SAC b
STREATHAM AREA COMMITTEE
Date and Time: Wednesday, 17 January 2007 7.00 pm
Venue : Lewin Baptist Church, 22 Lewin Road, SW16
Democratic Services Officer : Andrew Tattersall Democratic Services Tel/Voicemail: 020 7926 0024 London Borough of Lambeth, Fax: 020 7926 2755 Lambeth Town Hall, Brixton Hill, Email: [email protected] London, SW2 1RW Website: www.lambeth.gov.uk
Despatched: Date Not Specified
MEMBERS
St. Leonard’s Ward - Councillors C. BENNETT, GIESS and PALMER (Chair)
Streatham Hill Ward - Councillors CLYNE, FEWTRELL and LUMSDEN
Streatham South Ward - Councillors M. BENNETT, KAZANTZIS and D. MALLEY
Streatham Wells Ward - Councillors CLARKE, HEATHER (Vice-Chair) and MARCHANT
Venue Location
AGENDA
Appendices to reports- bulky appendices are published on the Website www.lambeth.gov.uk and can be obtained from report authors or at the meeting. They are not circulated with the agenda.
PLEASE NOTE THAT THE ORDER OF THE AGENDA MAY BE CHANGED AT THE MEETING
Page Nos. 1. Apologies
2. Minutes 27.11.06 1 - 8
3. Declarations of interest
4. Public Notice Questions (Report 234/06-07) 9 - 18
5. Beacon Care Holdings Plc (Report 276/06-07) 19 - 118
6. St Leonard’s Street Wardens & Streatham Hill Rangers progress 119 - 134 report (Report 237/06-07)
7. Communities First (Report 260/06-07) 135 - 154
8. Regeneration Delivery Plan Future Lambeth (Report 209/06-07) 155 - 176
9. Provisional Revenue Capital Budgets 07-08 (Report 273/06-07) 177 - 238
10. Capital Programme update (Report 277/06-07) 239 - 252
11. Streatham Ice and Leisure Centre Funding and Construction (Report 253 - 254 278/06-07)
PROGRAMME OF FUTURE MEETINGS
STREATHAM AREA COMMITTEE
Deadline Deadline Questions Deadline Agenda Decision for to send Deadline Date Published Meeting Published commissi reports to 5pm [10 [5pm 8 [5 clear 7.30pm by [5 oning Legal and clear clear days] clear reports Finance days] days] days] (15 clear (5pm) days) [14 working days]
05.06.06 07.06.06 13.06.06 15.06.06 20.06.06 28.06.06 06.07.06 04.09.06 05.09.06 12.09.06 14.09.06 19.09.06 27.09.06 05.10.06 02.11.06 03.11.06 10.11.06 14.11.06 17.11.06 29.11.06 05.12.06 20.12.06 21.12.06 02.01.07 04.01.07 09.01.07 17.01.07 25.01.07 12.02.07 13.02.07 20.02.07 22.02.07 27.02.07 07.03.07 15.03.07 29.03.07 30.03.07 10.04.07 12.04.07 17.04.07 25.04.07 03.05.07
Access Information
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Procedure before taking Key Decisions and Publication of the Forward Plan (Constitution: Part 4 Section 2 Procedure Rules 13 & 14) • The Forward Plan is published monthly; it sets out key decisions to be taken over the next four months. It is available to the public on the Council’s website, at the Town Hall or in Lambeth public libraries. • Please contact the officer listed on the front page if you want to know more.
Public Notice Questions (Part 4 Section 1 Procedure Rule 10) • Written questions concerning the matters within the responsibility of the Council may be submitted by a member of the public (Council Tax payers, Business Rate payers or local government electors) by post or via Email to the Head of Democratic Services at [email protected] • Questions should be submitted as early as possible and at least 10 clear days before the meeting so as to enable the item to be included on the agenda and for a response to be prepared. • Only persons residing or working in the area concerned can submit a question to an area committee, and such a question must concern that one area only. • The answer to the question will be sent to the questioner within 10 working days, and included on the agenda. • At the relevant meeting, the member of the public or Councillor putting the question may attend and ask a concise supplementary question relevant to the original
question or answer given but may not make a speech.
Speaking rights at sub-committees and committee meetings (Part 4 Section 1 Procedure Rule 10) • At Area Committees, the Chair will encourage questions and contributions from members of the public on all agenda items, subject to guidance from the Chair on time allowed for the particular item and the guillotine for the meeting. • At other Committees and the Executive, speaking rights are solely at the discretion of the Chair.
Petitions (Part 4 Section 1 Procedure Rule 10) • Petitions may be presented by members of the public or Councillors: o To the Mayor. o To the Chief Executive or other officers o To a Councillor or o At a meeting of the relevant area committee where the petitioner is entitled to advise briefly of the subject matter of the petition and the number of signatories involved, but not otherwise to make a speech. • Such petitions will be acknowledged and referred to an appropriate officer who will be required to send an answer to the lead petitioner or member (and ward members) within four weeks.
Deputations (Part 4 Section 1 Procedure Rule 10) • Deputations of local people concerned with a particular issue should write to the Head of Democratic Services briefly setting out the issue of concern. The deputation will then be advised to the relevant sub-committee, committee meeting (Area or Scrutiny) or Council meeting which the deputation is asked to attend to raise their issue of concern. • Deputations will not normally be heard where a deputation at any meeting of the Council or any of its committees or sub-committees, has been heard on the same, or essentially the same, issue within the last six months.
Page 1 Agenda Item 2
SAC b
STREATHAM AREA COMMITTEE
Wednesday, 29th November, 2006 at 7.00 pm
MINUTES
PRESENT: Councillor Clive Bennett, Councillor Jeremy Clyne, Councillor Julian Heather (Vice-Chair), Councillor John Kazantzis, Councillor Ashley Lumsden and Councillor David Malley
APOLOGIES: Councillor Mark Bennett, Councillor Sheila Clarke, Councillor June Fewtrell, Councillor Daphne Marchant and Councillor Brian Palmer
ALSO PRESENT:
Action required by
1. DECLARATIONS OF INTEREST There were none. 2. MINUTES Replace ‘the Borough’ with ‘Streatham and Norwood’ in the fifth line of the second paragraph, item seven on Page 4.
RESOLVED : That the minutes of the previous meeting held on 28th June 2006 be approved and signed by the Chair as a correct record of the proceedings.
Councillor Ashley Lumsden reported to the Area Committee what had happened to the referral to the Cabinet at the meeting on Monday night. the Cabinet Member for Environment and Culture undertook to look into incorporation of the link road into the park . With regard to Wardens, the Cabinet Member for Community Safety had said the situation was currently under review and no undertakings could be given. 3. PETITION AND PUBLIC NOTICE QUESTIONS (REPORT 216/06- 07) • Pedestrian refuge outside St Peter’s Church (Leigham Court Page 2
Road) (Streatham Wells Ward/Streatham Area)
The Project Engineer, Transport and Highways, updated the Committee that since the report was written some money had been identified to carry out a study into the use of the refuge and determine whether to remove it or not. The study would take place in January and February. If the refuge is not used by pedestrians it would be removed.
• Use of 64 Leigham Court Road (Streatham Wells Ward/Streatham Area)
As a result of the questioner being unable to attend the meeting it was decided to defer this item to the next meeting. It was sought for the report to have an expanded legal implications section detailing the redress under the common and criminal law for the Council and an individual to forms of nuisance and information on other problems experienced with Beacon Care, such as at Kirkstall Road.
RESOLVED:
(1) To Note the report on Pedestrian refuge outside St Peter’s Church and progress since the report was published. (2) To defer the item on Use of 64 Leigham Court Road to the next meeting and seek extra information on the legal implications and DLDS previous experience with Beacon Care. EDCYPS 4. STREATHAM HIGH ROAD IMPROVEMENT NEXT PHASE (REPORT 217/06-07) The Committee received a presentation on the next phase of works on Streatham High Road from Matthew Tribe of Atkins.
In response to questions from Members and members of the public the consultant confirmed: • Lighting similar to that in the scheme, including lights for the path as well as the road, would later be fitted to lamp posts outside the core of the scheme. • The kerbs have at least 150 mm upstand to discourage driving over them and the first two rows next to the roadway use reinforced slabs to try and prevent them breaking if driven over. • The scheme has favoured wide bus lanes over cycling lanes as a result of consultation with local cycling organisations. • The short term parking on the North-bound carriageway would not be lost. • The pavement will be wider outside Smiths and Woolworths. • The planters in the central reservation will be removed. • There has been no decision to install an equestrian statue. • The lack of informal crossings of the high road and the disparity in foot traffic on the different sides of the road affect the viability of shopping on the High Road. Page 3
• In Phase three St Leonard’s junction is going to be remodelled and there will be greater action against vehicles stopping in the yellow box. • Continuing the work South until the Borough boundary is reached has to wait until after work is finished on the Tesco ‘Hub’ development.
The Chair thanked Matthew Tribe for his interesting presentation.
RESOLVED:
To note the report. 5. PROGRESS UPDATE ON STREATHAM COMMON STATION: EARDLEY RD ENTRANCE PROJECT (REPORT 218/06-07) The Transport Planner (Rail) introduced the report informing the Area Committee that the scheme had received its delegated planning permission that day. The contractor, Edmund Nuttall, hoped to get on site on 11 th December. The compound will be on platform 4 so there is no need for any full road closures. There will be a number of partial lane closures outside rush hour, for up to 60 minutes at a time. A wall has been set aside for a mural at the new station entrance. The Department for Transport has announced that Streatham Common is in the second tranche of accessible stations with work to install lifts and other measures starting after 2009.
In response to questions from Members and members of the public the Transport Planner (Rail) confirmed: • A newsletter with information about the work and contact details for the contractor will be distributed before the work starts. • He would be happy to consult about the area the newsletter was distributed to. • The mural will be covered by an anti vandal bond and, in the worst case, the board it is on could be removed. • The station, entrance and down the road are covered by CCTV monitored by the British Transport Police at their Southern Rail monitoring centre.
The Chair thanked the Transport Planner (Rail) for their report.
RESOLVED:
To note the report. 6. STREATHAM LIBRARY FEASIBILITY STUDY REPORT (REPORT 219/06-07) The Head of Libraries, Archives and Arts introduced the report setting out that the current library is a poor use of the space on the site with only 470 m 2 of useable library space on a site 900m 2. In 2005 the Area Committee funded a feasibility study into replacing the current library with either: Page 4
• a totally new building, or • a new building built behind the existing façade.
One of the problems identified with building a new library behind the existing façade was that the position of the windows would restrict where the floors could be placed and might remove the opportunity to gain an extra floor without increasing the height of the building.
The report identifies that a new library could provide between 1,200 m2 and 1,400 m 2 of library space and 250 m2 of new community space. There is a well documented lack of community space in Streatham.
In response to questions from Members and members of the public the Head of Libraries, Archives and Arts confirmed:
• The consultants had commented that the architecture of the current building is not of a high quality. • There are not a lot of spaces in Streatham where a totally new library could be built. • As the library with the second highest usage in Lambeth the facilities do not bear comparison with others, for example, Norwood. • During redevelopment of the current library the service would continue in other temporary premises in the same area. • It is not possible to say in advance of the construction of the library what proportion of the space would be for library use and what the staffing levels would be.
• The advantage to the organisers of the Streatham Festival of
a community space in the centre of Streatham on the High
Road.
During discussion of this item Councillor Jeremy Clyne revealed that during a consultation on the future use of the Megabowl site the most popular of 6 options was for a meeting/arts space with 57% of respondents favouring this option.
It was MOVED by Councillor Julian Heather and SECONDED by
Councillor Ashley Lumsden and:
RESOLVED
(1) To note the report.
(2) Streatham Area Committee welcomes the findings of the
Feasibility Study Report into Streatham Library which the
Streatham Area Committee itself funded in 2005 to the tune of
£35,000 via the Lambeth Opportunities Fund.
The object of the study was to draw up feasibility plans to rebuild
and extend this well-used town centre library to meet the needs
Page 5
of the 21st Century and to provide badly needed non- denominational community arts and meeting space within Streatham Town Centre, for which there is currently a shortage.
The report notes that current library space is 900 m 2 of which only 470 m 2 is useable. The options in the report for new provision would provide between 1,200 m 2 and 1,400 m 2 of library space plus 250 m 2 on new Community space.
Streatham Area Committee reaffirms its intention to see improved library facilities, based around more books, computers and reference materials, alongside a new performance and community meeting space in a new library and arts complex for Streatham.
Streatham Area Committee welcomes the report and calls upon DSO the Cabinet to take forward this bold and imaginative proposal and to make provision in the Capital programme of the Council.
Streatham Area Committee resolves to launch public TCM consultation on the proposals funded, if necessary, from Area Committee funds.
Streatham Area Committee looks forward to welcoming a new and improved library service and community facility fit for the 21st Century in Streatham. 7. STREET LIGHTING PFI INITIATIVE PRESENTATION (REPORT 200/06-07) A representative of Lambeth Lighting Solutions (LLS) addressed the Area Committee. He said that LLS had a 25 year contract to replace and maintain street lights in Lambeth. From 1 February 2006 for the next 42 months LLS will replace 80% of the current street lights. The rest reach the required standard. This will see around 8,159 lighting columns replaced with around 10,000 new ones. LLS will not deal with columns on Transport for London roads or housing estates but will replace all illuminated signs, bollards and beacons. Streatham has a lot of columns which will not be replaced as they are deemed to comply with the standard. Further details about the proposals including details of streets to have their lighting columns replaced and when it will happen can be found at: http://www.lambeth.gov.uk/Services/TransportStreets/RoadsHighwa ysPavements/StreetLights.htm
In response to questions from Members and members of the public the representative of LLS confirmed: • Concrete columns will be replaced and steel ones will also be replaced where the lighting levels are poor. • All streets had been assessed for lighting levels and this had been checked by an independent certifier. • There is a process for review of streets determined to have adequate light. Page 6
• It was ironic that 30 years ago a resident campaigned to prevent her steel lamp post being replaced by a concrete one and the concrete one would now be replaced by steel again. • The measurement was made against a European standard which had levels a light must not go below and a measurement for average levels of light. • Lights must be inspected every six years and, if necessary, any falling below standard would be replaced. • The contractor only gets paid on removal of columns and where all have been removed from a street.
RESOLVED:
To note the report. 8. STREATHAM HUB REPORT (190/06-07) The Special Projects Director reported that all the parties have been going through all the documents attempting to resolve conflicts. The Council is now reviewing its situation to ensure there are no increased risks to the Council. The planning team have gone though the conditions and made any slight changes where necessary. The procurement programme is running to time and the number of contractors has been reduced from five to two. The layout of the interior of the leisure centre has been redesigned. In the completed scheme there will be 2,100 m 2 performance and rehearsal space. It is expected that contracts will be exchanged in December, the scheme will go before Tesco’s board in January where they will agree to finance the whole scheme, prices for the various elements will be available in March for a start in June.
In response to questions from Members and members of the public the Special Projects Director confirmed: • The timescale fitted the previous reports and it was likely there would be a written report on the matter to the next meeting of the Area Committee. • TfL have still not signed the document that they will not use their strip of land as a ransom strip. • Upon completion, activity of the centre will be managed to avoid conflict between major shopping times and activity programmed for the centre, and there will be promotion of public transport alternatives, to make best use of the available parking. • In the centre there will be a dance studio about as big as the hall the Area Committee was meeting in, a meeting room of the same size which can be subdivided into two rooms then a large hall for sports and the arts. • Tesco are to provide a health and fitness facility in the site when the leisure centre is closed and Crystal Palace swimming pool will now not close until 2012 so there will be alternative swimming facilities. • The ceiling of the swimming pool is to be retained behind Page 7
glass panels on the wall of the leisure centre.
RESOLVED:
To note the report.
Guillotine
At 9.00pm the Guillotine fell and it was:
RESOLVED: That the meeting be extended for up to a further 30 minutes to conclude the remaining business.
9. CAPITAL PROGRAMME UPDATE (REPORT 221/06-07) The report was introduced by the Town Centre Manager saying that there was £59,000 remaining in the Area Committee’s budget.
In response to questions from Members the Town Centre Manager confirmed it would be the middle of the following week before it would be know if the Section 106 money from ABC could be spent at the Coburg Crescent TPA Hall.
Councillor Heather MOVED and it was SECONDED: That there be a report outlining the projects there had been expenditure on with money from the Area Committee to the next meeting of the Area Committee.
Councillor Ashley Lumsden MOVED and Councillor Julian Heather SECONDED:
Subject to proposal 9 (Coburg Crescent TPA Hall) securing funding from the Section 106 money, Streatham Area Committee resolves to support proposals 4 (Streatham Common) and 7 (Streatham Vale Park Masterplan). If the section 106 is not fully forthcoming the Streatham Area Committee resolves to delegate the decision to the Town Centre Manager in consultation with a meeting of Councillors drawn from each ward.
RESOLVED
(1) That the Committee note the report and the continuing progress TCM with delivering the capital projects. (2) That the committee agree to receive reports at each meeting updating on progress until all programmes are complete. (3) That there be a report outlining the projects there had been expenditure on with money from the Area Committee to the next meeting of the Area Committee. (4) Subject to proposal 9 (Coburg Crescent TPA Hall) securing funding from the Section 106 money, Streatham Area Committee resolves to support proposals 4 (Streatham Common) and 7 (Streatham Vale Park Masterplan). If the section 106 is not fully Page 8
forthcoming the Streatham Area Committee resolves to delegate the decision to the Town Centre Manager in consultation with a meeting of Councillors drawn from each ward.
10. PROGRESS ON DELIVERING STREATHAM CHAPTER OF THE COMMUNITY STRATEGY (STREATHAM AREA DELIVERY PARTNERSHIP) (REPORT 222/06-07) RESOLVED:
(1) That the Area Committee note the report. 11. UPDATE COMMUNICATIONS REPORT PROPOSED PROJECTS FOR 2006/7 (REPORT 223/06-07) RESOLVED:
(1) That the decisions of the subgroup on the proposed TCM communication projects be approved. (2) To note the more accurate costs for the original proposals as set out in the report. (3) To additionally produce a newsletter outlining the achievements and meeting dates of the Area Committee. (4) To produce publicity to promote Streatham and Streatham businesses to local people. (5) That the Town Centre Office implement these projects and present a progress report to the committee in March 2007. (6) That any necessary and significant changes (involving variation of more than £1000) within the financial year are approved by the Town Centre Manager in association with the Chair of the Area Committee.
The meeting ended at 9.24 pm CHAIR STREATHAM AREA COMMITTEE Wednesday, 17th January, 2007
Date of Despatch : Thursday, 7 December 2006 Contact for Enquiries : Andrew Tattersall Tel: 020 7926 0024 Fax: (020) 7926 2755 E-mail: [email protected] Web: www.lambeth.gov.uk
The action column is for officers' use only and does not form a part of the formal record.
Page 9 Agenda Item 4 b Streatham Area Committee 17 January 2007
Public Notice Questions
Streatham Wells Ward/Streatham Area
Report authorised by: Eric Bohl, Executive Director of Corporate Services
Executive summary
This report provides details of 2 public notice questions submitted to the Area Committee together with the officer responses.
Summary of financial implication
N/A
Recommendation That the report be noted.
Consultation
Name of Directorate or Organisation Date sent Date Comments consultee to response appear in consultee received report para: from consultee
Internal N/A
External Entered in Consultation and Events Diary? No
Report history
Date report drafted: Report Date report sent: Report no.: deadline: 04.01.07 04.01.07 04.01.07 234/06-07 Report author and contact for queries: Andrew Tattersall, Democratic Services Officer 020 7926 0024 [email protected]
Background documents/Appendices
None
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1. Context
This report sets out details of 2 questions submitted to the Area Committee and the responses provided by officers.
2. Proposals and reasons
2.1 Questions submitted by Rosalie Lawlor – Use of empty ‘Safeway’ as community space and box junction Riggindale Road/Mitcham Lane/ Conyers Road Ref: AC/S.01/DECEMBER/06-07
1. I know what Streatham used to have its own town hall at the top of Gleneagle Road where the Gleneagle Heights complex is. This was unusual and I think it shut in the '20s or 30s. In view of the empty shop space which was Safeway, cannot this be used as a community space? There is even some parking underneath.
2. Can we have a yellow box put at the junction of Riggindale Road/Mitcham Lane/Conyers Road? This is difficult to cross at peak times and cars going up and down Mitcham Lane block the junction. This is irritating for those who wish to go straight across. It works at Prentis Road and Becmead Avenue
Officer response provided by Leah Levane, Streatham Town Centre Manager and Jo Negrini, Divisional Director - Regeneration and Enterprise (Interim)
The shortage of community space has been recognised for some time in Streatham and forms a key element in the Streatham Chapter of Lambeth’s Community Strategy. The library study illustrated that it would be possible to utilise the footprint of the building but that the cost would be between £4.2 million (for demolition and rebuild) and over £6 million to reconfigure the existing building, maintaining the façade and key features such as the Dome and the clock tower. There are currently no funds available for this work.
The situation with the Safeway/Morrison site is that the company currently have c. 32 years left for the lease to run. Any use of the site will need to be commercially viable to cover these costs plus the running costs of whatever is developed on that site.
Furthermore, this site together with the Caesar’s/Megabowl sites in Streatham Hill offer the first opportunity in many years for attractive retail development and this is currently our focus for these sites.
Community Needs In terms of demonstrating community need, Streatham also does not feature as particularly needy in terms of the Index of Multiple Deprivation and therefore would be unlikely to be a major priority for external funders, which would be needed to purchase, develop and operate any community facility. However, as
Page 11 people will be aware, there are a number of needs that are not being addressed as fully as is everyone would like. These are the needs that led to commissioning the feasibility study into the Library
The Council and other agencies have, however, recognised that there are unmet needs in Streatham and there has been an increase in investment in community and youth work developments over the past few years; one example is the expansion of youth work, including having a detached youth work team for the first time, forthcoming development of Children’s Centres and the Extended Schools provision in at least 4 local schools, with more provision being planned for the next two years.
Other attempts to develop improved community facilities are being made by faith groups in the area, including the South London Islamic Centre, English Martyrs’ Church, the United Reformed Church and more. While these developments are wholly welcomed, there has long been recognition that there is also a need for facilities to be available in non faith settings.
Another aspect to developing enhanced community facilities is the need for a strong and robust voluntary organisation to manage and develop community facilities in the area. At the moment we do not have a local development agency such as a Social Action Centre, Community Development Trust or any organisation with an area wide focus. The Town Centre and other parts of the Council (i.e. Children and Young People’s Services and Adult and Community Services) have been working closely with the Streatham Youth and Community Trust to support the development of their work and of their new Centre in Wellfield Road.
Overall Regeneration The Council is now developing an overarching Regeneration Delivery Plan. At the moment, the most worked out parts of this relate to Brixton and Clapham but there is a strong commitment to address the physical regeneration needs of the whole borough. Streatham’s importance as a retail centre is recognised.
The Regeneration Delivery Plan, which focuses mainly on maximising the potential of all physical regeneration opportunities is being finalised by the Spring of 2007 and will provide the framework for working with all relevant agencies to deliver the priorities identified in the Community Strategy. The five objectives that are specific to Streatham are to:
S1: Target business development improvements to maximise retail opportunities & promote Streatham as a major shopping destination. S2: Improve the environment of Streatham High Road and Streatham Hill. S3: Deliver the Streatham Hub as a major leisure redevelopment to underpin the regeneration of Streatham. S4: Reduce deprivation and isolation. And as mentioned above: S5: Improve youth and community facilities and support
Consultants are now in place to support the development of the Plan and they have read background documents and visited Streatham to further this work. In
Page 12
the preparation document for this work, the report to Cabinet says this about future work in Streatham. “The focus of further feasibility work will be on the opportunities for interventions to support the long term sustainability of Streatham High Road and providing further planning guidance for development.”
Officer response provided by Eugene Ochi, Transport and Highways Section
I refer to your email dated 30th November 06 regarding the above and confirm that this junction has recently been subject to a traffic review study.
Among the issues being looked at are the problems of traffic “cutting through” (rat-running) from Tooting Bec. through Riggindale Road into Mitcham Lane, particularly during the evening peak period. Any solution to the problems in the area will only be implemented after public consultation but one solution we are looking at is the banning of the right turn from Riggindale Road into Mitcham Lane.
As part of that work we will give consideration to changes (box junction or other marking) to address the problem you have highlighted. Of course we would not want to implement any solution that actually encourages motorists to use Riggindale Road as a “cut-through”. Consequently we will have to ensure that the needs of residents are balanced with the need to address the rat-running problem.
Residents’ consultation is expected to take place by late January 2007 and the outcome for action will be known in February/March 2007.
2.2 Question submitted by David Malcolm, 33 Leigham Avenue, London SW16 2PR: Ref: AC/S/01/NOVEMBER/06-07
Last year a commercial organisation applied for change of use at a previously private residence at No. 64 Leigham Court Road to that of a Care Home. This was vigorously objected to by all affected households in this small community mainly because of the anticipated noise and in May the Council rejected the application by Beacon Care citing three reasons for refusal. Nonetheless the operators apparently found a loophole in the law which allowed them to disregard the authority of the Council and continued to operate as a Care Home with all the attendant noise. This noise eventually led the owners of the adjacent property to sell to Beacon Care who now operate another home there.
All summer we and our neighbours have suffered from the crying, screaming and foul language of the patients making it impossible to enjoy our gardens or to entertain visitors - my grandchildren were frightened by the noise and cries of "Help" so stayed away. This noise is also very audible when the patients are inside the house with furniture being thrown and more screaming.
I have three related questions:
1. Beacon Care say that the patients have rights, what about our rights ? What can the Council do to preserve our ability to enjoy a peaceful quality of life. The
Page 13
refusal from the Council was in part because it would be an " unneighbourly development to the detriment of the residential amenities of the occupiers of the development and the adjoining properties". Does this mean nothing.
2. How can the Council assure us and our neighbours that what has happened twice cannot happen again as other owners get fed up with the noise and sell to Beacon Care.
3. Beacon Care also have a Care Home at Kirkstall Road and with Leigham Court Road clearly provide a service to Lambeth who pay them handsomely for this. Can we be assured that this plays no part in the Council's assessment of our position and does not cloud their judgement.
Officer response provided by Victor Ruskin, Members' Enquiries and Committee Continuity Officer, Adults' and Community Services
Currently Lambeth Adults' and Community Services department has placed two service users with learning disabilites at 64 Leigham Court Road. Both have positive links with the local community. One is a much loved and valued member of her family who live in Lambeth and who are involved with her care. Both clients are in contact with specialist health and social care staff and have appropriate care provided in order to support them living independently in the community.
In addition to the fact that both of these service users wish and need to be in their local community and close to their families, the local authority is charged by the central government with ensuring that vulnerable adults are not moved away from their communities, that they are supported to be as independent as possible, and that they are empowered to make choices about their lives.
Lambeth Adults' and Community Services understands your concerns and we try to ensure that rights of our vulnerable clients as well as their neigbours are appropriately safeguarded. If you would like to arrange to meet with the people living at 64 Leigham Court Road and with the staff at the home, we would be happy to help arrange this. Please contact Anne Worthington, Manager for Learning Disabilities Services, on 020 7926 4935.
The Commission for Social Care Inspection (tel: 020 7803 4960, e-mail: [email protected]) is a governmental organisation set up to register and monitor care homes across the country. They should be approached directly in case of any queries and/or concerns about any registered care home, including Leigham Lodge Care Home at 64 Leigham Court Road.
Officer response provided by Sheree Bennett, Interim Head of Development Control, Planning Division
You are correct in your statement that on 6 May 2005, planning permission was refused for the change of use of 64 Leigham Court Road from residential (class C3) to a Care Home (class C2) for 8 adults with learning difficulties, including the erection of single storey side and rear extensions and provision of forecourt parking for six cars.
Page 14
There were three reasons for refusal, namely
1 The proposed change of use, within 65 metres of two existing care/nursing homes, would result in an unacceptable concentration of such accommodation in this part of the Borough. As such, the proposal is contrary to policies SOC5 and H10 of the adopted Lambeth Unitary Development Plan (1998) and to Policy 18 of the Revised Deposit Replacement Unitary Development Plan (June 2004).
2 The proposed rear extension, by reason of it height, bulk, depth, design and scale would fail to harmonise with the original building on the site and would constitute an incongruous and dominant addition to the building. As such, the proposal is contrary to policies CD15, H10, CD18 of the adopted Unitary Development Plan (1998) and to Policies 32 and 33 of the Revised Deposit Unitary Development Plan (June 2004) and to the Council's Supplementary Planning Guidance 'Guidelines/Policies on Residential Extensions and Alterations' (2000).
3 The proposed extensions would result in a cramped form of development, which would provide an unacceptable loss of private garden space, and an over- intensive and unneighbourly development to the detriment of the residential amenities of the occupiers of the development and adjoining properties. As such, the proposal is contrary to policies CD15, H13, H16 H10 of the Adopted Lambeth Unitary Development Plan (1998) and to Policy 7, 18, of the Revised Deposit Replacement Unitary Development Plan (June 2004).
Given your complaint, Enforcement Officers commenced investigation into the alleged breach at the property, and served a Planning Contravention Notice, to enable information about the use to be gathered. Planning Officers will be liaising with the Council's Adults' and Community Services division to ascertain whether a breach of planning control has taken place and will also carry out investigations.
The information that we have to date is that there are two people with learning difficulties living independently in the premises, and whilst they have access to care, care is not provided in a 24 hour capacity on the premises. If this is the case, a breach of planning control may not have taken place.
Before a decision can be made in this regard, more information needs to be obtained. However, should a breach have taken place, enforcement action will be taken.
Please be assured that Officers will continue to investigate this issue, with the view to resolving this in due course.
I hope that my response fully answers your question. However, should you wish to discuss the content of this letter please contact me
Officer response provided by Ronan McGinn, Senior Planning Enforcement Officer, Planning Division
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The Commission for Social Care Inspection (CSCI) have confirmed that the premises provides accommodation for up to 6 residents with learning difficulties, who share facilities and communal areas and live at the premises as a single household. It has been indicated that a 'wakened' carer is at the premises at any given time so that 24 hours cover is provided. The carer does not reside at the premises.
Consequently, the use of the premises as a small community care home falls within the same use class as a dwellinghouse (Use Class C3) and no breach of planning control has occurred as a matter of fact. Use Class C3 allows use as a dwellinghouse by a single person or by people living together as a family or by not more than 6 residents living together as a single household (including a household where care is provided for residents).
The combining of these types of uses into the C3 Use Class has been done purposefully by the government and they encourage Social Services to care for residents in their borough. It is not a loophole. The governemnt has simply considered that use of dwellinghouses in this prescribed way does not require planning permission.
Whilst Sheree Bennett noted that planning permission had been refused for a care home, the proposal was for something which required planning permission and was a materially different scheme to the one which is currently ongoing at the premises, as confirmed by the CSCI.
However, it is clear that the use of the property is affecting the quiet enjoyment of your property. Whilst planning cannot control the use for the reasons outlined above, it may well be the case that the Council's Adult and Community Services division and the CSCI, in liaison with Beacon Care, can improve the management of the property to overcome these problems. I would suggest that you liase with these departments directly (Social Services - Victor Ruskin - 020 7926 4974 and CSCI - 0845 015 2255 - www.csci.org.uk)
As an aside, planning permission was granted in 1998 for the erection of the part single and part two storey extension to the side of the dwellinghouse. The extension has been built in accordance with the approved plans.
I hope that this email has been of assistance and explains the situation clearly. Should you require any further information on this case, please do not hesitate to contact me directly.
3. Comments from Executive Director of Finance
3.1 N/A
4. Comments from Director of Legal and Democratic Services
4.1 N/A
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5. Results of consultation
5.1 N/A
6. Organisational implications
6.1 Risk management : N/A
6.2 Equalities impact assessment : N/A
6.3 Community safety implications : N/A
6.4 Environmental implications: N/A
6.5 Staffing and accommodation implications: N/A
6.6 Any other implications: N/A
7. Timetable for implementation: N/A
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This page is intentionally left blank Agenda Item 5 Page 19
b
Streatham Area Committee 17 January 2006
Beacon Care Holdings plc Streatham Hill, Streatham South and Streatham Wells Wards /Streatham Area Report authorised by : Interim Executive Director for Adults and Community Services: Ruth Vincent
Executive summary
Information as requested about the relationship Beacon Care Holdings plc and Lambeth Council.
Summary of financial implications
No new financial implications Recommendations To note by the Committee Consultation
Name of Directorate or Organisation Date sent Date Comments consultee to response appear in report consultee received para: from consultee
Internal John Roog Acting on Behalf of Executive 21/12/2006 21/12/2006 Director of Adults and Community Services Mike Dickens Legal and Democratic Services 21/12/2006 21/12/2006 Para 3. Tony Otokito Corporate Finance 21/12/2006 21/12/2006 Helen Divisional Director Finance 21/12/2006 Charlesworth-May Councillor Executive Member for Adults and 21/12/2006 Anyanwu Community Services Robert Nicholls Head of ALD Service 21/12/2006 Ian Banner Head of Strategic Commissioning 21/12/2006 21/12/2006 Entered in Consultation and Events Diary? No
Report history
Date report drafted: Report Date report sent: Report no.: deadline: 19.12.06 20.12.06 24.12.06 276/06-07 Report author and contact for queries: Page 20
Anne Worthington, Acting Head of Assessment and Care Management – Learning Disabilities 020 7926 4935 [email protected]
Appendices
Appendix 1: CSCI inspection report – Kirkstall Lodge
Appendix 2: CSCI inspection report – Leigham Lodge
Appendix 3: CSCI inspection report – Voss Court
Context
This report is submitted following resolution made at Streatham Area Committee on 29 th November 06, in which members requested information about Beacon Care.
Lambeth Learning Disabilities Partnership currently spot purchases two residential care placements at 64 Leigham Court Road SW16. This home provides care for adults with learning disabilities and additional disabilities.. The home is owned by Beacon Care Holdings plc, a care provider based primarily in South East England, and is registered with CSCI (Commission for Social Care Inspection) to provide care for 6 people. The other places are purchased by other authorities.
Beacon Care also own two other registered care homes in the borough. 56 Kirstall Road SW2. has three service users placed by Lambeth whilst Voss Court has five service users placed by Lambeth. Both these homes are registered for 6 people with other boroughs again purchasing other places.
Following re-assessment of the social care needs of four of the residents placed at Voss Court, it is planned that these people will move to a family placement managed by Lambeth Mencap, a voluntary organisation, in the near future.
Earlier this year, Lambeth LD Partnership had four service users placed at Kirkstall Lodge. One service user presented challenges to staff and following re-assessment of his care needs an alternative residential placement was identified that could better meet the service user’s social care needs.
All local authorities are charged with trying to meet the social care needs of their residents within their local communities. LB Lambeth is monitored on the number of placements made outside of the borough.
All local authorities have a duty to ensure the protection of vulnerable adults placed by other authorities in registered care homes within their boroughs.
Lambeth Learning Disabilities Partnership works with Beacon Care and Commission for Social Care Inspection to improve practice at both the care homes in Lambeth.
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The Lambeth Learning Disability Partnership commissions care for people with a learning disability on behalf of both the London Borough of Lambeth and Lambeth PCT. Lambeth has been historically a high user of residential care and has around 380 people with a learning disability placed in either registered care or nursing care. Over 300 people are placed outside of Lambeth. It has been the intention of the Council over a number of years to reduce both the reliance on residential care and in particular on care purchased outside of Lambeth.
The Department of Health has produced guidance on “Commissioning Closer to Home” which guides Local Authorities on the need to reduce out of area placements for people with complex needs.
It can be argued, in light of the experience of people with learning disabilities in institutional settings, that their safety is better secured when living in their communities of origins where there is better opportunity for monitoring by professionals and by families.
While the Council has a high number of service users with learning disabilities living in residential care, the majority of the service users live in the borough either independently or with their families.
1. Proposals and reasons
1.1 This report is for information only.
2. Comments from Executive Director of Finance and Resources
2.1 No financial implications.
3. Comments from Director of Legal and Democratic Services
3.1 The Council’s duties and powers in relation to adults with learning difficulties are set out, inter alia, in section 117, Mental Health Act 1983, section 29, National Assistance Act 1948 and section 21 of, and Schedule 8 to the National Health Service Act 1977. Section 111, Local Government Act 1972 enables the Council to do anything which is calculated to facilitate, or is conducive or incidental to, the discharge of any of its functions.
3.2 As stated above, a request was made at the last meeting of the Streatham Area Committee for this report to include the legal redress available for the Council and an individual with regard to nuisance. As the Council has a contractual relationship with Beacon Homes, it is likely that redress could be sought under the terms of the contract. Alternatively, nuisance is actionable at law and a claim could be issued for damages and, depending on the severity of the nuisance, an injunction. It is not within the Council's functions to provide advice to members of the public as to their rights of legal redress in these circumstances. That said, however, the remedies, other than contractual, which are available to the Council are also available to any individual with sufficient locus to bring an action at law.
4. Results of consultation
Page 22
4.1 N/a.
5. Organisational implications
5.1 Risk management: N/a.
5.2 Equalities impact assessment: N/a
5.3 Community safety implications: N/a
5.4 Environmental implications: N/a.
5.5 Staffing and accommodation implications: N/a.
5.6 Any other implications: N/a.
6. Timetable for implementation
6.1 N/a.
______
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CARE HOME ADULTS 18-65
Kirkstall Lodge
56 Kirkstall Road Streatham London SW2 4HF
Lead Inspector Sonia McKay & Vashti Maharaj Unannounced Inspection 25th July 2006 09:00
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The Commission for Social Care Inspection aims to:
x Put the people who use social care first x Improve services and stamp out bad practice x Be an expert voice on social care x Practise what we preach in our own organisation
Reader Information Document Purpose Inspection Report Author CSCI Audience General Public Further copies from 0870 240 7535 (telephone order line) Copyright This report is copyright Commission for Social Care Inspection (CSCI) and may only be used in its entirety. Extracts may not be used or reproduced without the express permission of CSCI Internet address www.csci.org.uk
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This is a report of an inspection to assess whether services are meeting the needs of people who use them. The legal basis for conducting inspections is the Care Standards Act 2000 and the relevant National Minimum Standards for this establishment are those for Care Homes for Adults 18-65. They can be found at www.dh.gov.uk or obtained from The Stationery Office (TSO) PO Box 29, St Crispins, Duke Street, Norwich, NR3 1GN. Tel: 0870 600 5522. Online ordering: www.tso.co.uk/bookshop This report is a public document. Extracts may not be used or reproduced without the prior permission of the Commission for Social Care Inspection.
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SERVICE INFORMATION
Kirkstall Lodge Name of service
Address 56 Kirkstall Road Streatham London SW2 4HF
Telephone number 01491 579 270
Fax number
Email address
Provider Web address
Name of registered Kirkstall Lodge Limited provider(s)/company (if applicable)
Name of registered manager (if applicable)
Type of registration Care Home
No. of places registered 6 (if applicable) Category(ies) of Learning disability (6) registration, with number of places
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SERVICE INFORMATION
Conditions of registration:
Date of last inspection 6th October 2005
Brief Description of the Service:
Kirkstall Lodge is a care home for six adults with a learning disability. The semi-detached house is located in a residential street in Streatham, South West London. It is close to public transport routes, shops and leisure facilities. The home is unsuitable for people with restricted mobility as front access is via a number of steps. There is a small rear garden with an outbuilding that is used as an office. The home is owned and managed by Beacon Care, a private care provider with many other homes in London and the South East of England. Support is provided by a staff team of support workers and a home manager. The home has use of a vehicle and employs a support worker/driver to assist with the numerous journeys back and forth to the various day services/activities attended. Prospective service users are given a copy of the 'Service Users guide' that gives information about the home and the services provided. A copy of the most recent CSCI inspection report is available in the home on request. Fees range from £950.00 to £1,514.09 per week and depend on the individual care needs of each service user.
Kirkstall Lodge DS0000053104.V305382.R01.S.doc Version 5.2 Page 5 Page 28 SUMMARY This is an overview of what the inspector found during the inspection.
This unannounced inspection was carried out in nine hours over one day. It involved talking with the newly appointed regional manager, support staff on duty and three of the four service users.
Records relating to individual care arrangements, staff recruitment and training and health and safety were examined and there was a tour of the premises.
A relative, the homes GP, a placing authority care manager and one service user completed CSCI 'comment cards' before the inspection.
A manager, who has been providing temporary home management support in the absence of a registered home manager, completed a pre-inspection questionnaire.
What the service does well:
Service users are supported to maintain and develop a fulfilling quality of life, and there are opportunities for personal development, appropriate activities and leisure, access to the local and wider community and friendships and family relationships. There is a healthy diet that meets the cultural and nutritional needs of each service user.
The home environment is clean, comfortable and well maintained.
What has improved since the last inspection?
Adaptations are completed in the ground floor bathroom to make it fully accessible to a service user with a mobility need.
Hot water temperatures are regulated to within safe limits to prevent scalding injuries.
What they could do better:
Records must be kept of decisions made by service users about important things such as changing which bedroom they occupy and also of any verbal complaint or concern that they raise.
The records of planned health and social care, and individual aims and goals must be updated regularly and there must be better assessment and record keeping of any risks to service users.
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There must be better assessment of the type of support that each person needs with managing their finances and increased safeguards for protecting service users from any potential financial abuse.
Staff must be trained in recognising and preventing any form of abuse and authorities must be notified swiftly of any event that affects the health or well being of any service user to ensure their protection.
Staff must have better information about when prescribed medications should be administered and there must be better stock checking of medications in the home. The competence of all staff administering medication must be tested and verified by an appropriately trained person.
The garden is not accessible to a service user with a physical mobility need.
The references of any new member of staff must be checked thoroughly and all staff must have a structured induction when they begin working in the home. Staff must receive regular supervision from their line manager.
There must be better leadership of the home and a registered manager must be appointed.
Please contact the provider for advice of actions taken in response to this inspection. The report of this inspection is available from [email protected] or by contacting your local CSCI office.
