costs and identify what works are to be a priority. In this respect the<br />
Cabinet should have regard to the advice <strong>of</strong> the Director <strong>of</strong> Finance and the Head <strong>of</strong><br />
Corporate Property.<br />
40. However, it should be noted that if a decision is made to acquire The Barn,<br />
immediate works would need to be undertaken to The Barn to ensure that the<br />
Council meets its obligations under the Health and Safety at Work Act 1974 and<br />
Regulations made pursuant to it.<br />
41. The Cabinet, in making its decision, should also have regard to any likely<br />
financial contributions which the Council is likely to receive. An <strong>of</strong>fer <strong>of</strong> financial<br />
support has been made by English Heritage. It has agreed to pay just over 40% <strong>of</strong><br />
the cost <strong>of</strong> the condition survey together with a contribution <strong>of</strong> approximately £1,000<br />
per annum towards the maintenance costs. A Maintenance Agreement would<br />
accordingly have to be drawn up between the Council and English Heritage.<br />
42. The possibility <strong>of</strong> receiving a funding contribution from <strong>Hillingdon</strong> Community<br />
Trust is also referred to in the body <strong>of</strong> the report and the Cabinet will need to weigh<br />
up whether such a contribution is to be made, and if so, the extent <strong>of</strong> it before<br />
making a decision.<br />
43. Finally, the <strong>Borough</strong> Solicitor's Department has already undertaken some<br />
preliminary legal work in connection with the possible acquisition <strong>of</strong> The Barn and in<br />
the event that Cabinet decides that the Council should acquire this building, every<br />
effort will be made to ensure that the conveyancing process meets the Receiver's<br />
deadlines but, at the same time, the necessary steps will be taken to ensure that the<br />
Council's interests are sufficiently protected.<br />
Corporate Property Services<br />
44. The projected costs as set out in the consultant’s report clearly identify the<br />
future liability that the Council would need to take on board. Even if Heritage Lottery<br />
Funding was to contribute 50% <strong>of</strong> the costs (there may even be a possibility <strong>of</strong><br />
receiving 75% contribution), the commitment is still substantial both in the short and<br />
medium term. Harmondsworth Barn has Scheduled Ancient Monument status. This<br />
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is higher than Grade 1 Listed Building status. All works required to The Barn will<br />
need to be agreed in advance with English Heritage. This process is slow and will<br />
require both Council <strong>of</strong>ficer time and expert advice from specialist consultants such<br />
as McCurdy & Co. The majority <strong>of</strong> the works will need to be undertaken by<br />
approved specialist contractors. The costs for all works will be substantially more<br />
than for similar works to buildings <strong>of</strong> more recent construction.<br />
45. <strong>Hillingdon</strong> already has some Listed Buildings but none <strong>of</strong> the importance <strong>of</strong><br />
Harmondsworth Barn. With the exception <strong>of</strong> the Manor Farm Heritage site at Ruislip,<br />
which has received Heritage Lottery Funding, the majority <strong>of</strong> the other buildings rate<br />
fairly low down in priority when funding for future maintenance works is being<br />
considered. In some cases this is because the building may not be open to the<br />
public, or only open on a limited basis. Approval <strong>of</strong> the necessary maintenance<br />
works does not rate so highly as those competing bids that, if not funded, would<br />
require other building (or parts) to close. Acquisition <strong>of</strong> The Barn would require an<br />
element <strong>of</strong> ring fenced funding so that it would not have to compete against higher<br />
priority bids.<br />
46. If the Council were to acquire The Barn then immediate works would be<br />
required to make it suitable for public use. The cost <strong>of</strong> works are detailed in the<br />
body <strong>of</strong> the report and it is highlighted that the building would have to remain closed<br />
for a period <strong>of</strong> 6 – 9 months whilst these works are completed. To meet projected<br />
use <strong>of</strong> the building further work would also need to be commenced and any works <strong>of</strong><br />
improvement to make it suitable would need to be consulted upon and costed.<br />
47. Access to The Barn from the west across adjoining “Potter’s Field” has been<br />
an issue in the past. Confirmation has recently been received that <strong>Hillingdon</strong> now<br />