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DETAILS OF INSPECTOR FINDINGS
CONTENTS
Choice of Home (Standards 1–5)
Individual Needs and Choices (Standards 6-10)
Lifestyle (Standards 11-17)
Personal and Healthcare Support (Standards 18-21)
Concerns, Complaints and Protection (Standards 22-23)
Environment (Standards 24-30)
Staffing (Standards 31-36)
Conduct and Management of the Home (Standards 37 – 43)
Scoring of Outcomes
Statutory Requirements Identified During the Inspection
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Choice of Home
The intended outcomes for Standards 1 – 5 are:
1. Prospective service users have the information they need to make an informed choice about where to live. 2. Prospective users’ individual aspirations and needs are assessed. 3. Prospective service users know that the home that they will choose will meet their needs and aspirations. 4. Prospective service users have an opportunity to visit and to “test drive” the home. 5. Each service user has an individual written contract or statement of terms and conditions with the home.
The Commission consider Standard 2 the key standard to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s): 1, 2, 4 & 5
Quality in this outcome area is adequate. This judgement has been made using available evidence including a visit to this service.
Prospective service users have an opportunity to visit and 'test drive' the service before making a decision to move in for a trial period. There is a need to increase the information that is provided to prospective service users in the service users guide and for more detailed contracts.
EVIDENCE:
The newly appointed regional manager has recently reviewed the 'service users guide'. The guide is user friendly and contains many colour pictures. The Statement of Purpose contains sufficient information. Current service users must be consulted about any significant changes to these documents and revised copies must be sent to the CSCI on completion. (See requirement 1)
There have been two people admitted to the home since the last inspection. Both people arrived at the same time and stayed for two weeks. Documents relating to these admissions have been archived and were not accessible during the inspection. A senior manager provided information about these admissions by telephone. The two-week placements were part of a trial placement for long-term care and both prospective service users had decided
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that they did not want to move in to the home permanently. Records of these placements must be retained and available for inspection. (See requirement 2)
The regional manager described the process for assessing the needs of individuals referred to the service. Beacon care request a copy of the local authority community care assessment and care plan and any supporting evidence in the form of specialist assessments. The home manager and senior staff then visit the prospective service user and complete a comprehensive Beacon care assessment.
Prospective service users are then given an opportunity to visit the home to experience life in the home and to get to know the service users and staff. These visits can include joining the current service users for meals and also staying overnight. The prospective resident can then move in for a trial period.
Contracts do not provide sufficient detail about client fee contributions towards placement costs and what these contributions cover. The information provided to service users must be revised in accordance with recent changes in the Care Homes Regulations of 2001 that are due to come into force in September 2006.
The service users' guide and associated individual contracts must provide greater detail relating to the standard package of services provided. The terms and conditions (including fee levels) that apply to key services (both personal care and food) and the payment arrangements (service user contribution/local authority contribution) must be stipulated. The guide must also state whether the terms and conditions (including fees) would be different in circumstances where a service user’s care is funded, in whole or in part, by someone other than the service user (See recommendation 1)
Occupancy contracts do not stipulate the bedroom to be occupied under the agreement. (See requirement 3)
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Individual Needs and Choices
The intended outcomes for Standards 6 – 10 are:
6. Service users know their assessed and changing needs and personal goals are reflected in their individual Plan. 7. Service users make decisions about their lives with assistance as needed. 8. Service users are consulted on, and participate in, all aspects of life in the home. 9. Service users are supported to take risks as part of an independent lifestyle. 10. Service users know that information about them is handled appropriately, and that their confidences are kept.
The Commission considers Standards 6, 7 and 9 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s):
6, 7 & 9
Quality in this outcome area is adequate. This judgement has been made using available evidence including a visit to this service.
Whilst care plans are detailed and comprehensive they do not reflects current care needs and goals in some cases. The process of assessing risks to individual service users is not effectively monitored and information about care needs and current risks is not readily available to staff. This is unsafe. Service users are generally supported to make day-to-day decisions to the best of their ability and multidisciplinary input is sought in their 'best interest' as necessary in regard to health matters. However, some decisions have not been adequately documented and records relating to finances and financial support are incomplete.
EVIDENCE:
Each service user has two files of written information about their care needs. The care records for all four service users were examined. Records examined suggest that placing authorities have reviewed the needs of individual service users living in the home. The minutes of these reviews are available.
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Each resident has a comprehensive set of assessment documents providing detailed information about care needs and planned care and support.
These documents include: x Contact information for family members and professional involved x A pen portrait of each person and a photograph x A brief life history x Health issues x Psychological support and mental health needs x Support required to manage any emotional needs x Communication skills x Guidelines for personal care x Self care skills x Relationships and sexual needs x Community presence and participation x Recreation and relaxation x Cultural and spiritual needs x Employment and education x Finances x Strengths and needs x Likes and dislikes x List of priorities (current goals)
Service users who are able have, in some cases, also added their comments to each element of the care plan. This is good practice. Whilst the information is clear, some of the plans are not dated so it is unclear whether they reflect current needs. The list of priorities and current goals do not reflect the goals identified in recent placing authority care review minutes in some cases. (See requirement 4)
It is also difficult to find some information as some of the files are overloaded with old information that would be better archived in a separate file. (See recommendation 2)
There is a form for staff to sign to confirm that they have read and understood care information contained in the files. This is also good practice but few staff have signed the forms and it is not clear what records the forms refer to.
A care manager involved in the placement of one of the service users confirmed that staff demonstrate a clear understanding of the needs of the service user.
There are many files containing risk assessments. Some are stored in the files relating to individual service users and others are in the 'staff information' file. This can be confusing for staff as there are different risk assessments in each file and staff reading the staff information file to obtain an understanding of
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current risks may not be aware that different risk assessments are kept elsewhere. This could be dangerous for service users and staff.
Some risks assessments were reviewed in October 2005 and others in February 2006. It is not clear whether all required risk assessments are in place as a risk audit tool is not in place. For example, one service user has PICA, excess salivation and difficulty swallowing, there is no specific risk assessment relating to the risks that this presents although a therapist report states that the frequency of coughing during meals should be monitored and any increase in coughing should trigger prompt referral back to the specialist team for adults with a learning disability. (See requirement 5 & recommendation 3)
Service users have varying degrees of learning disability and communication skill. Evidence gathered through observation indicates that service users are encouraged and supported to make day-to-day decisions to the best of their individual ability. Each service user has a key-worker from within the team who has responsibility to assist them to understand documents, to make choices, to develop plans and goals and to keep records. There reports of key- working activity available and these include records of discussion and meeting with service users.
Relatives and advocates are also involved in some cases and multidisciplinary meetings in the 'best interest' of individual service users are called when major decisions must be made, for example healthcare under any form of sedation.
There are also house meetings where service users can discuss issues as a group and make decisions with staff. These meetings are held regularly and are used to decide on issues such as group outings.
Service users require varying levels of support to manage their finances. In some cases they need full support and the registered provider is the state benefit appointee. A requirement was made during the previous inspection visit for the nature of financial support to be better documented and for financial transactions made on behalf of individual service users to be better recorded. This requirement is not met. (See requirement 6)
Whilst records of cash balances are well recorded and receipts are retained for items purchased, the full financial picture for each service user is not clear. There is no record of benefits collected, charges to service users and bank account balances or of the nature of support required with managing finances. For example, one service user receives state benefits via direct payments into a bank account, there is no record of the nature of support required for the service user to the access funds despite the fact that the service users cash cards and pin number is retained for safekeeping by staff. (See requirement 6)
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One service user has moved bedrooms and no longer has an en-suite bathroom. It is not clear how or why this decision was made or whether the service user was involved in making this decision. (See requirements 3 & 7)
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Lifestyle
The intended outcomes for Standards 11 - 17 are:
11. Service users have opportunities for personal development. 12. Service users are able to take part in age, peer and culturally appropriate activities. 13. Service users are part of the local community. 14. Service users engage in appropriate leisure activities. 15. Service users have appropriate personal, family and sexual relationships. 16. Service users’ rights are respected and responsibilities recognised in their daily lives. 17. Service users are offered a healthy diet and enjoy their meals and mealtimes.
The Commission considers Standards 12, 13, 15, 16 and 17 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s):
11, 12, 13, 14, 15, 16 & 17
Quality in this outcome area is good. This judgement has been made using available evidence including a visit to this service.
Service users are supported to maintain and develop a fulfilling quality of life, and there are opportunities for personal development, appropriate activities and leisure, access to the local and wider community and friendships and family relationships. There is a healthy diet that meets the cultural and nutritional needs of each service user.
EVIDENCE:
Service users are involved in a variety of daytime activities; these include attending day centres, college courses and one-to-one activities with staff. An aromatherapist and masseuse also visit one service user at home on a regular basis.
One service user said, " I cook at college and bring the food home to eat every week, but we are having a break from college at the moment for the summer holidays".
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There is a house vehicle and a member of the support team is employed as a support worker/driver. There are many outings to places of interest. Recent trips have included Hampton Court and Kew gardens. There have also been trips to the disco, cinema, swimming, bowling, museums and local shops, cafes, restaurants and parks.
One service user enjoys dictating letters to staff to send to famous television personalities.
Service user can maintain their friendships and relationships whilst living in the home, with visits, telephone calls and letters.
A service user said, " My sister phones in the evening because she knows I will be back home then". The service user also visits her sister regularly and proudly showed photographs of a recent family wedding that she had attended.
Another service user was recently escorted to visit her mother in a residential care home for older persons.
One service user had recently had a barbeque birthday party that was reported to have been a great success.
There is a television and music centre in the communal lounge and arts and crafts materials are available.
The cultural and spiritual needs of individual service users are recorded and steps are taken to meet these needs. For example one service user regularly attends church and culturally appropriate meals are prepared and served for one service user who is Italian.
Staff were observed to interact well with service user and to readily engage in conversation. A recent placing authority review recommends that staff communicate more using signed communication for adults with a learning disability and staff training in effective communication is recommended. (See recommendation 4)
Meals are served in the dining area of the communal lounge. Records indicate that a range of meals are served in accordance with individual needs, such as wheat free, dairy free, meals suitable for someone with diabetes and culturally appropriate meal choices. Individual likes and dislikes are also recorded. One service user requires support with eating meals and with ensuring that food is cut up properly.
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A relative has queried the arrangements for paying for food when a service user stays with a relative for a period of time. These arrangements should be clarified and appropriate steps taken to reimburse relatives when appropriate. (See recommendation 5)
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Personal and Healthcare Support
The intended outcomes for Standards 18 - 21 are:
18. Service users receive personal support in the way they prefer and require. 19. Service users’ physical and emotional health needs are met. 20. Service users retain, administer and control their own medication where appropriate, and are protected by the home’s policies and procedures for dealing with medicines. 21. The ageing, illness and death of a service user are handled with respect and as the individual would wish.
The Commission considers Standards 18, 19, and 20 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s):
18, 19 & 20.
Quality in this outcome area is adequate. This judgement has been made using available evidence including a visit to this service.
Service users receive personal support in the way they prefer and require and health care needs are addressed promptly. However, plans are not in place to address all healthcare needs. This is essential to enable pro-active healthcare. Medication is generally handled well although administration instructions are not in place in some cases and staff training must be assessed to ensure that staff are fully trained and competent.
EVIDENCE:
Service users require varying levels of support with maintaining their personal hygiene from full support to verbal prompting. Personal support is provided in private, either in bedrooms or in bathrooms and each service user has a written personal care guideline detailing the nature of support required.
There are currently two male service users and two female service users. There are both male and female staff available to provide personal care, but 'same sex' personal care cannot always be provided.
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There is a designated key worker system in place and on occasions when additional staff are required they are supplied via a bank system from other home run by the registered provider in the area. There is evidence that appropriate advice is taken in regard to specialist support from physiotherapists, occupational therapists and speech therapists and necessary adaptations and equipment are in place.
There is evidence in records that the healthcare needs are well met. However, records are replicated in many areas in this is confusing for staff who are completing several different sets of records. Staff should have a whole picture of each person's healthcare readily available. (See recommendation 6)
Records of health appointments show that service users have regular input from the GP, dentist and other health professionals. A health needs assessment is completed for each service user, and each service user has specific health goals, for example, exercise and healthy eating plans in place to aid weight reduction.
Lambeth SLAM NHS Trust 'Health Action Plans' are completed for each service user. Most identified health needs have associated care plans. There is a need to ensure that all health issues have associated health care plans. (See requirement 8)
Although 'Health Action Plans' specifically for adults with a learning disability are in place, it is not clear whether these plans have been shared with each service user's GP as required. (See recommendation 7)
Medical, health and progress notes show evidence of effective health monitoring, for example, one service user had painful joints, they saw the GP quickly and the GP's recommendations are documented. A GP from the local group practice, involved in the care of the service users, confirmed: x Staff from the home communicate clearly and work in partnership with the group practice x Senior staff are available to confer with x Consultations are held in private x Staff demonstrate a clear understanding of the care needs of service users x Specialist health advice is incorporated into plans x Medication is managed appropriately x Managers and staff make appropriate decisions when they can no longer manage the care needs of service users x No complaints have been received about the home x Satisfaction with the overall care provided to service user within the home
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All service users are taking their prescribed medicines regularly and no prescribed medication is out of stock at the time of this inspection.
The supplying pharmacist conducts regular audits. The four reports of these inspections provide evidence that any comments made in the reports are addressed, for example, obtaining lockable storage for medication stored in the fridge. There are no outstanding issues.
Medical device alerts have been printed off and actioned where necessary.
A district nurse visits one service user each day to administer insulin. Each visit is recorded, and MAR (Medication Administration Records) are signed to record the injection has been given. The date that the insulin is opened is recorded. There is a written risk assessment and guideline for what to do if the service user goes into a diabetic coma and there is adequate information available to enable staff to prepare suitable meals. The variable dose of insulin administered by the District Nurse should be recorded on the MAR chart. (See recommendation 8)
The use of external products (such as creams) is recorded.
Service users are given their medication when they are away from the home, for example, on holiday or when they out for the day.
Some prescribed items do not have full instructions on the MAR chart, for example, some entries state to be used 'As Required' only. There is a need to ensure that the prescription from the GP has full instructions, and that the Pharmacist adds the full instructions to the MAR chart. (See requirement 9)
Quantities of PRN medicines are not added to MAR charts. This must be done to enable effective stock checking. (See requirement 10)
All staff administering medicines receive training. Certificates are available in staff training records. The pharmacist provides some training and staff also attend a three hour workshop. There must be a system for assessing competence and ensuring that the training is adequate and covers all of the required areas, for example, handling of refusals and errors, side effects, and what the medicines are used for. (See requirement 11)
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Concerns, Complaints and Protection
The intended outcomes for Standards 22 – 23 are:
22. Service users feel their views are listened to and acted on. 23. Service users are protected from abuse, neglect and self-harm.
The Commission considers Standards 22, and 23 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s):
22 & 23
Quality in this outcome area is poor. This judgement has been made using available evidence including a visit to this service.
There is a complaints procedure in place, although care must be taken to ensure that procedures for recording complaints are suitable to the needs of the service users. Adult protection procedures are in place, but the service has failed to notify the CSCI and placing authorities of significant events and injuries in some cases and measures to ensure that service users are protected from financial abuse are inadequate.
EVIDENCE:
There is a complaints procedure in place. The record of complaints shows that there have been no complaints made in the last 12 months. There are regular opportunities for service users to discuss issues during regular key work and house meetings.
Given that the service users are not able to make 'formal' written complaints it is essential that a record be kept of any complaint made verbally, and that such complaints/concerns are listened to acted upon accordingly. (See recommendation 9)
Procedures are in place for responding to suspicion or evidence of abuse or neglect (including whistle-blowing) to ensure the safety and protection of service users.
There are adult protection procedures in place that include dealing with aggression and service user's finances held in safekeeping.
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However, the procedures in regard to the safeguarding of valuables and finances have not been followed and there are valuable documents, bank account books, 'pin' numbers and cash cards readily available to all staff with no record of safekeeping or checks in place. This does not provide service users with adequate protection from financial abuse. (See requirement 12)
Staff on duty on the day of the inspection demonstrated an understanding of possible reasons for aggressive behaviour and evidence suggests that they have been pro-active in responding to issues of deteriorating mental health and self-care.
The regional manager is aware of the need to ensure that staff, awaiting full enhanced criminal record checks, are subject to satisfactory 'POVA first' clearance before working in the home and the need for staff with only 'POVA first' clearance to be supervised whilst working.
The regional manager has taken appropriate action and notified appropriate authorities about a recent incident with adult protection implications.
Staff have not yet all been trained in adult protection and abuse awareness. Failure to make correct notifications and appropriate staff training was the subject of a previous requirement that is not met. (See requirement 13)
Records examined during this inspection show that staff complete body charts when a service user sustains an injury of any sort. These records show that one service user sustains occasional bruising and scratches. These injuries may be self-inflicted in some cases, but placing authorities and the CSCI must be notified of any injury. The placing authority and CSCI were not notified of the two small but unexplained bruises in June 2006. (See requirement 14)
The regional manager is taking appropriate action to safeguard one service user whose care is currently subject to an adult protection investigation.
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Environment
The intended outcomes for Standards 24 – 30 are:
24. Service users live in a homely, comfortable and safe environment. 25. Service users’ bedrooms suit their needs and lifestyles. 26. Service users’ bedrooms promote their independence. 27. Service users’ toilets and bathrooms provide sufficient privacy and meet their individual needs. 28. Shared spaces complement and supplement service users’ individual rooms. 29. Service users have the specialist equipment they require to maximise their independence. 30. The home is clean and hygienic.
The Commission considers Standards 24, and 30 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s): 24, 25, 26, 27, 28, 29 & 30.
Quality in this outcome area is adequate. This judgement has been made using available evidence including a visit to this service.
The home is comfortable and clean but some communal areas are not accessible to a service ser with mobility needs.
EVIDENCE:
The small home is clean, comfortably furnished and well decorated. All bedrooms are single occupancy. There are two ground floor bedrooms, one with en-suite bathroom facilities. There is a ground floor 'wet' shower room that is in the final stages of refurbishment and a separate toilet.
The ground floor has a communal lounge with a dining area, a small kitchen and patio access to a small rear garden. There is also a small office area within the communal area and another small office is in the garden.
The first floor has four bedrooms, one of which has en-suite bathroom facilities. There is a bathroom with a toilet and a small laundry room. One bedroom is currently used for staff that are 'sleeping-in' at night.
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All bedrooms are well decorated and furnished attractively, although not all contained the fixtures and fittings listed in the national minimum standard, for example, lockable areas and a second comfortable chair. (See recommendation 10)
One bedroom door lock is missing and staff explained that the lock had been removed after a service user had locked himself in his bedroom by accident. Service users who wish to must be given a key to the home and to their individual bedrooms. To ensure safety, staff must have access to a master key of some sort to enable access in an emergency. (See requirement 15)
The rear garden is not accessible to one of the service users who has mobility problems. The garden path is comprised of both slabs and gravel and is an uneven surface to walk on. The garden chairs are not appropriate to the needs of this service user and staff are fearful that the service user may injure herself. These issues must be addressed with advice from an occupational therapist. (See requirements 16 & 17)
One service user refuses to sleep in a bed and prefers to sleep in a reclining chair instead. Advice must be sought from a qualified occupational therapist as to the appropriateness of the chair recently purchased. (See requirement 18)
Bathrooms and toilets are fitted with appropriate privacy locks and hot water is regulated to within safe temperature limits.
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Staffing
The intended outcomes for Standards 31 – 36 are:
31. Service users benefit from clarity of staff roles and responsibilities. 32. Service users are supported by competent and qualified staff. 33. Service users are supported by an effective staff team. 34. Service users are supported and protected by the home’s recruitment policy and practices. 35. Service users’ individual and joint needs are met by appropriately trained staff. 36. Service users benefit from well supported and supervised staff.
The Commission considers Standards 32, 34 and 35 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s): 32, 34, 35 & 36.
Quality in this outcome area is poor. This judgement has been made using available evidence including a visit to this service.
Recruitment procedures are not thorough enough and staff have not been effectively inducted or supervised. Staff training must be increased and more staff must attain a vocational qualification.
EVIDENCE:
There is high staff turnover and this has affected staff continuity and staff training plans.
There are currently seven members of staff regularly working in the home, three senior support workers and four support workers. The majority of staff began working in the home in 2005.
One member of the care team has attained an NVQ at level 3 and 5 members of staff are currently working towards and NVQ at level 2. Progress in attaining a satisfactory percentage of vocationally trained staff will be examined during the next inspection visit.
The following training has taken place: x Health and safety
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x Food hygiene x First aid x Fire safety (only 2 staff have recent training however) x Infection control x LADF Autism x Assessment and Intervention: Mental health and learning disability x Medication competence x Person centred planning x POVA x Manual handling
Not all staff have attended each training session and some require refresher courses, some of which are scheduled for July, August and September 2006.
There is also a need to ensure that all staff receive specific training in meeting the needs of the current service users. Training should include: x Communicating with adults with a learning disability x Signed communication x Epilepsy x Diabetes x Equal opportunities x Capacity to consent x Risk assessment (See recommendation 11)
Individual files are kept of each member of staff's recruitment. This includes application form, self-declaration of health and criminal records and references. However, one member of staff has not completed the self- declaration of criminal record although it has been signed and professional references for other staff have not been authenticated in some cases. Each member of staff has an enhanced criminal record bureau check in place. (See requirement 19)
On occasions 'bank' staff have also covered shifts in the home. These are care staff who work in other registered homes that the registered provider operates.
Staff records indicate that staff have not received a structured and evidenced induction to working in the home. (See requirement 20)
Staff records indicate that staff have not been supervised with the required frequency. (See requirement 21)
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Conduct and Management of the Home
The intended outcomes for Standards 37 – 43 are:
37. Service users benefit from a well run home. 38. Service users benefit from the ethos, leadership and management approach of the home. 39. Service users are confident their views underpin all self-monitoring, review and development by the home. 40. Service users’ rights and best interests are safeguarded by the home’s policies and procedures. 41. Service users’ rights and best interests are safeguarded by the home’s record keeping policies and procedures. 42. The health, safety and welfare of service users are promoted and protected. 43. Service users benefit from competent and accountable management of the service.
The Commission considers Standards 37, 39, and 42 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s): 37, 39 & 42.
Quality in this outcome area is poor. This judgement has been made using available evidence including a visit to this service.
There is no registered manager and there are unmet requirements from previous inspection reports. Quality assurance systems based on the views of service user are not in place.
EVIDENCE:
There has not been a registered manager in post in the home for many months. Interim management arrangements have been in place as an interim measure. The regional manager has also resigned recently, the new regional manager, who facilitated this inspection, has been in post for three weeks at the time of this inspection.
This has been difficult for staff and may have contributed to the significant number of requirements in this report.
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A new manager has been recruited and is due to commence in post once satisfactory checks are completed. An application for the post of registered care manager must be completed as soon as possible. (See requirement 22)
A representative of the registered provider conducts monthly inspection visits to the service, in accordance with regulation. Copies of the reports of these visits are available in the home and have been supplied to the CSCI.
Quality monitoring systems are not fully developed and do not include stakeholder audits. (See requirement 23)
Fire evacuation procedures and a building floor plan are displayed. Fire evacuation drills are held regularly and the outcome of the drill recorded.
Fire detection equipment is tested each week, and the fire fighting and detection equipment is also professionally tested on a regular basis.
Records are kept of fridge and freezer temperatures and hot water temperatures are tested and recorded. Records show that temperatures are maintained to within safe limits.
Building and equipment safety certificates seen show that: x The gas appliances were tested on 09/05/06 x The mains electrical system was tested on 03/11/03 x Small electrical appliances were tested in 05/06 x Legionella tests were conducted on 10/03/06
A food hygiene inspection as carried out by the local authority on 29/03/06. The report of this inspection comments that the food preparation and kitchen environment are satisfactory and there is good monitoring.
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SCORING OF OUTCOMES
This page summarises the assessment of the extent to which the National Minimum Standards for Care Homes for Adults 18-65 have been met and uses the following scale. The scale ranges from:
4 Standard Exceeded (Commendable) 3 Standard Met (No Shortfalls) 2 Standard Almost Met (Minor Shortfalls) 1 Standard Not Met (Major Shortfalls) “X” in the standard met box denotes standard not assessed on this occasion “N/A” in the standard met box denotes standard not applicable CHOICE OF HOME CONCERNS AND COMPLAINTS Standard No Score Standard No Score 1 3 22 3 2 3 23 2 3 X 4 3 ENVIRONMENT 5 2 Standard No Score 24 3 INDIVIDUAL NEEDS 25 3 AND CHOICES 26 2 Standard No Score 27 2 6 2 28 2 7 2 29 2 8 X 30 3 9 2 10 X STAFFING Standard No Score LIFESTYLES 31 X Standard No Score 32 2 11 2 33 X 12 3 34 1 13 3 35 2 14 3 36 1 15 3 16 3 CONDUCT AND MANAGEMENT OF 17 3 THE HOME Standard No Score PERSONAL AND HEALTHCARE 37 1 SUPPORT 38 X Standard No Score 39 1 18 3 40 X 19 2 41 X 20 2 42 3 21 X 43 X
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Yes Are there any outstanding requirements from the last inspection?
STATUTORY REQUIREMENTS
This section sets out the actions, which must be taken so that the registered person/s meets the Care Standards Act 2000, Care Homes Regulations 2001 and the National Minimum Standards. The Registered Provider(s) must comply with the given timescales.
No. Standard Regulation Requirement Timescale for action 1. YA1 4 The registered person must 31/10/06 5 supply the CSCI Southwark office with copies of the revised 'statement of purpose' and 'service users guide'. Current service users must be consulted about any significant changes. 2. YA2 14 The registered person must 15/09/06 ensure that pre-admission and trial placement assessment documents and all records of care delivered to service users on trial placement are retained for inspection. 3. YA5 12(5) The registered person must 15/09/06 ensure that contracts with service users contain the National Minimum Standard of information. This must include the rooms to be occupied under the agreement. 4. YA6 15(2) The registered person must 15/09/06 ensure that care plans and goals are dated to evidence recent review. 5. YA9 13 The registered person must 15/09/06 review and assess the risks posed to each individual service user. 6. YA7 20 The registered person must 15/09/06
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ensure that the management and support service users receive to help with management of their finances is transparent and that individual accounts held by service users are retained at the home. The previous timescale of 30/11/05 is not met. 7. YA7 12 The registered person must 15/09/06 ensure that service users are consulted about decisions such as moving bedrooms and must ensure that such decisions are made only in a service user's 'best interest' or as a result of specific request. 8. YA19 12 The registered person must 15/09/06 ensure that there are plans in place to address all healthcare needs of each service user. 9. YA20 The registered person must 15/09/06 13(2) ensure that there are detailed instructions in place for the administration of all prescribed medications. 10. YA20 13(2) The registered person must 15/09/06 ensure that medication administration records detail quantities of 'As required' medication in stock. 11. YA20 13(2) The registered person must 13/10/06 supply the CSCI Southwark office with evidence that staff training in medication is appropriate to the needs of the service and contains an element of competence assessment. 12. YA23 12 The registered person must 15/09/06 13(6) ensure that systems, records and checks are in place to provide service users with adequate protection from any financial abuse. 13. YA23 13(6) The registered person must 15/09/06 ensure that staff are provided with adult protection training. Placement social workers to be
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notified immediately of any unexplained injury sustained. The previous timescale of 30/12/05 is not met. 14. YA23 37 The registered person must 31/08/06 ensure that the CSCI Southwark office is notified of any event in the care home that adversely affects the health, safety or well being of any service user. 15. YA26 12 The registered person must 15/09/06 ensure that service users who wish to are able to lock their bedroom doors and retain the key. Keys to the front door must also be provided unless there are specific and demonstrable risks for not doing so. Bedroom door locks fitted must be of a type that will allow staff access in an emergency. 16. YA28 12 The registered person must 31/10/06 16 ensure that the rear garden is 23 suitable to meet the needs of all service users (the uneven surface must be repaired or replaced). The previous timescale of 30/12/05 is not met. 17. YA28 23 The registered person must 31/10/06 ensure that a range of comfortable, safe and fully accessible shared spaces is provided both for shared activities and for private use. This must include full access to the garden area for a service user with a mobility need. 18. YA29 12 The registered person must seek 15/09/06 the advice of an occupational therapist as to the appropriateness of a reclining chair (recently purchased for a service user who has a mobility need) to sleep in at night on a regular basis. 19. YA34 13 The registered person must 31/08/06 19 ensure that essential information
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is available for all new staff before they commence employment. Professional references must be authentic and verified. 20. YA35 18 The registered person must 31/08/06 ensure that all staff receive a structured induction to the home and induction training in accordance with Sector Skills Council workforce training targets. 21. YA36 18(2) The registered person must 31/08/06 ensure that staff are given appropriate levels of supervision. 22. YA37 8 The registered person must 31/10/06 submit an application for the post of registered manager to the CSCI. 23. YA39 24 The registered person must 31/10/06 ensure that an annual development plan is formulated, based on a systematic cycle of planning-action-review, reflecting aims and outcomes for service users. Previous timescales of 27/05/05 and 30/11/05 not met.
RECOMMENDATIONS
These recommendations relate to National Minimum Standards and are seen as good practice for the Registered Provider/s to consider carrying out.
No. Refer to Good Practice Recommendations Standard 1. YA1 The registered persons should revise the service users YA5 guide and service user contracts to ensure that the additional information required by changes in legislation (coming into force on 1st September 2006) are added. 2. YA6 The registered person should ensure that care files are 'weeded' of out of date information so that staff can easily access current care plans and risk assessments. Out of date information should be kept in a separate file.
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3. YA9 The registered person should develop a risk audit tool that enables staff to methodically assess risks posed to service users and tracks 'current' risk assessments and review dates. 4. YA11 The registered person should train staff in effective YA32 communication specifically for adults with a learning disability and communication needs. 5. YA17 The registered person should clarify the financial arrangements for the cost of food consumed by service users when away from the home, at either a day service or when staying with relatives or friends. 6. YA19 The registered person should ensure that records relating to healthcare are easily accessible and that each resident has a single record for healthcare. 7. YA19 The registered person should ensure that individual 'health action plans' are discussed and agreed with each service users GP. 8. YA20 The registered persons should record the variable dose of insulin administered by a district nurse to one service user with diabetes. 9. YA22 The registered person should ensure that verbal complaints made by service user are listened to, recorded and acted upon. 10. YA26 The registered person should ensure that service users bedrooms contain all items listed in national minimum standard 26.2. Where a service user expressly refuses a particular item a record of this decision should be kept in the persons' individual plan. 11. YA32 The registered person should ensure that staff are trained in meeting the specific needs of the current service users. Training should include: x Communicating with adults with a learning disability x Signed communication x Epilepsy x Diabetes x Equal opportunities/disability focus x Capacity to consent x Risk assessment x Abuse awareness
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Commission for Social Care Inspection SE London Area Office Ground Floor 46 Loman Street Southwark SE1 0EH
National Enquiry Line: 0845 015 0120 Email: [email protected] Web: www.csci.org.uk © This report is copyright Commission for Social Care Inspection (CSCI) and may only be used in its entirety. Extracts may not be used or reproduced without the express permission of CSCI
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CARE HOME ADULTS 18-65
Leigham Lodge
64 Leigham Court Road Streatham London SW16 2EL
Lead Inspector Ms Rehema Russell Unannounced Inspection 2nd & 5th June 2006 12:00
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The Commission for Social Care Inspection aims to:
x Put the people who use social care first x Improve services and stamp out bad practice x Be an expert voice on social care x Practise what we preach in our own organisation
Reader Information Document Purpose Inspection Report Author CSCI Audience General Public Further copies from 0870 240 7535 (telephone order line) Copyright This report is copyright Commission for Social Care Inspection (CSCI) and may only be used in its entirety. Extracts may not be used or reproduced without the express permission of CSCI Internet address www.csci.org.uk
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This is a report of an inspection to assess whether services are meeting the needs of people who use them. The legal basis for conducting inspections is the Care Standards Act 2000 and the relevant National Minimum Standards for this establishment are those for Care Homes for Adults 18-65. They can be found at www.dh.gov.uk or obtained from The Stationery Office (TSO) PO Box 29, St Crispins, Duke Street, Norwich, NR3 1GN. Tel: 0870 600 5522. Online ordering: www.tso.co.uk/bookshop This report is a public document. Extracts may not be used or reproduced without the prior permission of the Commission for Social Care Inspection.
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SERVICE INFORMATION
Leigham Lodge Name of service
Address 64 Leigham Court Road Streatham London SW16 2EL
Telephone number 01491 579 270
Fax number
Email address [email protected]
Provider Web address
Name of registered Leigham Lodge Ltd provider(s)/company (if applicable)
Name of registered manager (if applicable)
Type of registration Care Home
No. of places registered 6 (if applicable) Category(ies) of Learning disability (6) registration, with number of places
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SERVICE INFORMATION
Conditions of registration:
Date of last inspection 20th December 2005
Brief Description of the Service:
Leigham Lodge was registered on 31st December 2004 to provide care and accommodation to six people with learning disabilities with challenging behaviour/autism. It is owned by Beacon Care, a private company, which has other local and national homes. The home is a two storey semi-detached building entered via an electronically operated gate with entry phone. There is limited room for parking on the forecourt inside the front gate and there is a medium sized garden at the rear. On-street parking is available in nearby roads. The home is located on a bus route and within 5-10 minutes walk from a large shopping centre with full community facilities and bus and rail routes into central London and out to the coast. The home also has its own car for individual transport.
Inside the Registered Proprietor has changed the use of the ground floor from two en-suite bedrooms and two lounges, for which it was registered, to one en- suite bedroom, one lounge and a facility for one service user which occupies the previous large lounge and bedroom. The ground floor also has a bathroom with toilet, a dining room and a kitchen. Upstairs there are four bedrooms, three of which are en-suite, a bathroom with toilet, a laundry cupboard and a small office.
Prospective service users would be given a Statement of Purpose and Service User Guide. A copy of the most recent CSCI inspection report would be available for perusal at the home. The Statement of Purpose states that the current fee is £1,228 per week with ‘variation around the typical costing listed… due to individual and additional service user requirements’. There are no additional charges.
DS0000044234.V295751.R01.S.doc Version 5.2 Page 5 Page 64 SUMMARY This is an overview of what the inspector found during the inspection.
This unannounced inspection took place over one and a half days on 2nd and 5th June 06. The home environment was very busy due to the challenging behaviour needs of the service users. The inspector spoke with the manager and deputy manager, briefly with two support workers, observed two service users and spoke with one of them, toured the premises and looked at documentation.
The home has been registered for 17 months and during that time has had three managers. The current acting manager was registered for another Beacon Care home but moved to Leigham Lodge when the second manager was dismissed. At the same time as stabilising operations at Leigham Lodge she is also developing and managing the new Beacon Care home next door which is registered for two very challenging service users. She is in the process of registering as manager for both homes.
What the service does well:
The new manager has been at home for approximately six months and has stabilised the staff group and developed the documentation and care practices. Service users are treated with respect and dignity and their healthcare needs are taken care of. Service users are encouraged and supported to maintain family links and staff are diligent in consulting with the full range of health professionals to ensure that service users’ healthcare needs are met. A service user spoken with said that he “likes living at the home”, likes his room, “likes the food”, “likes going to the café” and “likes the staff”, adding “some of them”.
What has improved since the last inspection?
Of the 12 requirements arising from the previous report of 20th December 2006, 7 have been implemented, 2 are in the process of implementation, 1 has been partially implemented, and 2 are outstanding. The 3 requirements that have not been implemented are the responsibility of the Registered Provider (update of policies and procedures, assessment process, review of placement).
Improvements since the previous inspection include:
x the provision of the Service User Guide in a format suitable to the cognitive abilities of the service users for whom the home is registered x training for staff in the area for which the home is registered (autism spectrum) x the provision of a staff training and development programme and improved floor covering for the lounge and dining room.
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What they could do better:
The standards assessed at this inspection showed that the home could do better in the following areas: x There is poor practice in regard to assessment and admission of new service users. There needs to be an admission procedure which ensures the full involvement of the manager in the admissions process, that a trial visit to the home is facilitated and that new service users are suitable to the needs and lifestyles of established service users. x The complaints procedure available to non-service users must be complete and correct. x All staff should have mental health training. x The abuse police and procedure must be updated to reflect current practice x Consideration should be given to reducing the current use of two rooms for the most recently admitted service user and re-asserting the use of a second lounge in order that the needs and rights of the other service users in the home are provided for. x A ramp must be fitted for the front door in order to facilitate the use of wheelchairs, x The Registered Provider must ensure that all policies and procedures are relevant to the home and its client group and that they are kept up to date x The Registered Provider must establish a quality assurance system for the home.
Please contact the provider for advice of actions taken in response to this inspection. The report of this inspection is available from [email protected] or by contacting your local CSCI office.
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DETAILS OF INSPECTOR FINDINGS
CONTENTS
Choice of Home (Standards 1–5)
Individual Needs and Choices (Standards 6-10)
Lifestyle (Standards 11-17)
Personal and Healthcare Support (Standards 18-21)
Concerns, Complaints and Protection (Standards 22-23)
Environment (Standards 24-30)
Staffing (Standards 31-36)
Conduct and Management of the Home (Standards 37 – 43)
Scoring of Outcomes
Statutory Requirements Identified During the Inspection
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Choice of Home
The intended outcomes for Standards 1 – 5 are:
1. Prospective service users have the information they need to make an informed choice about where to live. 2. Prospective users’ individual aspirations and needs are assessed. 3. Prospective service users know that the home that they will choose will meet their needs and aspirations. 4. Prospective service users have an opportunity to visit and to “test drive” the home. 5. Each service user has an individual written contract or statement of terms and conditions with the home.
The Commission consider Standard 2 the key standard to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s): 1, 2, 3, 4
Quality in this outcome area is poor. This judgement is a reflection of the poor practice being carried out in regard to assessment and admission of new service users.
Prospective service users have the information they need to make an informed choice about where to live. The home does not have an admissions policy that ensures that the prospective service users’ individual aspirations and needs are fully assessed by staff who are familiar with the home and its service users. The home is not meeting the assessed needs of all service users.
EVIDENCE:
The acting manager had updated the Statement of Purpose, which is detailed and clearly laid out, and had ensured that the Service User Guide is in a format that is clear and accessible to the service user group.
The home does not have an admission policy. At the previous inspection in December 2005 it was found that the assessment of the most recently admitted service user had been undertaken by the Registered Provider’s Clinical Manager and that the former Registered Manager of the home had not been part of the assessment process. It was pointed out that this is poor practice and a requirement was made for the Registered Provider to ensure that the manager/deputy of the home is always fully involved in the assessment of potential service users. At this inspection it was found that this requirement had been ignored and that the Clinical Manager had carried out
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the assessment for a new service user without any involvement of the home’s manager. The Clinical Manager had informed the manager that the new service user was to be collected and admitted to the home on a certain date, with the service user not having met any of the home’s staff nor having a trial visit. This is poor practice. See Requirements 1 & 2.
At the December 2005 inspection it was found that the most recently admitted service user had been admitted to the home on the understanding that certain physical and staffing conditions would be met, but that these conditions had been provided for. This meant that the needs of the service user were not being met. It also impacted negatively on the quality of life other service users at the home. In addition the service user’s predominant current behaviours and needs arise from mental health issues, for which the home is not registered, and which is in contrast with the needs of all other service users and the skills for which staff had been appointed. An immediate requirement was therefore issued for a case conference to be held to fully assess and review the placement of the service user at the home. This case conference was not held. At this inspection it was found that the pre-assessed conditions were still not being met and that the behaviour of the service user and the facilities provided continued to adversely affect the quality of life for the other service users at the home. An immediate requirement was therefore made for the Registered Provider and Group Operations Manager to attend a meeting with CSCI however due to the absence of the inspector from work for a lengthy period following the inspection, at the time of writing this report the meeting had not yet taken place.
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Individual Needs and Choices
The intended outcomes for Standards 6 – 10 are:
6. Service users know their assessed and changing needs and personal goals are reflected in their individual Plan. 7. Service users make decisions about their lives with assistance as needed. 8. Service users are consulted on, and participate in, all aspects of life in the home. 9. Service users are supported to take risks as part of an independent lifestyle. 10. Service users know that information about them is handled appropriately, and that their confidences are kept.
The Commission considers Standards 6, 7 and 9 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s):
6, 7, 9
Quality in this outcome area is good. This judgement has been made using available evidence including a visit to this service.
The assessed and changing needs and personal goals of the four established service users are reflected in individual care plans. Staff assist service users to make decisions about their lives by interpreting their behaviours and moods. Risk assessments and risk management strategies have been undertaken for all service users.
EVIDENCE:
Three care plans were seen. All were generated from the Care Management Assessments/pre-admission assessments and contained a pen portrait of the service user, a weekly activities schedule, an assessments package covering the full range of needs, and a goal plan. The latter has intermediate, medium and long term goals. Documentation such as weekly activities schedules are signed by the service user where possible, and all documentation is subject to six-monthly review. One of the care plans seen had been read and signed by the service user’s family. Each care plan has guidelines for managing difficult behaviours, and all staff are required to sign and date to certify that they have read and understood the guidelines, which is good practice.
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Four of the five service users at the home have limited cognitive and verbal abilities. Staff therefore assist service users to make choices/decisions by interpreting their behaviours and moods. One service user says one word only but can indicate by sound when she wants to sleep. An appointment with a behavioural therapist has been made in regard to understanding the times when she becomes aggressive towards others. Another service user can say a few words only but can indicate which clothes she wishes to wear, when she wants to change her clothes, and what she wants for lunch. A third service user, who is non-verbal has been referred to the speech & language therapist but currently staff are only able to assist him to make choices by interpreting his behaviour. A fourth service user can use a range of simple words and is able to tell staff his wishes and choices. He has exercised choice by refusing to attend a gardening project and refusing to continue attending an employment scheme after a few weeks, with these choices being respected.
All care plans have a risk assessment section. Risk assessments are well laid out, clear and detailed, and all have been reviewed and signed as read by staff. Only the most recently admitted service user is able to go outside of the home independently and the acting manager has consulted with outside professionals and specialists in regard to minimising the risks that may arise, although the service user is generally non-cooperative with staff. The service user was placed at the home with the understanding that she would be independent in regard to feeding herself. Very poor facilities for this were provided by the Registered Provider, consisting of a microwave oven and a kettle, and the microwave oven has now been removed following a health and safety risk assessment carried out after an incident. Staff now provide a meal for the service user, which she eats in her room as it was always intended that she should not access the rest of the home.
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Lifestyle
The intended outcomes for Standards 11 - 17 are:
11. Service users have opportunities for personal development. 12. Service users are able to take part in age, peer and culturally appropriate activities. 13. Service users are part of the local community. 14. Service users engage in appropriate leisure activities. 15. Service users have appropriate personal, family and sexual relationships. 16. Service users’ rights are respected and responsibilities recognised in their daily lives. 17. Service users are offered a healthy diet and enjoy their meals and mealtimes.
The Commission considers Standards 12, 13, 15, 16 and 17 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s):
11, 12, 13, 14, 15, 16, 17
Quality in this outcome area is good. This judgement has been made using available evidence including a visit to this service.
Staff support service users to take part in age, peer and culturally appropriate activities and to access the local community according to their needs and behavioural limitations. Appropriate leisure activities are provided and staff support and encourage service users to maintain family relationships. Service users rights are only partially respected at the present time. Service users are offered a healthy and nutritious diet.
EVIDENCE:
Opportunities for service users to develop independent living skills are limited due to their cognitive impairments, however staff assist three service users to lay the table and to wipe the table and mats, and the fourth service user is supported to hoover his room and do his laundry. Staff liaise with outside professionals, such as speech & language and behavioural therapists, in order to interpret and improve service users’ communication skills.
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Education and employment are not feasible for service users due to their cognitive impairments, although the more able service user attended an employment scheme for a short while but then decided he did not want to continue. Staff support service users to take part in age, peer and culturally appropriate activities, such as attending a Jewish day centre, providing Caribbean and Portuguese food, attending a monthly social club for people with learning difficulties. The most recent service user, who is able to come and go as she pleases, goes out regularly to an area that serves her cultural needs and where she has acquaintances.
Service users are supported to participate in the local community as far as their behavioural characteristics allow. For example, the service user who becomes very anxious if people are physically close to him is taken for daily walks, as is another service user who cannot be taken to the shops or café because of her continual behaviour of grabbing and hitting. A third service user is taken shopping, to the cinema and to cafes and the park. A fourth service user requires a wheelchair in order to go out and had not been taken out for the two months prior to the inspection as there was a problem with the wheelchair she had formerly been using and the home was waiting for a new chair to be supplied via the service user’s Care Manager. The need for ramp access to the home to facilitate wheelchair use will be discussed later in the report. The most recently admitted service user is fully physically independent and accesses the local community at will.
Leisure activities are provided for service users according to their individual interests and capabilities. One service user listens to music, watches television and is taken to a disco monthly. Another service user watches television, has a fortnightly aromatherapy session and enjoys eating out at local cafes on a regular basis. A third service user enjoys drawing, doing jigsaws, watching video films and playing with beads. A fourth service user, who requires 1:1 staffing, does not engage in set activities but has been provided with sensory equipment in her room. The manager has planned some joint leisure activities for the home during the summer, including trips to Battersea and Richmond parks, and a disco and games to be held at the home.
Staff encourage and support service users to maintain family relationships. One service user is supported to visit her family once per month, which her mother told the inspector she was very appreciative of, one service user is visited by her father occasionally and her keyworker has tried twice to meet with the service user’s sister to discuss her care plan, and one service user is visited by his sister monthly. The fourth service user does not have any known family but the fifth service user has regular visits from her son and daughter. The home no longer has a second lounge where visits can take place as this has been used to accommodate the placement of the fifth service user.
Staff respect service users’ rights and support them to undertake minor responsibilities according to their cognitive and physical capabilities. For
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example, three service users are supported to help lay and clear the table at mealtimes, one service user is supported to clean his own room and help with his laundry, and in acknowledgement of the right to come and go as she pleases, the meal for the most recently admitted service user will be kept aside for her if she does not want to observe the mealtime. At the previous inspection the inspector was concerned that with the placement of the most recent service user, some of the rights, individual choice and freedom of the other service users were being compromised. Although some of these concerns are in the process of being addressed, others remain. For example, the loss of the second lounge, which is now being used as a bedroom, means that the right of one service user to access the lounge is being restricted because their behaviour triggers anxiety and distress in another service user. This also means that the second service user’s right to have their assessed need for a place of quiet and calm in which to spend their day is not being met. See Requirement 3 and Recommendation 1.This issue will also be addressed later in the report under the Environment section.
Menus were seen and demonstrated that service users are given varied and nutritious meals. Mealtimes are set for the service users who have autistic spectrum disorder, as is suitable for their behaviours, but a meal is put aside for the service user who is independent and non-autistic so that she is able to be fully flexible in the times that she eats.
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Personal and Healthcare Support
The intended outcomes for Standards 18 - 21 are:
18. Service users receive personal support in the way they prefer and require. 19. Service users’ physical and emotional health needs are met. 20. Service users retain, administer and control their own medication where appropriate, and are protected by the home’s policies and procedures for dealing with medicines. 21. The ageing, illness and death of a service user are handled with respect and as the individual would wish.
The Commission considers Standards 18, 19, and 20 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s):
18,19,20
Quality in this outcome area is good. This judgement has been made using available evidence including a visit to this service.
Service users receive personal support in a respectful and dignified way, and their healthcare needs are met. Service users are protected by the home’s policies and procedures for dealing with medicines.
EVIDENCE:
Staff were observed to address service users with dignity and respect and to guide their difficult behaviours in a friendly but firm manner. Service users were well groomed and dressed and their appearance reflected their ages and personal choices. Staff described the ways in which they ensure that service users chose the clothes they wished to wear, guiding them if choices were inappropriate, and one member of staff had spent hours in a shop recently whilst a service user searched a vast number of wallets before making his choice. The service user was very proud of the wallet and excited about its purchase.
Verbal and documentary evidence demonstrated that the healthcare needs of service users are assessed and responded to by staff. For example, when a keyworker had noticed a service user often fiddling with her ear she arranged
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for a GP appointment. Each service user has a health action plan and these evidenced regular health appointments, plus best interest meetings as appropriate. Health action plans also evidenced the involvement of speech & language and behavioural therapists, regular weight monitoring, and consultation and use of specialists, such as the Kings Special Care Dentistry unit, as necessary.
Storage, administration and recording of medication were checked and no problems were found. The home uses the monitored dosage system. All doses were signed for and there was a list of specimen signatures available, which is good practice.
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Concerns, Complaints and Protection
The intended outcomes for Standards 22 – 23 are:
22. Service users feel their views are listened to and acted on. 23. Service users are protected from abuse, neglect and self-harm.
The Commission considers Standards 22, and 23 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s):
Quality in this outcome area is adequate. This judgement has been made using available evidence including a visit to this service.
There is a suitable complaints procedure for service users but the one available for relatives/interested parties is incomplete. Staff have been trained in adult protection but the abuse policy does not include current practice and therefore does not ensure the protection of service users.
EVIDENCE:
The complaints book was seen and evidenced that no complaints had been received by the home since the previous inspection. A complaints procedure in appropriate format for service users was displayed on the notice board in the entrance hallway. This complaints procedure contained all of the required information but the complaints procedure in the policy file that is given to relatives/interested parties was incomplete. It did not give information about the stages of the complaints procedure that follow after the complaint has been to the home’s manager and the response is found to be unsatisfactory. There should then be recourse to the parent organisation. See Requirement 4.
The manager was fully conversant with abuse and whistle blowing procedures and all staff have undertaken adult protection training. However the abuse procedure issued by the Registered Provider is out of date and must be updated to ensure it reflects current procedures in regard to local and placing authorities. See Requirement 5.
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Environment
The intended outcomes for Standards 24 – 30 are:
24. Service users live in a homely, comfortable and safe environment. 25. Service users’ bedrooms suit their needs and lifestyles. 26. Service users’ bedrooms promote their independence. 27. Service users’ toilets and bathrooms provide sufficient privacy and meet their individual needs. 28. Shared spaces complement and supplement service users’ individual rooms. 29. Service users have the specialist equipment they require to maximise their independence. 30. The home is clean and hygienic.
The Commission considers Standards 24, and 30 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s): 24, 26, 28, 29,30
Quality in this outcome area is adequate. This judgement has been made using available evidence including a visit to this service.
The home is generally homely, comfortable and safe with the exception of the lounge furniture and furnishings. The majority of bedrooms are attractive and comfortable. However, two rooms occupied as a bedroom and kitchenette are in poor condition. The home is clean and hygienic throughout with the exception of these two rooms.
EVIDENCE:
The previous report required that the dining room and lounge floor coverings were replaced by good quality, washable vinyl and this had been done.
Four of the occupied bedrooms have good quality furnishings and fittings and are arranged to suit the individual needs and preferences of the service users. For example, one service user’s room has framed photographs of relatives plus framed prints of famous paintings, another has pictures of interest and a collection of soft toys that the service user enjoys touching. All of these bedrooms were attractive, homely and personalised. One service user has shredding behaviours and staff have made this room as homely and safe as
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possible, using a monitor so that staff will know as soon as the service user awakes and can therefore prevent him shredding his sheets and clothes.
In order to accommodate a service user who is intended to be largely independent, the Registered Provider is using the large quiet lounge as a bedroom and a former bedroom as a “kitchen and bathroom” area. No alterations had been made to the former bedroom and only a microwave oven, fridge and kettle had been provided as kitchen equipment, with no sink nor water supply, save the washbasin in the en-suite shower and toilet. In addition, as previously mentioned, the loss of the second lounge is adversely affecting the rights and needs of other service users. On the day of inspection both rooms were very dirty, with the inspector unable to enter the room used as a bedroom as the smell of urine was overpowering. The door to the shower en-suite in the former bedroom did not open properly due to the carpet being swollen from water spillage. Work is currently being carried out to give the service user an independent entry and exit to the home via the current “kitchen and bathroom” room and the service user is now supplied with meals by staff. As a separate room for cooking is no longer required, the room currently designated for cooking could revert to being used as a bedroom/bedsit, with en-suite shower and toilet and a separate entrance and exit, and the current bedroom could revert to a communal lounge. See Recommendation 1.
The communal lounge in the main part of the home had good quality flooring but was not homely on the day of inspection. The sofa was torn and there was very little ornamentation. The service user who spends most of his time in the lounge has behavioural characteristics of shredding and damaging ornamentation, however the manager said that a new sofa had been ordered and that murals will be painted on the walls to make the room more colourful and homely.
All service users are fully mobile so alterations and equipment are not necessary, with the exception of a wheelchair for one service user who is fully mobile indoors but needs a wheelchair for going out of the home. The service user’s care manager is in the process of obtaining the wheelchair but at the time of the inspection staff had not been able to take the service user for a walk for over two months and so the manager/keyworker should follow this up with the care manager to ensure the wheelchair is available as soon as possible. See Recommendation 2. The Registered Provider must provide a short ramp for the front door to facilitate use of the wheelchair. See Requirement 6.
On the day of inspection the home was found to be clean and hygienic throughout, with the exception of the two rooms provided for the fifth service user who is supposed to be living independently in regard to cleaning.
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Staffing
The intended outcomes for Standards 31 – 36 are:
31. Service users benefit from clarity of staff roles and responsibilities. 32. Service users are supported by competent and qualified staff. 33. Service users are supported by an effective staff team. 34. Service users are supported and protected by the home’s recruitment policy and practices. 35. Service users’ individual and joint needs are met by appropriately trained staff. 36. Service users benefit from well supported and supervised staff.
The Commission considers Standards 32, 34 and 35 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s): 32, 34, 35
Quality in this outcome area is good. This judgement has been made using available evidence including a visit to this service.
Service users are supported by competent and trained staff. Service users are supported and protected by the home’s recruitment policy and practices.
EVIDENCE:
Staff were observed to be accessible, approachable and to handle challenging behaviours with patience and understanding. Following a requirement made in the previous inspection report, staff had undertaken training in autism. They reported that they had found the course very useful and that it had improved their understanding of service users’ behaviours and changed the way in which they managed some behaviours. As the home currently has one service user who has dual diagnosis, a requirement has been made for staff to undertake training in mental health issues. See Requirement 7. The home has not yet achieved the recommended 2005 training target for 50% of care staff to achieve NVQ 2 in care. Of the 10 support workers at the home, only one senior support worker and one support worker currently have NVQ 2. Two seniors and one support worker are due to finalise their NVQ 2 within the next 4 months, and if this is achieved the target will be met. The remaining support workers are hoping to start NVQ 2 training in September 2006 if the manager is successful in securing outside funding, as the Registered Provider does not
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provide either financial or time support to its employees undertaking this training.
The staff files of the two support workers who had joined the home since the previous inspection were checked and all required documentation was in place, including application forms, references, Criminal Records Bureau and Protection Of Vulnerable Adults clearance, proof of identity, and training/qualification certificates.
The inspection report of 20th December 2005 required that the home provide evidence of a staff training and development programme, and this had been implemented. There is a four week induction course, evidence of which was seen on staff files, and all staff receive a minimum of 5 days paid training. The training schedule for this year includes substance misuse, self-injurious behaviour, activities & skills development, risk management, challenging needs, capacity and consent for people with learning disabilities and introduction to autism. It is recommended that all staff undertake training in equal opportunities/diversity, which is not currently part of the induction/basic training. See Recommendation 3.
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Conduct and Management of the Home
The intended outcomes for Standards 37 – 43 are:
37. Service users benefit from a well run home. 38. Service users benefit from the ethos, leadership and management approach of the home. 39. Service users are confident their views underpin all self-monitoring, review and development by the home. 40. Service users’ rights and best interests are safeguarded by the home’s policies and procedures. 41. Service users’ rights and best interests are safeguarded by the home’s record keeping policies and procedures. 42. The health, safety and welfare of service users are promoted and protected. 43. Service users benefit from competent and accountable management of the service.
The Commission considers Standards 37, 39, and 42 the key standards to be inspected at least once during a 12 month period.
JUDGEMENT – we looked at outcomes for the following standard(s): 37, 38, 39, 40, 42
Quality in this outcome area is adequate. This judgement has been made using available evidence including a visit to this service.
The acting manager runs the home well and service users benefit from her ethos, leadership and management approach. The home does not have a quality assurance system in place and so service users and stakeholders cannot be confident that their views underpin self-monitoring, review and development. Some policies and procedures are not relevant to the home and do not therefore safeguard service users’ rights and best interests. The health, safety and welfare of service users are promoted and protected.
EVIDENCE:
The manager is qualified, competent and experienced to run the home, having previously managed a home for people with learning disabilities and having the Registered Manager’s Award and NVQ Level 4. At the time of the inspection the manager was in the process of obtaining registration for this home and the adjacent home, which is owned by the parent company and registered for two service users.
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The current manager was transferred to the home by the Registered Provider following a year when one manager had left the home and another had been dismissed. In the time that she has been at the home she has improved practices and documentation, stabilised the staff team and improved its morale. Staff confirmed that her management style is open, positive and inclusive and that they felt much happier and confident at the home under her leadership.
There was no evidence that the Registered Provider operates an effective quality assurance and quality monitoring system. Regulation 26 monthly reports by the Group Operations Manager are being carried out but there is no other quality assurance system in place and no formal feedback from service users, family, advocates and stakeholders has been obtained and published. The acting manager has started this process by sending out questionnaires to Care Managers and service users’ families just prior to this inspection and intends to attempt to obtain views from non-verbal service users via picture cards. See Requirement 8.
At the two previous inspections it was found that several of the policies and procedures provided by the Registered Provider were either out of date or not relevant to the home’s client group. At the previous inspection it was found that the new manager had updated some policies but that others were to be reviewed by the new Group Operations Manager. At this inspection it was found that several polices and procedures had still not been reviewed. This is poor practice as staff need access to relevant and up to date policies and procedures in order to inform their practice at the home. See Requirement 9.
A range of health and safety certificates were seen and evidenced that the home is operating safe working practices. Documentation seen included monthly health and safety checks, fridge/freezer temperatures, fire drills and practices, annual fire and emergency lighting inspections, extinguishers and fire alarm tests, gas safety certificate and hazardous substances were stored safely. It is recommended that the actual time of fire drills is noted in the fire book. See Recommendation 4.
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SCORING OF OUTCOMES
This page summarises the assessment of the extent to which the National Minimum Standards for Care Homes for Adults 18-65 have been met and uses the following scale. The scale ranges from:
4 Standard Exceeded (Commendable) 3 Standard Met (No Shortfalls) 2 Standard Almost Met (Minor Shortfalls) 1 Standard Not Met (Major Shortfalls) “X” in the standard met box denotes standard not assessed on this occasion “N/A” in the standard met box denotes standard not applicable CHOICE OF HOME CONCERNS AND COMPLAINTS Standard No Score Standard No Score 1 3 22 2 2 1 23 2 3 1 4 1 ENVIRONMENT 5 X Standard No Score 24 2 INDIVIDUAL NEEDS 25 X AND CHOICES 26 2 Standard No Score 27 X 6 3 28 1 7 3 29 2 8 X 30 2 9 3 10 X STAFFING Standard No Score LIFESTYLES 31 X Standard No Score 32 2 11 3 33 X 12 3 34 3 13 3 35 2 14 3 36 X 15 3 16 1 CONDUCT AND MANAGEMENT OF 17 3 THE HOME Standard No Score PERSONAL AND HEALTHCARE 37 3 SUPPORT 38 3 Standard No Score 39 1 18 3 40 2 19 3 41 X 20 3 42 3 21 X 43 X
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Yes Are there any outstanding requirements from the last inspection?
STATUTORY REQUIREMENTS
This section sets out the actions, which must be taken so that the registered person/s meets the Care Standards Act 2000, Care Homes Regulations 2001 and the National Minimum Standards. The Registered Provider(s) must comply with the given timescales.
No. Standard Regulation Requirement Timescale for action 1. YA2 14(1)(a) The Registered Person must 05/06/06 ensure that the manager/deputy assesses all potential service users. Previous timescale of 20/12/05 had not been met. See requirement 2 below. 2. YA2 14(1)(a) & The Registered Person must 01/09/06 14(1)(c) ensure that the home has an admission policy which ensures that the manager/deputy of the home is always fully involved in the assessment of potential service users and that a trial visit is always offered. 3. YA3 12(1)(a) & The Registered Person must 05/06/06 (b) ensure that a case conference is held to review the suitability of the placement of the most recently admitted service user, with a report sent to the Commission. The previous timescale of 27/01/06 was not met. An immediate requirement was left for a meeting with the Registered Person. 4. YA22 22 (5) The Registered Person must 01/11/06 ensure that the complaints procedure available for
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relatives/interested parties is a full and complete description of the home’s complaints policy. 5 YA23 13(6) The Registered Person must 01/11/06 ensure that the abuse policy and procedure is updated to reflect current practice, including that related to local and placing authorities. 6 YA29 23(2)(n) The Registered Provider must 01/12/06 provide a short ramp for the front door to facilitate the use of wheelchairs. 7 YA32 18(1)(c)(i) The Registered Provider must 01/02/07 ensure that staff receive mental health training. 8 YA39 24(1) The Registered Provider must 01/12/06 establish a quality assurance system for the home. 9 YA40 12(1) The Registered Person must 01/12/06 ensure that all policies and procedures for the home are up to date and relevant to its client group. Previous timescale of 31/03/06 not met.
RECOMMENDATIONS
These recommendations relate to National Minimum Standards and are seen as good practice for the Registered Provider/s to consider carrying out.
No. Refer to Good Practice Recommendations Standard 1. YA28 The Registered Provider should consider re-configuring the facilities provided for the fifth service user and re- providing a second lounge for the remaining service users in the home. 2 YA29 The Manager should try to ensure that the wheelchair for taking one service user on walks outside of the home is obtained as soon as possible. 3 YA35 The Registered Provider should ensure that training in equal opportunities/diversity is given to all staff. 4 YA42 The Manager should ensure that the actual time of fire drills is recorded.
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Commission for Social Care Inspection SE London Area Office Ground Floor 46 Loman Street Southwark SE1 0EH
National Enquiry Line: 0845 015 0120 Email: [email protected] Web: www.csci.org.uk © This report is copyright Commission for Social Care Inspection (CSCI) and may only be used in its entirety. Extracts may not be used or reproduced without the express permission of CSCI
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CARE HOME ADULTS 18-65
Voss Court
12 Voss Court Streatham London SW16 3BS
Lead Inspector Ms Rehema Russell Unannounced Inspection 19th October 2006 10:00
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The Commission for Social Care Inspection aims to:
x Put the people who use social care first x Improve services and stamp out bad practice x Be an expert voice on social care x Practise what we preach in our own organisation
Reader Information Document Purpose Inspection Report Author CSCI Audience General Public Further copies from 0870 240 7535 (telephone order line) Copyright This report is copyright Commission for Social Care Inspection (CSCI) and may only be used in its entirety. Extracts may not be used or reproduced without the express permission of CSCI Internet address www.csci.org.uk
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This is a report of an inspection to assess whether services are meeting the needs of people who use them. The legal basis for conducting inspections is the Care Standards Act 2000 and the relevant National Minimum Standards for this establishment are those for Care Homes for Adults 18-65. They can be found at www.dh.gov.uk or obtained from The Stationery Office (TSO) PO Box 29, St Crispins, Duke Street, Norwich, NR3 1GN. Tel: 0870 600 5522. Online ordering: www.tso.co.uk/bookshop This report is a public document. Extracts may not be used or reproduced without the prior permission of the Commission for Social Care Inspection.
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SERVICE INFORMATION
Voss Court Name of service
Address 12 Voss Court Streatham London SW16 3BS
Telephone number 020 8765 9934
Fax number 020 8765 9934
Email address [email protected]
Provider Web address
Name of registered Voss Court Ltd. provider(s)/company (if applicable)
Name of registered Yombo Olukotun manager (if applicable)
Type of registration Care Home
No. of places registered 6 (if applicable) Category(ies) of Learning disability (6) registration, with number of places
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SERVICE INFORMATION
Conditions of registration:
Date of last inspection 17th March 2006
Brief Description of the Service:
Voss Court occupies a large family house in a residential area close to a public Common. It is situated in between two large shopping centres, both a short bus ride away, and both providing full community facilities. There are local cafes and public houses and a large supermarket very close by.The Registered Provider is a private company, Beacon Care Homes, who also run other residential care homes. This home was registered in February 2004. The ground floor has two bedrooms (one en-suite), a bathroom, a lounge/diner, an office and a kitchen. The first floor has four bedrooms and a bathroom. There is a large back garden and on street parking in the surrounding roads. At the time of this inspection there were no vacancies at the home.
Prospective service users are given a copy of the Service User Guide and verbal information about the home. A copy of the most recent CSCI inspeciton report is available to service users, staff and visitors in the reception area of the home. Current fees range from £700 to £1,468 per week and there are no additional charges made.
DS0000056571.V308706.R01.S.doc Version 5.2 Page 5 Page 92 SUMMARY This is an overview of what the inspector found during the inspection.
This unannounced inspection took place on Thursday 19th October 2006. There are six service users resident at the home, with no vacancies. The manager of the home is Ms. Esther Mugadza who is in the process of registering. The inspector spoke with the manager, a support worker, all six service users, toured the premises and examined documentation and records.
What the service does well:
x The home is comfortable, spacious and has good quality furniture and fittings x There is a friendly, supportive and relaxed atmosphere x Staff listen to service users’ views and support them to make choices and decision about their everyday lives x Service users undertake a variety of occupations and leisure activities and have all had an annual holiday x Staff ensure that service users’ healthcare needs are met, including their physical, emotional and psychological healthcare needs. x Staff support service users to keep in contact with family and friends and to attend leisure facilities where they can meet new people and make new friends x Staff ensure that risks are thoroughly assessed and suitable precautions taken to enable service users to live in safety and freedom. x The home’s policies and procedures ensure that service users are protected from harm and abuse. x Records and documentation are well kept and thorough
All service users said that they were happy with their rooms, liked living in the home, know who their keyworker is, like the way staff treat them, can tell staff what they like and choose what they want to do, like the food provided and enjoyed the holidays they had this year.
What has improved since the last inspection?
x The home has ensured that it can meet the assessed needs of new service users x The home has ensured that recruitment procedures are robust and thorough x Staff have supported service users who are capable and willing to self- medicate x New sofas have been ordered to replace the current worn sofas x The heating boiler has been fixed and is now working correctly x Staff have undertaken a range of suitable training courses
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The Registered Provider must: x Review the food budget at the home to ensure it is adequate x Ensure that the controlled drugs book tablet count includes tablets that are waiting to be returned to the pharmacy x Ensure that window restrictors are fit for purpose x Provide an adequately funded training and development plan and ensure there is structured induction and foundation training to the required standard x Ensure that the manager of the home is registered
Please contact the provider for advice of actions taken in response to this inspection. The report of this inspection is available from [email protected] or by contacting your local CSCI office. The summary of this inspection report can be made available in other formats on request.
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DETAILS OF INSPECTOR FINDINGS
CONTENTS
Choice of Home (Standards 1–5)
Individual Needs and Choices (Standards 6-10)
Lifestyle (Standards 11-17)
Personal and Healthcare Support (Standards 18-21)
Concerns, Complaints and Protection (Standards 22-23)
Environment (Standards 24-30)
Staffing (Standards 31-36)
Conduct and Management of the Home (Standards 37 – 43)
Scoring of Outcomes
Statutory Requirements Identified During the Inspection
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Choice of Home
The intended outcomes for Standards 1 – 5 are:
1. Prospective service users have the information they need to make an informed choice about where to live. 2. Prospective users’ individual aspirations and needs are assessed. 3. Prospective service users know that the home that they will choose will meet their needs and aspirations. 4. Prospective service users have an opportunity to visit and to “test drive” the home. 5. Each service user has an individual written contract or statement of terms and conditions with the home.
The Commission consider Standard 2 the key standard to be inspected.
JUDGEMENT – we looked at outcomes for the following standard(s):
1, 2, 4
Quality in this outcome area is good. This judgement has been made using available evidence including a visit to this service.
Prospective service users have the information they need to make an informed choice about the home, in a format suitable to their cognitive abilities. Prospective service users’ individual needs and aspirations are assessed prior to admission and they have an opportunity for trial visits and overnight stays.
EVIDENCE:
There is a Statement of Purpose which has all of the information required by regulation. There is a Service user Guide which also has all of the required information. It is written in simple language with illustrations throughout, which is an appropriate format for the client group. The Service User Guide also includes the complaints procedure and the necessary CSCI contact details.
Two care files were examined in regard to assessment. Both demonstrated that the home carries out thorough pre-admission assessments. This includes obtaining relevant community care assessments of need and care plans from the placing authority, referral information from other professionals where appropriate, information on the potential resident’s history and a thorough assessment by the home. Documentation also demonstrated that prospective residents and their carers/family are given opportunities to undertake trial visits to the home, including overnight stays.
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The inspection report of 17th March 2006 found evidence that the home admitted service users with assessed needs not appropriate to the setting. The home is registered to provide a service for people with learning disabilities but had admitted two service users with dual diagnosis. A requirement was made that “the registered person must not provide accommodation to a service user at the care home unless having regard to the assessment, the home is suitable for the purpose of meeting the service user’s needs in respect of his health and welfare”. At this inspection it was found that a third service user with dual diagnosis had been admitted to the home but that the mental health need is secondary and minor to the learning disability needs. The home has therefore implemented the requirement.
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Individual Needs and Choices
The intended outcomes for Standards 6 – 10 are:
6. Service users know their assessed and changing needs and personal goals are reflected in their individual Plan. 7. Service users make decisions about their lives with assistance as needed. 8. Service users are consulted on, and participate in, all aspects of life in the home. 9. Service users are supported to take risks as part of an independent lifestyle. 10. Service users know that information about them is handled appropriately, and that their confidences are kept.
The Commission considers Standards 6, 7 and 9 the key standards to be inspected.
JUDGEMENT – we looked at outcomes for the following standard(s):
6, 7, 9
Quality in this outcome area is good. This judgement has been made using available evidence including a visit to this service.
Service users’ assessed and changing needs are reflected in their individual care plans. Service users are encouraged and supported to make decisions about all aspects of their lives, with assistance as appropriate. Thorough risk assessments ensure that service users are supported to take risks as part of an independent lifestyle.
EVIDENCE:
Two care plans were examined. They were found to be thorough, well laid out, and in good order. Each contained all of the information needed to deliver day- to-day care for the individual based on thorough assessments, details of needs and of how staff were expected to meet the assessed needs. Areas covered included health, psychological support, managing emotions, communication skills, daily living skills, self-care skills, relationships and sexual needs, community presence and participation, employment/education, cultural and spiritual needs and recreation/relaxation. All had been signed by the service user. There was also an individual likes/dislikes list and a list of priorities, both
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signed by the service user. There was a plan of goals to be achieved, divided into immediate, medium term and long term goals. Regular internal reviews had been carried out, as had regular Care Programme Approach reviews where appropriate. Care plans had been reviewed more regularly for the newer service user, as is good practice. There was evidence of monthly Community Psychiatric Nurse meetings, and these showed that progress had been made in implementing the care plans and guidelines. For example, one service user who had had to be accompanied outside the home when he first joined was now able to go out into the community on his own. As good practice, there were signed and dated records of staff having read the care guidelines for each resident.
Observation, documentation and verbal evidence showed that staff respect, support and encourage service users’ rights to make choices and decisions about all appropriate aspects of their daily lives. Service users were observed to freely choose what they did with their time whilst at home, when to go out, what to wear, what and when to eat and drink and what activities they wished to undertake. Service users had chosen to have individual holidays this year rather than a group holiday. Where a service user’s right to make a decision was overruled due to inappropriate behaviour, then this was agreed by the service user and their CPN/social worker, documented in care plans and regularly reviewed. There was evidence that such restrictions had been successfully supported and facilitated by staff, so that several had been removed after review.
Risk assessments were seen. These were very thorough and contained good risk management strategies. Initial risk assessments are completed by the manager and key worker and are broken down into the behaviour, level of risk, possible triggers and behaviours prior to the incident. Risk assessments covered the full range of behaviours and varied appropriately according to the behaviours and needs of individual service users. Reviews indicated that several of the strategies put in place to minimise risk had been successful and had resulted in less risk and greater freedom for service users. For example, one service user was now able to go out into the community alone, and another had shown a reduction in anti-social behaviours.
A potentially abusive incident took place last year between service users. Immediate preventative action was taken by staff and following referral to the adult protection co-ordinator and a care programme approach meeting, further actions were implemented to minimise risks to service users. Currently there is an appropriate risk management strategy in place which involves the service user not being allowed to use the upstairs of the house and a door alarm fitted to their ground floor bedroom to alert staff should they leave their room at night. However, these measures highlight the unsuitability of the dual diagnosis placements noted at the inspection of 17th March 2006. The risk management strategies in place must therefore be carefully and continually
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monitored and any further adverse incidents reported immediately to CSCI and the appropriate external professionals. See Requirement 1.
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Lifestyle
The intended outcomes for Standards 11 - 17 are:
11. Service users have opportunities for personal development. 12. Service users are able to take part in age, peer and culturally appropriate activities. 13. Service users are part of the local community. 14. Service users engage in appropriate leisure activities. 15. Service users have appropriate personal, family and sexual relationships. 16. Service users’ rights are respected and responsibilities recognised in their daily lives. 17. Service users are offered a healthy diet and enjoy their meals and mealtimes.
The Commission considers Standards 12, 13, 15, 16 and 17 the key standards to be inspected.
JUDGEMENT – we looked at outcomes for the following standard(s):
12, 13, 14, 15, 16, 17
Quality in this outcome area is excellent. This judgement has been made using available evidence including a visit to this service.
Staff ensure that service users are able to take part in age, peer and culturally appropriate activities and to become part of the local community. Service users are supported to engage in an excellent variety of leisure activities and to take up and maintain appropriate personal, family and sexual relationships. Service users rights and responsibilities are respected and encouraged in their daily lives. Service users are offered a healthy diet but the food budget for the home is inadequate.
EVIDENCE:
Service users take part in age, peer and culturally appropriate activities. Two service users attend an appropriate day centre, one resident from a minority ethnic group attends a day centre for people of his particular ethnic origins and works for 4 days per week, one service user works for 2 days per week and the remaining service users works 2 days per week and attends college on other
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days. A service user who does voluntary work overseen by Mencap told the inspector how much he enjoys the work. Service users who attend the day centre and/or college undertake a variety of activities such as music, sewing, cooking, art, making props and going on outings. Wherever possible, the articles made by service users are celebrated and displayed in the home. One service user does not undertake work activities as he has retired, which is appropriate for his age. Verbal and documentary evidence and observation showed that residents are fully part of the local community. Residents use public transport, alone or accompanied by staff as appropriate, local cafes, pubs, hairdressers, shops and community facilities such as the theatre, cinema, swimming pool and dance classes. One resident goes out to buy his newspaper from a local shop every morning and likes to travel by bus into central London. All service users except one choose to attend churches of their choice.
In the home service users undertake activities such a dancing, knitting, playing cards and games, listening to music and watching television. As well as the television, video and music facilities in the lounge, all service users have their own television and music facilities in their rooms. They were happy to show these to the inspector and said they enjoyed using them. As previously mentioned, service users decided to have individual holidays this year and had gone to various areas of England including Blackpool, Devon and Scotland. One service user intended to go to Hastings but had made his own decision to cancel the holiday because the hotel would not give him a single room. Staff also organise day trips for service users according to their individual preferences. This year there had been trips to Brighton, Chelsea football club, Regents Park zoo and the South Bank for a live band. Albums are kept of holidays and events and photographs seen showed that service users had enjoyed themselves.
Staff encourage and support residents to maintain contact and have appropriate relationships with family and friends. For example, four service users have regular visits from or to family members and also have friends who visit at the home. Staff also encourage and support service users to maintain contact with previous carers. There was verbal and documentary evidence that staff make considerable efforts to find social contact for the two service users who do not have family connections, including appropriate clubs and befriending schemes. Staff are also sensitive to service users’ interests and needs in regard to personal relationships and encourage and support them to find appropriate venues to further these interests.
Staff interaction with residents and the working practices at the home were observed to promote service users’ independence, individual choice and freedom of movement. All service users confirmed to the inspector that they were able to make their own choices and decisions. On the day of the inspection service users were observed to use their bedrooms, the lounge and kitchen and the garden as they chose, and to leave the home at will whilst
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informing staff of where they were going and when they would be back. They were also observed to undertake the activities they chose to, such as reading the newspaper, sitting out in the garden, dancing in the lounge and having a snooze in their room when they wished. Routines are flexible, and all service users get up and go to sleep at different times. On the day of the inspection, one service user chose to get up half way through the morning and have a late breakfast before he got ready for his afternoon occupation. All service users have keys to their bedrooms, some choosing to use them all the time, some only when they go out and others not at all.
Menus were seen. They are organised on a 4 weekly cycle and originated from a service users meeting where each service user stated their individual choices and preferences. The menus were varied and nutritionally balanced and allowed for at least one alternative choice at each meal. Menus also evidenced that appropriate meals are provided for the two service users who are from two different cultures. One of the service users cooks these meals himself for everyone. Service users are encouraged to eat fresh fruit and to drink water as well as tea and coffee, and evidence of this was observed at the inspection. Service users were also observed to ask for or to help themselves to drinks and snacks in between meals, and although service users eat the evening meal together, they were observed to eat lunch at different times to suit the various activities they were undertaking that day. The inspector was concerned about the food budget allotted to the home which appeared to be too low, approximately £127 per week for six service users, three of whom are on medication which increases appetite. On questioning, the manager confirmed that the home regularly goes over budget in order to provide adequate food. See Requirement 2.
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Personal and Healthcare Support
The intended outcomes for Standards 18 - 21 are:
18. Service users receive personal support in the way they prefer and require. 19. Service users’ physical and emotional health needs are met. 20. Service users retain, administer and control their own medication where appropriate, and are protected by the home’s policies and procedures for dealing with medicines. 21. The ageing, illness and death of a service user are handled with respect and as the individual would wish.
The Commission considers Standards 18, 19, and 20 the key standards to be inspected.
JUDGEMENT – we looked at outcomes for the following standard(s):
18, 19, 20
Quality in this outcome area is good. This judgement has been made using available evidence including a visit to this service.
Staff provide sensitive and flexible personal support that promotes service users’ independence. Staff ensure that service users’ physical, mental and emotional healthcare needs are met. Service users are supported to self- mediate according to appropriateness and choice. The medication system is thorough and accurate with the exception of the recording of controlled drugs.
EVIDENCE:
Residents do not need direct personal care but need support in the form of prompting and encouragement. For example, three service users are completely independent with bathing, two need help only to shave and one needs help with oral hygiene only. Service users told the inspector they were happy with the support and care given to them at the home and staff were observed to prompt service users a supportive and sensitive way that preserved residents’ dignity and independence. All service users are allocated a named key worker that they help choose and they were able to tell the inspector the name of their key worker. There is a same gender policy at the home so that only female staff assist the female service user with personal
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care. On the day of inspection all residents were observed to be age appropriately dressed and well groomed with good personal hygiene.
Health action plans are in place for all service users. Two of these were examined and evidenced that staff ensure that service users access the full range of NHS healthcare facilities. All service users are registered with the same General Practitioner practice but have different named GPs. Staff support service users to attend healthcare facilities but some service users are able to visit the option and/or dentist alone and so are encouraged to do this. Health action plans and other documentation also showed that staff ensure service users’ mental and psychological health is also promoted via regular appointments with the psychiatrist/psychologist/addiction consultant as appropriate. A record of appointments is kept, listing who was seen, the reason for the appointment, what happened at the appointment and what should happen next. The latter information is then transferred to the home’s diary so that future appointments or actions are not missed.
The storage, administration and recording of non-controlled drugs medication was checked and found to be in good order. The medication recording book has a list of specimen staff signatures, guidelines and a section explaining the effects of the different medications taken, all of which is good practice. The report of 17th March 2006 recommended that staff encourage and support service users to retain administer and control their own medication within a risk management framework. This had been done with one service user, who now self-medicates under the supervision of staff, but another service user had chosen not to self-medicate although the opportunity was given. The home has a controlled drugs cabinet with one PRN medication stored. The controlled drugs book was checked and a problem was found because the running total did not include tablets that were due to be returned to the pharmacy but had not yet been returned. This meant that there were more tablets present than were accounted for in the running total. See Requirement 3.
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Concerns, Complaints and Protection
The intended outcomes for Standards 22 – 23 are:
22. Service users feel their views are listened to and acted on. 23. Service users are protected from abuse, neglect and self-harm.
The Commission considers Standards 22, and 23 the key standards to be inspected.
JUDGEMENT – we looked at outcomes for the following standard(s):
22, 23
Quality in this outcome area is good. This judgement has been made using available evidence including a visit to this service.
Service users’ views are listened to and acted upon. Service users are protected from abuse, neglect and self-harm.
EVIDENCE:
The complaints procedure meets requirements and, as good practice, there is a simpler version in the Service Users’ Guide. This version suits the cognitive abilities of residents and is very well illustrated and easy to understand. Verbal evidence from service users indicated that they understood their right to complain and how to do it. The complaints book was seen and showed that there had been one formal complaint in the last year. This had been dealt with on the same day as it was made, with suitable action taken and recorded. Regular service user meetings ensure that service users’ views are listened to and acted upon, and a sheet recording service users’ comments on a monthly or bi-monthly basis is kept in a file in the reception area. Comments included: “Don’t start with me, I’m not in the mood” “I was alright until she started talking to me” “I’m broke, I want to be born again” “We’re lucky people, another nice dinner” “I can’t wait to be there, it was really good last Friday at the pub”.
Staff have all been trained in the prevention of abuse and were able to express and understanding of the different types of abuse, and the appropriate procedures to follow if abuse is suspected. There had been one incident of
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suspected abuse by a member of staff earlier in the year and this had been dealt with appropriately. An adult protection meeting had been held and appropriate investigations and action taken, including the notification of the incident and investigation results to all necessary authorities. The management of service users’ personal allowances was checked and found to be in good order. Receipts were available, and cash amounts were accurate and correct. Cash is checked at each handover and a control register is maintained which is audited weekly. Service users are encouraged to be as independent as possible in regard to their personal monies, with the one service user who is capable managing all of his monies himself.
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Environment
The intended outcomes for Standards 24 – 30 are:
24. Service users live in a homely, comfortable and safe environment. 25. Service users’ bedrooms suit their needs and lifestyles. 26. Service users’ bedrooms promote their independence. 27. Service users’ toilets and bathrooms provide sufficient privacy and meet their individual needs. 28. Shared spaces complement and supplement service users’ individual rooms. 29. Service users have the specialist equipment they require to maximise their independence. 30. The home is clean and hygienic.
The Commission considers Standards 24, and 30 the key standards to be inspected.
JUDGEMENT – we looked at outcomes for the following standard(s):
24, 25, 26, 27, 28, 29, 30
Quality in this outcome area is good. This judgement has been made using available evidence including a visit to this service.
Residents live in a homely, comfortable and safe environment. Bedrooms suit their needs and lifestyles and promote their independence. There are sufficient and suitable toilets and bathrooms and shared spaces are spacious and homely. Service users do not need specialist equipment to maximise their independence. The home is clean and hygienic throughout.
EVIDENCE:
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The premises is in keeping with the local community and its location gives easy access to transport, two large shopping centres, a large supermarket and a public common/park within a short walking distance. The home could not accommodate wheelchair users but could accommodate residents with certain mobility restrictions as it has two ground floor bedrooms, one of which is en- suite, a ground floor bathroom and the communal areas are all situated on the ground floor. The home is of a very high physical standard throughout and is safe and well maintained. It is a large family house with six spacious bedrooms, two bathrooms, a large lounge/diner, a kitchen, office and large back garden.
All six bedrooms were shown to the inspector by service users. All are single rooms and above minimum size requirements, with one bedroom having en- suite facilities. All bedrooms were personalised according to individual service user’s interests and choices. Service users confirmed that they liked their bedrooms, had full choice in how they were furnished, decorated and arranged and enjoyed spending time in them. The only problem observed with the bedrooms was that the window restrictors were flimsy and not fit for purpose. They consisted of a short piece of chain at the bottom of the window fastened between the window and window ledge by nails. These must be replaced by window restrictors that are fit for purpose and form part of an assessed risk management strategy. See Requirement 4.
There are two bathrooms, one on each floor. Both are well fitted and homely and have shower facilities. In addition one of the downstairs bedrooms has an en-suite toilet with shower. This exceeds the standard for bathroom numbers and gives residents great flexibility in terms of choice. None of the current service users require specialist equipment but bathrooms have been fitted with bath rails to aid safety.