has a Compulsory Purchase Order (“Harmondsworth Moor CPO”) for the field (and<br />
other land including to the north <strong>of</strong> The Barn). Once ownership is transferred the<br />
Council will pass this land to BAA, as arranged as part <strong>of</strong> a Section 106 agreement,<br />
where BAA must allow public access to the land. Apart from landscaping this will<br />
also enable public (pedestrian) access from Prospect Park (further west) through<br />
Potter’s Field all the way to western boundary <strong>of</strong> The Barn. This should have<br />
positive implications for the future use <strong>of</strong> The Barn, as it will be seen / experienced in<br />
a wider context than is currently possible. Access by vehicle should however be<br />
examined from Moor Lane, as a means <strong>of</strong> having singular controlled access rather<br />
than through a shared courtyard.<br />
48. The Barn is a one-<strong>of</strong>f opportunity and/or liability. Clearly it does not fit well<br />
with the Council’s asset management plan/strategy. Here the broad strategy is to<br />
have buildings that are in a good or improving maintenance condition and that are<br />
both suitable and sufficient for purpose. Where there are buildings with a high<br />
maintenance backlog (or future commitment) the aim is to either reduce the backlog<br />
by disposing <strong>of</strong> the building and re-providing a facility to the current requirements, or<br />
to seek external funding from potential partner groups. If The Barn was not <strong>of</strong> such<br />
historical interest, appraisal <strong>of</strong> the costs and benefits to the Council or local<br />
community would probably conclude that it is not in the Council’s interest to<br />
continue. The question is therefore whether the Council considers being the<br />
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custodian <strong>of</strong> The Barn is worthy <strong>of</strong> the financial commitment, or is willing to pursue<br />
being its custodian on the basis <strong>of</strong> being provided with adequate external funds.<br />
49. The potential damage likely to be caused by Runway 3 is difficult to assess.<br />
The Barn is blighted by this proposal and if it is to be acquired by BAA it is possible<br />
that it could be relocated at their expense. If The Barn is not acquired there may be<br />
difficulties over the damage (pressure waves and vibration) from aircraft using this<br />
runway. If the Council (or any other owner) considers there to be a claim it would be<br />
necessary to obtain a specialist condition survey prior to the new flight path usage<br />
and pro<strong>of</strong> that damage is being, or has been, caused (pressure waves could affect<br />
the tiles and boarding). This would require <strong>of</strong>ficer time and more specialist reports<br />
even if these costs are recoverable. If the outcome, in the future interests <strong>of</strong> The<br />
Barn, is that it should be relocated further time and costs would need to be<br />
expended in determining where a suitable alternative location might be found. It has<br />
to be presumed that the relocation and reconstruction would be funded in full.<br />
50. This is an exceptional building which for the local area and nationally should<br />
be preserved for the future. However in purely financial terms it is hard to justify the<br />
Council being the owner if it has to fund the costs itself. The potential drain on public<br />
resources from maintenance and repair costs which have been identified could lead<br />
to additional costs which have not been seen or come to light as yet. There is<br />
potential for escalating costs in the future and the Council currently has severe<br />
problems in maintaining older buildings whether or not heritage or listed buildings. It<br />
is current policy that the Council seeks to close and dispose <strong>of</strong> “expensive to<br />
maintain” buildings and therefore to acquire such an old building with evident repair<br />
and future maintenance obligations would be against current asset strategy.<br />
51. A purchase price without also external funding for the maintenance liabilities<br />
and condition <strong>of</strong> the building does not seem reasonable. In view <strong>of</strong> the planning<br />
position with ancient monuments it is extremely unlikely that planning consent could<br />
be obtained for conversion or any form <strong>of</strong> commercial use.<br />
BACKGROUND DOCUMENTS<br />
Cabinet <strong>Report</strong> 12 th October 2005 (item 16)<br />
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PART 1 – MEMBERS, PUBLIC AND PRESS<br />
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