The lounge/diner is large, attractively fitted, furnished and laid out, and has comfortable seating. At the inspection of 17th March 2006 it was noted that the sofas in the lounge had become stained and worn and a recommendation was made for their replacement. Although this inspection took place over six months later, the sofas had still not been replaced although the manager said that they had been ordered. The lounge has good quality television, video and music facilities. Doors give access to the rear garden, which has a garden table and chairs so that residents can sit or eat outside. Service users confirmed that they enjoyed using the garden in better weather. There is no specific visitors area but all residents have their own bedrooms and there is a small office off the lounge which could be used for privacy.
The kitchen is large and also has high standard fixtures and fittings, which are all well maintained. Standards of cleanliness and hygiene were meticulous, and no problems were found with the fridge, freezer or any other area. The laundry room is situated on the first floor, far away from the dining and kitchen areas, and is suitably equipped for the needs of the home.
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On the day of the inspection the home was found to be clean and hygienic throughout, with no offensive odours.
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Staffing
The intended outcomes for Standards 31 – 36 are:
31. Service users benefit from clarity of staff roles and responsibilities. 32. Service users are supported by competent and qualified staff. 33. Service users are supported by an effective staff team. 34. Service users are supported and protected by the home’s recruitment policy and practices. 35. Service users’ individual and joint needs are met by appropriately trained staff. 36. Service users benefit from well supported and supervised staff.
The Commission considers Standards 32, 34 and 35 the key standards to be inspected.
JUDGEMENT – we looked at outcomes for the following standard(s):
32, 34, 35
Quality in this outcome area is adequate. This judgement has been made using available evidence including a visit to this service.
Staff have the competencies and qualities to meet service users’ needs but the NVQ Level 2 training target has not been met. Staff have received induction and some relevant training but these do not meet Sector Skills Council specification or Learning Disability Award Framework accreditation. Service users are supported and protected by the home’s recruitment policy and procedures.
EVIDENCE:
Staff were observed to be friendly and approachable and to have positive relationships with service users, who were relaxed and happy in their company and able to express their feelings and wishes. Staff were observed to treat service users with respect and courtesy but to be firm in ensuring that residents followed accepted behavioural guidelines. Service users said that they liked the staff at the home and that staff treated them well.
The home has not met the recommended target of 50% of care workers trained to NVQ Level 2 by 2005. Although one senior support worker has NVQ Level 3 and five support workers have started NVQ Level 2 recently, the
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Registered Provider has not made any progress towards implementing the recommendation made in the inspection report of 12th September 2005 and repeated in the inspection report of 17th March 2006. These two reports noted that the Registered Provider is only prepared to partially fund support workers in regard to NVQ training and had not reviewed the remuneration levels at the home for over a year. They recommended that sufficient and satisfactory support is provided to (i) enable staff to obtain suitable qualifications and (ii) ensure staff stability. See Recommendation 1.
New staff are on induction status for their first month, covering basic information about the home’s systems, on shadow shifts for the first week and then working under senior support worker supervision for the next three weeks. Within the first six months new staff are given training on safe working practices, prevention of abuse, medication and dealing with violence and aggression but these are in-house courses. The National Minimum Standards requires that all staff receive structured induction training and foundation training to Sector Skills Council specification and the Registered Provider must ensure that this is the case. See Requirement 5. Staff have attended several training sessions on subjects relevant to the client group, funded by the South London & Maudsley or the London Borough of Lambeth, but the Registered Provider does not have a training and development plan in place, underpinned by funding, nor is it using Learning Disability Award Framework- accredited training (LDAF) to provide underpinning knowledge for staff. See Requirement 6.
A sample of two recruitment files were examined of the two support workers who had joined the home since the previous inspection of 17th March 2006. Both files were found to be well ordered and to evidence a thorough recruitment procedure. All necessary documentation was in place, including enhanced Criminal Record Bureau clearance. The staff team is mixed in terms of gender and race, evidencing that the recruitment procedure is based on equal opportunities.
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Conduct and Management of the Home
The intended outcomes for Standards 37 – 43 are:
37. Service users benefit from a well run home. 38. Service users benefit from the ethos, leadership and management approach of the home. 39. Service users are confident their views underpin all self-monitoring, review and development by the home. 40. Service users’ rights and best interests are safeguarded by the home’s policies and procedures. 41. Service users’ rights and best interests are safeguarded by the home’s record keeping policies and procedures. 42. The health, safety and welfare of service users are promoted and protected. 43. Service users benefit from competent and accountable management of the service.
The Commission considers Standards 37, 39, and 42 the key standards to be inspected.
JUDGEMENT – we looked at outcomes for the following standard(s):
37, 39, 42
Quality in this outcome area is good. This judgement has been made using available evidence including a visit to this service.
The manager runs the home well and for the benefit of service users but must apply for registration. Service users’ views are sought in a variety of ways and underpin self-monitoring and review at the home. The health, safety and welfare of residents is promoted and protected.
EVIDENCE:
The manager was the deputy of the home for two years before being appointed as manager. She has completed NVQ Level 4 and the Registered Managers Award and is about to begin the NVQ Assessor course. Throughout this inspection she demonstrated the skills, abilities and knowledge necessary to manage a home for this client group, a thorough knowledge of individual service users’ needs, characteristics and behaviours and a commitment to their rights, choice, dignity and independence. The manager said that she had not yet applied to be registered as manager due to difficulties encountered with
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her papers for which she needed support from the Registered Provider. As the manager has been in post for several months, application for registration must be submitted as a matter of urgency. See Requirement 7.
The home seeks the views of service users regularly. Service users are asked their views about living at the home individually at monthly key worker meetings and as a group at monthly service user meetings. In addition, a six monthly service user satisfaction survey is conducted. The August 2006 survey results were seen and were very positive. Six monthly questionnaires are also sent to service users’ families and involved professionals, such as social workers and Community Psychiatric Nurses, and these also indicated satisfaction with the service given by the home. A six monthly staff survey is also conducted. This is supposed to be anonymous but asks the staff member to state their employment start date, which would make them identifiable. It is therefore recommended that this is removed to ensure anonymity. See Recommendation 2. Observation on the day of the inspection showed that service users felt comfortable with expressing their views to staff, including arguing their viewpoint where it was challenged by staff, and stating their preferences and choices. A sample of service users’ views are published on a monthly or bi-monthly basis in a file kept in the reception area (see Standard 22 above).
The following health and safety documentation was seen and found to be satisfactory and in good order: x Fire alarm certificates x London Fire & Emergency Planning Authority visit of January 2005 x Emergency lighting checks x Fire drills x Call points x Control of Substances Hazardous to Health storage x Weekly water temperature checks x Risk assessments x Small electrical appliances tests x Health & Safety Officer visit of January 2005 x Monthly pest control checks x Daily fridge and freezer temperatures x Staff rotas
All staff have been trained in moving and handling, fire safety, first aid, food hygiene and infection control.
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SCORING OF OUTCOMES
This page summarises the assessment of the extent to which the National Minimum Standards for Care Homes for Adults 18-65 have been met and uses the following scale. The scale ranges from:
4 Standard Exceeded (Commendable) 3 Standard Met (No Shortfalls) 2 Standard Almost Met (Minor Shortfalls) 1 Standard Not Met (Major Shortfalls) “X” in the standard met box denotes standard not assessed on this occasion “N/A” in the standard met box denotes standard not applicable CHOICE OF HOME CONCERNS AND COMPLAINTS Standard No Score Standard No Score 1 3 22 3 2 3 23 3 3 X 4 3 ENVIRONMENT 5 X Standard No Score 24 3 INDIVIDUAL NEEDS 25 4 AND CHOICES 26 2 Standard No Score 27 4 6 3 28 3 7 3 29 3 8 X 30 3 9 3 10 X STAFFING Standard No Score LIFESTYLES 31 X Standard No Score 32 2 11 X 33 X 12 3 34 3 13 3 35 1 14 4 36 X 15 4 16 3 CONDUCT AND MANAGEMENT OF 17 2 THE HOME Standard No Score PERSONAL AND HEALTHCARE 37 2 SUPPORT 38 X Standard No Score 39 3 18 3 40 X 19 3 41 X 20 2 42 X 21 X 43 3
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Yes Are there any outstanding requirements from the last inspection?
STATUTORY REQUIREMENTS
This section sets out the actions, which must be taken so that the registered person/s meets the Care Standards Act 2000, Care Homes Regulations 2001 and the National Minimum Standards. The Registered Provider(s) must comply with the given timescales.
No. Standard Regulation Requirement Timescale for action 1 YA9 13(4)(c) The Registered Provider must 01/12/06 ensure that the risk management strategies in place to prevent abuse between service users must be carefully and continually monitored and any further adverse incidents reported immediately to CSCI and the appropriate external professionals. 2 YA17 16(2)(i) The Registered Person must 01/01/07 review the food budget at the home to ensure it is adequate for the needs of service users. 3 YA20 13(2) The Registered Person must 01/12/06 ensure that the controlled drugs book accurately reflects the total amount of controlled drugs in the home. 4 YA26 13(4)(a) The Registered Person must 01/02/07 ensure that window restrictors necessary as part of a risk management strategy are fit for purpose. 5 YA35 18(1)(c) The Registered Provider must 01/03/07 ensure that there is structured induction and foundation training to Sector Skills Council specifications and workforce training targets, and provide
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evidence of this to the Commission. Previous timescale of 30/06/06 has not been met. 6 YA35 18(1)(c) The Registered Provider must 01/04/07 ensure there is a training and development plan in place, adequately funded, and that Learning Disability Award Framework-accredited training (LDAF) is provided. 7 YA37 CSA The Registered Provider must 01/01/07 ensure that the manager of the home applies to CSCI for registration.
RECOMMENDATIONS
These recommendations relate to National Minimum Standards and are seen as good practice for the Registered Provider/s to consider carrying out.
No. Refer to Good Practice Recommendations Standard 1. YA35 The Registered Person should ensure that sufficient and satisfactory support is provided to (i) enable staff to obtain suitable qualifications and (ii) ensure staff stability. 2. YA39 The Registered Person should remove the requirement for a start date from the staff survey to ensure anonymity.
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?
Commission for Social Care Inspection SE London Area Office Ground Floor 46 Loman Street Southwark SE1 0EH
National Enquiry Line: Telephone: 0845 015 0120 or 0191 233 3323 Textphone: 0845 015 2255 or 0191 233 3588 Email: [email protected] Web: www.csci.org.uk © This report is copyright Commission for Social Care Inspection (CSCI) and may only be used in its entirety. Extracts may not be used or reproduced without the express permission of CSCI
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This page is intentionally left blank Page 119 Agenda Item 6 b Streatham Area Committee 17 January 2007
St Leonard’s Street Wardens & Streatham Hill Rangers progress report
Report authorised by: Robert Overall Executive Director for Environment, Culture and Community Safety
Executive summary
The report provides an overview of the responsibilities and projects undertaken by Community Wardens in the St Leonard’s Ward.
Summary of financial implications
See companion report: “Review of Council Wardens Services” (appendix1)
Recommendations To note the report.
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Consultation
Name of Directorate or Organisation Date sent Date Comments consultee to response appear in report consultee received para: from consultee
Internal Robert Overall Executive Director of Environment, 22/12/06 Culture & Community Safety Peter Chapman Legal and Democratic Services 22/12/06 02/01/07 4.1 and 4.2 Bev Winter Divisional Director, Resources, 22/12/06 05/01/07 Environment, Culture & Community Safety Tony Otokito Corporate Finance 22/12/06 22/12/06 Councillor Mark Cabinet Member for Environment, 22/12/06 02/01/07 1.1-1.4 Bennett Culture & Community Safety Entered in Consultation and Events Diary? Yes/No If yes, date XX.XX.05
Report history
Date report drafted: Report Date report sent: Report no.: deadline: 21.12.06 22.12.06 08.01.07 237/06-07 Report author and contact for queries: Doug Perry Interim Head of Street Care 020 7926 1255 [email protected]
Background documents
Reference is made to the Review of Council Wardens report considered by Cabinet on 8 January 2007.
Appendices
Cabinet Report – 8 January 2007
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St Leonards Street Wardens & Streatham Hill Rangers progress report
1. Context
1.1 The St Leonard’s community warden service is an initiative sponsored by the Safer Lambeth Partnership, and Lambeth First and receiving funding from the general fund via Environment, Culture and Community Safety. Warden schemes were part of a wider national initiative by the Department for Communities and Local Government (DCLG, formerly the Office of the Deputy Prime Minister) started in 2000.
1.2 The national warden programme awarded over £91 million, spread over three and a half years. Some of the aims of warden schemes have been to improve the physical appearance of streets, foster social inclusion, reduce crime and the fear of crime, and deter anti-social behaviour. This scheme commenced as a part of this initiative.
1.3 “A loose definition of the role of the street warden and the diverse range of local level problems has resulted in wardens adopting a diverse range of intervention across the 121 schemes, established throughout the nine Government Offices.”
1.4 The St Leonard’s warden scheme has aimed to address crime and anti-social behaviour, improve the environment and promote good community relationships, seeking to provide a reassuring presence for people who live, work, visit and shop in the borough by:
o Providing a visible patrolling presence.
o Deterring crime and reducing the fear of crime.
o Acting as a first point of contact for people who wish to access the council’s services.
o Working with partners, including the Police, to reduce low-level nuisance, anti-social behaviour and criminal activity through sharing of intelligence and information
o Reporting environmental nuisance including fly tipping, trip hazards, flyposting, trip hazards, damage and debris
o Referring people to the relevant agencies to deal with their needs
o Acting as professional witnesses
o Helping Lambeth fulfil its legal requirement, as set out in Section 17 of the Crime and Disorder Act 1998, to mainstream community safety across council services.
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1.5 Within the context above the St Leonard’s wardens since being introduced have reported and undertaken the following incidents and initiates.
• Weekly Somali Patrols: This is an initiative to create better understanding between the Somali community and local residents.
• Visits to vulnerable locations to help reduce ASB and the fear of crime: these include Elderly sheltered homes, Libraries, Schools, Transport Hubs.
• Working with LBAC to reduce crime.
• Carried out Environmental inspections
• Linked into a number of meetings and forums to provide information and address concerns raised.
1.6 Over the past 6 months the St Leonard’s wardens have reported the following incidents to the relevant organisations
Month Grand INCIDENT TYPE June July August September October November Total ADVICE TO PUBLIC 9 9 ALCOHOL ISSUE 1 2 3 ASSAULTS 2 2 BUSINESS COMPLAINT 2 1 2 1 1 4 11 BUSINESS VISIT 319 484 337 268 288 415 2111 CYCLING ON PAVEMENT 53 78 39 6 23 84 283 DAMAGE TO STREET FURNITURE 2 4 1 1 9 17 DAMAGED CABLE BOXES 1 1 DOG FOULING 5 5 2 4 12 28 DRUG ISSUE 3 3 DRUG USING 2 1 3 DRUNK & DISORDERLY 1 1 DUMPED RUBBISH 28 50 47 27 31 44 227 ELDERLY VISIT 1 7 7 1 3 5 24 FLY POSTING 4 10 6 1 6 27 GRAFFITI 5 25 10 22 16 38 116 HIGHWAYS DANGER TO PUBLIC 2 1 3 HOMELESS/ROUGH SLEEPER 3 2 1 1 3 10 KHAT INCIDENT 1 1 LEAFLETS DISTRIBUTED 1 2 2 5 LITTERING OFFENCE 3 6 2 1 3 15 LOST PROPERTY 1 1 NUISANCE VEHICLES 37 64 59 13 22 40 235 OVERGROWN HEDGES 6 5 2 1 1 15 POTHOLES 1 1 2 4 PROSTITUTION 2 1 3 RESIDENT COMPLAINT 3 5 2 3 7 20 RESIDENTIAL VISIT 1 1 2
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SCHOOL VISIT 2 6 2 10 SHELTERED HOME VISIT 13 10 8 3 5 16 55 STREET BEGGING 3 6 5 6 8 28 STREET CLEANSING 13 40 12 20 99 184 URINATING IN STREET 1 1 YOUTH NUISANCE 1 2 5 2 1 11 Grand Total 507 817 555 345 433 812 3469
1.7 Crime statistics over the past three years have varied with an increase in crime in 2005/06 making it difficult to assess the impact the wardens have had in the area overall.
1.8 The format for reporting crime has also changed in 2006/07 from numbers of incidents to a percentage of incidents per 1000 population within a ward which makes a comparison difficult.
2. Proposals and reasons
2.1 The future of Wardens schemes in Lambeth was considered by Cabinet on 8 January 2007. The report provided to cabinet is provided for this meeting.
3. Comments from Executive Director of Finance
3.1 Wardens schemes were funded from a variety of sources. The St Leonard’s scheme initially had funds from the then ODPM that expired in April 2006.
4. Comments from Director of Legal and Democratic Services
4.1 By virtue of section 2, Local Government Act 2000, local authorities have the power to do anything that they consider is likely to achieve the promotion or improvement of the economic, social and environmental well-being of their area. This power may be exercised in relation to, or for the benefit of, the whole or any part of the authority's area or all or any persons resident or present in their area.
4.2 The section 2 power includes power for a local authority to, inter alia, give financial assistance to, enter into an agreement with, or provide staff, goods, services or accommodation to, any person.
5. Results of consultation
N/A
6. Organisational implications
6.1 Risk management:
th See Review of Council Wardens Services 8 January 07
6.2 Equalities impact assessment:
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See Review of Council Wardens Services 8 th January 07
6.3 Community safety implications:
See Review of Council Wardens Services 8 th January 07
6.4 Environmental implications:
See Review of Council Wardens Services 8 th January 07
6.5 Staffing and accommodation implications:
See Review of Council Wardens Services 8 th January 07
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b
Cabinet 8 January 2007
Review of Council Wardens Services
All Wards / All Areas
Cabinet Portfolio: Report authorised by:
Community Safety: Executive Director: Environment, Culture Councillor Mark Bennett and Community Safety: Robert Overall
Executive summary
The current warden schemes provided by the Council are described and analysed as a basis for determining the future options for the service. These options are broadly to expand the service to be borough wide, to maintain the existing resources, or to cease the schemes. The option to cease the schemes is recommended because of the concerns about the financial sustainability of the current and expanded options, and the aim to shift the Council’s priorities to a stronger position on tackling crime, including through enforcement.
Summary of financial implications
Although potential sources of funding have been identified for any of the options, they have a limited life and significant parts of the funds could not necessarily be sustained or guaranteed beyond April 2008. The option to cease the services provides the opportunity to use the resources in different ways to meet the objectives of the Council.
Recommendations 1 That, in principle, the Council diverts resources allocated to those current warden schemes funded by the General Fund and Neighbourhood Renewal Fund into other methods of achieving safer communities. 2 That the current warden schemes are ceased with effect from 1 April 2007, with the exception of the South Bank Wardens. 3 That the Executive Director for Housing and Regeneration works with the Cabinet Member for Housing to consider the future of the HRA funded scheme in light of the decision to move away from a council wide warden scheme, including the consultation of tenants. 4 That the Executive Director of Environment, Culture and Community Safety, in liaison with the Cabinet Member for Community Safety, negotiates with the Metropolitan Police, the provision of additional Police Community Support Officers. Page 126
5 That the Executive Director of Environment, Culture and Community Safety works with other colleagues to determine ways to continue the positive initiatives started by the wardens schemes. 6 That this report is referred to the Local Strategic Partnership Executive for consideration of how unused Neighbourhood Renewal Fund for this year and next year could be re- allocated
Consultation
Name of Directorate or Date sent Date Comments consultee Organisation to response appear in consultee received report para: from consultee
Internal Peter Chapman Legal Services 7/12/06 11/12/06 Chris Lee Executive Director Regeneration 7/12/06 11/12/06 and Housing Tony Otokito Corporate Finance 7/12/06 11/12/06 Councillor M Cabinet Member for Community 7/12/06 11/12/06 Bennett Safety Entered in Consultation and Events Diary? No
Report history
Decision type: Urgency item? Key decision - first entered into the Forward No Plan in December 2006
Authorised by Cabinet Date report Report deadline: Date report sent: member: drafted: 11.12.06 4.12.06 20.12.06 12.12.06 Report no.: Report author and contact for queries: 265/06-07 John Edwards 020 7926 0527 [email protected]
Background documents
None
Appendices
None
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Review of Council Wardens Services
1. Context
1.1 The council warden service is a scheme sponsored by the Safer Lambeth Partnership, and Lambeth First and receiving funding from a number of sources including the Neighbourhood Renewal Fund. Warden schemes have been part of a wider national initiative by the Department for Communities and Local Government (DCLG, formerly the Office of the Deputy Prime Minister) started in 2000.
1.2 The national wardens programmes awarded £91 million, spread over three schemes each lasting for three and a half years. One of the aims of the warden programme was to improve liveability within some of Britain’s most deprived areas. This includes improving the physical appearance of streets, fostering social inclusion, reducing crime and the fear of crime, and deterring anti-social behaviour. The programme funded 245 schemes nationally with funding ending in March 2006. The Government has no plans for further rounds of this funding.
1.3 The programme established warden schemes across the country through guidance and advice as well as funding. Warden schemes are now in operation in some areas, independent of direct government funding programmes. The implementation of warden services across the country varies widely in structure, management practices, enforcement powers and patrolling duties.
1.4 These differences often manifest themselves in the way wardens undertake their duties, such as patrolling, reporting, promoting, direct action, enforcing, community liaison and engagement. This lack of one focused role is also reflected in the handful of council warden schemes operating in Lambeth.
1.5 Lambeth council wardens work to different remits, but operate on roughly similar principles. Broadly, all our existing schemes have in the past aimed to improve the environment and promote good community relationships, address crime and anti-social behaviour, essentially aiming to provide reassurance for people who live, work, visit and shop in the borough by:
o Providing a visible patrolling presence in those few areas where the wardens operate.
o Deterring crime and reducing the fear of crime.
o Acting as a first point of contact for people who wish to access the council’s services.
o Working with partners, including the Police, to reduce low-level nuisance, anti-social behaviour and criminal activity through sharing of intelligence and information
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o Reporting environmental nuisance including fly tipping, trip hazards, flyposting, trip hazards, damage and debris
o Referring people to the relevant agencies to deal with their needs
o Acting as professional witnesses
o Helping Lambeth fulfil its legal requirement, as set out in Section 17 of the Crime and Disorder Act 1998, to mainstream community safety across council services.
1.6 Wardens are a relatively new introduction to the mixture of patrolling services, and they have no statutory function. The effectiveness of the role is unmeasured and therefore questionable.
1.7 The common description of the role of wardens is that there is a spectrum: at one end is the community engagement function, at the other the enforcement role. There is no one common model in operation in Lambeth, and no common model to adopt in order to ensure successful delivery of council warden schemes, or value for money.
1.8 However, a determining characteristic of successful schemes is they can demonstrate effective links with other council services and the police. Regular meetings should be part of these links, but there remains a fundamental need to convince other services, partners and the public of the merits of warden schemes, given their high cost.
1.9 Since the introduction of council warden schemes, the Police Reform Act 2002 introduced Police Community Support Officers (PCSOs) and their related powers in dealing with incidents of low-level crime and anti-social behaviour. PCSOs are civilian staff managed and remunerated by the Police. Their management is absorbed into existing management structures in the Police, meaning this increased patrolling presence, can be supplemented by funding from local authorities in a way that incurs no additional overhead cost to the local authority. It also allows for direct intelligence-sharing and co-operation between Police officers and PCSOs.
1.10 The Police Reform Act 2002 allows chief officers of police to accredit non-police employees working in a community safety role with a limited range of police powers similar to those of PCSOs. Community Safety Accreditation is designed to foster closer working and information-sharing between the Police and their local partners, in order to provide a better service to the community.
1.11 This does mean that there is overlap in the functions that can be provided by wardens and PCSOs, and this has resulted in some public confusion about the differences, where the existence of council warden schemes is known.
1.12 On 5 April 2004, the Metropolitan Police introduced the Safer Neighbourhoods programme in London. Safer Neighbourhoods teams, consisting of a minimum of one sergeant, two constables and three Police Community Support Officers, are dedicated to their specified wards, protected from abstraction for other duties such as football matches or demonstrations. Safer Neighbourhood teams have
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been introduced to all areas in London from 1 st April 2006, and there is a commitment to roll out full teams across every ward in London.
2. The Current Warden Scheme Situation
2.1 There are currently six existing council warden schemes managed by the Council within Lambeth.
• St Leonards, consisting of 12 Wardens focused in one ward;
• Norwood, consisting of 12 Wardens covering a Town Centre;
• Princes, consisting of 5 wardens focusing on one ward;
• Central Team, consisting of a peripatetic team of 12 covering eight wards;
• South Bank wardens, with an enforcement role particularly against illegal trading and enviro-crime (British Airways London Eye section 106 funded);
• Streatham Rangers, focusing on an estate and surrounding area (HRA funded) .
2.2 The Corporate Plan states clearly that existing schemes will be subject to review and revision, with consultation by 31 December 2006, and an implementation date of 1 April 2007. An Environment and Community safety Scrutiny Sub- Committee commission is currently examining the wider provision of patrolling services in Lambeth, including wardens.
2.3 Funding was agreed by the Council for 2006/07-2007/08 from a number of sources, with the presumption of a roll out and expansion from the existing schemes to a borough wide one. The funding was to be drawn from a number of sources including the Neighbourhood Renewal Fund, the General Fund and the Housing Revenue Account, and BALE 106. It was anticipated that the wardens would play a role in monitoring service standards and contracts, particularly the new Waste and Cleansing Contract, which will start in April 2007. Some of the wardens are BV199 trained and are tasked with monitoring the streets with the aim of improving the council’s performance.
2.4 Consultation with the wardens and many stakeholders has taken place. The responses are varied. It is clear that council wardens are associated with community engagement rather than enforcement, and most contributors felt that developing the warden schemes for more enforcement activity would be problematic.
2.5 The table below provides a broad overview of positive and negative aspects of the current warden arrangement
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Aspects of Current Wardens Schemes Positive Negative - Key role at Lambeth has been to reassure the - Wardens have no formal powers to deal with community and work on community cohesion criminal or anti-social behaviour. Key role at rather than enforcement. Lambeth has been to reassure the community and work on community cohesion rather than - Links have been established with the Police enforcement. and Safer Neighbourhood teams (SNTs). - Introducing wardens into an area may not - Potential funding sources had been identified always be the most productive use of until 31/03/08, based on expansion and a resources, and the work on youth diversion, borough wide service. environmental enforcement etc can also be - Wardens are managed and tasked directly by provided by other parts of the Council. Risk of the council. duplication of tasks (e.g. crossover with existing - council staff such as caretakers, youth workers The wardens have provided a number of high etc) and existing PCSOs and Police. profile and positive initiatives and good press, such as Operation Freshview, and there are - They have only limited capacity for solving indications that these initiatives have had a deep-seated community problems. positive impact on crime figures. - Funding is identified only until 31/03/08, and - Streetcare etc – wardens produce output this funding is subject to review. information through computer (Sky) systems - CRB checks are essential even though they that can provide information, be used for delay the recruitment process. contract management and improved customer services. - Additional demand for council departments and partner agencies as a result of increasing - Wardens have direct links and capacity to deal reporting on enviro-crime etc. not easy to with enviro-crime issues. satisfy. Public expectation raised and Council - Wardens have the capacity to fill gaps in local and wardens’ credibility linked to swift provision and have complemented the work of resolution of issues. existing agencies, for example the Norwood - Real impact, cost benefit analysis or value for football scheme. money of current wardens not available. Impact - Wardens relate information on council services on crime can only be estimated as contributing and also feed residents’ concerns into the to local and borough-wide initiatives and effort. appropriate council departments. - Wardens with a larger enforcement - responsibility may have health and safety (for the wardens and for members of the public) implications, and increased training (and therefore financial) requirements. - The locations of the current schemes have not been part of an overarching plan or strategy and consequently there are areas that are identified as having priority in the Council’s plans that do not have warden schemes.
3. Future Options
3.1 The drivers for change are:
3.1.1 Emphasis on Combating Crime – the new administration has a stated intention of to tackle crime and the fear of crime, and the developing Local Area Agreement has a heavy emphasis on activities to create safer communities.
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3.1.2 Effectiveness – given the difficult financial position it is vital that the Council’s resources are used in an effective and efficient way to meet the set priorities. Warden schemes are not a statutory function and the work overlaps with that carried out by other parts of the Council and partners, especially the Police.
3.1.3 Financial – value for money in respect of the above and the long term sustainability of the schemes is suspect. The medium term financial plan describes the Council as in a difficult position, with a need to identify savings. The Council’s general fund contribution into the schemes needs to be reviewed, and large portions of the external funding is limited to the end of 2007-8.
3.2 The broad options are:
3.2.1 Expansion – implement the plan to expand the number of wardens and provide a consolidated borough wide service of 52 wardens.
3.2.2 Variations on the current arrangement – maintain the level of resources roughly as in place at the present at 35 wardens but realign to be closer to the geographical and community priorities in the borough. This would require renegotiation of the funding streams.
3.2.3 Cease to provide warden services - remove the existing schemes and refocus the resources to provide environmental enforcement, contract monitoring in other ways. To explore the opportunities to provide support for the provision of additional PCSO’s and the continuation of youth diversion initiatives established by the wardens. For example this could include an increase of enforcement and contract monitoring staff and funding for a team of 20-21 PCSO’s managed by the police. This would require renegotiation of the funding streams.
3.3 The option that provides the best fit with the drivers for change at this time would be to cease the warden service. The option to cease the schemes is recommended because of the concerns about the financial sustainability of the current and expanded options, and the aim to shift the Council’s efforts to a stronger position on enforcement.
4. Comments from Executive Director of Finance and Resources
4.1 The total funding anticipated for a borough wide scheme was £3,070,000 for 2006-07. This included £550,000 HRA for the existing Streatham Rangers scheme and a contribution to the wider roll out, and £140,000 Section 106 for South Bank Wardens.
4.2 The delay in rolling out the borough wide scheme has resulted in a £400,000 saving (overall) being identified for 2006-7.
4.3 For 2007-08 the required overall cost of a borough wide scheme would be £3,190,000. The required overall cost of a 35-warden scheme would be £2,790,000.
4.4 The Council could support the addition of PCSO’s at a cost of £20,000 per PCSO with the additional funding provided from sources identified by the police. The
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cost of 21 PCSO’s would be £420,000. Resources for environmental enforcement and contract monitoring would cost in the region of £400,000.
4.5 All of the options would rely on a mix of funding from the general fund and other sources. The Neighbourhood Renewal Fund ceases at the end of 2007-8 consequently a commitment to the recommended option would have an increased cost on the General Fund for 2008-9.
4.6 The recommended option would impact on the General Fund as set out below:
2007 - 2008 2008-2009 2009-2010
(880,000) 427,000 0
5. Comments from Director of Legal and Democratic Services
5.1 By virtue of section 2, Local Government Act 2000, local authorities have the power to do anything that they consider is likely to achieve the promotion or improvement of the economic, social and environmental well-being of their area. This power may be exercised in relation to, or for the benefit of, the whole or any part of the authority's area or all or any persons resident or present in their area.
5.2.1 The section 2 power includes power for a local authority to, inter alia, give financial assistance to, enter into an agreement with, or provide staff, goods, services or accommodation to, any person.
6. Results of consultation
6.1 There has been a consultation exercise based on the current schemes and the proposal to roll out to a borough wide scheme.
7. Organisational implications
7.1 Risk management:
There are risks to the Council in terms of reputation from the potential withdrawal of existing services and replacing them with different approaches.
7.2 Equalities impact assessment: Council warden services are intended to support disadvantaged parts of the community. The current schemes have established reasonable links with the community, for example the Somali community in Streatham and young people.
7.3 Community safety implications: The issues raised in this report have a direct impact on the Community Safety initiatives of the authority and are considered through the main body.
7.4 Environmental implications:
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The issues raised in this report have a direct impact on the environmental initiatives of the authority and are considered through the main body.
7.5 Staffing and accommodation implications: There are significant impacts on staff set out in this report, including the potential of redundancy that will require management in accordance with the Council’s human resources procedures.
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This page is intentionally left blank Page 135 Agenda Item 7
b Council 22 nd November 2006
Streatham Area Committee 17 th January 2007 North Lambeth Area Committee 31 st January 2007 Clapham & Stockwell Area Committee 7th February 2007 Brixton Area Committee 7th February 2007 Norwood Area Committee 8th February 2007
Communities First
All Wards /All Areas
Cabinet Portfolio: Report authorised by:
Deputy Leader of the Council: Executive Director Regeneration & Councillor Jackie Meldrum Housing: Chris Lee
Executive summary
This report sets out a framework to deliver against the Council’s priority outcomes within the Corporate Plan concerning the delivery of high quality services that focus on
• Individuals’ needs and represent value for money • Tackling inequality and social exclusion • Engaging more closely with Lambeth’s citizens so that people’s needs are listened to and acted upon.
The report proposes:
• Replacing the Council’s town centre forum and area committee structures with a new community consultation structure at the town centre level. • Placing an increased emphasis upon community engagement through local community/neighbourhood bodies, and; • Strengthening the role of the Ward Councillor.
It is proposed that these three elements should be brought together into a single coherent policy entitled Communities First, which will be developed within the context of:
• The Councils Corporate Plan • Local Government white paper - Strong & Prosperous Communities • The Lambeth First Community Engagement Strategy • Lambeth Local Area Agreement • Emerging Regeneration Delivery Programme – Realising Our Ambition.
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The purpose of the report is to initiate consultation with partners and stakeholders, which will pave the way for a further and more detailed report that will be submitted to Council prior to the introduction of the new arrangements and by April 2007. Initial discussions have taken place with the Leaders of the three main political groups on Lambeth Council and further work will be undertaken with elected members through the Chief Executives Office to further develop and shape the concepts surrounding the Frontline Ward Member role.
Summary of financial implications
There are no additional resources being sought as a result of this report. Detailed financial appraisal will be included within the next report, although officers are working within the context that the arrangements will be delivered within existing budgets.
Recommendations Council (1) That Members of the Council are requested to consider this report and the proposed framework. (2) That the report be circulated to external partners through Lambeth First, Town Centre Forums, Area Committees, Lambeth Voluntary Action Council, Tenants council and local community groups. (3) That discussions are held with elected members through the Chief Executives Office to further explore the role of the Ward Councillor. (4) That feedback from this consultation period informs a further report (with implementation plan) be submitted to the Council for the communities’ first project before April 2007. Area Committees
That consideration be given to the contents of this report.
Consultation
Name of Directorate or Organisation Date sent to Date Comments consultee consultee response appear in received report para: from consultee
Internal Chris Lee Executive Director Regeneration 20.9.06 17.10.06 Throughout & Housing Mark Hynes Director Legal and Democratic 20.9.06 28.9.06 Throughout Services Paul Cook Directorate Finance Officer 20.9.06 Helen Abraham Head of Democratic Services 20.9.06 04.10.06 Throughout Ian Jackson Lambeth First Manager 20.9.06 22.9.06 2.2 and 2.6 Ian Parker Head of Regeneration 20.9.06 22.9.06 2.13, 2.14, 2.16 & 2.18. Ann Skinner Head of Supporting People 20.9.06 22.9.06 2.28, 2.29 & 2.30. Entered in Consultation and Events Diary? Yes
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Report history
Decision type: Urgency item? Non-key decision No Authorised by Date report Report deadline: Date report sent: Cabinet member: drafted: 18.09.06 25.09.06 04.01.07 28.11.06 Report no.: Report author and contact for queries: 260/06-07 John Kerridge, (Assistant Director Area Services) Regeneration & Housing Department. 020 7926 2744 [email protected]
Background documents
• The Councils Corporate Plan – Lambeth Council • Strong & Prosperous Communities – Department of Communities and Local Government • The Local Area Agreement Toolkit – Department of Communities and local Government • Lyons Inquiry into Local Government – Consultation Paper & Interim Report
Appendices
None
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Communities’ First
1. Context
1.1 The Council’s Corporate Plan and Local Government White Paper, Strong & Prosperous Communities place an increased emphasis upon the Councils role to Inform , consult, involve , and devolve responsibilities to local citizens in the design and delivery of local public services.
2. PROPOSAL AND REASON
2.1 This report sets out the development of the Communities First project, which seeks to bring together the following three elements into a single coherent project:
a) A revised town centre level community consultation structure to replace the current town centre forum and area committee models. b) An increased emphasis upon community engagement (involve and devolve) through local community/neighbourhood bodies and; c) Strengthening the role of the Ward Councillor.
2.2 The Communities First project is being developed within the context of the Council’s Corporate Plan, Lambeth First’s community engagement strategy and emerging Regeneration Delivery Programme (Realising Our Ambition).
2.3 The Communities’ First project will provide clear working definitions between the differences between informing, consulting, involving and devolving. The project will specifically deal with the concepts of involving and devolving to citizens within a neighbourhood setting.
2.4 One of the primary outcomes being sought through the Communities First project is to secure the widest possible involvement from Lambeth’s diverse neighbourhoods and communities. This will require flexibility in both structures and methods and the creating of appropriate environments and opportunities to ensure this is achieved.
2.5 The issue of environment, opportunities and behaviours is critical, especially for those citizens who have been traditionally absent from the consultation and engagement processes in Lambeth.
2.6 The White Paper, Strong and Prosperous Communities outlines several community and neighbourhood based initiatives:
• Community Call for Action – explores the role of the Ward Councillors as a vital link between local people, community groups and public service providers. This issue is further detailed within section five of this report.
• Local charters for neighbourhoods – charters are used to set out the service standards and priorities for action, which local people expect from the local authority and sometimes a wider group of partners, as well as obligations that the community has taken on itself. This issue is further detailed within section 4 of this report.
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• Support for community groups to play a bigger role – the critical issue here is for better support for community capacity building, by encouraging public bodies who fund capacity building and service providers to work together to strengthen the ability of those least able to engage with public bodies at present. This is further detailed in paragraphs 4.5 and 4.13.
2.7 Lambeth has a strong tradition and base to build upon in terms of local volunteers, residents and community activists who are engaged in local forums that are either facilitated by the Council, or totally independent.
2.8 The emphasis within this report is to build upon these strengthens, whilst recognising the changing environment we all operate within. The report seeks to develop an approach that enables maximum flexibility to encourage communities and neighbourhoods to be self-determining around local identity.
3.0 A NEW TOWN CENTRE LEVEL CONSULTATION STRUCTURE
3.1 The Council is proposing to replace the existing area committee and town centre forum with a single Area Assembly structure and is proposing there should be six Area Assemblies based on the following Town Centre areas, Clapham, Brixton, Streatham, Stockwell, North Lambeth and Norwood.
3.2 Terms of reference for Area Assemblies will be developed during the consultation process. The Assemblies will be led by the Democratic Services function within the Council and link into:
• The Council’s Cabinet structure to enable Ward Councillors to raise issue’s of concern via the Assembly to the Cabinet (Community Calls for Action).
• Lambeth first, to ensure areas are able to influence the development and delivery of the Lambeth Community Strategy and Local Area Agreement commitments.
• The Council’s new corporate communications strategy.
3.3 The council will explore through the consultation period appropriate methods for the chairing of Area Assemblies meetings, how business is co-ordinated between meetings, as well as links between the Assembly and the Councils Cabinet and Scrutiny functions.
3.4 The Council will also explore the appointment of Executive Director from the Council’s Strategic Leadership Board to work alongside partners each Area Assembly. Lambeth First will also be invited to nominate an area link person from its Executive Board, who together with will provide the ‘strategic’ lead for the area. As the Assemblies develop mechanisms will be explored to recruit a community representative to participate in this strategic group.
3.5 Each Area Assembly will hold a rolling programme of open community consultation meetings based around the themes and priorities within the emerging Lambeth Local Area Agreement, (children & young people, safer & stronger communities, healthier communities and older people, economic development & enterprise and cross cutting themes like community cohesion).
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3.6 Assembly meetings will be ‘single issue’ based and not be decision-making bodies. Meetings will be open to any individual, tenant and resident group, businesses, or local voluntary and community organisations to attend and participate. Each Area Assembly will also be required to present an annual report to the council on its work and achievements.
3.7 Outcomes from Assembly meetings will be reported into the Council and Lambeth First as part of the ongoing performance management processes of the partnership and delivery of the Local Area Agreement.
3.8 Venues for meetings will be required to be accessible and the maximum use of web based approaches will be explored, alongside more traditional methods of communication to ensure open access to information and meetings.
4.0 INCREASED EMPHASIS UPON ENGAGEMENT THROUGH COMMUNITY AND NEIGHBOURHOOD BODIES
4.1 The context for an increased emphasis upon engagement through community and neighbourhoods is based upon the concept of ‘people and places.’ This concept creates opportunities for local citizens to have a greater stake in the social, economic and environmental well-being of their neighbourhoods and communities.
4.2 Communities First will promote and encourage neighbourhood and community bodies across Lambeth, which are able to provide a collective voice and promote the well-being of their neighbourhood through the development of Community Action Plans, (structured around the themes of the Local Area Agreement) and act as the building blocks for the development of neighbourhood charters.
4.3 It is envisaged that these neighbourhood bodies will ensure that the delivery of public services is firmly rooted in the community, where the needs of a neighbourhood can be addressed in a multi-purpose and holistic way. The Community Action Plan (CAP) will be a locally developed document that will:
a) Establish a vision for the local neighbourhood.
b) Identify local priorities based on evidence of need, and
c) Bring together Frontline Ward Councillors, local people, service providers, (including local voluntary and community sector groups), police, etc.
d) Outline service standards within the neighbourhood
Each partner will sign up to the CAP.
4.4 The neighbourhood/community body will also have the responsibility to:
• Increase the level of active citizenship, participation and engagement.
• Encourage the take up of services at the point of need.
• Where possible tap into new resources, whilst improving the co-ordination of existing resources.
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• Encourage new ways of working and explore innovative approaches to tackle local challenges.
• Build confidence within the local community by developing a ‘can-do’ culture.
• Influencing the way in which public service are delivered.
4.5 The Communities First project will provide a self-help framework to capacity build community/neighbourhood bodies, whilst identifying and target those neighbourhoods and communities which continue to fall within the highest levels of multiple deprivations and prioritise these areas for additional support and assistance.
4.6 In areas of highest rates of multiple deprivation the lead community, or neighbourhood body will be supported to develop a more extensive CAP that will include:
• Initiatives for tackling the cause of poverty within the community/ neighbourhood.
• Build social capital by encouraging collective, resident led and managed services, encouraging enterprise, volunteering and new work experiences.
• Making the local neighbourhood a safe place to live, work, play and do business in.
4.7 WHAT CONSTITUTES A COMMUNITY/NEIGHBOURHOOD BODY
4.8 A community/neighbourhood body could be an existing community group, friends of group, forum, development trust, etc. or a new body created in response to the Communities’ First project. Lambeth has a rich base in which to build from including Coin Street Community Builders, Safer Neighbourhood Panels, The Capital Development Trust, High Trees Development Trust, Stockwell Partnership, Waterloo Community Development Trust, Stockwell Resource Centre, South Bank Employers Group, Lambeth Somali Development Network, Tenant Management Organisations, Tenant and Resident Associations, Friends of Groups, projects and initiatives that have developed from town centre forums and boards, etc.
4.9 The boundaries and catchment areas for a particular community/neighbourhood bodies is matter that should be determined locally and not centrally by the Council. Council structures created for administrative and service planning purposes, e.g. ward boundaries and town centres are not necessarily reflective of local communities or neighbourhood identity and do not normally provide the basis for effective engagement.
4.10 It is also recognised that not all communities live within a geographic boundary (e.g. older people, people with disabilities, faith communities, Lesbian, Gay, Bi- sexual and Transsexual, Black & Minority Ethnic communities, etc), so to address
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this communities of interest will also be encouraged to develop bodies within the Communities First context.
4.11 To support delivery of the enhanced community/neighbourhood approach the criteria of the Councils ‘Community Fund’ will be revised to prioritise the capacity building and development of community/neighbourhood bodies. Communities first will also develop synergies with Lambeth First and the Neighbourhood Renewal Fund to ensure resources are maximised and co-ordinated.
4.12 The establishment of the Regeneration & Housing Department within the Council provides an opportunity to develop greater synergy between the Area Services function and other community engagement resources to deliver the neighbourhood engagement agenda outlined within this report.
4.13 COMMUNITY MANAGEMENT AND OWNERSHIP OF ASSETS
4.14 The community managing, or owning assets, particularly on the basis of a longer lease, or through transfer of the freehold, can revive under-utilised assets and provide a foundation for other community action.
4.15 The Government will be pursuing measures to support the concept of local communities and community groups to take on the management or ownership of local authority assets, by:
• Establishing a fund to give local authorities capital support in refurbishing buildings to facilitate their transfer to community ownership or management.
• Barry Quirk, Chief Executive of the London Borough of Lewisham will be leading a review that will explore the effectiveness of existing powers and policies and report back in spring 2007.
• Communities wishing to take management or ownership of a local asset will be able to use the Community Call for Action to ensure that the Council considers their request seriously.
4.16 The scope of community assets that could be considered for community management or ownership is quite considerable within the White Paper, including community centres, redundant school buildings, green areas, etc.
4.17 In Lambeth there are already good examples of projects being developed in partnership between the Council and the local community, which will provide an excellent platform to build from:
• Black Cultural Archives and their desire to redevelop the Raleigh Hall site in Brixton.
• The Woodlawns Centre in Streatham (The Derby and Joan Club) who wish to develop an older person resource centre.
4.18 In both these cases the projects to be delivered will require the council to use its powers of well-being in terms of lease arrangements.
4.19 NEIGHBOURHOOD DELIVERY OF COMMUNITY/PUBLIC SERVICES
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4.20 Where appropriate community/neighbourhood bodies, with the appropriate capacity and infrastructure could act has the springboard as future models to deliver public services through a strategic commissioning process.
“Engagement between the local voluntary and community sector bodies and Local Strategic Partnerships is inconsistent at best and weak at worst. Short- term funding arrangements are affecting the stability of many third sector organisations and many commissioning practices are too short term and narrow in focus, neither addressing the causes of problems, nor making best use of the skills and capacities of the third sector (or indeed other providers).” Strong and Prosperous Communities
4.21 The critical issue is recognising and embracing the diverse scope and nature of the local third sector.
- Some third sector groups will want to lobby on behalf of their client group and help to shape, or design of a particular service, or policy.
- A local group may want to raise the voice of a particular community of interest within Lambeth.
- Other third sector groups will want to have a greater role in actually providing services through contract relationships with the public sector.
4.22 A key feature of the White Paper is the emphasis upon ‘increasing the involvement of users and communities in commissioning decisions’ which enable local communities and neighbourhoods to have a greater say in the design and delivery of local services.
4.23 Research into models of neighbourhood delivery of services has identified both risks and benefits to the concept. The Young Foundation ’The potential for neighbourhood involvement in the design and delivery of public services’ discussion paper published in 2006 places emphasis upon the need for robust local governance structures and a risk management framework.
4.24 Although robust local governance structures and risk management are undoubtedly prerequisites for neighbourhood delivery, they are one side of a coin. Equally critical is the procurement processes utilised by the Council and partners to commission services.
4.25 Lambeth First will be developing a strategic commissioning framework as part of its mechanisms for delivering the Local Area Agreement. This framework will encourage greater collaboration between partners in the commissioning of services. Whilst the Lambeth First Commissioning Strategy will not be a third sector commissioning strategy, it will need to provide a level playing field for third sector groups to participate.
4.26 Although the challenge is not only to have a commissioning approach that provides a level playing field for third sector groups, but also one that secures increased influence and delivery through Lambeth neighbourhood and community groups.
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4.27 The Executive Director Regeneration & Housing will be the sponsoring lead officer for the LAA commissioning strategy, which will seek to utilise the Council’s Supporting People methodology.
4.28 In 2006 the Council’s Supporting People Team submitted an unsuccessful Beacon application for a project entitled, increasing voluntary and community sector delivery. The Council channels an estimated £45million of funding into the third sector each year. This investment requires a specific commissioning strategy, which links into the emerging Lambeth First LAA strategic commissioning framework.
4.29 Communities First will complement the delivery of the proposed commissioning strategy through the building of community/neighbourhood bodies that are able to work in partnership and contribute to the shaping and delivery of local services.
4.30 The foundation to exploring neighbourhood delivery is to create an environment to test out, experiment, build capacity and enable communities, neighbourhoods, the Council and Local Strategic Partnership to develop a Lambeth based approach to neighbourhood management to develop.
4.31 The Communities First Project provides the environment to allow innovation and learning to take place, including the development of pilot schemes in partnership with Lambeth First to test out different approaches feedback to the Active Community and Neighbourhoods Board.
4.32 ENSURING SYNERGY
4.33 The Council has several projects, which aim to secure increased engagement with Lambeth citizens. These are packaged together within the overall Community Voice Programme.
4.34 At the same time individual service departments are also developing policies and projects to deliver high quality services that focus on individuals’ needs, tackling inequality and social exclusion. Joint Service Centres, the development of Children Centres, tenant participation within the context of the emerging ALMO and the extended schools programme for example will all contribute towards this agenda.
4.35 TENANT MANAGEMENT
4.36 The government will be exploring new ways of encouraging the growth of tenant management by:
• Simplifying the right to manage process, reducing the time it takes to set up a Tenant Management Organisation (TMO)
• Encouraging an easier route into tenant management, beginning with limited responsibilities rather than full management.
• Provide more opportunities for residents to manage other housing related services such as caretaking or grounds maintenance in their own area.
• Make it easier for existing successful TMOs to take on additional service responsibilities within the neighbourhood, and
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• Explore new opportunities for tenants of Registered Social Landlords to become more engaged in management decisions.
4.37 The principle should be to build upon the practical lessons, which have been a success in Lambeth with regards to TMOs and use these lessons to develop best practice models.
5.0 STRENGTHENING THE ROLE OF THE WARD COUNCILLOR
5.1 All Councillors regardless of position are first and foremost ward councillors who represent neighbourhoods and communities. A role, so often undervalued when local engagement strategies and policies are being developed is the Ward Councillor. The Communities First Project views the Ward Councillor as critical.
5.2 The challenge within this context is to change the concept away from ‘backbench’ to ‘frontline’ an issue that has been challenging since the introduction of the cabinet model into local government. Equally challenging is the notion of capacity for those members who take on roles and responsibilities and are still required to fulfil the obligation of the Ward Councillor.
5.3 The emphasis within the Communities First project is to work alongside the Ward Councillor to develop a clear framework to support their important role. This framework could be built around the following:
a) Brokering and leading on the development and then participating in community/neighbourhood bodies (as outlined within the context of this report).
b) Facilitating community engagement and supporting neighbourhoods to take control of matters for themselves.
c) Navigating and reaching out across diverse cultures and interest groups, as well as having a sound understanding of the dynamics between different groups.
d) A clear understanding and championing of robust local governance arrangements and structures.
5.4 Initial officer assessment identifies three levels of support that could be required by the Ward Councillor:
a) Building local profile
b) Leadership support and resources
c) Knowledge & skills
5.5 BUILDING LOCAL PROFILE
5.6 It is essential for the community to know whom their Ward Councillor is and how they can have access to them. The local profile of the Ward Councillor could be enhanced through promotion of and support with arranging ward surgeries and
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providing opportunity to include a ward report for inspection by citizens on the Councils website, for example.
5.7 LEADERSHIP SUPPORT AND RESOURCES
5.8 How the leadership role is defined is important. The context within the report is built around a notion that councillors deal with and manage a wide variety of issues concerning their constituents, neighbourhoods and wards. In some cases the issues requiring redress will relate to council managed services and at other times it may be services which are not directly managed by the Council (Police, Health Service, Transport for London, voluntary and community sector, etc).
5.9 In terms of council managed services the Ward Councillor has direct methods of intervention, but for those services not under the direct control of the council the concept of influencing external partners becomes paramount and the broader leadership role emerges.
5.10 Leadership support within this context could include low level research into the local organisations and service providers, supporting the development of local neighbourhood bodies, helping to access local venues for community meetings, etc.
5.11 As the Communities First project develops and subject to a future Star Chamber bid the creation of a dedicated fund to specifically assist the Frontline Ward Councillor in the delivery of their could be explored.
5.12 Another resource that could be explored is the development of more detailed area information and a Councillors Frontline Toolkit that includes :
- List of support contacts.
- A template constitution for a forum/group.
- Practical steps for developing a new groups/forum, etc
5.13 KNOWLEDGE AND SKILLS
5.14 A further support could be provided through regular ward briefings concerning developments within the ward, such as planning applications, repair and improvement programmes being undertaken either by the Council, or the service utilities, etc.
5.15 To undertake the tasks outlined within this report requires a mixture of political leadership, listening, public speaking, negotiation and influencing skills. As part of this work further consultation will be undertaken with Ward Councillors to find out about their skills needs and where appropriate a customised skills building programme will be developed.
5.16 COMMUNITY CALL FOR ACTION
5.17 The Government will be extending the principle of the Community Call for Action, beyond the Police and Justice Bill to cover local government matters more generally, either alone or in partnership with others. The exception will be those
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services that are already subject to statutory appeal processes, planning, licensing, council tax and non-domestic rates.
5.18 As part of developing the Community Call for Action government is encouraging the Council to consider what powers or budgets it would be appropriate to devolve to councillors to help them solve minor problems.
5.19 The White Paper recognises the importance of petitions as part of the democratic process and asks local authorities to consider how they deal with petitions systematically, as part of the wider policy for engaging with communities.
5.20 Where petitioners are unhappy with the response to their petition the White Paper proposes that they be able to ask their councillor to take the matter up as a Community Call for Action on their behalf.
The overview and scrutiny committee will need to act as a gatekeeper to ensure that the issues it deals with are of genuine interest to the community. Our aim is for the call to action to make a real difference. Local committees will be able will be able to set their own rules in the light of local circumstances to ensure that they concentrate their efforts where they can make a difference. They might, for example wish to agree a limit on the number of calls for action individual councillors will bring to the committee Strong & Prosperous Communities
5.21 There will be a responsibility upon Councillors to ensure that the Community Call for Action is not abused through frivolous and vexatious complaints. The government will seek to develop further guidance on this matter. The purpose of the Community Call for Action is to strengthen the hand of the Councillor.
Community Call for Action
Local Residents have concerns about persistent or serious problems in their area or want to influence policies
Problem Ward Councillor takes up solved communities concerns
Councillor asks Council executive to take action Problem solved
Councillor asks Overview & Scrutiny Committee to investigate
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Overview & Scrutiny Committee considers, rejects or makes recommendations- which may be accepted or rejected by the council executive/local partners
6.0 DRIVERS FOR CHANGE
6.1 There is a whole range of national and local drivers for change steering the development of the Lambeth Communities First Project.
7.2 THE LYONS REPORT AND WHITE PAPER
7.3 On 20 th August 2005 the Government announced an extension to the terms of reference for Sir Michael Lyon independent Inquiry into Local Government in England. The revised and extended remit relates to the function of Local Government and its future role.
7.4 On 26 th October 2006 the Government published its White Paper ‘Strong and Prosperous communities.’
7.5 The results of the Lyons Inquiry will influence the anticipated government white paper on Local Government. The interim findings from the Lyons Inquiry places an emphasis upon the strategic responsibilities of “place shaping” and describes these responsibilities as:
a) Building & shaping local identity.
b) Representing the community, including discussions and debates with organisations.
c) Regulating harmful and disruptive behaviours.
d) Maintaining the cohesiveness of the community and supporting debate within community, ensuring smaller voices are heard.
e) Helping to resolve disagreements, such as over how to prioritise resources between services and areas, etc.
f) Working to make the local economy more successful, to support the creation of new businesses and jobs in the area.
g) Understanding local needs and preferences and making sure the right services are provided to local people through a variety of arrangements including collective purchasing, commissioning from suppliers in the public, private and voluntary sectors.
h) Working with other bodies to respond to complex challenges.
7.6 The government’s white paper proposes methods to increase the powers of neighbourhoods to get together and:
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a) Act on concerns over local issues like public space, crime and grime
b) To have a direct power to influence other local services like street cleansing, waste disposal, recycling, youth service, etc
c) To have power to call to account and publicly challenge agencies and decision making, such as police services and planners, etc.
d) Through appropriate means, powers to take control of some very local public functions and to raise funds for improving the neighbourhood.
7.7 THE COUNCILS CORPORATE PLAN
7.8 The priority outcomes within the Councils Corporate Plan require a focus on the delivery of high quality services that focus on individuals’ needs and represent value for money, tackling inequality and social exclusion, and engaging more closely with Lambeth’s citizens so that people’s needs are listened to and acted upon.
7.9 LAMBETH FIRST & THE LOCAL AREA AGREEMENT
7.10 Lambeth First is developing its high level Community Engagement Strategy for partner organisations and the Communities’ First Programme will be Council’s response to this strategy. The Lambeth Local Area Agreement flows from the Lambeth Community Strategy and is structured around four distinct blocks with a fifth cross cutting theme. One of the key objectives of the Local Area Agreement is to provide a framework within the Council to enhance its community leadership role.
8.0 COMMENTS FROM THE DIRECTOR OF FINANCE AND RESOURCES
8.1 There are no additional financial requirements as a result of this report. As outlined in the summary section of this report a full financial appraisal will be included within the next report officers are working within the context that any proposals will be delivered within existing budgets.
9.0 COMMENTS FROM THE DIRECTOR OF LEGAL & DEMOCRATIC SERVICES
9.1 By virtue of section 2, Local Government Act 2000, local authorities have the power to do anything which they consider is likely to achieve the promotion or improvement of the economic, social and environmental well-being of their area. This power may be exercised in relation to, or for the benefit of, the whole or any part of the authority's area or all or any persons resident or present in their area.
9.2 Pursuant to section 4 of the Act, every local authority must prepare a community strategy for promoting or improving the economic, social and environmental well- being of their area and contributing to the achievement of sustainable development in the UK. In determining whether or how to exercise their powers to promote “well-being”, a local authority must have regard to their community strategy.
9.3 The guidance issued by the (former) ODPM states that Local Area Agreements "would be outcome based and would enable local authorities and their partners
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to deliver national outcomes in a way that reflects local priorities, particularly those identified in community strategies."
9.4 As the proposed Area Assemblies will not be decision-making bodies, unlike Area Committees, there will be no need to deal with the formalities of the Local Government Acts 1972 and 2000 in terms of arrangements for the discharge of the Council’s functions. However, it will be necessary to put in place appropriate governance arrangements, including terms of reference, elections, rules of engagement and related protocols, as is currently the case with the Town Centre Forums.
10.0 RESULTS OF CONSULTATION
10.1 During 2005-2006 a consultation paper was produced and meetings held with members of the Town Centre Forums, as well as community-based organisations not directly involved in the Forums. The purpose of this consultation work was to gauge opinions into the future role of Town Centre Forums. Key points raised during these consultation meetings:
a) Resources and commitment from the Council is needed to rebuild the town centre level of consultation. b) The Council’s responsibilities and commitment to the Forums needs to be redefined. c) There is a need for a structure that enables various groups to come together, unite and have strong voice. d) Meetings need to be effective and give a sense of achievement to participants. e) There is a need for better and wider publicity. f) Meetings should be for everyone who wants to attend. g) Photos and displays should be used to show achievements. h) Outreach workers were needed to work with people who are excluded or disengaged. i) Councillors and senior officers need to attend Forum meetings more. j) The current structure of Area Committee and Town Centre Forums is confusing for local people. k) The creation of Area Committees and their demands upon the Town Centre Teams has been detrimental to the work and capacity of the Forums.
10.2 Whilst one of the Town Centre Forums wanted to develop closer working links with the Area Committee, the remaining Forums were either agnostic towards Area Committees, or wanted them to be abolished.
10.3 The feedback from community based organisation not regularly involved in the work of Town Centre Forums was as follows:
a) Newsletters and emails should be utilised as much as possible with meetings being a last resort. b) Whilst those who attend Forum meetings seem dedicated they do not necessarily reflect the community. c) They need to be more flexible in approach. d) Town Centre Areas are too big and are not natural communities.
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e) To engage people with learning difficulties, meetings would have to be run at a slower pace and have breaks to allow for discussions with the help of support workers. f) Small group discussions could feed into wider meeting to maximise engagement. g) The Forums are good for discussing ‘bigger’ issues and ‘themes’ like crime, transport, major development, etc.
10.4 The feedback from this initial round of consultation has been assessed and used to inform the writing of this report.
ORGANISATION IMPLICATIONS
11.0 Risk management: There is a risk of some of the proposals within this report not being accepted by the audience it is intended to support. This risk will be managed through further consultation.
12.0 Equalities impact assessment: This report has not been subjected to an Equalities Impact Assessment as it sets out a framework for further work. The proposal within this report is to develop a much more flexible approach to community engagement that will encourage communities of interest to develop their own partnership arrangements as this work develops and subject to a further and more detailed report a comprehensive Equalities Impact assessment will be undertaken.
13.0 Community safety implications
There are no community safety implications at this stage.
14.0 Environmental implications: There are no environmental implications at this stage.
15.0 Staffing and accommodation implications: This report deals specifically with the development of the Communities’ First policy and does not immediately have staffing and accommodation implications. It is anticipated that once the policy has been developed and agreed by the Council that the current Area Service staffing resource and budget (including the Town Centre Teams) will be realigned to deliver the new policy and arrangements.
16.0 Any other implications There are no further implications at this stage.
17.0 Timetable for implementation
Deliverables/outcomes Target dates for completion Initial discussions with Group Leaders. 25 th September – 3rd October 2006 Communities’ First report produced. 10 th October 2006
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Internal council consultation completed. 17 th October 2006 External consultation initiated, (Town Centre Boards, 18 th October 2006 – LVAC, local groups and stakeholders). January 2007 Briefing meetings held with Lambeth’s Frontline Ward (tbc) November Councillors. 2006 Lambeth First Executive Meeting. 30 th November 2006 Draft Communities First project developed and final February 2007 borough wide consultation meeting held. Final Communities First Project developed and reports April 2007 submitted to the Council and Lambeth First for consideration.
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This page is intentionally left blank Agenda Item 8 Page 155
b
Streatham Area Committee 17 January 2007
Regeneration Delivery Plan: Future Lambeth All Ward(s) / All Area(s)
Report authorised by : Jo Negrini, Interim Divisional Director Regeneration and Enterprise
Executive summary
Following the local government elections in May 2006, the council undertook to review the Revitalise programme and delivery mechanisms to ensure the scope and objectives are aligned with the administration’s vision for the borough.
The attached paper presented to Cabinet on 27 November 2006 gives the committee the opportunity to review the information considered at that meeting.
Summary of financial implications
Financial implications detailed in the attached report
Recommendations (1) That the committee note the progress and timing of the work associated with the Regeneration Delivery Plan as set out in the Cabinet Report 27 November 2006.
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Report history
Date report drafted: Report Date report sent: Report no.: deadline: 20.12.06 04.01.07 20.12.06 209/06-07 Report author and contact for queries: Paul Ewing 020 7926 2585 [email protected]
Background documents
See attached document
Appendices
Regeneration Delivery Plan – Future Lambeth (Cabinet 27 November 2006 Agenda Item 5 p21-40)
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b Cabinet 27 November 2006
Regeneration Delivery Plan – Future Lambeth
All Wards / All Areas
Cabinet Portfolio: Report authorised by:
Regeneration and Enterprise: Executive Director – Regeneration and Councillor Paul McGlone Housing: Chris Lee
Executive summary Following the local government elections in May 2006, the council undertook to review the Revitalise programme and delivery mechanisms to ensure the new administration is actively engaged with the programme, and the scope and objectives of the programme are aligned with the administration's vision for the borough. This work is identified as a project within the council's Corporate Plan. This paper proposes an approach to bring together the council's (and partners') major capital investment programmes, with the potential to stimulate further development opportunities and drive socio-economic improvements, into a multi-agency Regeneration Delivery Plan (RDP) which will: • set out a vision for Lambeth’s future development (having regard to current and emerging planning policies and guidance) and the key projects and programmes necessary to realise this vision. • outline indicative timetables for delivering major regeneration programmes and projects. • identify the contribution that existing projects and programmes are making. • define the role that the council and its partners can play in delivering the programme. The plan will bring the projects together in a framework that provides coherence to the programme as a whole, identifying the relationships between capital programmes, service delivery and socio-economic regeneration. It will also provide a framework for decisions about allocation of properties and projects, and the use of capital assets for enhancing the council’s ability to regenerate the borough. The preliminary development of the RDP (and associated Investment Strategy) is due for completion by Spring 2007. It is important that this process does not distract from delivery. Delivery of key development projects will continue throughout this period. To this end, this paper identifies the broad scope and delivery arrangements supporting the operations of the physical regeneration delivery team, and commits officers to continue to manage the delivery of the programme as set out in the council's Corporate Plan, pending completion of the RDP. It also seeks agreement to procure a development partner to deliver a private sector led solution for the provision of a Joint Service Centre (JSC) and improved library, leisure and other public facilities in Clapham, and highlights the approach to the Brixton Town Centre Development as part of the RDP. Page 158
Summary of financial implications This report does not seek any additional funds at this stage of the programme.
Capacity to resource any future extension to the scope of the current programme will need to be considered in the context of the resources available to deliver the programme as a whole.
While it may be feasible to progress preliminary investigative work from within existing resources, additional capital funding (if required to support detailed feasibility assessment and site development) would need to be identified and would be subject to the normal budget approval procedures, including a full analysis of the business case.
The costs of the proposed procurement process for Clapham are funded from within existing budgets for the Revitalise team.
Recommendations
Regeneration Delivery Plan
(1) Members agree to the development of a multi-agency Regeneration Delivery Plan aligned with the Community Strategy.
(2) Members agree the principles underlying the scope of the programme and delivery arrangements (ref. s2.6).
(3) Members note that due to the change in focus to supporting the long-term regeneration and service / facilities improvement agenda, the programme will be re- named as the 'Future Lambeth' programme.
(4) Officers establish arrangements for the ongoing governance of the programme and constituent projects, including representation of Members and partners.
(5) Members authorise the Executive Director for Regeneration and Housing, in consultation with the Programme Board and appropriate Cabinet Members, to commission and conduct any necessary site feasibility work and public consultation to support the development of the Regeneration Delivery Plan.
(6) Members note the site feasibility work and public consultation planned in relation to the Brixton Town Centre Development project (ref. 2.5.4).
Clapham
(7) Members agree the principle that regeneration activity in Clapham should be self- financing (s2.7.2 / s3)
(8) The minimum and optimum requirements are agreed for the provision and location of a JSC, library, leisure and other public facilities (as outlined in s2.7.7), noting that based upon current projections the minimum requirements are affordable.
(9) Members agree to officers developing further the detailed specification of minimum and optimum requirements for the JSC, library, leisure and other public facilities. Page 159
(10) Delegated authority is given to the Executive Director of Regeneration and Housing to commence tender action to procure a development partner to deliver a private sector led solution for the provision of a JSC, library, leisure and other public facilities across the 3 identified development sites.
(11) Members agree to the removal of the Clapham leisure depot (CLD) from the Council’s disposal list as it is required for the Clapham regeneration proposals.
(12) Officers develop a communication and engagement plan which seeks appropriate engagement of the local community and community groups at prescribed milestones over the life cycle of the Clapham regeneration programme.
(13) Delegated authority is given to the Executive Director of Regeneration and Housing to progress an outline planning application for the Mary Seacole House (MSH) site to allow demolition to commence as soon as practically possible.
Consultation
Name of Directorate or Organisation Date sent Date Comments consultee to response appear in report consultee received para: from consultee Chris Lee Executive Director – Regeneration 03/11/06 03/11/06 and Housing Eric Bohl Executive Director – Strategy and 07/11/06 14/11/06 Corporate Services [via SLB] Phyllis Dunipace Executive Director – Children and 07/11/06 14/11/06 Young People's Service [via SLB] Robert Overall Executive Director – Environment 07/11/06 14/11/06 and Culture [via SLB] Mike Suarez Executive Director – Finance and 07/11/06 07/11/06 s3 Resources Mike Dickens Legal and Democratic Services 03/11/06 06/11/06 s4 Des Farry / Tony Corporate Finance 03/11/06 08/11/06 Otokito Mary Lynch Divisional Director – Regeneration 07/11/06 - and Housing Andrew Ormston Divisional Director – Cultural 07/11/06 - Services Mary Cotterell Business Transformation Manager 07/11/06 07/11/06 s2.7.7 Zbig Blonski Head of Strategic Planning 07/11/06 09/11/06 Throughout Ian Jackson LSP and Community Planning 07/11/06 08/11/06 Manager Ian Parker Head of Regeneration 07/11/06 09/11/06 Uzo Nwanze Head of Asset Strategy 07/11/06 - John Kerridge Assistant Director – Area Services 07/11/06 - Debbie Hunter Head of Business and Planning 03/11/06 07/11/06 s3 Cllr Steve Reed Leader of the Council 03/11/06 09/11/06 Cllr Paul McGlone Cabinet Member for Regeneration 03/11/06 06/11/06 Throughout and Enterprise Cllr Lib Peck Cabinet Member for Environment 07/11/06 09/11/06 and Cultural Services Cllr Jim Dickson Cabinet Member for Finance 07/11/06 09/11/06 Cllr Nigel Deputy Cabinet Member for 07/11/06 09/11/06 Haselden Parking and Transport Entered in Consultation and Events Diary? Yes/No No If yes, date N/A Page 160
Report history
Decision type: Urgency item? Key decision No [Forward Plan July / August 2006] Authorised by Date report Report deadline: Date report sent: Cabinet member: drafted: 06.11.06 30.10.06 06.11.06 10.11.06 Report no.: Report author and contact for queries: 209/06-07 Jo Negrini, Interim Programme Director - Revitalise 020 7926 2489, [email protected]
Background documents
Regeneration Delivery Plan Executive Reports: Securing the Development of Strategic Sites in Lambeth : Proposed Framework (Sep 28, 2004) Major Regeneration in Lambeth – Governance, Capacity and Consultation Arrangements (Dec 6, 2004) Revitalise Programme – progress reports (Apr 2005 – Feb 2006) Strategic Management Board Reports: Revitalise Strategic Governance and Operational Governance / Management Arrangements (Jun 21, 2005) Revitalise Operational Governance – Permanent Arrangements (Sep 6, 2005) Revitalise Project Portfolio and Project Management Arrangements (Feb 21, 2006)
Clapham Executive Reports: Major Development Sites Paper (Accommodation Strategy Review) (Sep 28, 2004) Mary Seacole House Development Brief (Jul 11, 2005) Mary Seacole House Development Brief (Nov 7, 2005) Revitalise – Mary Seacole House Development Options (Dec 5, 2005) Strategic Management Board Report: Clapham Programme Update (Aug 1, 2006) Other: 'Have your say on improving Council services in Clapham' – consultation documents (Indigo) JSC and Cultural Services visions (LB Lambeth) Technical guidance re development of leisure facilities (Sports England) Professional guidance re development and procurement options (Dunlop Haywards) Legal advice re procurement options (Nabarro Nathanson / Eversheds) Preliminary planning advice re submission of outline applications for the MSH, CLC/CLD and Clapham Library sites (LB Lambeth) Page 161
Regeneration Delivery Plan – Future Lambeth
1. Context
1.1 Following the local government elections in May 2006, the council undertook to review the Revitalise programme and delivery mechanisms to ensure the new administration is actively engaged with the programme, and the scope and objectives are aligned with the administration's vision for the borough.
1.2 Given the intention to use the council's major capital investment programmes to stimulate further development opportunities and drive socio-economic improvements, it is not appropriate to consider site developments in isolation, and the facilities / services improvement agenda needs to sit within a wider regeneration framework.
1.3 The framework will need to reference:
o the revised Community Strategy (providing a strategic document emphasising partner priorities, cross cutting approaches and position statements on issues such as neighbourhoods, community cohesion, anti- poverty, culture and community engagement). o the local government white paper, 'Strong and Prosperous Communities' , (targeting an enhanced role for councils as strategic leaders and place- shapers through stronger Local Strategic Partnerships and next-generation Local Area Agreements). o the Local Area Agreement (LAA) (developing as the overarching delivery plan for the Community Strategy). o the Corporate Plan (setting out the key strategic projects prioritised by the council leadership). o the Economic Development Strategy , the Anti-Poverty Strategy , and the social inclusion agenda (focusing on 'people', social regeneration and the local economy). o the Unitary Development Plan (UDP), developing Local Area Action Plans, and Supplementary Planning Documents in the form of site development briefs (providing the spatial framework and definition of 'place'). o the Local Implementation Plan (LIP) (establishing priorities and schemes for local highways improvements). o the emerging Investment Strategy (as a tool for delivery setting out the ways of providing the infrastructure for economic prosperity). o the proposed Communities First policy (placing an increased emphasis upon community engagement through local community/neighbourhood bodies). o the council's Accommodation Strategy (identifying the approach to address the future accommodation requirements to support service delivery).
1.4 Within this context, the RDP should be seen as part of the set of Community Strategy thematic delivery plans, and the programme addresses the physical delivery of the framework. It ceases to become a site driven council capital programme but an articulation of what the council is bringing to the partnership to deliver socio-economic benefits for the borough.
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1.5 Clapham
1.5.1 Following the presentation of options for the development of the Mary Seacole House site to Executive in December 2005 and subsequent public consultation in Spring 2006, council officers have been working with Members of the new administration since May 2006 to develop the Clapham town centre regeneration programme; this work has necessitated further strategic analysis to define the way forward.
1.6 Shakespeare Road Academy and Depot Relocation
1.6.1 A separate report is to be considered at Cabinet in November in relation to the permanent option for the relocation of depot operations to enable the development of the Shakespeare Road Academy. This is a key project within the programme but is considered separately due to the relationship with the review of the council's capital programme (which will also be presented to November Cabinet).
2. Proposals and reasons
2.1 This paper proposes an approach to bring together the council's (and partners') major capital investment programmes, with the potential to stimulate further development opportunities and drive socio-economic improvements, into a multi- agency Regeneration Delivery Plan (RDP), highlighting the approach to the Brixton Town Centre Development as part of the RDP.
2.2 This cohesive approach will support the creation and implementation of a vision that develops the relationship between Lambeth as a “place” and Lambeth “people” to central London and ensures the inherent opportunities are maximised.
2.3 In order to ensure the delivery of key development projects will continue throughout this period, this paper identifies the broad scope and delivery arrangements supporting the operations of the physical regeneration delivery team, and commits officers to continue to manage the delivery of the programme as set out in the council's Corporate Plan, pending completion of the RDP.
2.4 It also seeks agreement to procure a development partner to deliver a private sector led solution for the provision of a Joint Service Centre and improved library, leisure and other public facilities in Clapham.
2.5 Regeneration Delivery Plan
2.5.1 Purpose
2.5.1.1 The council’s Corporate Plan identifies a need for an investment plan for the borough, identifying physical regeneration opportunities and a long term vision for the borough. There is a recognition that it is now essential, in addition to strengthening its service delivery, to use the council’s leadership of the Local Strategic Partnership and its significant financial leverage to bear on the development and regeneration of Lambeth’s infrastructure and economy for the benefit of its residents and communities. Page 163
2.5.1.2 The approach needs to support the proposals in the local government white paper, 'Strong and Prosperous Communities', to provide an enhanced role for councils as strategic leaders and place-shapers through stronger Local Strategic Partnerships and next-generation Local Area Agreements with wider scope and importance, and a duty to co-operate between councils and local partners.
2.5.1.3 The development of a multi-agency Regeneration Delivery Plan (RDP) will assist in the delivery of the council's (and partners') economic, cultural, housing (e.g. Decent Homes), education (e.g. Building Schools for the Future (BSF)) and social plans and major capital investment programmes within the framework of a vision for the borough and based on its needs, priorities and opportunities.
2.5.1.4 This will improve the potential to stimulate further development opportunities, identifying the relationships between capital programmes, service delivery and socio-economic regeneration and help to ensure that Lambeth capitalises on London’s continuing development.
2.5.1.5 The multi-agency approach recognises the importance of development activity being driven by public and private sector partners across the borough. While the council has a fundamental community leadership role, public service and socio- economic regeneration outcomes may be equally well addressed through developments delivered by public and private sector partners (e.g. the Doon Street development in North Lambeth, which will deliver major public benefits led by Coin Street Community Builders).
2.5.1.6 The RDP will:
o set out a vision for Lambeth’s future development (having regard to current and emerging planning policies and guidance) and the key projects and programmes necessary to realise this vision. o outline indicative timetables for delivering major regeneration programmes and projects. o identify the contribution that existing projects and programmes are making. o define the role that the council and its partners can play in delivering the programme.
2.5.1.7 The plan will also provide a framework for decisions about the allocation of properties and projects to the Regeneration and Enterprise Division, and the use of capital assets for enhancing the council’s ability to regenerate the borough.
2.5.2 Governance
2.5.2.1 The preparation of the RDP provides an opportunity for the council to articulate its role as 'community leader', bringing together the broad partnership, driving the vision and achieving outcomes featured in the Community Strategy.
2.5.2.2 In addition to discussions with council colleagues leading the delivery of the various elements of the regeneration framework, development of the RDP proposal has involved engagement with senior officers through the Strategic Leadership Board (SLB), Cabinet Members via the Cabinet Advisory Panel for Regeneration and partners through the Local Strategic Partnership (LSP) and Page 164
regular meetings with key public sector agencies (including: Transport for London (TfL); the London Development Agency (LDA); and, the London Mayor's Office).
2.5.2.3 At its meeting on 19 October 2006, the LSP Executive expressed support for the multi-agency arrangements supporting the RDP to be incorporated as part of the LSP governance. 2.5.2.4 The proposed multi-agency governance arrangements (Fig 1) involve the LSP Executive acting as the sponsoring body for the delivery of the RDP, supported by the establishment of an Investment Board, alongside the existing LSP Theme Partnerships. At the operational level, the development of the RDP and delivery of the identified programmes will be co-ordinated by a multi-agency Partnership Team.
LSP Executive Lambeth Investment Board Membership to potentially include: - Lambeth Council - Lambeth, Southwark and Investment Board Lewisham Health Authority (LSP Theme Partnership) - Primary Care Trust - Registered Social Landlords - Transport for London - London Development Agency - Greater London Assembly Partnership Team - Network Rail (Multi-Agency) - South Bank Employers Group - Lambeth College
Figure 1: Multi-Agency Governance Arrangements
2.5.2.5 Development of the RDP and governance arrangements will also be mindful of the proposed establishment of Area Assemblies (with associated delivery plans) as set out in the draft Communities First policy.
2.5.3 Process
2.5.3.1 Shared Intelligence has been commissioned to provide support for the preparation of this plan by the Executive Director for Regeneration and Housing.
2.5.3.2 Building upon existing consultation and technical research, they are working with Members and officers across the organisation and other key partners from Lambeth First and the GLA, LDA and TfL to develop the vision for the regeneration of the borough, its town centres and neighbourhoods, and to bring together the plans and programmes in development for the borough.
2.5.3.3 Ward councillors will be engaged in the development of the vision and plans for the town centre areas, and the plan will be presented for agreement to Cabinet and to Lambeth First. It will be a partnership document relying on agencies working together for its delivery.
2.5.3.4 A draft RDP, containing information in the form of a snapshot of the planned investment programmes will be presented to Cabinet in Spring 2007. This will Page 165
continue to be developed through 2007 as the revised Community Strategy is agreed and the various capital investment programmes take shape and become firm plans. It is envisaged that the RDP will be reviewed and updated on an annual cycle matched with the investment planning and budget setting processes of the partner organisations.
2.5.4 Town centre developments
2.5.4.1 The RDP will be aligned to the town centre areas. Under each town centre area the plan will feature the various public investment streams now being implemented across the borough and specifically highlight the opportunities for private investment. The replacement UDP provides strategies and area specific policies for the town centres to support and direct investment and regeneration.
2.5.4.2 There is a considerable opportunity in Brixton to use strategic town centre sites to encourage wide-ranging physical, social and economic improvements and achieve essential regeneration benefits which address current and future community aspirations.
2.5.4.3 Development of partnership arrangements to support the Living Landmarks proposal for Brixton Market and the critical mass of planned partner initiatives in the town centre has created an impetus to accelerate work in Brixton.
2.5.4.4 It is planned to progress public discussions based on the production of a 'what we know' document building on existing consultation and technical research. The purpose of the exercise is to agree the qualitative baseline to feed into the wider technical and feasibility work to be commissioned in partnership with the LDA and the preparation of Supplementary Planning Documents to provide more detailed guidance for development on the various sites within the town centre.
2.5.4.5 Current proposals for council led development in Clapham are outlined in s2.7.
2.5.4.6 In Streatham, the council has achieved through its planning policies the development and delivery of new leisure provision as part of a mixed use (residential and retail) development and is working on the details of the implementation of these in partnership with Tesco. The focus of further feasibility work will be on the opportunities for interventions to support the long term sustainability of Streatham High Road and providing further planning guidance for development.
2.5.4.7 North Lambeth will benefit from a range of partner led developments, which will in Waterloo involve taking forward the Waterloo Development Framework through the preparation of an area action plan , alongside council schemes in the wider area, including the Princes Ward Investment Programme, and the Lilian Baylis development.,
2.5.4.8 In Norwood, the Planning Service is preparing a Supplementary Planning Document to guide development of the MDO 49 site identified in the UDP which will consider the feasibility of incorporating sport and leisure requirements, and the relocation of library and cultural facilities as well as wider community and economic benefits for the town centre.
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2.6 Future Lambeth – Outline Scope and Delivery Arrangements
2.6.1 Outline Scope
2.6.1.1 On 28 September 2004, the Executive resolved to take forward four key initiatives which would form the basis of the Revitalise programme. The original drivers for the programme were:
o Creating high quality, 21st century council facilities. o Improving council service delivery. o Maximising the value of strategic council assets to deliver a site based programme of physical developments.
2.6.1.2 Work commenced in Autumn 2005 to move the programme from being site driven (to address issues relating to council accommodation and facilities) to a series of area based regeneration programmes.
2.6.1.3 Within the context of the regeneration framework (refer to s1.2-1.3), the programme will cease to be a site driven council capital programme and become a programme of physical development activity supporting the achievement of socio-economic benefits for the borough. Recognising this change in focus to supporting the long-term regeneration and service / facilities improvement agenda, the programme will be re-named as the 'Future Lambeth' programme.
2.6.1.4 The broad scope of the programme and the nature of works to be delivered by the physical regeneration delivery team may be broadly defined as:
'The (re)development of operational, non-operational and housing sites / assets to deliver new / improved facilities or wider regeneration benefits in town centres and neighbourhoods.'
2.6.2 Delivery arrangements
2.6.2.1 Delivery of the programme will be led by the new Regeneration and Enterprise Division (bringing together the Physical Regeneration (formerly 'Revitalise'), Corporate Regeneration, Area Services and Adult Education functions), working with colleagues across the service departments and external partners, to ensure a joined up approach to physical, social and economic regeneration and improvements to services and facilities.
2.6.2.2 Pending the completion of the RDP (providing a clear definition of the council's future regeneration programme), officers from the Regeneration and Enterprise Division and other service departments will continue to manage the delivery of the programme as set out in the council's Corporate Plan.
2.6.2.3 The Physical Regeneration team will continue to act as an internal practice for client departments, offering a physical regeneration delivery function, supported by a range of contractors and consultants providing additional professional services on individual projects, with this approach being developed through the introduction of a series of framework agreements to ensure value for money. Page 167
2.6.2.4 This model enables issues of capacity and capability in the service departments to be addressed and gives a dedicated project management team the responsibility to implement a complex multi million pound investment programme.
2.6.2.5 The effectiveness of the client – contractor model has been evidenced in the delivery of the Shakespeare Road Academy and Depot Relocation project. This has demonstrated the benefits of the model when supported by the preparation of clear client specifications and implementation of robust governance arrangements.
2.6.2.6 In addition, informal feedback from the recent Audit Commission review of Revitalise indicated that in their view, the team is fit for purpose and it has been identified that the structure replicates the model established by the LDA to implement the Olympic Delivery Plan.
2.6.2.7 Supporting the operations of the client – contractor model, officers will review the arrangements for the ongoing internal governance of the programme and constituent projects, including representation of Members.
2.7 Clapham
2.7.1 As part of the overall review of the Revitalise programme, council officers have been working with Members of the new administration since May 2006 to develop the Clapham town centre regeneration programme; taking the opportunity to review and update the model to ensure that it is robust, provides best value and maximises benefits for an increasingly diverse community.
2.7.2 The final shape of the Clapham regeneration proposal must be self-financing within the sensitivities of both revenue and capital models. The re-positioning of the programme remit from a purely ‘accommodation emphasis’ to a ‘maximising asset based strategy’ fits in with the council’s corporate plan for economic development and enterprise, delivering quality and tackling inequality.
2.7.3 Development of the Clapham town centre regeneration programme has necessitated further strategic analysis to define the way forward, addressing:
o Private sector led solutions for delivering facility and service outcomes. o Viability of incorporating a health centre using a LIFTCo. delivery arrangement. o MSH outline planning submission. o Legal considerations. o Financial implications. o Proposals for stakeholder involvement.
2.7.4 Option appraisal
2.7.4.1 The council’s consultants Dunlop Haywards Ltd (DH) were commissioned in early August 2006 to complete an option appraisal of the Clapham regeneration programme.
2.7.4.2 Due to the requirement for a self-financing model and complexities of refurbishing an existing building and bringing it up to modern standards to meet Page 168
current building and diversity legislation, as well as service expectations, other refinements and sensitivities for Clapham have also been completed.
2.7.4.3 The option appraisal illustrates the extremes of possibilities and is limited due to time constraints under which the work was completed together with the block nature of the spaces proposed for each of the three sites.
2.7.4.4 While the optimum service outcomes are not considered to be affordable within the current financial model (with the council responsible for funding the total capital and revenue requirements), the appraisal has indicated that the minimum outcomes are achievable. However, it is possible that through the adoption of a private sector developer led approach packaging the three sites together (with outline planning consent on MSH) the optimum outcomes (including the provision of improved leisure, library, JSC, cultural and community facilities) will be achievable. The market exercise will provide a challenge to all assumptions that form the basis of the current financial model.
2.7.5 Three-site approach for Clapham regeneration
2.7.5.1 In order to maximise the marketability of the overall development, a three site approach will be taken for the Clapham regeneration programme encompassing the following:
o Mary Seacole House (MSH) - 81 – 91 Clapham high Street, a 10-storey concrete frame office building with 5000m2 floor space and some redundant parking and office storage to the rear. A development brief was prepared by the Planning Service and approved by the Council in November 2005 to provide guidance on the development options for the site.
o Clapham Leisure Centre and Clapham Leisure Depot (CLC/CLD) – consists of an existing leisure centre comprising a swimming pool and gym with some ad hoc buildings used for light industrial to the side and rear. On the third floor there is a small pottery club and a photographic studio; both work with the local community. The entire site is surrounded by a conservation area and enjoys good access to public transport.
o Clapham Library (CLib) – a historical two-storey structure with some community use on the first floor and residential (one flat) above.
2.7.6 Private sector led solutions in delivering public facility requirements and outputs
2.7.6.1 The requirements of the Leisure and Libraries services and the need to promote a self-financing solution have highlighted the limitations of the option appraisal and being overly prescriptive in terms of specifying detailed facilities. What is important is the specification of overall service outcomes and outputs which provide real benefit for the entire community.
2.7.6.2 A private sector led solution is the preferred way to approach the delivery of public facilities at the same time ensuring that the council’s interests are retained by specifying requirements for public facilities.
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2.7.7 Requirements for public facilities
2.7.7.1 To ensure the private sector led solution for the provision of public facilities meets council needs; requirements across the three sites have been developed to ensure that service outcomes will be achieved from any new development.
2.7.7.2 Officers will work under the council’s governance arrangements for project delivery to develop the minimum and optimum requirements (Table 1) into detailed specifications and service outcomes prior to the procurement of a private sector partner.
Table 1: Clapham regeneration requirements for public facilities
Minimum requirements: MSH CLC/CLD CLib No leisure provision Leisure centre (inc. pool) An element of community Library situated on the Ensure minimum down time space retained ground floor of leisure provision Fully DDA compliant JSC situated on the ground Existing level of community floor provision maintained Fully DDA compliant Enhance all existing facilities Improved leisure spaces Fully DDA compliant Optimum requirements (to include minimum requirements): MSH CLC/CLD CLib No leisure provision Leisure centre 100% community space and Library and JSC situated on Ensure minimum down time usage the ground floor with the of leisure provision Retained as a public asset ability to be used as a Expanded Leisure offer for cultural space and facilities and services maximising integration New sports hall
2.7.7.3 Development of the specifications will be informed by the current Cultural Services service review to ensure that ‘fit for purpose, high quality, 21 st century services’ can be delivered from the public facilities proposed. Part of this review in planning for ‘fit for purpose’ services is the requirement to ensure that any new sports provision conforms to Sports England technical guidance for the relevant facilities.
2.7.7.4 In summary, the Cultural Services and Joint Service Centre (JSC) vision for Clapham envisages:
“…a town centre providing high quality public facilities consisting of a leisure centre, and a flexible integrated library, JSC and cultural space that can meet the needs of the local community into the 21st century, based on:
o High design quality which is accessible and inclusive offering multifunctional spaces linked to day time and night time economies. o Provides health and well-being together with equality of opportunity for local people via sustainable outputs and robust co-ordination using a partnership approach. Page 170
o A high street presence providing a central venue in a cultural and continued learning environment where joined up, front office services enhance the vibrancy of the Clapham town centre…”
2.7.8 LIFTCo. proposal
2.7.8.1 The NHS Local Improvement Finance Trust (LIFT) is a vehicle for improving and developing primary and community care facilities. The local LIFT is a joint venture established between the local health care community, Partnerships for Health and a private sector partner, to develop and encourage a significant increase in investment in primary care and community based facilities.
2.7.8.2 LIFTCo. have been in informal discussions with officers since June 2006 to discuss the possibility of developing a health centre on the MSH site. A proposal was submitted to the council by LIFTCo. and their private sector partner Building Better Health (BBH) in October 2006. Officers have evaluated this proposal against projections for similar facilities under a more ‘traditional’ procurement model.
2.7.8.3 The LIFTCo. proposal presents only one possible model for delivery and confirmation of this proposal at this stage would preclude further delivery structures from being considered for the MSH site.
2.7.8.4 Subject to clarification of the legal implications and the need to ensure fair competition, LIFTCo. and BBH will be invited to submit an expression of interest for the Clapham regeneration project along with other private sector developers in the normal way.
2.7.9 Community engagement
2.7.9.1 A communication and consultation plan is in development to seek appropriate engagement of the local community and community groups at prescribed milestones over the life cycle of the Clapham regeneration programme.
2.7.9.2 Given the proposed developer-led approach, the key opportunities for community input to the programme will be in the development of the tender specification and the selection of the private sector developer. However, effective communications will also ensure the community is informed of plans and progress for the development and ongoing service arrangements.
2.7.9.3 As identified in relation to the development of the RDP, arrangements for community engagement will be mindful of the proposed establishment of Area Assemblies as set out in the draft 'Communities First' policy.
2.7.10 Next steps and way forward
2.7.10.1 The proposal put forward in this report for a private sector led solution places the emphasis on two key areas that need to be developed further:
o Procurement – This report proposes commencing procurement via placing an Official Journal of the European Union (OJEU) notice as soon as outline requirements have been developed. Tender documentation also needs to be developed that will enable any evaluation criteria to be robust to ensure Page 171
transparency and value for money. Detailed development and delivery agreements to protect the Council’s interests will also require further work.
o Outline planning – this report proposes the progression of an outline planning consent for the three sites. This will enable the demolition of MSH as soon as practically possible and will provide potential private sector developers some level of certainty and therefore comfort in delivering public sector facilities. The outline planning consent will also act to provide a better basis for financial and feasibility assessments and increase the marketability to developers.
3. Comments from Executive Director of Finance and Resources
3.1 With regard to the overarching proposals to develop a multi-agency RDP, the resource required to do so is contained within existing budgets. The important implication of the Plan is the extent to which it commits the council’s resources. This original financial model was based upon a set of assumptions established initially in September 2004 and updated for the 2005 budget setting process. One of the outcomes of the process to develop a RDP will be to revisit these assumptions and develop a new financial model that will encapsulate the proposals within the RDP with the Council identified as the lead partner. While this report identifies a change in focus to address wider socio-economic objectives, the original service / facilities improvement objectives underlying the identified capital programme will remain integral to the programme moving forward. The work to review the financial model will test the extent to which self- funding proposals can be developed for the borough as a whole by releasing the value in our assets to enable wider regeneration.
3.2 With regards to Clapham, this report establishes a principle that the proposals should be ‘self financing’ or ‘affordable’. It is inevitable that the proposals will have both capital and revenue impacts. The former relate to the net effect of the build costs and the receipts achievable. The latter relate to the net effect of the ongoing running costs and income achievable through, for example, a café or leisure centre. Therefore, the concept of affordability applies across both revenue and capital where a net cost on capital may be justified by an associated ongoing revenue benefit. Conversely, a net benefit on capital may justify an ongoing revenue cost (although in practice this is less likely given the constant pressure on the revenue budget).
3.3 There is no prescriptive standard within the council for justifying capital cost by revenue benefit. However, there is a convention within the budget setting process where capital bids attract a higher score if a payback of the initial cost can be demonstrated over a maximum period of 5 years. Therefore, an initial capital cost of £1m can be justified by an annual revenue benefit of £350k. The treatment of the relationship between capital and revenue for the purposes of the Clapham proposals will be developed as part of the evaluation process. While the existing convention for assessing the relationship between capital and revenue is useful as a starting point, it is not suggested this is adopted as a prescriptive standard at this stage. The methodology for the financial evaluation will build on recent similar projects and use a whole-life model and net present value analysis. Page 172
3.4 There is an additional consideration for the evaluation process, relating to the profiling of the financial implications. As well as setting an overall aim for affordability, it will be important to minimise impact on the capital programme in- year.
3.5 Officers have been working with the advisor team (including architects, cost consultants and property valuers) and LIFTCo to develop the options appraisal for Clapham. This has incorporated the financial evaluation of options in terms of both revenue and capital. The outcome of the options appraisal in terms of the financial evaluation is that the minimum requirements are affordable while the optimum requirements are not affordable.
3.6 The options appraisal has its limitations in so far as the council must be prudent in its assumptions and not rely on a high risk strategy. It is also based upon a relatively traditional procurement approach with the council having a strong control over design and build solutions for separately procured sites. However, work has been carried out to understand the variations to the figures if a more aggressive approach is taken. This effectively models the actions anticipated by a private sector developer and starts to close the affordability gap for the optimum outcomes.
3.7 The financial modelling demonstrates that by taking the more prudent approach, the optimum requirements cannot be achieved within an affordable solution whereas the minimum requirements can be achieved. As assumptions are adopted that model ‘private sector’ behaviour, the affordability gap closes.
3.8 Additionally, the advice from our property consultants, DH, is that there is a ‘window of opportunity’ to maximise the outcomes for Clapham. Based upon previous experience and recent trends in the property market and given the fact that the sites are key in a high value area, there is an opportunity to exploit the market and maximise value which will, in turn, fund the council’s desired outcomes.
3.9 Therefore, the procurement option recommended in this report is to market the three sites as a package, setting out the council’s optimum requirements and the overriding principle of affordability. Through a competitive process and detailed evaluation balancing financial and service considerations this will demonstrate that the very best value is achieved for the sites and outcomes achieved for the services.
3.10 It is important that the tender documentation and process provide for compromises on the optimum list of requirements down to the limit established by the minimum list of requirements. It is hoped that an affordable solution can be developed for the former but in the event this isn’t achievable, the council needs to be clear that the scope reduces to achieve affordability.
3.11 The costs of the procurement process for Clapham are funded from within existing budgets for the Revitalise team.
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4. Comments from Director of Legal and Democratic Services
4.1 The powers enabling, and duties requiring, the Council to carry out the various parts of the Revitalise programme include the Housing Acts, Local Government (Miscellaneous Provisions) Act 1976 and the Local Government Act 1974.
4.2 In addition to these specific powers, by virtue of section 2, Local Government Act 2000, local authorities have the power to do anything which they consider is likely to achieve the promotion or improvement of the economic, social and environmental well-being of their area. This power may be exercised in relation to, or for the benefit of, the whole or any part of the authority's area or all or any persons resident or present in their area.
4.3 The section 2 power includes power for a local authority to, inter alia, give financial assistance to, enter into an agreement with, or provide staff, goods, services or accommodation to, any person.
4.4 By virtue of section 123, Local Government Act 1972, the Council is empowered to dispose of land held by it in any manner it wishes but, except with the consent of the Secretary of State, it may not do for a consideration less than the best that can reasonably be obtained (unless the disposal consists of a grant of a term not exceeding seven years).
5. Results of consultation
5.1 There has been no formal consultation on the detailed proposals within this report.
5.2 However, between March and April 2006, the council conducted a consultation with residents, businesses and visitors seeking views on three development options for Mary Seacole House and a fourth option to refurbish the existing leisure and library facilities. The consultation document ‘Have your say on improving council services in Clapham’ set out these options and included a feedback form to be returned to a freepost address. The council also held a series of road shows, individual stakeholder meetings and permanent displays and attended local forum and meetings.
5.3 The final report providing feedback from this consultation exercise will be published on the council's internet pages.
5.4 Previous consultation undertaken in Clapham during 2005 included the three Revitalise consultation booklets, market research, meetings and stakeholder groups and road shows at Clapham Library and Sainsbury's to inform development proposals.
6. Organisational implications
6.1 Risk management: As with any major development programme, the main risk areas relate to: site assembly; approvals (e.g. planning) and statutory consultation; market interest and fluctuations; availability of resources; public opinion; design and construction issues; business and service continuity; and, partnership working. Page 174
The key areas of risk across the programme have been identified, along with the main actions relating to risk mitigation. Detailed risk and control information for each project is being compiled on the council's risk management system.
6.2 Equalities impact assessment: Each project within the programme will be supported in undertaking a full Equalities Impact Assessment to identify the impact the respective developments will have on different communities and service users.
All developments will seek to ensure greater public access to services and physical access to facilities through full compliance with Disability Discrimination Act (DDA) legislation.
6.3 Community safety implications: Each element of the programme, in particular the new town centre developments, will include an analysis of the community safety impact. The aim is that all proposed development will comply with the principles of Secure By Design (SBD) and, where appropriate, seek full SBD certification.
6.4 Environmental implications: Similarly, environmental implications will be addressed in the planning, and implementation, of individual projects within the programme. Formal Transport Impact and Environmental Impact Assessments will be completed as part of the planning process for each of the developments.
6.5 Staffing and accommodation implications: The report identifies proposals for the relocation of service provision and establishment of a new JSC within Clapham. While there is no anticipation of reductions in staff numbers associated with this, there will be an element of temporary disruption to existing working practices during the development period and may be a requirement for new ways of working for staff involved in delivering services from the new public facilities. Staff and trade union consultation will be carried out once the staffing implications have been confirmed.
6.6 Any other implications: None Page 175
7. Timetable for implementation
7.1 Regeneration Delivery Plan (RDP)
Confirmation of ongoing programme and project governance Dec-06 arrangements, including representation of Members and partners Development of RDP, including: site feasibility work, public Nov-06 consultation, and engagement with Cabinet and ward Members – Mar-07 and strategic partners Cabinet consideration of preliminary RDP Mar-07
7.2 Clapham
Preparation, inc: detailed specification of minimum and optimum Nov-06 requirements; procurement and delivery strategies; OJEU notice – Feb-07 Design, Planning and Procurement, inc: planning applications; Mar-07 detailed tender specifications; developer procurement – Dec-07 Construction and service transition Jan-08 – Apr-10
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This page is intentionally left blank Agenda Item 9 Page 177
b
Cabinet 8 January 2007
Streatham Area Committee 17 th January 2007 North Lambeth Area Committee 31 st January 2007 Clapham & Stockwell Area Committee 7th February 2007 Brixton Area Committee 7th February 2007 Norwood Area Committee 8th February 2007
Provisional Revenue & Capital Budget 2007/08
All Ward / All Area
Cabinet Portfolio: Report authorised by:
Cabinet Member for Finance: Executive Director of Finance & Resources: Councillor Jim Dickson Mike Suarez
Executive summary
Cabinet considered the overall budget outlook on 27 November 2006. This report updates the position and includes:
• An update on the financial outlook, including the latest monitoring information and the provisional local government finance settlement • Detailed revenue growth and savings proposals that would be affordable at a council tax increase of 4.99% • A detailed proposed capital programme, including amendments to previously agreed plans • Confirmation of the council’s disposal plans which will finance the capital programme (the detail of which is exempt information by virtue of paragraph 3 of schedule 12A to the Local Government Act 1972) • A thematic analysis of the budget proposals • The results of the public consultation undertaken to date • A timetable for completing the budget process.
Summary of financial implications
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This report is about the council’s overall financial position with a particular focus on 2007/08. It does not contain any recommendations that, if agreed, would commit the Council to additional expenditure.
Recommendations Area Committees (1) To note the report
Cabinet (1) That Cabinet note the provisional revenue and capital proposals and agrees subsequently to recommend these to Council, subject to comments received from consultees. (2) That Cabinet recommend that Corporate Committee continue to assume a 95% collection rate (of council tax) for the purposes of calculating the council tax base. (3) That Cabinet recommend that Corporate Committee maintain the existing policy on council tax discounts (where the council has legal discretion as set out in section 8 of this report). (4) That Cabinet agrees the principle of financing the schools’ element of the capital programme (excluding capital grants) at the level of the DfES figure for supported capital expenditure for the period 2007/08 to 2011/12, as set out in paragraph 6.12, and notes the notional and actual value of the single capital pot set out at paragraph 6.13 of this report. (5) That the Cabinet agrees the proposed amendments to the capital programme (where these merely vire expenditure from one financial year to another) as set out in appendix 6. (6) That the Cabinet notes the proposed reductions and deletions to the current capital programme, as set out in appendix 5 and, subject to comments received from consultees, agrees to recommend these to the Council’s budget setting meeting on 28 February 2007. (7) That the Cabinet notes the proposed additions to the current capital programme, as set out in appendix 6 and, subject to comments received from consultees, agrees to recommend these to the Council’s budget setting meeting on 28 February 2007. (8) That Cabinet agrees the disposal programme set out in appendix 8 of this report, and the proposed allocation of this between general and housing purposes, and instructs officers to proceed with the disposal for best consideration of the properties set out therein. (9) That Cabinet notes that formal amendments to the disposal programme are reserved to the Cabinet, and that officers are mandated to pursue the disposals referred to above unless and until any such formal amendments are made. (10) That Cabinet notes that the resources available to finance the capital programme over the period 2007/08 to 2011/12 cannot be known with certainty, and that amendments to the programme will be required over time to reflect changes to the financing.
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(11) That Cabinet notes the high level of disposals required to finance the proposed capital programme and the risks inherently associated with the capital programme as a result. (12) That Cabinet agrees the Total Capital Allowance of £16.12m as set out in paragraph 6.14 of this report and notes the implications for the financing of the capital programme. (13) That Cabinet notes that the proposed capital programme is balanced over three years but that there is an in-year financing shortfall in the 2008/09 financial year, and instructs officers to propose re-profiling of the schemes in order to balance the shortfall. (14) That Cabinet notes the results of the public consultation as set out in section 7 of this report. (15) That Cabinet notes the further consultation planned and the timetable for finalisation of the budget.
Consultation
Name of Directorate or Organisation Date sent Date Comments consultee to response appear in report consultee received para: from consultee
Internal Strategic Lambeth Council 5/12/06 5/12/06 Throughout Leadership Board Mike Dickens Legal and Democratic Services 14/12/06 14/12/06 10.1 – 10.17 Cllr Jim Dickson Cabinet Member for Finance 15/12/06 20/12/06 Throughout
Entered in Consultation and Events Diary? No If yes, date Report history
Decision type: Urgency item?
Non-key decision No
Authorised by Date report Report deadline: Date report sent: Cabinet member: drafted: Yes 20/12/06 20/12/06 21/12/06 Report no.: Report author and contact for queries: 273/06-07 Conrad Hall, Divisional Director of Corporate Finance 020 7926 9456 [email protected]
Background documents
July Finance Review: Cabinet 31 July 2006
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This report contains an appendix (appendix 8) that is confidential by virtue of paragraph 3 of Schedule 12A to the Local Government Act 1972, as it relates to commercially confidential information.
Appendices
Appendix 1 – Summary Revenue Growth and Savings Proposals
Appendix 2 – Departmental Revenue Growth and Savings Proposals
Appendix 3 – Detailed Revenue Growth and Savings Proposals ( NB . Not included here, can be read at http://www.lambeth.gov.uk/moderngov/Published/C00000225/M00000 397/AI00001386/ProvisionalRevenueCapitalBudgets078Appendix3.pd f)
Appendix 4 – Summary draft capital programme
Appendix 5 – Proposed amendments to the Capital Programme
Appendix 6 – Proposed Additions to the Capital Programme
Appendix 7 – Detailed capital proposals (new bids only) ( NB not included here, can be read at http://www.lambeth.gov.uk/moderngov/Published/C00000225/M00000397/ AI00001386/$ProvisionalRevenueCapitalBudgets078Appendix7detailedne wcapitalbids.docA.ps.pdf
Appendix 8 – Disposal programme [Exempt information by virtue of paragraph 3 of Schedule 12A to the Local Government Act 1972: “information relating to the financial or business affairs of a particular person (Including the authority holding that information)]
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Provisional Revenue & Capital Budgets 2007/08
1. Context
1.1 On 31 July the Cabinet received a report detailing the Council’s current financial position and the strategy for restoring an adequate level of balances and making available the financial resources required to deliver the Council’s priorities. This was updated by way of the 27 November report to Cabinet. This report brings the position up to date and presents detailed savings and growth proposals that could form an affordable budget for 2007/08.
2. The financial position
2.1 Members will be aware that the accounting entry referred to as Adjustment A has had a significant and adverse impact on the overall financial position. In summary, a sum of £23.5m had to be set aside to correct the apparent under- provision of statutory minimum revenue provision (MRP) for the period 1992/93 to 2003/04. Officers are continuing to make representations to the relevant government bodies and agencies to seek to alleviate this impact. However, unless and until any determination in the council’s favour on the matter, the sum of £23.5m must continue to be set aside. The impact of this is that the council’s general fund balance as at 31 March 2006 stood at just £0.526m.
2.2 The latest forecast financial results for 2006/07 are set out in the table below.
Table 1: Forecast financial position for 2006/07 at 30 September 2006
Department Best-case Worst-case Forecast Impact of Most likely overspend / overspend / overspend / control overspend / (underspend) (underspend) (underspend) action (underspend) £m £m £m £m £m Adults’ & Community 1.279 6.729 2.892 (0.386) 2.506 Services Children & Young 1.040 2.000 1.500 (0.480) 1.020 People’s Service Strategy & Corporate (1.963) (0.106) (1.821) 0.000 (1.821) Services Environment, Culture & (0.447) 3.365 1.265 (0.766) 0.499 Community Safety Finance & Resources 0.145 0.492 0.432 (0.680) (0.248) Regeneration & Housing (1.521) (0.003) (0.030) 0.000 (0.030) (General Fund) Office of the Assistant (0.523) 0.259 (0.006) 0.000 (0.006) Chief Executive
Totals (1.990) 12.736 4.232 (2.312) 1.920 (at 30 September 06)
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2.3 The council’s anticipated balances as at 31 March 2007 are set out in the table below. This excludes any PSA reward grant, which, if realised, will add to the balances shown.
Table 2: Forecast General Fund Balance £m Balance as at 31 March 2006 (after audit) 0.526 Add budgeted contribution to reserves 2.837 Additional base budget contribution to reserves 0.609 One-off contribution to reserves 0.191 Balance as at 31 March 2007 before overspends 4.163 Less departmental overspend (most likely case) (1.920) Final GF balance as at 31 March 2007 (forecast) 2.243
Departmental underspend (best case) 1.990 Departmental overspend (worst case) (12.736)
Final GF balance as at 31 March 2007 (range) (8.573) 6.153
2.4 The Executive Director of Finance and Resources continues to monitor the financial position closely. It is appropriate to report the potential worst-case scenario, in order that Members are fully aware of the risks being managed. However, Members should also note that over the last two years the revenue budget has been delivered successfully, and that with continued management attention the most likely forecast overspend may be further reduced.
2.5 The council has a fiduciary duty to maintain an adequate level of reserves. The consistent advice from the Executive Director of Finance and Resources is that this should be a minimum of 5% of net revenue expenditure and preferably towards the upper end of the range 5-10% of net revenue expenditure. Excluding schools, which have their own ring-fenced reserves, this equates to a minimum of approximately £15m and a range of about from £15m to £30m.
2.6 The budget as currently drafted would see balances returned to at least the minimum level necessary by 31 March 2010, or by 31 March 2009 if the forecast overspend in the current financial year were reduced sufficiently (assuming of course that there were no overspends in later years).
3. Budget outlook for 2007/08
3.1 The national context for this budget round is HM Treasury’s Comprehensive Spending Review (CSR) 2007, which will set government departments’ budgets for the three year period 2008/09 – 20010/11. Research by the Institute for Fiscal Studies on the 2006 budget suggests that public spending will increase at 1.9% a year over the period of the CSR, compared to an average of 4.1% for 1999 to 2008. Local government has so far received a relatively small proportion of this growth, and so unless there is a change in this government policy, it is reasonable to assume that councils will receive a small share of a smaller pot of
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growth. In addition the Chancellor of the Exchequer’s 2006 Pre Budget Report states that , “ the baseline savings ambition for the 2007 CSR period will be at least 3 per cent per year across central and local government, with a focus on net cashable savings to free-up resources to meet the challenges ahead”. It is reasonable to assume that savings of this order will be built into future local government grant settlements on the assumption that they are used to offset increases in other service expenditure. In this context of constrained funding and efficiencies, it is probable that the local government sector will receive a settlement that is significantly below inflation (the government’s CPI measure was 2.7% in November, as measured by the Office for National Statistics).
3.2 The government uses a formulaic system to distribute Revenue Support Grant (RSG) and Business Rates (collectively known as Formula Grant) that assesses councils’ relative needs. Paradoxically, under this formula, Lambeth’s needs are assessed as being relatively high whilst these needs are deemed to be increasing year to year at a comparatively lower rate than the needs of other councils.
3.3 The Draft Local Government Finance Report 2007/08 (commonly referred to as the “settlement”) was released on 29 November 2006 and confirmed the previously forecast Formula Grant allocation of £196.358m. The final report (and therefore final allocation) will not be laid before parliament until January, but any changes would be most unlikely. The settlement represents the minimum increase (or “floor”) of 2.7%. This increase is based on a “like for like” basis, which is intended to take account of changes in local government responsibilities and movements between specific grant funding and Formula Grant. The actual cash increase is only 2.5%, or approximately £0.4m less grant. It is too early to state with any confidence what the settlements for 2008/09 or later years will be. However, given the above, it is reasonable to assume that these increases will be significantly below the 2007/08 levels.
3.4 At a local level, the impact of Adjustment A on the accounts has reduced the level of general fund reserves to £0.5m. This is £14m lower than the minimum level of recommended reserves, being 5% of the net general fund revenue budget. The medium term financial strategy is therefore to return reserves to this level.
4. Budget proposals 2007/08 to 2009/10
4.1 The net effect of each department’s revenue budget proposals for 2007/08 is set out in the table overleaf. Appendix 1 summaries the overall impact of the proposals. The specific savings and growth proposals for each department are listed at Appendix 2. Schedules containing the details of the individual proposals are included at Appendix 3.
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Table 3: Revenue budget proposals 2007/08 Department Savings Growth Net proposals proposals proposals £m £m £m Adults & Community Services (2.816) 3.105 0.289 Children’s & Young People’s (1.754) 1.400 (0.354) Services Environment, Culture & Community (4.436) 1.023 (3.413) Safety Finance & Resources (0.804) 0.088 (0.716) Regeneration & Housing (2.820) 0.583 (2.237) Strategy & Corporate Services (1.310) 0.925 (0.385) Council wide savings (0.130) 0.000 (0.130) Total (14.070) 7.124 (6.946)
4.2 The net position excluding brought forward savings and growth is shown in the table below.
Table 4: Proposed changes to net revenue budget 2007/08 to 2009/10 Department 2007/08 2008/09 2009/10 Total £m £m £m £m Adults & Community Services 0.289 (1.475) (0.376) (1.562) Children’s & Young People’s (0.354) (1.184) (0.590) (2.128) Services Environment, Culture & (3.413) 0.711 (0.215) (2.917) Community Safety Finance & Resources (0.716) (0.669) (0.620) (2.005) Regeneration & Housing (2.237) (0.398) (0.407) (3.042) Strategy & Corporate Services (0.385) (0.334) (0.144) (0.863) Council wide savings (0.130) 0.000 0.000 (0.130) Total net savings (6.946) (3.349) (2.352) (12.647)
4.3 These draft proposals will result in significant savings (almost 5% of the net revenue budget in 2006/07) that enable the council to meet its savings target for 2007/08. However, further savings will need to be identified for 2008/09 and 2009/10. The amount by which projected expenditure exceeds available resources in each year of the current budget cycle is shown in the table below.
Table 5: Proposed changes to net revenue budget 2007/08 to 2009/10 2007/08 2008/09 2009/10 £m £m £m Projected Budget Requirement 284.408 294.321 298.419 Projected Resources (284.408) (288.271) (292.227) Budget Gap 0.000 6.050 6.192
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4.4 Options for bridging the gaps in 2008/09 and 2009/10 should be developed on an ongoing basis, and will form that starting point for the 2008/09 to 2010/11 budget setting process.
4.5 Meeting these savings targets will enable the Council to make the contributions to reserves budgeted for in the July Finance Review. As noted in paragraph 2.5, the minimum recommended level of reserves is 5% of the net general fund revenue budget. The table overleaf shows how the 2006/07 projected outturn and the budgeted contributions will move the Council towards meeting this target.
Table 6: Forecast General Fund balances to 31 March 2010 GF balance £m Balance as at 31 March 2006 (after audit) 0.526 Add budgeted contribution to reserves 3.637 Less forecast overspend (1.920) Forecast balance at 31 March 2007 2.243 Budgeted contribution to reserves 5.390 Forecast balance at 31 March 2008 7.633 Budgeted contribution to reserves 5.390 Forecast balance at 31 March 2009 13.023 Budgeted contribution to reserves 5.390 Forecast balance at 31 March 2010 18.413
4.6 The following table analyses the new growth and savings proposals by the four LAA themes, separating proposals that relate to support services or do not directly relate to any of the LAA themes under a fifth heading. This analysis shows that of the net savings of £12.647m over the three years, 57% (£7.182m) is forecast to come from areas that do not directly affect the LAA themes. Generating savings in this manner has enabled the council to minimise the savings that need to be realised in services directly contributing to LAA themes.
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Table 7: Growth/ Savings LAA Themes Growth / 2007/08 2008/09 2009/10 Total LAA Themes Savings £m £m £m £m Savings Children and Young People (1.654) (1.110) (1.005) (3.769) Economic Development (0.857) (0.315) (0.251) (1.423) Healthier Communities and (2.847) (1.826) (0.716) (5.389) Older People Safer and Stronger (1.585) 0.128 (0.021) (1.478) Communities Contributes indirectly to all (7.127) (0.112) (0.954) (8.193) LAA themes (support services) Savings Total (14.190) (3.235) (2.947) (20.252) Growth Children and Young People 1.400 (0.074) 0.415 1.741 Economic Development 0.823 0.060 (0.060) 0.823 Healthier Communities and 3.105 0.302 0.340 3.746 Older People Safer and Stronger 0.284 0.000 0.000 0.284 Communities Contributes indirectly to all 1.512 (0.401) (0.100) 1.011 LAA themes (support services) Growth Total 7.124 (0.114) 0.595 7.605 Net Total (6.947) (3.349) (2.352) (12.647)
4.7 The council has had to make net savings of almost £7m in order to produce a balanced budget. Over half of this has been achieved through efficiencies, but, inevitably, some difficult choices have been required. Net savings of £1.33m to services that impact on delivery of the LAA will be required. Almost all of this falls within the “Safer and Stronger Communities” block. This reflects relative prioritisation to some degree but also the opportunity to achieve more for less within this area.
4.8 The table overleaf provides a functional analysis of the new growth and savings proposals, showing whether savings are linked to contracts, efficiencies, income generation or service reductions, and whether growth is caused by increases in contractual costs, increases in demand, or the provision of new or improved services. Almost two thirds of the gross savings of £20.252m come from efficiencies. Income generation and smarter contract procurement have enabled the council to minimise reductions to services, which represent 16% of the gross savings total.
4.9 This illustrates that providing value for money through efficiency savings has become part of the council’s core business and is embedded in the budget setting process. Achieving value for money is a Lambeth council priority. Value
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for money is a theme which runs through the council from the highest strategic level to day-to-day operations. The council’s corporate plan states that. “We must deliver excellent services, provide value for money, and focus on tackling inequality.
4.10 The budgeting process for the council requires that all growth and savings proposals must state what impact they will have on the value for money delivered by the service in question.
4.11 These proposals have been scrutinised and agreed by Executive Members and Executive Directors, who take the responsibility for delivering value for money back to their departments and ask the appropriate questions, prioritising limited resources to deliver high quality, value service to residents, businesses and other stakeholders.
4.12 The high gross savings have enabled the council to reinvest some of the resources in service growth. Although almost half of this growth relates to inflationary pressures, £3.6m will be invested in service improvements. The analysis also shows that demand pressures have been managed well, with less than 10% of the growth being needed to pay for these. The limited scope for investment in services reflects the difficult market for social care, where inflation is well above the CPI rate of 2.7%, and the increasing demand for adult social services.
Table 8: Growth/Savings Functional Analysis Growth / 2007/08 2008/09 2009/10 Total Functional Analysis Savings £m £m £m £m Savings Contract led (1.955) 0.907 (0.010) (1.058) Efficiencies (8.593) (2.135) (2.301) (13.029) Income generation (2.254) (0.653) (0.017) (2.924) Service reductions (1.268) (1.354) (0.619) (3.241) Savings Total (14.070) (3.235) (2.947) (2.947) Growth Contract led 3.119 0.220 0.000 3.339 Demand led 0.327 0.000 0.340 0.667 Service 3.678 (0.334) 0.255 3.599 improvements Growth Total 7.124 (0.114) 0.595 7.605 Net Total (6.947) (3.349) (2.352) (12.647)
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5. Council tax
5.1 The resources forecast at table 5 assume a council tax rise of 4.99% in 2007/08, and successive rises of 2.5% in each of 2008/09 and 2009/10. The latest data from the Office for National Statistics suggests that salary inflation will average at around 3.25% over the coming years. The assumptions made in this report about council tax increases are for planning purposes, on the premise that the Administration would like to ensure that council tax increases over time will be comparable to average salary inflation. Members are not bound to seek to achieve this, but an assumption must be made for planning purposes.
6. Capital
6.1 Cabinet considered the overall capital programme and its financing at its meetings of 31 July and 27 November 2006. At the latter meeting Cabinet received details of the estimated financing available and the likely implications of this for the capital programme. At that time Cabinet agreed to:
“instruct the Executive Director of Finance & Resources to prepare detailed capital proposals in line with the principles set out therein for consideration by the Cabinet at its 12 February 2007 meeting”
6.2 This report sets out an updated statement of the financing available. Against this it sets out a draft capital programme for the period 2007/08 to 2011/12, including details of any new schemes that are being proposed. Cabinet is being asked, at this stage:
• To note the financing available for the total capital programme
• To agree some virements within the existing capital programme
• To agree to recommend to Cabinet, subject to comments from consultees, a proposed capital programme, including some deletions and additions to the existing capital programme
• To agree a disposal programme
6.3 By agreeing the above Cabinet will ensure that a final recommendation to Council can be made at the Cabinet meeting of 12 February 2007, based on these draft proposals and any feedback received on them.
6.4 Cabinet will be aware that the decision to finance the investment required to co- locate refuse operations on a single site has added considerably to the pressures on the capital programme. In order to ensure that the overall capital programme remains affordable officers have reviewed existing commitments, identifying opportunities to spread the cost of these over future years, reduce their value or in some cases delete them altogether.
6.5 The capital programme is financed by capital receipts and by borrowing. Broadly speaking, all government allocated sources of finance are gathered into what is technically known as the “single capital pot”. Cabinet has discretion to
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recommend to the Council how these sources of finance ought to be applied (i.e. which capital projects ought to be financed). Some restrictions apply, which can be legislative or of a more practical nature. These are, in summary:
• A proportion, currently 25% of the receipts from right-to-buy sales can be applied to finance general capital expenditure. The balance, after making due allowance for permitted administrative costs, must be returned to central government, per the Local Authorities (Capital Finance and Accounting) (England) Regulations 2003.
• All of the receipts from general fund disposals may be used to finance any capital expenditure, and there is no general requirement to ring-fence these in any way (i.e. the sale of an asset “belonging” to one department in no way implies that the receipt must be used to finance capital expenditure for that department).
• Receipts from the sale of properties held for housing purposes are, in practice, often applied to finance HRA capital expenditure. However, the authority has the discretion to apply relevant statutory exceptions and use such receipts to finance general fund expenditure, provided that this is either for affordable housing or regeneration purposes. Taking advantage of such exceptions means in theory that a share of the gross receipt (75% for dwellings and 50% for other assets) is subject to pooling by central government. However, in practice the allowances that the authority is entitled to apply are such that this can normally be minimised or reduced to nil.
• All supported borrowing can be for the purposes of the single capital pot, i.e. it can be used to finance expenditure of any purpose. Supported borrowing means that the council receives notional support through the main RSG mechanism for the revenue costs of it. However, a practical consideration is that government departments may have expectations as to how authorities utilise this borrowing. It may therefore harm the council’s relationship with these departments were it to be used for other purposes.
6.6 Capital expenditure can also be financed through grants, usually from government departments or agencies. To some extent these are irrelevant for the purposes of determining how the single capital pot resources ought to be allocated (since where the grant finances 100% of planned expenditure the net effect on the financing equation is nil). Where the grant finances less than 100% of the planned expenditure then financing the possible expenditure tends to provide good value for money, subject to the project being in line with organisational priorities and subject also to any ongoing revenue funding issues being addressed. The remainder of this report focuses on projects that are not funded by capital grant, for the reasons given above.
6.7 The total capital resources available to the council over the period 2007/08 to 2011/12 are summarised in the table below.
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Table 9: Capital Resources Source of 2007/08 2008/09 2009/10 2010/11 2011/12 finance £’000 £’000 £’000 £’000 £’000 Right-to-buy 4,000 3,500 3,000 1,000 1,000 sales SCE (R) * - 12,000 12,000 12,000 10,000 10,000 DfES SCE (R) * - 8,700 8,000 8,000 8,000 8,000 DCLG SCE (R) * - 447 0 0 0 0 Other SCE (R) * - 21,610 20,000 20,000 18,000 18,000 total General fund 3,950 7,950 16,600 5,000 0 receipts Other 7,000 0 0 0 0 receipts Total 36,560 31,450 39,600 24,000 19,000 * - supported capital expenditure
6.8 Right-to-buy (RTB) sales cannot be forecast with certainty. In the current financial year officers anticipate that the capital resources available from these sales to finance capital expenditure will be £5m. Figures for future years cannot be predicted with certainty. In 2005/06 the figure was £7.5m and £23m in 2004/05. Clearly RTB sales are declining from a previous high, in line with national and local trends, and the estimates above are reasonable and prudent.
6.9 The SCE (R) figures for 2007/08 are based on the latest information from government departments, but cannot be regarded as final. Thereafter they are estimates only, and although reasonable may need to be revised in subsequent years with corresponding changes to expenditure plans.
6.10 The authority has complete discretion as to how these resources should be applied. The key concern, as highlighted above, is the potential impact on the council’s relations with government departments, were these resources to be applied other than for the narrow purposes prescribed by the relevant department. It is not possible to say with any certainty what impact any decision on the application of these resources might have, but the Cabinet will nevertheless subsequently be required to recommend a capital budget to Council.
6.11 Of the SCE (R) figure £12m is supported by the DfES, whose expectation is that this be used to finance capital expenditure on schools. The condition of the authority’s school estate is a key concern for capital planning purposes. In the longer-term the Building Schools for the Future (BSF) programme should transform the physical quality of the secondary school estate and, it is to be hoped, a subsequent programme for the primary schools will also be funded.
6.12 BSF funding is substantial, but does not mean that the council can afford not to invest in the school estate in the interim, nor is it the case that the completion of BSF will do away with the need for continued investment in the schools.
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Investment in the schools therefore remains a strategic priority and it is recommended that Cabinet adopt a policy, for the period 2007/08 to 2011/12, of limiting capital financing for schools to the DfES SCE (R) figure. This will explicitly link the funding source to the planned works and so demonstrate commitment to the DfES. It will also enable the Children’s and Young People’s service, in partnership with the Schools’ Forum, to plan for the longer-term as the future allocations will be as certain as can reasonably be achieved. For the avoidance of doubt, adopting this policy would commit the authority to financing capital expenditure in schools, for the period 2007/08 to 2011/12 at the level of:
DfES SCE (R) allocation + capital grants (including BSF) = school estate capital funding
6.13 The other main element of supported capital expenditure (estimated at £8.7m in 2007/08) is notionally provided for housing purposes. As with the DfES financed SCE (R) the council is under no obligation to use this for housing purposes. This report assumes that this resource will be made available to support the council’s wider regeneration objectives (and the housing opportunities that would be generated accordingly). This is not the same as specifically supporting investment in the council housing stock. This makes strategic sense, given the council’s consideration of the ALMO option for the housing stock.
6.14 Capital receipts from assets held for housing purposes of £7m are assumed to be used for the purposes of financing general expenditure. Under the new capital finance regime introduced by the Local Government Act 2003, the Council is obliged to pay over to DCLG a proportion of the capital receipts that it derives from the sale of properties held under housing powers. This is referred to as “capital receipts pooling”. The 2003 capital regulations, however, permit the Council to avoid this pooling requirement for any housing receipts arising from disposals other than Right-To-Buy sales, if it reinvests these receipts in either affordable housing or regeneration projects. The mechanism for doing this is to identify a pool of such schemes, known as the “Total Capital Allowance”, and set any eligible receipts against this pot. As this is done at the total value level, there is no direct link between any individual receipt and a specific scheme. To implement this requirement, schemes totalling £16.12m have been identified in the proposed capital programme (indicated by an asterisk) as either affordable housing or regeneration projects, £2.4m of which will constitute the Council’s addition to its Total Capital Allowance for 2007/08.
6.15 Taking the above into account a draft capital programme for the period 2007/08 to 2011/12 is set out at appendix 4. This takes account of previous decisions made by Council (which, in setting previous capital budgets, has of course done so for more than a one year period). However, the draft programme set out at appendix 4 updates this in the light of the indicative proposals presented to the 27 November 2006 meeting. Subject to the views of the Cabinet and any comments that may be received from consultees the schemes set out in appendix 4 will form part of Cabinet final recommendations to council at the 12 February 2007 meeting.
6.16 Appendix 5 sets out the changes that are proposed, by virtue of this report, to the current capital programme. Members will note that, for ease of reference, these are split between those proposals that merely affect the planned timing of the
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scheme and those that affect the actual value. The appendix contains explanations of the reasons for the proposed changes. Cabinet are recommended to approve the proposed virements (section 1 of appendix 5) and to recommend, subject to the responses from consultees, that the reductions and deletions proposed in section 2 of appendix 5 be recommended to Council as part of the final budget-setting report.
6.17 The Cabinet report on 27 November 2006 summarised the proposed additions to the capital programme. Appendix 6 to this report summarises these new capital proposals that the Cabinet, by virtue of this report, are recommended to include in their final recommendations to Council for inclusion in the budget. These are based on the information provided to the Cabinet in the report on the budget for the 27 November 2006 meeting. Appendix 7 details these proposals.
6.18 The proposals presented here are in line with the outline allocations set out for the Cabinet meeting of 27 November 2006, except that the figures for technical support for the Future Lambeth programme have been reduced by £0.5m per year, to reflect the likely expenditure.
6.19 Appendix 8 contains exempt information by virtue of paragraph 3 of schedule 12A to the Local Government Act 1972: “information relating to the financial or business affairs of a particular person (including the authority holding that information). It sets out the planned disposals over the period 1 April 2007 to 31 March 2012, and replaces and supersedes any such previous lists. Cabinet are recommended to agree the list. For the avoidance of doubt, in so doing Cabinet would be authorising and instructing officers to seek to dispose, for best consideration, each of the properties on the list on or before the financial year indicated. Amendments to the disposal programme are reserved to the Cabinet, and this authority and instruction for each identified property, if agreed, could then only subsequently be amended by a further formal recommendation of the Cabinet.
6.20 The table overleaf shows the headline capital allocations for each department.
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Table 10: Headline Capital Allocations Department 2007/08 2008/09 2009/10 2010/11 2011/12 £’000 £’000 £’000 £’000 £’000 A&CS 800 693 0 0 0 C&YPS 12,000 12,000 12,000 10,000 10,000 E&CCS 6,049 4,971 1,375 0 0 F&R 0 0 0 0 0 R&H 100 100 0 0 0 S&CS 4,751 4,066 1,430 0 0 Major projects Depot relocation 6,137 18,712 4,134 0 0 Streatham Hub 8,200 8,000 2,921 0 0 Future Lambeth 2,780 2,280 4,280 0 0 Total 40,817 50,822 26,140 10,000 10,000 Financing 36,560 31,450 39,600 24,000 19,000 available Surplus/(shortfall) (4,257) (19,372) 13,460 14,000 9,000 Surplus b/f from 10,401 2006/07 Surplus/(shortfall) 6,144 (13,228) 232 14,232 23,232 carried forward
6.21 The result of this is that the proposed capital programme is affordable in 2007/08 and over the three-year period to 2009/10. The in-year financing pressure anticipated in 2008/09 will need to be addressed before Cabinet meets in February, by reprofiling expenditure from that year to 2009/10.
6.22 At present the table above suggests that there is a significant financing surplus in 2010/11 and 2011/12. In reality, this merely reflects the fact that expenditure proposals for these years have not yet been fully developed, and the only anticipated expenditure built in at this stage is the funding for schools (which is matched by the presumed support from the DfES).
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7. Public Consultation Process
7.1 The report to Cabinet on 27 November 2006 noted the importance of consulting a wide range of stakeholders, and the improvements to the process that have been made following a review of the budget setting process by the Budget Scrutiny Commission. Briefly, this involved recruiting OPM, an independent research company, to carry out a comprehensive programme of consultation with residents and other stakeholders about budget priorities for 2007/08. The budget setting consultation also includes market research (both qualitative and quantitative). This includes on-line and on-street surveys, public workshops and focus groups with young people, the youth council, representatives of the BME community and other stakeholders. Questionnaires were also completed by the business community.
7.2 This research sought the views of representative samples of residents, businesses and stakeholder groups on budget growth and savings proposals (based on areas of the budget where we have flexibility), and the level of council tax for 2007/08. The five service areas were:
• Adults’ social services
• Children’s social services
• Community safety and crime reduction
• Streets and highways
• Youth provision
Survey respondents and workshop participants were asked about rises in council tax at three rates: 3%, 4% and 5%. 3% was described as an inflationary increase because it reflected both the government’s CPI measure and the more commonly used RPI rate, which were at 2.4% and 3.7% respectively at the time of the consultation.
7.3 OPM will report the results of the consultation via an in depth report and a public meeting to which all of the participants in the workshops and focus groups will be invited. OPM have already analysed the data at a high level and these results were presented to an open meeting of members and officers on 13 December. The findings about council tax and relative service priorities are summarised below.
7.4 Council tax
7.4.1 The graph below shows that when respondents to the on street survey were asked about their general attitude to council tax rises, 60% of respondents favoured some kind of increase. This is illustrated in the pie chart below.
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A rise in council tax above the level of inflation to increase the amount Don't know of money available to spend on 14% council services 11%
No council tax increase with significant cuts in A rise in council tax services 26% in line with inflation to maintain the council's current services 32% Selected cuts in current services to allow for a lower council tax increase 16% Base: All on-street respondents (533)
7.4.2 However, the following graph shows that respondents were almost evenly split in their views when they were asked about specific council tax rises, with 48% wanting no increase, 45% supporting an increase of some size and 7% undecided.
5% increase 6%
4% increase 11%
3% increase 28%
No increase 48%
0% 10% 20% 30% 40% 50% 60% % of respondents
Base: All on -street respondents (533)
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7.4.3 Participants in the workshops and focus groups were provided with more information and had more time for deliberation than the survey respondents. Nevertheless, the results were similar, with 57% favouring an increase at the end of the sessions. Further analysis of the results from the workshops and focus groups shows that as participants discussed issues at greater length, they were less willing to support higher council tax rises to fund services. This is illustrated in the graph below, where the pale yellow coloured bars represent votes at the beginning of the session and the claret bars represent votes cast at the end. Over the course of the session support for the two high rises of 4% and 5% fell by 10%, with an almost equal increase in the number of people who would only support a 3% rise.
Net change AM to PM (-2%) 5% increase 20% 22%
(-7%) 4% increase 13% 20%
24% (+9%) 3% increase 15%
43% (0%) No increase 43%
0% 10% 20% 30% 40% 50% 60%
% of respondents
Morning Afternoon
Base: All deliberative workshop participants (49)
7.4.4 Taken together, these results suggest that there is no overall consensus amongst Lambeth’s stakeholders about the level of council tax. However, when people are provided with more information about the council’s funding and services, a slight majority favour increases to fund improved service delivery.
7.5 Relative service priorities
7.5.1 In contrast, there was broad consensus about the relative priority of the five services about which respondents and participants were asked. The main messages are that:
• Community safety and youth services are top priorities
• There is a desire to safeguard vulnerable groups
• There is a clear link between youth provision and children’s social services
• Streets and highways are a relatively low priority
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7.5.2 Community safety and youth provision consistently ranked as the top priorities in both the quantitative surveys and the qualitative workshops and focus groups. On balance the evidence from the consultation tends to suggest that children’s social services could be ranked as the third priority, although members should be aware that the evidence for this is less clear-cut. The graph below shows the results of the on street survey, where community safety and youth provision were accorded highest priority.
Community safety and crime 46% 22% 15% reduction
Youth provision 22% 27% 23%
Children's social services 17% 23% 22%
Adults social services 10% 16% 24%
Streets and highways 11% 13% 5%
0% 20% 40% 60% 80% 100%
% of respondents Base: All on-street respondents (533)
First priority Second priority Third priority
7.6 Relationship with budget proposals
7.6.1 The functional analysis of new growth and savings in section 4 shows that £3.5m of service improvements are proposed. This is the area of growth that is intended to reflect local priorities, as the remaining growth is largely a response to market forces.
7.6.2 In determining the draft proposals account has been taken of the research. In particular following consultation feedback with regard to community safety and crime reduction one of the specific proposals, the establishment of an anti-social behaviour team, has been accepted as an investment priority. This proposal is included in the draft budget proposals at appendices 2 and 3 as “An Anti Social Behaviour Team for Lambeth”, reference GCS02.
7.6.3 The importance of youth provision is reflected in the proposed growth of £1.665m to implement the “Youth Participation” growth bid from CYPS (see appendices 2 and 3, CYPS reference G2). The new administration had identified this area as a key priority, but brought forward £0.205m of growth from 2008/09 into 2007/08 to reflect the high priority placed on this service in the consultation.
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7.6.4 The draft proposals also include growth to help protect vulnerable people by providing funding for the Gaia Centre, which would otherwise close. The centre provides advice and support to one of the most vulnerable groups in society; women who have suffered domestic violence.
7.6.5 A number of changes have been made to the profiling of growth proposals, consistent with what was reflected in the public consultation, such as with regard to Youth Services and Community Safety.
8. Council tax base
8.1 A report providing full information on the council’s tax base will be provided to Corporate Committee, which has the legal responsibility for approving this. Cabinet, however, may recommend to the Corporate Committee relevant matters of policy, specifically the collection rate to assume and the discount policy. This section of the report is designed to enable members to recommend a collection rate for 2007/08 and a policy on discounts to the Committee.
8.2 The council’s tax base is calculated by applying an estimated collection rate to the total of all properties converted to the average equivalent property at Band D.
8.3 It is recommended that a prudent collection rate is used for this tax setting. Officers recommend that a 95% assumed collection rate will give a robust reflection of the likely value to be obtained from the demands issued in April 2007. This is in line with previous years, and Cabinet are invited to recommend this to the Corporate Committee.
8.4 The Council has local discretion, granted under the Local Government Act 2003, in setting the discount for homes counted as long-term empty and second homes. These are currently as shown in the table below.
Reason Discount Given Local/Statutory
Single Person 25% Statutory
All except one person in 25% Statutory household disregarded
All persons in household 50% Statutory disregarded
Second Home 10% Local
Long-term empty 0% Local
8.5 The Council has the power under the Local Government Act 2003 to have other local discounts. Discounts would be granted either to individuals or to classes of individuals. Those stated above are the existing discounts, and Cabinet are invited to recommend to the Corporate Committee that these be continued without amendment.
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8.6 There are financial implications to granting any discounts other than those currently enjoyed. Not only would there be an increase in the general level of council tax for other payers, but the complication and cost of administering council tax would increase.
9. Comments from Executive Director of Finance and Resources
9.1 This report is about the council’s overall financial position and the draft budget proposals for the period 2007/08 to 2009/10. It does not contain any recommendations that, if agreed, would commit the council to additional expenditure.
10. Comments from Director of Legal and Democratic Services
10.1 The Council has a duty to maintain a balanced budget throughout the year and, accordingly, members are required to regularly monitor the Council's financial position. In implementing the Council’s financial strategy for 2006/07 and subsequent years, members will need to balance the proposed level of expenditure in discretionary areas of service provision against that required to ensure that the Council complies with its statutory duties.
10.2 Section 28 of the Local Government Act 2003 imposes a duty on the Council to monitor its budgets throughout the financial year, using the same figures for reserves as were used in the original budget calculations. The Council must take necessary appropriate action to deal with any deterioration in the financial position revealed by the review.
10.3 The Housing Revenue Account is a ring-fenced account. Transfers to and from the account are prescribed.
10.4 Details are set out in the body of the report above of the forecast overspends and the impact on reserves. It is therefore essential, as a matter of prudence, that the financial position continues to be closely monitored. In particular, members must satisfy themselves that sufficient mechanisms are in place to ensure both that savings are delivered and that new expenditure is contained within the available resources. Accordingly, any proposals put forward must identify the realistic measures and mechanisms to produce those savings.
10.5 Recommendation 2 of this report relates to the calculation of the Council Tax base. By virtue of section 33(1) of the Local Government Finance Act 1992, the Council is required to calculate the basic amount of its Council Tax by applying the formula (R-P)/T. 'T' is the amount which is calculated by the authority as its Council Tax Base for the year and, where one or more major precepting authorities (such as the GLA) have power to issue precepts to it, is notified by the Council to the authorities concerned within the "prescribed period." In accordance with regulation 8 of the Local Authorities (Calculation of Council Tax Base) Regulations 1992 (as amended), the "prescribed period" is the period beginning 1 st December and ending on 31 st January in the financial year preceding that for which the calculation of the Council Tax Base is made.
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10.6 Section 67 of the 1992 Act (which formerly required that the calculation of the Council Tax Base must be made by full Council) has been amended by section 84 of the Local Government Act 2003, so that the calculation can be made by another appropriate Council body. By virtue of the Local Government (Functions and Responsibilities) (England) Regulations 2000 (as amended), the calculations which are required to be made by various sections of the 1992 Act, including the calculation of the Council Tax Base, cannot be discharged by the Cabinet. Therefore, the calculation can only be made by the Council or Corporate Committee.
10.7 The budget-related responsibilities which are, however, designated by the Regulations for the Cabinet to discharge include:
".... the preparation, for submission to the authority for their consideration, of estimates of the amounts to be aggregated in making the calculation or of other amounts to be used for the purposes of the calculation and estimates of the calculation."
This will be the subject of a further report to the Cabinet in February 2007, for final consideration and approval by the Council at its budget-making meeting.
10.8 In reaching decisions on these matters, members are bound by the general principles of administrative law. Lawful discretions must not be abused or fettered and all relevant considerations must be taken into account. No irrelevant considerations may be taken into account, and any decision made must not be such that no reasonable authority, properly directing itself, could have reached. Members must also balance the interests of service users against those who contribute to the Council’s finances. Monies may not be expended thriftlessly and the full resources available to the Council must be deployed to their best advantage. Members must also act prudently and in a business-like manner at all times.
10.9 In considering the advice of officers, and the weight to be attached to that advice, members should have regard to the personal duties placed upon the Executive Director of Finance & Resources as Chief Financial Officer. The Chief Financial Officer is required by Section 151 of the Local Government Act 1972 and by the Accounts and Audit Regulations 2003 to ensure that the Council’s budgeting, financial management, and accounting practices meet relevant statutory and professional requirements. In the event that the Council’s overall financial position worsens considerably during the remainder of 2006/07, the Executive Director of Finance & Resources will need to have regard to the statutory obligations which are placed on him personally when deciding on any particular actions to be recommended to members to address his concerns.
10.10 Section 106 of the Local Government Finance Act 1992 applies at any time to a Member of a local authority or a Member of a committee or sub-committee of a local authority if, at that time, a sum in respect of community charge, or a sum in respect of council tax has become payable by the member and has remained unpaid for at least two months.
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10.11 If a Member to whom Section 106 applies is present at a meeting of the authority, the Cabinet, or a committee or sub-committee of the authority or the Cabinet, at which any of the following matters is the subject of consideration:
• any calculation required by Chapters III, IV or IVA of the 1992 Act i.e. budget requirement, tax base and tax, or • any recommendation, resolution or other decision which might affect the making of any such calculation, or • the exercise of any functions in relation to the administration, collection and enforcement of community charge or council tax –
The Member shall as soon as practicable after its commencement disclose the fact that this section applies to her/him and shall not vote on any question with respect to that matter.
10.12 If or to the extent that any matter listed above is the responsibility of the Cabinet, no member of the Cabinet to whom Section 106 applies shall take any action or discharge any function with respect to that matter.
10.13 If a Member fails to comply with the requirement to disclose the fact that Section 106 applies and accordingly not to vote then they shall be liable to prosecution by the Director of Public Prosecutions which carries a fine not exceeding level 3 on the standard scale.
10.14 In certain circumstances the chair of the meeting may be under an obligation to refuse to count the vote of a Member who has declared that Section 106 applies to him/her, yet still voted. However, the chair would have to be fully satisfied that the declaration was beyond question. In relation to the non-payment of community charge or council tax the person most likely to have the best information as to whether the section applies to them is the individual concerned. If a Member declares an interest in terms of Section 106, as is their duty if the Section applies, they will disqualify themselves from voting and any attempted vote cannot be counted.
10.15 In the event of a Member failing to disclose such an interest, and even though the Chair may have good grounds for believing that the Member is disabled by interest, nevertheless the chair should not refuse to accept a vote by that Member. However, the Executive Director of Finance & Resources will also be in a position to verify whether any particular Member is under a Section 106 duty and if a situation arises whereby the Member in question fails to declare an interest in terms of Section 106, the Chair is under an obligation to take account of the information provided by the Executive Director of Finance & Resources.
10.16 Prior to any meeting at which any of the matters referred above are to be considered, the Executive Director of Finance & Resources, or her/his representative, will contact all Members who are, in her/his opinion, in a position where Section 106 applies. The Executive Director of Finance & Resources will carry out a further check on the position prior to the meeting and will ensure that the Chair is informed at or before the commencement of the meeting.
10.17 Once the Chair is in possession of that information the Chair should indicate to the meeting that Section 106 applied to a Member or Members present, based
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on information provided by the Executive Director of Finance & Resources. It will then be for the individual Members concerned to approach officers from the Finance & Resources Department to clarify the position, if necessary. If the position as set out in the information provided by the Finance & Resources Department remains unchanged, then the Chair is under an obligation to refuse to count the vote of that Member. The fact that a Member who is disabled by interest has taken part in the consideration of the report and voted on it does not render unlawful the decision of the Cabinet, committee or Council.
11. Results of consultation
11.1 The budget proposals will be reviewed by the Overview and Scrutiny and Area Committees during January and their views will be reported to the Cabinet on 12 February. The council’s recognised trades unions will also be consulted.
11.2 The public consultation is considered in section 7, Public Consultation Process
11.3 This report presents draft budget proposals that, if subsequently adopted by council, would therefore impact on all areas of the council’s business. As appropriate, the implications of individual proposals have therefore been considered as part of the planning process. In particular, in preparing budget proposals, service departments have carried out a high-level review to identify where equalities impact assessments may be required.
11.4 The proposals in this report are estimates for planning purposes only and some of the savings will require prescribed periods of statutory consultation. The results of this consultation will be considered and responded to before final decisions are taken and before the savings estimates are enacted.
12. Organisational implications
12.1 Risk management. The council has developed a strategic approach to risk management. This identifies at an early stage risks facing the council that may have an impact on service delivery and/or the budget. This allows us to put in place appropriate control measures to deal with those risks. The council recognises its responsibility to manage risks and opportunities and supports a structured and focused approach through a risk management strategy. In this way, the council will achieve its corporate objectives and enhance the value of services it provides to the community.
12.2 Equalities impact assessment. The complexity of the challenges we face and the limitations on our resources requires clear and specific priorities to be set. There is a fundamental requirement to ensure that services are provided in a cost-effective manner. This will sometimes mean facing up to difficult choices, making decisions and tackling priorities inclusively with service users and partners in a mature way. The diverse community of Lambeth is constantly changing as is the social, cultural and economic factors. This change therefore requires modification of priorities to address any potential inequality.
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Involving communities in the decision making process is key to mitigating potential adverse impact.
The budget consultation undertaken as part of this budget exercise included:
• On street surveys with a representative sample of Lambeth’s residents • Online surveys • 2 workshops with a recruited representative sample • 2 focus groups with the Somali community (male and female) • A focus group with the Portuguese community • 2 focus groups with 13-15 year olds • A focus group with the youth council • A stakeholder meeting with invited businesses/stakeholders • Interviews with 40 businesses
The final findings from this consultation will provide user input for departments as they formulate their service plans.
If as an organisation we are to deliver better services that achieve the three key priority outcomes for the council:
• Delivering high quality services that focus on individuals’ needs and present value for money • Tackling inequality and social exclusion, and • Engaging more closely with Lambeth’s citizens so that people’s needs are listened to and acted upon.
It is critical that agreed risk controls measures identified as part of the EIA are adhered to.
13. Timetable for implementation
13.1 A final budget will be recommended to the Council by the Cabinet at its 12 February 2007 meeting.
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Appendix 1 Summary Revenue Budget Proposals
2007/08 2008/09 2009/10 New proposals for 2007/08 to over over over Total 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Adults' & Community Services 3.105 0.302 0.340 3.746 Children & Young People's Services 1.400 (0.074) 0.415 1.741 Environment, Culture & Community 1.023 0.000 0.000 1.023 Safety Finance & Resources 0.088 0.000 0.000 0.088 Regeneration & Housing 0.583 (0.151) (0.160) 0.272 Strategy & Corporate Services 0.925 (0.190) 0.000 0.735 Council Wide Savings 0.000 0.000 0.000 0.000
Total new growth 7.124 (0.114) 0.595 7.605
Savings:
Adults' & Community Services (2.816) (1.776) (0.716) (5.308) Children & Young People's Services (1.754) (1.110) (1.005) (3.869) Environment, Culture & Community (4.436) 0.711 (0.215) (3.940) Safety Finance & Resources (0.804) (0.669) (0.620) (2.093) Regeneration & Housing (2.820) (0.247) (0.247) (3.314) Strategy & Corporate Services (1.310) (0.144) (0.144) (1.598) Council Wide Savings (0.130) 0.000 0.000 (0.130)
Total new savings (14.070) (3.235) (2.947) (20.252)
Total new growth & savings (6.947) (3.349) (2.352) (12.647)
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2007/08 2008/09 2009/10 Proposals B/f for 2007/08 to over over over Total 2008/09 from prior years 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Adults’ & Community Services 2.764 2.456 0.000 5.220 Children & Young People’s Services 4.682 0.900 0.000 5.582 Environment, Culture & Community 0.250 0.155 0.000 0.405 Safety Finance & Resources 1.563 (0.088) 0.000 1.475 Regeneration & Housing 0.133 (0.009) 0.000 0.124 Strategy & Corporate Services (0.455) 0.160 0.000 (0.295) Council Wide Savings 0.236 0.050 0.000 0.286
Total b/f growth 9.173 3.624 0.000 12.797
Savings:
Adults’ & Community Services (1.117) (0.590) 0.000 (1.707) Children & Young People’s Services (3.139) (0.100) 0.000 (3.239) Environment, Culture & Community (0.628) (0.035) 0.000 (0.663) Safety Finance & Resources (2.410) (0.250) 0.000 (2.660) Regeneration & Housing (0.041) 0.000 0.000 (0.041) Strategy & Corporate Services (0.195) (0.091) 0.000 (0.286) Council Wide Savings (4.154) (1.200) 0.000 (5.354)
Total b/f savings (11.684) (2.266) 0.000 (13.950)
Total b/f proposals (2.511) 1.358 0.000 (1.153)
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2007/08 2008/09 2009/10 Consolidated position for 2007/08 over over over Total to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Adults' & Community Services 5.869 2.758 0.340 8.966 Children & Young People's Services 6.082 0.826 0.415 7.323 Environment, Culture & Community 1.273 0.155 0.000 1.428 Safety Finance & Resources 1.651 (0.088) 0.000 1.563 Regeneration & Housing 0.716 (0.160) (0.160) 0.396 Strategy & Corporate Services 0.470 (0.030) 0.000 0.440 Council Wide Savings 0.236 0.050 0.000 0.286
Total growth 16.297 3.511 0.595 20.402
Savings:
Adults' & Community Services (3.933) (2.366) (0.716) (7.015) Children & Young People's Services (4.893) (1.210) (1.005) (7.108) Environment, Culture & Community (5.064) 0.676 (0.215) (4.603) Safety Finance & Resources (3.214) (0.919) (0.620) (4.753) Regeneration & Housing (2.861) (0.247) (0.247) (3.355) Strategy & Corporate Services (1.505) (0.235) (0.144) (1.884) Council Wide Savings (4.284) (1.200) 0.000 (5.484)
Total savings (25.754) (5.501) (2.947) (34.202)
Total growth & savings (9.458) (1.991) (2.352) (13.800)
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Appendix 2 Departmental Growth and Savings Proposals
Adults and Community Services – Summary
New growth and savings
2007/08 2008/09 2009/10 New proposals for over over over Total Reference 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Re-profiling prior year growth for Learning 0.000 0.000 0.340 0.340 ALD G1 Disability Establish cross directorate disability 0.040 0.000 0.000 0.040 ALD G2 transitions team Increase in 0.327 0.000 0.000 0.327 ADS G1 concessionary fares Communications / 0.043 0.000 0.000 0.043 CCR G1 Publications D&OP G6- Careline 0.138 (0.138) 0.000 0.000 8 Domiciliary care 2.267 0.220 0.000 2.487 D&OP G9 Welfare Rights take up 0.113 0.114 0.000 0.227 CCR G3 campaign Domestic violence 0.100 0.105 0.000 0.205 GCS01 Reduction in Mental 0.077 0.000 0.000 0.077 MH G1 Health Grant
Total new growth 3.105 0.302 0.340 3.746
Savings:
Re-profiling of prior year star chamber 0.000 (0.340) 0.000 (0.340) ALD S1 growth Ten year budget strategy in Adults with (0.097) (0.231) (0.337) (0.665) ALD S1 Learning Disabilities Reduction of in-house (0.050) (0.050) (0.100) (0.200) ALD S2 services Management staffing 0.000 0.000 (0.070) (0.070) ALD S3 efficiencies 2% efficiency saving (0.029) (0.044) (0.016) (0.089) MH S1 Adults Substance Misuse - Placement (0.045) (0.023) (0.022) (0.090) SM S1 Savings
Page 4 of 25 Page 209
2007/08 2008/09 2009/10 New proposals for over over over Total Reference 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m Partnerships & Strategic P&SCU (0.040) 0.000 0.000 (0.040) Commissioning Unit - S1 Staff reduction Supporting People - (0.021) (0.011) (0.011) (0.043) SP S1 10% Efficiency savings Quality Assurance (0.048) 0.000 0.000 (0.048) AS S4 Manager Reprovision of 24 hour 0.000 (0.126) 0.000 (0.126) D&OP S1 support at Dyke Court Charges Review - sitting-in & shopping (0.050) 0.000 0.000 (0.050) D&OP S2 service Charges Review - domiciliary care & (1.113) (0.241) 0.000 (1.354) D&OP S3 meals on wheels Commission a live-in (0.125) 0.000 0.000 (0.125) D&OP S4 care service 1% reduction in staffing (0.062) 0.000 0.000 (0.062) D&OP S8 budgets Review eligibility (0.690) (0.590) (0.160) (1.440) ACS S1 criteria Reduce value of voluntary organisations' (0.346) (0.120) 0.000 (0.466) ACS S2 contracts Learning & Development Unit – Human Resources (0.100) 0.000 0.000 (0.100) L&D S1 Development Strategy (HRDS) Grant
Total new savings (2.816) (1.776) (0.716) (5.308)
Total new growth & 0.289 (1.595) (0.376) (1.682) savings
Page 5 of 25 Page 210
Brought forward growth and savings
2007/08 2008/09 2009/10 Proposals B/f for 2007/08 to over over over Total 2009/10 from prior years 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Learning disability - new 0.900 0.000 0.000 0.900 packages Mental health - additional 0.023 0.000 0.000 0.023 inflation Adults - unavoidable cost pressures Adults with 0.436 1.271 0.000 1.707 Learning Disabilities DOP - inflation increases Residential / Nursing & Market 0.750 0.750 0.000 1.500 Level increases DOP - Inflation shortfall on Domicillary Care & 2% for 0.230 0.235 0.000 0.465 Extra Care services DOP - Home Care increases in Activity and increase in 0.250 0.200 0.000 0.450 community based service PMgt - Support for ASHRAM (0.065) 0.000 0.000 (0.065) PMgt - Advice Services (0.020) 0.000 0.000 (0.020) Mapping BS - Creation of 0.260 0.000 0.000 0.260 Appointeeship Team
Total b/f growth 2.764 2.456 0.000 5.220
Savings:
Vacancy factor (0.246) 0.000 0.000 (0.246) Physical disability - reduction (0.288) 0.000 0.000 (0.288) in placements Adults - 10% staff saving ALD (0.100) (0.100) 0.000 (0.200) Adults - 10% savings SM (0.018) (0.018) 0.000 (0.036) Adults - Placements SM (0.015) (0.015) 0.000 (0.030) DOP - Reduce Day Care (0.350) (0.350) 0.000 (0.700) package & placements DOP - OT staff savings (0.050) (0.050) 0.000 (0.100) Business support - vacancy (0.050) (0.057) 0.000 (0.107) management
Total b/f savings (1.117) (0.590) 0.000 (1.707)
Total b/f proposals 1.647 1.866 0.000 3.513
Page 6 of 25 Page 211
Consolidated position for Adults’ and Community Services
2007/08 2008/09 2009/10 Consolidated position for over over over Total 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Brought forward 2.764 2.456 0.000 5.220 New 3.105 0.302 0.340 3.746 Council wide 0.000 0.000 0.000 0.000
Total Growth 5.869 2.758 0.340 8.966
Savings:
Brought forward (1.117) (0.590) 0.000 (1.707) New (2.816) (1.776) (0.716) (5.308) Council wide 0.000 0.000 0.000 0.000
Total Savings (3.933) (2.366) (0.716) (7.015)
Net Total 1.936 0.391 (0.376) 1.951
Page 7 of 25 Page 212
Children and Young People’s Services – Summary
New growth and savings
2007/08 2008/09 2009/10 New proposals for over over over Total Reference 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Area-based Delivery 1.000 (0.800) (0.200) 0.000 G1 Youth Participation 0.255 0.750 0.660 1.665 G2 Establishing cross directorate transitions 0.040 0.000 0.000 0.040 G3 team Project management costs for Shakespeare 0.105 (0.024) (0.045) 0.036 G4 Road Academy
Total new growth 1.400 (0.074) 0.415 1.741
Savings:
Commissioning (0.400) (0.435) (0.435) (1.270) S1 Savings BPR Savings (0.855) (0.575) (0.570) (2.000) S2 Resources - Reduce (0.015) (0.010) 0.000 (0.025) S3 AMPD Officers Children and Family Division - Reduction in (0.105) (0.065) 0.000 (0.170) S4 social service and children care staff Inclusion and Standards - HR staff (0.025) (0.015) 0.000 (0.040) S5 reduction Strategy and Performance - staff (0.015) (0.010) 0.000 (0.025) S6 reduction School catering (0.074) 0.000 0.000 (0.074) S7 Standards Fund (0.225) 0.000 0.000 (0.225) S8 Community Learning - Reduce Grants to (0.040) 0.000 0.000 (0.040) S9 Voluntary Organisations
Total new savings (1.754) (1.110) (1.005) (3.869)
Total new growth & (0.354) (1.184) (0.590) (2.128) savings
Page 8 of 25 Page 213
Brought forward growth and savings
2007/08 2008/09 2009/10 Proposals B/f for 2007/08 to over over over Total 2009/10 from prior years 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Nursery Education Grant 0.331 0.000 0.000 0.331 Standards Fund 0.500 0.000 0.000 0.500 Building Schools for the 0.150 0.000 0.000 0.150 Future School catering 0.074 0.000 0.000 0.074 Children’s Grant FSS transfer 1.543 0.000 0.000 1.543 Inflationary increase in the cost of LAC placements 0.220 0.220 0.000 0.440 reflecting inner London trends Increases in volume of Looked 0.710 0.680 0.000 1.390 After Children Deferred growth 0.500 0.000 0.000 0.500 Transfer of Choice Protects 0.336 0.000 0.000 0.336 Grants to FSS Transfer of Adoption Support 0.318 0.000 0.000 0.318 Grant to FSS
Total b/f growth 4.682 0.900 0.000 5.582
Savings:
Invest to save Business (0.150) 0.000 0.000 (0.150) Process Re-engineering Voluntary Sector transfer of (0.300) 0.000 0.000 (0.300) day nurseries Alternative Education (0.050) 0.000 0.000 (0.050) Provision Special Education Needs (0.445) 0.000 0.000 (0.445) recoupment Efficiencies (0.290) 0.000 0.000 (0.290) Children’s Grant FSS transfer (1.543) 0.000 0.000 (1.543) Vacancy factor (0.132) 0.000 0.000 (0.132) Departmental Saving Bids 0.425 (0.100) 0.000 0.325 Effect of FSS transfers (0.654) 0.000 0.000 (0.654)
Total b/f savings (3.139) (0.100) 0.000 (3.239)
Total b/f proposals 1.543 0.800 0.000 2.343
Page 9 of 25 Page 214
Consolidated position for Children and Young People’s Services
2007/08 2008/09 2009/10 Consolidated position for over over over Total 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Brought forward 4.682 0.900 0.000 5.582 New 1.400 (0.074) 0.415 1.741 Council wide 0.000 0.000 0.000 0.000
Total Growth 6.082 0.826 0.415 7.323
Savings:
Brought forward (3.139) (0.100) 0.000 (3.239) New (1.754) (1.110) (1.005) (3.869) Council wide 0.000 0.000 0.000 0.000
Total Savings (4.893) (1.210) (1.005) (7.108)
Net Total 1.189 (0.384) (0.590) 0.215
Page 10 of 25 Page 215
Environment, Culture and Community Safety – Summary
New growth and savings
2007/08 2008/09 2009/10 New proposals for over over over Total Reference 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Olympics, tourism, events, and commemorating the 0.200 0.000 0.000 0.200 GC02 abolition of the transatlantic slave trade An Anti Social Behaviour Team for 0.284 0.000 0.000 0.284 GCS02 Lambeth Energy costs 0.077 0.000 0.000 0.077 GR01 Inflation on parking 0.462 0.000 0.000 0.462 GP02
Total new growth 1.023 0.000 0.000 1.023
Savings:
Resources Division (0.086) (0.047) (0.047) (0.180) SR02 reorganisation Department wide (0.143) (0.143) (0.143) (0.429) SR04 efficiency savings Charge for more sport (0.025) 0.000 0.000 (0.025) SC12 facilities in parks Share admin support (0.025) 0.000 0.000 (0.025) SP01 with Planning Rationalise air quality (0.020) 0.000 0.000 (0.020) SP03 monitoring programme Change in management of Vale St (0.200) 0.000 0.000 (0.200) SP05 Civic Amenity Site Highway inspection (0.026) (0.026) 0.000 (0.052) SP17 efficiency Council Warden (0.880) 0.427 0.000 (0.453) SP18 Services Waste Collection & Street Cleansing (1.850) 0.917 0.000 (0.933) SP19 Procurement and Specification Changes Community Safety (0.010) (0.018) (0.021) (0.049) SCS01 Team Leisure centre (0.106) 0.000 0.000 (0.106) IC06 admission charges
Page 11 of 25 Page 216
2007/08 2008/09 2009/10 New proposals for over over over Total Reference 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m Charge for Section 20 and Section 30 (0.002) (0.004) (0.004) (0.010) IP01 applications Charge for bulky 0.000 (0.050) 0.000 (0.050) IP02 collections Charge for new (0.040) 0.000 0.000 (0.040) IP03 household bins Emission Based Charging for Resident (0.675) (0.281) 0.000 (0.956) IP04 Permits Increase charges – Pay & Display and Parking (0.193) (0.064) 0.000 (0.257) IP05 Meters Increase charges - car (0.025) 0.000 0.000 (0.025) IP06 parks Department Wide (0.130) 0.000 0.000 (0.130) SR05 Savings
Total new savings (4.436) 0.711 (0.215) (3.940)
Total new growth & (3.413) 0.711 (0.215) (2.917) savings
Page 12 of 25 Page 217
Brought forward growth and savings
2007/08 2008/09 2009/10 Proposals B/f for 2007/08 to over over over Total 2009/10 from prior years 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Western Riverside Waste 0.000 0.105 0.000 0.105 Authority Implementing grounds work 0.000 0.050 0.000 0.050 trust Community Wardens 0.250 0.000 0.000 0.250
Total b/f growth 0.250 0.155 0.000 0.405
Savings:
Waste contract re-tendering (0.075) 0.000 0.000 (0.075) NRSWA (0.025) 0.000 0.000 (0.025) Reduced legal costs for (0.025) 0.000 0.000 (0.025) licensing Previously agreed parking (0.189) 0.000 0.000 (0.189) changes Fireworks sponsorship (0.050) 0.000 0.000 (0.050) Further CCTV development 0.005 0.000 0.000 0.005 Expand moving traffic (0.154) 0.000 0.000 (0.154) enforcement Permit income (0.030) (0.030) 0.000 (0.060) P&D meter income (0.050) 0.000 0.000 (0.050) Maintenance contract (0.250) (0.250) 0.000 (0.500) Libraries increase in income & (0.005) (0.005) 0.000 (0.010) reduction in debt Parking exemplar (0.080) (0.050) 0.000 (0.130) Decouple salary & vacancy 0.300 0.300 0.000 0.600 management
Total b/f savings (0.628) (0.035) 0.000 (0.663)
Total b/f proposals (0.378) 0.120 0.000 (0.258)
Page 13 of 25 Page 218
Consolidated position for Environment, Culture and Community Safety
2007/08 2008/09 2009/10 Consolidated position for over over over Total 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Brought forward 0.250 0.155 0.000 0.405 New 1.023 0.000 0.000 1.023 Council wide 0.000 0.000 0.000 0.000
Total Growth 1.273 0.155 0.000 1.428
Savings:
Brought forward (0.628) (0.035) 0.000 (0.663) New (4.436) 0.711 (0.215) (3.940) Council wide 0.000 0.000 0.000 0.000
Total Savings (5.064) 0.676 (0.215) (4.603)
Net Total (3.791) 0.831 (0.215) (3.175)
Page 14 of 25 Page 219
Finance and Resources – Summary
New growth and savings
2007/08 2008/09 2009/10 New proposals for over over over Total Reference 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Financial Information Systems software 0.038 0.000 0.000 0.038 G1 licences Police secondment 0.050 0.000 0.000 0.050 G2
Total new growth 0.088 0.000 0.000 0.088
Savings:
Amended insurance (0.560) 0.000 0.000 (0.560) S1 fund contributions Lambeth Benefits Service off site (0.053) (0.100) (0.100) (0.253) S2 assessment partner Lambeth Benefits Service new entrant 0.146 (0.441) (0.441) (0.736) S3 training External audit fee (0.085) 0.000 0.000 (0.085) S4 Improved use of (0.050) (0.050) 0.000 (0.100) S5 purchasing cards Accounts Payable (0.020) (0.010) (0.010) (0.040) S6 scanning contract Delete Divisional (0.102) 0.000 0.000 (0.102) S7 Director post Reducing claims (0.020) (0.020) (0.021) (0.061) S8 handling costs Consultancy and (0.035) (0.035) (0.035) (0.105) S9 supplies savings Contract Strategy - use consultants more (0.025) (0.013) (0.013) (0.051) S10 effectively
Total new savings (0.804) (0.669) (0.620) (2.093)
Total new growth & (0.716) (0.669) (0.620) (2.005) savings
Page 15 of 25 Page 220
Brought forward growth and savings
2007/08 2008/09 2009/10 Proposals B/f for 2007/08 to over over over Total 2009/10 from prior years 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Audit fee inflation 0.016 0.000 0.000 0.016 Oracle projects (0.030) 0.000 0.000 (0.030) Financial Information Systems (0.048) (0.108) 0.000 (0.156) restructure Financial Information Systems (0.050) 0.000 0.000 (0.050) single organisation Business & Planning (0.003) 0.000 0.000 (0.003) Accounts Payable Helpdesk 0.038 (0.001) 0.000 0.037 Risk management 0.030 0.005 0.000 0.035 Audit Commission fees 0.000 0.016 0.000 0.016 Credit card transaction costs 0.050 0.000 0.000 0.050 New post in capital 0.030 0.000 0.000 0.030 New post in technical 0.030 0.000 0.000 0.030 Housing Benefits - Benefits 1.500 0.000 0.000 1.500 overpayment debt
Total b/f growth 1.563 (0.088) 0.000 1.475
Savings:
PwC contract renewal (0.110) 0.000 0.000 (0.110) Insurance Fund (0.200) 0.000 0.000 (0.200) Court costs 0.100 0.250 0.000 0.350 Housing Benefits - Legislative (0.450) 0.000 0.000 (0.450) changes on subsidy gap Housing Benefits - Benefits (1.500) 0.000 0.000 (1.500) savings Housing Benefits - (0.500) (0.500) 0.000 (1.000) Improvements Housing Benefits - Subsidy 0.250 0.000 0.000 0.250 recovery
Total b/f savings (2.410) (0.250) 0.000 (2.660)
Total b/f proposals (0.847) (0.338) 0.000 (1.185)
Page 16 of 25 Page 221
Council Wide Savings managed by Finance and Resources
2007/08 2008/09 2009/10 Proposals B/f for 2007/08 to over over over Total 2009/10 from prior years 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Procurement growth 0.035 0.000 0.000 0.035 Total b/f growth 0.035 0.000 0.000 0.035
Savings:
Procurement saving (2.000) 0.000 0.000 (2.000) Total b/f savings (2.000) 0.000 0.000 (2.000)
Total b/f proposals (1.965) 0.000 0.000 (1.965)
Consolidated position for Finance and Resources
2007/08 2008/09 2009/10 Consolidated position for over over over Total 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Brought forward 1.563 (0.088) 0.000 1.475 New 0.088 0.000 0.000 0.088 Sub Total 1.651 (0.088) 0.000 1.563 Council wide 0.035 0.000 0.000 0.035 Total Growth 1.686 (0.088) 0.000 1.598
Savings:
Brought forward (2.410) (0.250) 0.000 (2.660) New (0.804) (0.669) (0.620) (2.093) Sub Total (3.214) (0.919) (0.620) (4.753) Council wide (2.000) 0.000 0.000 (2.000) Total Savings (5.214) (0.919) (0.620) (6.753) Net Total (excluding council (1.563) (1.007) (0.620) (3.190) wide proposals) Net Total (including council (3.528) (1.007) (0.620) (5.155) wide proposals)
Page 17 of 25 Page 222
Regeneration and Housing (general fund) – Summary
New growth and savings
2007/08 2008/09 2009/10 New proposals for over over over Total Reference 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m Growth: Pension and 0.400 (0.300) (0.100) 0.000 G1 Redundancy Costs Planning service 0.161 0.000 0.000 0.161 G2 improvements Loss of rental income on properties 0.022 0.089 0.000 0.111 G3 earmarked for disposal Camberwell trading 0.000 0.060 (0.060) 0.000 G4 estate dilapidations Total new growth 0.583 (0.151) (0.160) 0.272
Savings: Housing Staffing (1.383) 0.000 0.000 (1.383) S1 Reductions Housing Other (0.249) 0.000 0.000 (0.249) S2 Efficiencies Reduced contribution to (0.511) 0.000 0.000 (0.511) S3 bad debt provision Regeneration – Staff cost savings from new (0.025) (0.015) (0.015) (0.055) S4 ways of working Revitalise – Technical (0.025) (0.013) (0.013) (0.051) S5 Support Efficiencies Assets - Reduction in expenditure for Surplus Admin. Buildings and (0.350) (0.100) (0.100) (0.550) S6 Depots & Industrial Estates Area Services – Voluntary sector (0.157) (0.079) (0.078) (0.314) S7 investment efficiencies Planning – Planning (0.080) (0.040) (0.041) (0.161) S8 Efficiency Gains All Divisions: Efficiency (0.040) 0.000 0.000 (0.040) S9 Savings Total new savings (2.820) (0.247) (0.247) (3.314) Total new growth & (2.237) (0.398) (0.407) (3.042) savings
Page 18 of 25 Page 223
Brought forward growth and savings
2007/08 2008/09 2009/10 Proposals B/f for 2007/08 to over over over Total 2009/10 from prior years 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Administration of Houses in 0.070 0.000 0.000 0.070 Multiple Occupation Accelerated service 0.063 (0.009) 0.000 0.054 improvement
Total b/f growth 0.133 (0.009) 0.000 0.124
Savings:
Planning recruitment & 0.027 0.000 0.000 0.027 retention Charge to developers (0.068) 0.000 0.000 (0.068)
Total b/f savings (0.041) 0.000 0.000 (0.041)
Total b/f proposals 0.092 (0.009) 0.000 0.083
Council Wide Savings managed by Regeneration and Housing
2007/08 2008/09 2009/10 Proposals B/f for 2007/08 to over over over Total 2009/10 from prior years 2006/07 2007/08 2008/09 £m £m £m £m Accommodation strategy (0.624) 0.000 0.000 (0.624)
Total b/f proposals (0.624) 0.000 0.000 (0.624)
Page 19 of 25 Page 224
Consolidated position for Regeneration and Housing
2007/08 2008/09 2009/10 Consolidated position for over over over Total 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Brought forward 0.133 (0.009) 0.000 0.124 New 0.583 (0.151) (0.160) 0.272 Council wide 0.000 0.000 0.000 0.000
Total Growth 0.716 (0.160) (0.160) 0.396
Savings:
Brought forward (0.041) 0.000 0.000 (0.041) New (2.820) (0.247) (0.247) (3.314)
Sub Total (2.861) (0.247) (0.247) (3.355)
Council wide (0.624) 0.000 0.000 (0.624)
Total Savings (3.485) (0.247) (0.247) (3.979)
Net Total (excluding council (2.145) (0.407) (0.407) (2.959) wide proposals) Net Total (including council (2.769) (0.407) (0.407) (3.583) wide proposals)
Page 20 of 25 Page 225
Strategy and Corporate Services – Summary
New growth and savings
2007/08 2008/09 2009/10 New proposals for over over over Total Reference 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Customer Services - sustain and improve 0.190 (0.190) 0.000 0.000 G1 standards Facilities - increased 0.275 0.000 0.000 0.275 G2 revenue budget for rates Democratic services - Members' allowances 0.420 0.000 0.000 0.420 G3 review 2006-07 Business Continuity 0.040 0.000 0.000 0.040 G6 Officer post
Total new growth 0.925 (0.190) 0.000 0.735
Savings:
Customer Services - (0.150) 0.000 0.000 (0.150) S1 operating efficiencies Human Resources - Reduced Learning & (0.050) 0.000 0.000 (0.050) S2 Development costs Business Support - loss (0.058) (0.006) (0.006) (0.070) S3 of one post Lambeth IT - business transformation / (0.053) (0.025) (0.025) (0.103) S4 technology Facilities - Income from (0.025) (0.013) (0.013) (0.051) S5 hall hire Legal Services – Staff (0.250) 0.000 0.000 (0.250) S7 reorganisation Democratic Services - committee services (0.050) (0.025) (0.025) (0.100) S8 budgets Disband change (0.176) 0.000 0.000 (0.176) S9 management team Miscellaneous savings (0.025) (0.075) (0.075) (0.175) S10 Resources – Realignment savings (0.220) 0.000 0.000 (0.220) S11 and additional efficiencies Corporate Facilities Mgt (0.051) 0.000 0.000 (0.051) S12 rates shortfall
Page 21 of 25 Page 226
2007/08 2008/09 2009/10 New proposals for over over over Total Reference 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m Land charges reduced (0.152) 0.000 0.000 (0.152) S13 income Operational efficiencies - S14 Hambrook House (0.050) 0.000 0.000 (0.050)
Total new savings (1.310) (0.144) (0.144) (1.598)
Total new growth & (0.385) (0.334) (0.144) (0.863) savings
Page 22 of 25 Page 227
Brought forward growth and savings
2007/08 2008/09 2009/10 Proposals B/f for 2007/08 to over over over Total 2009/10 from prior years 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Customer service plan (0.392) 0.008 0.000 (0.384) Human Resources Health & (0.040) 0.000 0.000 (0.040) Safety Human Resources recruitment (0.120) 0.000 0.000 (0.120) Land charges reduced income 0.152 0.152 0.000 0.304 Improvement and (0.020) 0.000 0.000 (0.020) Development Agency Survey & Consultation (0.035) 0.000 0.000 (0.035)
Total b/f growth (0.455) 0.160 0.000 (0.295)
Savings:
Call centre efficiencies (0.108) (0.055) 0.000 (0.163) Land charges price increase (0.047) (0.036) 0.000 (0.083) Web development (0.015) 0.000 0.000 (0.015) Communications efficiency (0.020) 0.000 0.000 (0.020) Non-staffing items in (0.005) 0.000 0.000 (0.005) Corporate Policy
Total b/f savings (0.195) (0.091) 0.000 (0.286)
Total b/f proposals (0.650) 0.069 0.000 (0.581)
Page 23 of 25 Page 228
Council Wide Savings managed by Strategy and Corporate Services
2007/08 2008/09 2009/10 Proposals B/f for 2007/08 to over over over Total 2009/10 from prior years 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Managed service agency 0.100 0.000 0.000 0.100 Corporate Facilities 0.051 0.000 0.000 0.051 Management rates shortfall Transforming universal 0.050 0.050 0.000 0.100 services
Total b/f growth 0.201 0.050 0.000 0.251
Savings:
Managed service agency (0.040) 0.000 0.000 (0.040) HRIS Project (0.090) 0.000 0.000 (0.090) IT Infrastructure (0.250) 0.000 0.000 (0.250) BPR (0.550) 0.000 0.000 (0.550) Achieving excellent services (0.250) (0.800) 0.000 (1.050) Transforming targeted (0.100) (0.150) 0.000 (0.250) services Transforming support services (0.250) (0.250) 0.000 (0.500)
Total b/f savings (1.530) (1.200) 0.000 (2.730)
Total b/f proposals (1.329) (1.150) 0.000 (2.479)
Page 24 of 25 Page 229
Consolidated position for Strategy and Corporate Services
2007/08 2008/09 2009/10 Consolidated position for over over over Total 2007/08 to 2009/10 2006/07 2007/08 2008/09 £m £m £m £m
Growth:
Brought forward (0.455) 0.160 0.000 (0.295) New 0.925 (0.190) 0.000 0.735
Sub Total 0.470 (0.030) 0.000 0.440
Council wide 0.201 0.050 0.000 0.251
Total Growth 0.671 0.020 0.000 0.691
Savings:
Brought forward (0.195) (0.091) 0.000 (0.286) New (1.310) (0.144) (0.144) (1.598)
Sub Total (1.505) (0.235) (0.144) (1.884)
Council wide (1.530) (1.200) 0.000 (2.730)
Total Savings (3.035) (1.435) (0.144) (4.614)
Net Total (excluding council (1.035) (0.265) (0.144) (1.444) wide proposals) Net Total (including council (2.364) (1.415) (0.144) (3.923) wide proposals)
Page 25 of 25 Page 230
This page is intentionally left blank Capital Programme 2007/08-2011/12 APPENDIX 4
SUMMARY 2007/08 2008/09 2009/10 2010/11 2011/12 £'000 £'000 £'000 £'000 £'000
ACS 800 693 0 0 0 CYPS 12,000 12,000 12,000 10,000 10,000 ECCS 6,049 4,971 1,375 0 0 R&H 100 100 0 0 0 S&CS 4,751 4,066 1,430 0 0 Major Projects 17,117 28,992 11,335 0 0
Proposed budget 40,817 50,822 26,140 10,000 10,000 Page 231
ACS 2007/08 2008/09 2009/10 2010/11 2011/12 £'000 £'000 £'000 £'000 £'000 SS10 Modernisation of Day & respite Services 800 693 0 0 0 New Area Committees 0 0 0 0 0 Mental Health SCE 0 0 0 0 0 Adults SCE 0 0 0 0 0 Repairs & Maintenance-Various Premises 0 0 0 0 0 Community Services- Careline 0 0 0 0 0
Totals 800 693 0 0 0 Capital Programme 2007/08-2011/12 APPENDIX 4
CYPS 2007/08 2008/09 2009/10 2010/11 2011/12 £'000 £'000 £'000 £'000 £'000
Management of Capital Programme 580 640 0 0 0 Building Schools for the Future 750 0 0 0 0 National Grid for Learning 600 0 0 0 0 New Pupil Places 2,877 0 0 0 0 School Access Initiatives 0 0 0 0 0 Page 232 Previously Committed Schemes 0 0 0 0 0 Ed 27 AMP 4,429 5,559 0 0 0 Ed 28 Asbestos 300 400 100 0 0 Ed 36 Clapham Manor 0 0 0 0 0 Livity School 750 600 100 0 0 Schools Modernisation 0 0 0 0 0 Temporary Academy 267 0 0 0 0 AMP condition works 0 0 0 0 0 Basic Needs 0 0 0 0 0 Service Primary Schemes 0 0 0 0 0 Reprofiling/new bids 1,447 4,801 11,800 10,000 10,000
Totals 12,000 12,000 12,000 10,000 10,000 Capital Programme 2007/08-2011/12 APPENDIX 4
ECCS 2007/08 2008/09 2009/10 2010/11 2011/12 £'000 £'000 £'000 £'000 £'000 Roads Programme 2,101 2,154 0 0 0 Controlled Parking Zones 475 485 0 0 0 West Norwood Cemetery 368 377 0 0 0 Parks Equipment 210 215 0 0 0 New Streatham Station 0 0 0 0 0 ES 57 Streatham vale Library 150 550 0 0 0 Es 47 Groundwork trust 65 55 45 0 0 OACE 70 Wardens 0 0 0 0 0
Sports Facilities 0 0 0 0 0 Page 233 Elm Park "Q" CPZ 0 0 0 0 0 Kennington Park 0 0 0 0 0 Asset Infrastructure Health & safety Works 0 0 0 0 0 Streatham Common Station 0 0 0 0 0 2006 July Finance Review 410 20 0 0 0 Events site upgrade 200 0 0 0 0 Clapham Library 20 15 230 0 0 Small traffic safety schemes 100 100 100 0 0 Refurbish Popes Road 650 0 0 0 0 Vale St MUGA 300 0 0 0 0 Brixton Leisure Maintenance 1,000 1,000 1,000 0 0
Totals 6,049 4,971 1,375 0 0 Capital Programme 2007/08-2011/12 APPENDIX 4
R&H 2007/08 2008/09 2009/10 2010/11 2011/12 £'000 £'000 £'000 £'000 £'000 Brixton & Clapham Town Centre Redevelopments (Major Sites) Optimisation from disposal of Surplus properties 100 100 0 0 0 Brixton Central Site 0 0 0 0 0 Lambeth Strategic Framework - Prof & Tech Services 0 0 0 0 0
Totals 100 100 0 0 0
S&CS 2007/08 2008/09 2009/10 2010/11 2011/12 £'000 £'000 £'000 £'000 £'000 Page 234 Accomodation Strategy (FM) 1,430 1,590 1,430 0 0 Converged network infrastructure project 0 0 0 0 0 Universal Services Programme 1,825 1,820 0 0 0 Support Services Programme 960 250 0 0 0 Targeted Services Programme 536 406 0 0 0
Totals 4,751 4,066 1,430 0 0
MAJOR PROJECTS 2007/08 2008/09 2009/10 2010/11 2011/12 £'000 £'000 £'000 £'000 £'000 Clyston Street/Shakespeare Road 6,137 18,712 4,134 0 0 Streatham Hub 8,200 8,000 2,921 0 0 Future Lambeth provision 2,780 2,280 4,280 0 0
Totals 17,117 28,992 11,335 0 0 Proposed ammendments to existing capital programme APPENDIX 5
2006/07 2007/08 2008/09 2009/10 Total £'000 £'000 £'000 £'000 £'000
New Pupil Places (2,877) 2,877 0 0 0 Temporary Academy (267) 267 0 0 0 Clyston St/Wandsworth Rd - Shakespeare Road (1,521) 1,521 0 0 0 C7 Streatham Hub (2,000) (3,000) 3,000 2,000 0 SS10 Modernisation of Day & Respite Services (343) (350) 693 0 0 Total Reprofiling (7,008) 1,315 3,693 2,000 0
Deleted Items Brockwell Lido (2,100) 0 0 0 (2,100)
C9 Norwood (70) (330) (70) (30) (500) Page 235 C10 Brixton Leisure 0 (8,925) 0 (9,337) (18,262) Cor 66 Vale Street (200) (1,187) 0 0 (1,387) Brixton and Clapham Town Centre Redevelopments 0 (6,442) (17,665) (10,395) (34,502) (Major Sites) Lambeth Strategic Framework - Prof & Tech Services (500) (500) 0 0 (1,000)
Brixton and Clapham Town Centre Redevelopments- 4,400 19,350 3,850 27,600 receipts Total Deleated Items (2,870) (12,984) 1,615 (15,912) (30,151)
Reduced Items OACE 70 Wardens 0 (500) 0 0 (500) Optimisation from disposal of Surplus properties (30) (10) (10) 0 (50) New Area Committees (493) 0 0 0 (493) Total Reduced Items (523) (510) (10) 0 (1,043) Page 236
This page is intentionally left blank Proposed Additions to the Capital Programme APPENDIX 6
2006/07 2007/08 2008/09 2009/10 Total £'000 £'000 £'000 £'000 £'000
The Livity School Extension/Rebuild - Matched Funding 750 600 100 1,450 Planned Asbestos Removal following Asbestos Survey 300 400 100 800 Events Site upgrade 200 0 0 200 Clapham Library & Leaning Centre 20 15 230 265 Streatham Ice and Leisure Centre - Council's Additional 1,200 0 0 1,200 Contribution National Grid for Learning 600 0 0 600 Page 237 Small Traffic Road Safety Schemes 100 100 100 300 Refurbishment and Renovation of Popes Road Multi-Storey 650 0 0 650 Car Park Vale St MUGA 300 0 0 300 Provision for Revitalise Team 1,280 780 780 2,840 Revitalise - professional services 1,500 1,500 1,500 4,500 Revitalise - pump priming for Clapham 0 0 2,000 2,000 Brixton Leisure Works 1,000 1,000 1,000 3,000 Total New Items 7,900 4,395 5,810 18,105 Page 238
This page is intentionally left blank Page 239 Agenda Item 10 b Streatham Area Committee 17th January 2007
Capital Programme Update St Leonard’s Ward, Streatham Hill Ward, Streatham South Ward & Streatham Wells Wards/Streatham Area
Report authorised by: Chris Lee, Executive Director, Regeneration and Housing.
Executive summary
This report is a summary of all the projects that have been delivered using capital money allocated through the Streatham Area Committee since April 2004. These are through four key sources:
Lambeth Opportunities Fund LOF COR 6 - Streatham High Road improvements Lambeth Opportunities Fund LOF COR 7 – Streatham Dip Shopfront Scheme Lambeth Opportunities Fund LOF COR 8 – Miscellaneous capital Area Committee) Miscellaneous capital – balance from the Area Committee allocation for 2003/4.
Summary of financial implications
At the end of the last financial year most projects were complete and all were in progress, but of the £1,000,000 total available between the 4 different programmes, £453,518 of committed spend was accrued into the 2006/07 financial year.
There are no further financial implications as all expenditure is met through previously identified budgets.
Recommendations (1) To note the report (2) To receive further reports updating progress at its next two meetings. Consultation
Name of consultee Directorate or Organisation Date sent to Date response Comments consultee received from appear in consultee report para:
Internal Chris Lee Executive Director of Regeneration 22.12.06 and Housing Peter Flockhart Directorate of Legal and 22.12.06 Democratic Services Tony Otikito Finance Department, 05.01.07 Regeneration and Housing 22.12.06 03.01.07 Cllr. Brian Palmer Chair, Streatham Area Committee 22.12.06 Cllr. Julian Heather Vice-Chair, Streatham Area Committee John Kerridge AD – Area Services, Adult and 22.12.06 04.01.07 2.1.7 community Services Matthew Tribe WS Atkins 22.12.06 Entered in Consultation and Events Diary? Yes/No If yes, date XX.XX.06 Page 240
Report history Date report drafted: Report deadline: Date report sent: Report no.: 21.12.06 04.01.07 04.01.07 277/06-07 Report author and contact for queries: Leah Levane, Streatham Town Centre Manager 020 7926 5902 [email protected]
Background documents
Streatham Design Guide (held at Streatham Town Centre Office Tfl and WS Atkins)
Streatham Capital Programme Update
1. Context 1.1 Over the past two years, the Area Committee has been receiving reports on various capital programmes; most of which has been funding from the Lambeth Opportunities Fund.
1.2 Overall £300,000 was for miscellaneous schemes; £200,000 was for improving shop fronts in the Dip and £500,000 was for improving the High Road and to enhance and complement the improvements planned and being implemented by Transport for London( TfL)
1.3 All the projects were planned to contribute to improving Youth and Community facilities, the physical environment in the street and parks of Streatham.
1.5 At various times in the past two years, the committee has agreed small changes to the programme, e.g. when it has become clear that some projects could not be delivered.
2. Proposals and reasons 2.1 Recent reports have focused only on progress with projects and the Committee members requested an overview of all the work since the last report presented to the September meeting of the Streatham Area Committee, since all other projects have been reported on already.
2.1.1 High road improvements
2.1.2 £500,000 was allocated for High Road improvement scheme. All this work is carried out in partnership with Transport for London (TfL) and the remaining funding is being transferred to TfL to meet the remaining payments.
2.1.3 The works being funded by Lambeth are to enhance basic improvements. TfL are, for example, paying for replacing all pavements, putting pavement lights to existing columns, road realignments, traffic controls, road design and more.
2.1.4 The allocation from the Lambeth Opportunities Fund is designed to enhance this work and is paying for the following elements:
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New lighting columns to the core shopping area around the Odeon Public Art at Streatham Station (and – using new lighting) outside the Odeon Greening at Streatham Station approach and outside the Odeon New Bus shelters on Mitcham Lane and in the core shopping area. New street furniture Additional fees and contingency 2.1.5 Dip Shopfront Improvement Scheme.
Altogether 98 of the 120 businesses in the area from St. Leonard’s to Hopton Parade, in Gleneagle Road and the beginning of Mitcham Lane will have had some level of improvement ranging from a simple paint job, through new signage, 11 new shutters and, in a few cases, complete shop fronts. Further details of the scheme are in the appendix.
2.1.6 Miscellaneous capital projects (programmes 1 and 4 in the table below)
A wide range of projects were delivered within this element, ranging from new planters to significant feasibility studies, to improvements in local parks, anew civilian War Memorial and more.
A list of all projects carried out is in the appendix.
2006 – 7 Capital
2.1.7 At the Streatham Area Committee meeting on 29th November, the committee considered a report updating it on progress with the Capital Programme. It approved a motion to spend the provisionally allocated budget on linking the two parts of the Common by permanently grassing over the Streatham Common Southside link road across the Common. The total cost is estimated at £54,000 to include the stopping up order, returning the road surface to common land and landscaping. The minute of the meeting states:
“Subject to proposal 9 (Coburg Crescent TPA Hall) securing funding from the Section 106 money, Streatham Area Committee resolves to support proposals 4 (Streatham Common) and 7 (Streatham Vale Park Masterplan). If the section 106 is not fully forthcoming the Streatham Area Committee resolves to delegate the decision to the Town Centre Manager in consultation with a meeting of Councillors drawn from each ward.”
The Town Centre Manager reported to the meeting that the S. 106 allocation had not yet been made available for the additional work required to be done at the Coburg Crescent Community Centre (on Palace Road Estate). Until the position regarding the S. 106 allocation is clear it is therefore not possible to determine the situation regarding Streatham Common.
A provisional allocation of £58000 was made to each Area Committee for the current financial year. The Administration are considering utilising these funds to support the development of pilot projects to deliver the Communities’ First programme in the different areas. It is possible, for example, that a pilot project
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will be supported in Streatham and this will be decided in consultation with local ward members.
Due process needs to be followed, to meet financial and legal requirements for these funds to be used for this purpose; further information will be provided to the Area Committee when matters have been progressed.
A full report on stopping up the road and returning it to part of Streatham Common could not be produced until there is further clarity on the availability of finance for the project.
3. Financial implications. 3.1 At the beginning of financial year 2006/7 the balance remaining to be spent was as follows.
Capital Original allocation Balance remaining for 2006/7 financial year Programme £ 1 100,000 17958 2 200,000 101659 3 500,000 256512 4 200,000 77389 TOTALS 1,000,000 453,518
3.2 Agreement to carry forward unspent monies was made in June 2006.
3.3 A number of payments due have not yet been processed and so do not yet appear as having been spent.
3.4 No additional funding is being requested.
4. Comments from Director of Legal and Democratic Services 4.1 By virtue of section 2, Local Government Act 2000, local authorities have the power to do anything that they consider is likely to achieve the promotion or improvement of the economic, social and environmental well-being of their area. This power may be exercised in relation to, or for the benefit of, the whole or any part of the authority's area or all or any persons resident or present in their area.
4.2 The section 2 power includes power for a local authority to, inter alia, give financial assistance to, enter into an agreement with, or provide staff, goods, services or accommodation to, any person.
5. Results of consultation 5.1 Internal and external consultations with stakeholders have been managed on a ‘scheme by scheme’ basis. At this final stage of implementation, the focus is on implementing the decisions.
6. Organisational implications
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6.1 Risk management: As reported to the November Committee, there has been concern about risks in terms of the capacity to deliver such a large number of projects with very limited resources within the Town Centre team and other departments. In reality the result has been that projects have been, or are being, delivered; albeit in some cases more slowly than had been hoped for. In some cases, projects were identified that could not be delivered (e.g. repairing the playing area on Palace Road, by Streatham Wells School because more extensive repair work was required beyond the available budgets.) In other cases projects came in under budget and new projects were identified or existing ones enhanced (e.g. Coburg Crescent Community Centre renovations and St. Leonard’s Lighting).
Delays to the High Road improvements resulted from additional work required by Transport for London, particularly relating to modelling (e.g. on traffic movement and management) and testing. Since our work is enhancing the work for which TfL is responsible, it necessarily gets done after the major works. E.g. would not be putting in new lights before the new pavements are ready to be laid.
6.2 Equalities impact assessment:
Specific Equality Impact Assessments have not been undertaken for projects within the four capital programmes, which are the focus of this report. All people in Streatham should benefit from the programmes. In the Dip area, the majority of businesses are run by entrepreneurs from Black and Minority Ethnic communities and so these improvements should support their businesses. 6.3 Community safety implications: Some parts of the programme specifically address community safety issues and safety has been a consideration in all improvements.
6.4 Environmental implications: Most of the elements of the programme relate directly to environmental improvements.
6.5 Staffing and accommodation implications: A part time officer is now with the team to co-ordinate completion of the final elements of the programme
6.6 Any other implications: None
7. Timetable for implementation Other than some elements of the High Road improvements, all projects are on schedule for completion well before the end of the financial year. Arrangements are being made with Transport for London to manage the balance of improvements as agreed with the Area Committee.
Appendix 1 Capital spend in Streatham under the responsibility of Streatham Area Committee.
1. High Road Improvements (LOF COR6)
Item Delivery /Comments
Lights This will be installed as part of the phase to improve the stretch from Becmead Avenue to Woodbourne. This phase is due to commence in March 2007 and will include starting to remove the central barrier and the removal of the first of the “sheep pen” crossings .
Art Outside Streatham station there will be three steel panels with photographs of local people seen as perforations behind which there will be lighting. Outside the Odeon there will be lighting to create an attractive visual effect. Page 244 New bus shelters These will be installed as part of the next Phase (from the Odeon to Woodbourne Avenue)
Street furniture Gateway lighting features will be erected with “Streatham” on in the Spring. New benches will be installed.
Greening A new planting scheme is about to go in at Streatham Station Approach; we are still hoping to use some of the funds to improve the largest bed at Hopton House (opposite Streatham station) but this may not work because of
Contingency/fees Transport for London are meeting most of the fee elements, but we will be paying for the design of the enhanced features and the balance has been used to pay for some project officer time within the Town Centre team.
As reported to the June meeting of the Area Committee, the outline programme for Phase 3a (Becmead to Woodbourne Avenue) works is as follows; Design development and scheme approval Summer 2006 Detailed Design and Construction Package Autumn 2006 Procurement and Tendering Winter 2006 Implementation Spring 2007 The project is broadly continuing in line with this timetable.
Miscellaneous Schemes
Project Work undertaken/Outcome
Hillside Gardens and Nature Reserve New landscaping and seating; enhancing investment by Parks (through Friends Group) New swing in Streatham Vale Adventure Capital grant- to purchase and install a tango swing at the Streatham vale APG 2 Playground General improvements to Streatham Vale Small improvements (5000) and further allocation of £5000 made in 2006 to enable Park work to start on developing a Masterplan Improvements to Streatham Common Contribution to Masterplanning , also new seat at Covington Way
Mobile CCTV scheme – to police Streatham mobile CCTV, one petard camera, 2 batteries, one battery charger, contact case, 4 brackets, digital recorders Streatham Festival Streatham Festival Infrastructure for 2004 Festival Event on the Common
Youth Work – Community Zone Livewire Bus – contribution to bus purchase. Page 245 Youth Work - Streatham Youth Centre For general painting, planters, etc. for Conyers Road and roof works for their Wellield Road site. Youth Work - Knights Youth Centre Grant for equipment purchase, including video
Youth Work - Salesian Sisters For carpeting so that the whole area was more comfortable CCTV alterations for Gleneagle Road Purchase of Metal Mickey camera, plus wiper, lead and converter
Tram feasibility study Study to see if it is possible for a tram to come through ther narrow part of the High Road, so that the possibility of the Cross River tram coming to Streatham remains open. Potters’ Lane community Garden Delays to this project occurred because of work being done, e.g. by Lambeth Transport to improve safety on that bend where Natal Road and Potters’ lane meet. The money has been held by the Lewin Road Baptist Church and work will now be done in the Spring. Banners for the High Road These “Surprising Streatham” , Streatham Library and Streatham Festival banners were placed on the section with the new lights; feedback was positive. The banners will shortly be reinstalled after having had to be removed to allow the Christmas lights to be erected.
Sackville Security Door This was the final piece of work needed to transform an old laundry room into a safe and compliant community room. The room is now used for various activities including some for young people, especially during the summer holidays. Palace Road Tenants and Residents’ This hall was empty for about 4 years and had a number of major capital requirements Community Hall before it could be brought back into use. The contribution from the Area Committee was combined with contributions from Housing and Police to enable the essential works to be done. The building is now structurally sound and secure, e.g from the elements. However, further work is required – such as repairs to heating and some internal health and safety measures which have delayed opening. There is a group of tenants and residents keen to develop activities for people on the estate and have even raised money to facilitate this. Completing this work continues to be a priority for the Area Housing Office and the Streatham Town Centre Office. Streatham Civilian War Memorial The memorial is now erected on Memorial Gardens. An event to launch the Memorial was held on 21 st October 2006 and attended by c. 100 people. It provides space for quiet contemplation. We anticipate landscaping improvements to be carried out by Page 246 Parks (funds permitting) in the spring. Planning for Real (William IV site) This site has been an eyesore for several years since the William IV pub was demolished. This site stands on the boundary with Croydon and there are larger development sites on the Croydon side of the boundary. A meeting was held, facilitated by the Neighbourhood Initiatives Foundation (the founders of the Planning for Real method). Conclusions about preferences were clear and shared amongst residents on both sides of the borough boundary. These were taken back by Planners from Lambeth and Croydon. St, Leonard’s Churchyard New lighting was installed transforming the Churchyard at night so that it is a much more pleasant place. It highlights the area as one of Streatham’s landmarks and – when the tree lights work properly on Streatham Green – this corner of Streatham is really transformed. Streatham Common Play Facilities A new swing was bought that is usable by children with an d without disabilities. Valley Road Play facilites Combining Area committee and Housing Opportunities funds also enabled a new play area to be created by the Valley Road Playing Field. This is an area some distance from play facilities. This is now open but a formal Consultation about the facilities was carried out with residents and the local primary school with the support of Lambeth Play Association. Misc. Streatham High Road Earlier programmes had an allocation for improving the High road; the balance improvements is being used within the broader High Road improvements.
Woodmansterne Road Gate This gate has been installed and has reduced flytipping in the area to a minimal amount. Standing on the borough boundary, this apparently straightforward job, with full agreement on its necessity by most people and agencies, was actually one of the most complicated of the whole scheme. (There may be a small remaining payment to be made on this project ) Planters (Leigham Court Road) New planters were installed to enhance the improved pavements. Streatham Lock Scheme for businesses This investment targeted businesses that had experienced burglary over the preceding year. Main use was increasing security to back doors. Gleneagle Road Tree Guard Another small job that took a long time, but which is now in place. Project Management Costs Temporary officers were employed to implement the schemes. The plethora of small projects made a real difference to local communities but also required a great deal of co-ordinating, chasing and checking. The temporary officers were able to do this.
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Streatham Dip Shopfront Improvement Scheme Works have included remedial repairs to metal/wooden shopfronts, fascia boards, stone work repairs decorative plaster front facades, dividing palisters and corbels. Where necessary emergency works have been undertaken to lose copping stones, slates and defective cast iron/plastic guttering.
Units where work has been done (and in two cases is being done as outlined below
Company Name Address Shop Improved Number of Units 328– 340 Streatham High Road 1. Hughes and Co solicitors 340 Streatham High rd Paint 2. AM Solution 338 Streatham High rd Paint shop + sign 3. Monsigneur 334 Streatham High rd Paint Shop + Sign 4. Prestige Hearing 328 Streatham High rd Paint Shop + Sign 5. Prestige Hearing 328 Streatham High rd Paint Shop + Sign Page 248 6. Prestige Hearing 328 Streatham High rd Paint Shop + Sign 6 units
1-20 Gleneagle Road
7. Christopher Nicolas 1c Gleneagle road Paint Shop + Sign 8. Kantuta Antiques 1d Gleneagle road Paint Shop + Sign 9. Frame Factory 1e Gleneagle road Paint Shop + Sign 10. St Michaels fellowship 1f Gleneagle road Paint Shop + Sign 11. Nura Café 1g Gleneagle road Paint Shop + Sign 12. Towfiq café 2 Gleneagle road Paint Shop + Sign 13. S&D Barbers 4 Gleneagle road Paint Shop + Sign 14. Panza Thai 6 Gleneagle road Sign (Pending) 15. Dashabill Call Centre 8 Gleneagle road Paint Shop + Sign 16. Glen Café 10 Gleneagle road Shutters + Paint Shop + Sign 17. Mixed spice 12 Gleneagle road Paint Shop + Sign 18. SYED 14 Gleneagle road Paint Shop + Sign 19. Gems News Agents 16 Gleneagle road Paint Shop + Sign 20. Shabelle 18 Gleneagle road Paint Shop + Sign 21. Shabelle 18 Gleneagle road Paint Shop + Sign 22. Shabelle 20 Gleneagle road Paint Shop + Sign 16 Units
143-213 Streatham High Road
23. Manna Christian centre 147 Streatham High rd Paint Shop + New Sign 24. Manna Christian centre 149 Streatham High rd Paint Shop + New Sign 25. TS Jewellers 163 Streatham High rd Shutters 26. Global treasure 165 Streatham High rd Paint Shop + Sign 27. MSN Accessories 169 Streatham High rd Paint Shop + Sign 28. Streatham Discount 171 Streatham High rd Shutters 29. Exit Clothing 173 Streatham High rd Paint Shop + Shutters 30. Smokey Bites 177 Streatham High rd Cancelled 31. Mrs Wongs 179 Streatham High rd Varnish Shop 32. World Travel 181 Streatham High rd Paint Shop some work remains to be
33. Nubian Jack 183 Streatham high rd New Shopfront + Shutters completed Page 249 34. Nubian Jack 185 Streatham high rd New Shopfront + Shutters 35. Personal touch 187 Streatham High rd Paint Shop 36. Chinese Chef 189 Streatham high rd Paint Shop 37. Chinese Chef 191 Streatham high rd Paint Shop 38. Millenium Food 193 Streatham high rd Paint Shop 39. Moga Internet Café 195 Streatham high rd Paint Shop 40. A-Z Cash Carry 197 Streatham high rd Paint Shop + Sign 41. Nails 2000 201 Streatham High rd Paint Shop 42. Debonhair 205 Streatham High rd Paint Shop 43. Dallas Chicken 209 Streatham high rd Shutters 21 Units
270-290 Streatham High Road
44. The Butchers 272 Streatham High road Paint Shop 45. Nelsons 278 Streatham High road Paint Shop 46. Pizza GoGo 280 Streatham High road Paint Shop 47. Top Save 284 Streatham High road Paint Shop + Sign 48. Talash 286 Streatham high road Paint Shop
49. Talash 286 Streatham high road Paint Shop 50. Agadir 290 Streatham High road Paint Shop + Sign 7 units
292-322 Streatham High Road
51. Chariots 292 Streatham High rd Paint Shop + Sign OMITTED as could not get access at appropriate times and want to expensive Kulaura 294 Streatham high rd improvements OMITTED - said did not want to be part of the scheme; Mosaic 298 Streatham High rd have painted it themselves 52. Konica Photo Centre 300 Streatham High rd Paint Shop Page 250 53. London Gallery Hair salon 302 Streatham high rd Paint Shop 54. Greenfield Telecom 308 Streatham High rd Shutters + Paint Shop + Sign 55. Ideal Super Market 310 Streatham high rd Sign 56. Ideal Super Market 312 Streatham High rd Sign 57. Dashabil Accessories 316 Streatham High rd Paint Shop + Sign 58. Nefis Kebab 318 Streatham High rd Paint Shop + lighting 59. Second Skin 320 Streatham high rd Paint Shop + lighting 60. Towfiq Foods 322 Streatham High rd Paint Shop + Sign 10 Units
Mitcham Lane
61. Waaberi Money Exchange 1a Mitcham Lane Paint Shop + Sign 62. Eddies Cars 1b Mitcham Lane Paint Shop + Sign 63. Paradise Kebab 2 Mitcham Lane Paint Shop + Sign 64. Paradise Kebab 3 Mitcham Lane Paint Shop + Sign 65. St Leonards Dry Cleaners 4 Mitcham Lane Paint Shop + Sign 66. Hair dressers 5 Mitcham Lane Paint Shop + Sign 67. Apollo Wines 6 Mitcham Lane Paint Shop 68. Mainliners 7 Mitcham Lane Paint Shop 69. Waaberi CDA 12, Mitcham Lane New sign
Paint Shop new wood 70. Euroglobe 14 Mitcham Lane shopfront 10 Units
1-9 Hopton Parade
71. Hair shop 1 Hopton Parade Paint Shop + Sign 72. Internet Café 2 Hopton Parade Paint Shop + Sign Vacant shop 3 Hopton Parade work commences 73. Off Licence 4 Hopton Parade Shutters + Shopfront + Sign in January 07 work commences 74. Bells Newsagent 5 Hopton Parade Shutters + Shopfront + Sign in January 07 75. Georges Barber 6 Hopton Parade Paint Shop + Sign 76. Streatham Kebeb 7 Hopton Parade Paint Shop 77. Dream Nails 8 Hopton Parade Paint Shop + Sign
78. Morleys Chicken 9 Hopton Parade Paint Shop 9 Units Page 251
Station Parade
79. Indus Kiosk Unit3 350 Streatham high rd Paint Shop + Sign 80. Destiny Caribbean Unit2 350 Streatham High rd Paint Shop + Sign 81. Pause II Streatham Station Shutters + Paint Shop + Sign Paint Shop + Sign + roof 82. Pause II Streatham Parade repairs 83. Jimmys shoe Repairs 374a Streatham High rd Paint Shop + Sign 84. Streatham furnishings 378 Streatham High rd Paint Shop 6 units
213-243 Streatham High Road
85. Sports shop 213 Streatham High rd Paint Shop + walls 86. Sports shop 213 Streatham High rd Paint Shop + walls 87. Sports shop 213 Streatham High rd Paint Shop + walls 88. Damud Internet Centre 219 Streatham High rd Paint Shop + Sign 89. Xalwada Sweets 221 Streatham High rd Paint Shop + Sign
90. Bedford Park 223 Streatham high rd Paint Shop + Sign 91. Illusions 225 Streatham High rd Paint Shop 92. Monsingours Bar 225 Streatham High rd Paint Shop 93. Grey hound Cars 231 Streatham High rd Paint Shop 94. Wedding shop 233 Streatham High rd Paint Shop + Sign 95. Bola Bros 237 Streatham High rd Paint Shop + Sign 96. Shacklock Chemist 239 Streatham High rd Paint Shop + Sign went out of business about 1 year after work done. New health shop being developed and will open in New Page 252 97. Topsys 241 Streatham High rd Paint Shop + Sign Year. Paint Shop + rainwater 98. Streatham Green Insurance Streatham Green repairs 14 Units 98 UNITS TOTAL IMPROVED
Page 253 Agenda Item 11 b Streatham Area Committee 17 th January 2007
Streatham Ice and Leisure Centre Funding and Construction St Leonard’s Ward/ Streatham Area
Report authorised by: Robert Overall: Executive Director, Environment and Culture.
Progress since the last Area Committee.
This report provides the Streatham Area Committee with a progress report on the current proposals to procure the new Streatham Ice & Leisure Centre in conjunction with Tesco. The report follows a verbal report at the last meeting of the Area Committee on the 29 th November 2006.
Competitive Dialogue
At that last meeting it was reported that Tesco had initiated a competitive process between the two companies who were the preferred contractors, selected from the long list.
The process was concerned with identifying the cost of a package of initial works upon the site and was to be used to validate the financial model for the scheme, as well as selecting the building contractor.
This step had been introduced in order to generate greater certainty over the build costs given the schemes complexity - both in terms of the number of interested parties (TfL, Network Rail, Thames Water et al) and the building process.
The results of this work, and the implications, will not be known until the end of January 2007 and will therefore provide the basis of the next report to the Area Committee.
Exchange of Documents
There are still uncertainties over the TfL portfolio of interests in the project – these are now the subject of meetings between the Council and TfL in order to expedite a resolution of the issues.
Technical Meetings
The Streatham Stakeholders meeting took place on the 11 December 2006. Discussions at the end of the meeting identified a number of issues associated with the operation of the present Streatham Leisure Centre. These have subsequently been taken up with the management of the Centre. Future meetings will be held in the Leisure Centre in order to ensure any issues that arise can be taken up with the management immediately.
The first meeting with the Ice Hockey interests was held upon the December 2006. This is the first of a number of discussions intended to improve the planning and design of the ‘Ice Facilities’ and to identify the most appropriate way of proceeding for the future.
Recommendations (1) To note the report. Consultation
Name of Directorate or Organisation Date sent Date Comments consultee to response appear in report Page 254
consultee received para: from consultee Jo Negrini Revitalise 03.01.07 Peter Chapman Legal and Democratic Services 03.01.07 08/01/07 Bev Winter Divisional Director, Resources, 03.01.07 04/01/07 Environment, Culture & Community Safety Tim Harlock Corporate Finance 03.01.07 04/01/07 Cllr Lib Peck Cabinet Member ( Environment & 03.01.07 04/01/07 Culture Cllr Paul McGlone Cabinet Member (Regeneration & 03.01.07 Enterprise) Entered in Consultation and Events Diary? No
Report history
Date report drafted: Report Date report sent: Report no.: deadline: 03.01.07 03.01.07 08.01.07 278/06-07 Report author and contact for queries: David Lawrence, Consultant, Cultural Services. 020 7926 2896 [email protected]
Background documents
• Business Case for Leisure provision in Lambeth – PricewaterhouseCoopers – July 2004 • Delivery of Leisure in Lambeth – Executive report – September 2004 • Lambeth Needs Assessment – PMP Consultants - March 2005 • Indoor Sports Facilities Strategy – Strategic Leisure - May 2005 • Sport and Physical Activity Strategy – Strategic Leisure - April 2005 • Streatham Leisure Centre and Ice Arena Construction – draft Executive report – December 2005 • Revitalise Star Chamber Bid for Leisure – October 2005 • Planning Applications Committee Report • Executive Committee Paper 28 th September 2004 • Cabinet Paper – 17 th July 2006 • Cabinet Decision – 17 th July 2006 • Cabinet Minutes – 31 st July 2006 • Development Agreement Version 8 – Sharpe Prichard August 2006 • Section 106 Agreement Version 38 – Sharpe Prichard August 2006
Certain other background documents contain "exempt information" pursuant to paragraph 3 of Part I of Schedule 12A to the Local Government Act 1972 ("Information relating to the financial or business affairs of a particular person, including the authority holding that information"). By virtue of section 100D(4)(a) of the Local Government Act 1972, there is no requirement that any document which discloses exempt information is to be included in the list of background papers which is otherwise required to be included in the list and made available for inspection.