WLA Annual Report 2019

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Annual Report 2019

Barnet Harrow

Hillingdon Brent Ealing

3 Headline figures 4 Chair’s foreword 5 Achievements in numbers 6 Director’s introduction 9 Priorities and programmes: 10 Economy & skills 14 Employment support 18 Housing 24 Mobility 28 Digital 30 Health & care

Front cover: Imperial College London’s Imperial West Building in White City, viewed at night from the West Way – courtesy of PLP Architecture and Wadsworth 3D

2 West London Alliance Annual Report 2019 Headline figures

1.1m 170 2.1m economically active different languages residents people spoken across West London

£80bn 6 universities 11 Seven London boroughs Bucks New University, West London with a Gross Value Added, Brunel University, Opportunity Areas bigger than Birmingham, Imperial College, identified in the draft Leeds and Glasgow Middlesex University, London Plan, with combined University of West capacity for 143k new London and University jobs and 107k new of Westminster homes 109k 952k 90k businesses number of Jobs working age people without qualifications

West London Alliance Annual Report 2019 3 Chair’s foreword

2018/19 was the West London Alliance’s 21st year and the purpose of coming together to improve outcomes for West London has endured.

Cllr Graham Henson, Chair of the West London Alliance and Leader of Harrow Council

With a GVA higher than Birmingham, Leeds and We are also helping to tackle the London housing crisis; Glasgow combined, what happens in West London and through our procurement and commissioning is not only important for the WLA Boroughs, it also service we are transforming the Adult’s and Children’s has significance for the rest of London and the UK. social care market, to drive efficiencies and improve This annual report covers what we have achieved by quality. working together over the past year and what we will do in the year ahead. Our track record of working together over the last 21 years gives us a firm foundation to build on. But we Politically the UK is in uncharted waters and the stakes, are living in turbulent times and in recent years this in terms of our economy and social cohesion, are high. has included the financial pressure of having to do The environmental challenge of decoupling growth much more with much less. We will continue to work from climate change and pollution, when added to the together to prioritise and operate effectively, by adding economic and social, completes the triple dilemma. value to what is done at individual WLA Borough level; Over 2 million people live in the WLA Boroughs, with and making the most of opportunities to influence, around 40 per cent born outside the UK and 28% having complement and learn from what happens across a first language which is not English. Our diversity of London, nationally and globally. communities, neighbourhoods and enterprises is one of our greatest assets and making the most of this to It is my pleasure to present this annual report, address the challenges we face relies on being open – which shows the positive difference we are making to people, businesses, growth, new ideas and innovation. across West London by coming together to work in We are committed to maintaining our openness and partnership. Thank you to all who have been involved maximising the benefits it brings to everyone that lives, already, and we look forward to working with you and works, learns, visits and invests in West London. new partners over the next year.

As the new WLA Chair my thanks go to the outgoing Chair Cllr Curran, for his leadership over the last year. We began delivery of the £26 million Work & Health Programme, working with the Department for Work and Pensions and Shaw Trust; made substantial progress on establishing the case for the West London Orbital, working with Transport for London; established Capital West London to drive inward investment; and secured £11million in funding from the devolved business rates Strategic Investment Pot, to deliver digital and skills projects.

4 West London Alliance Annual Report 2019 Achievements in numbers

ECONOMY & SKILLS 2,400 people 4,925 people 250 people 220 people forecast to benefit from the forecast to benefit from skills the number of people on number of young people with upscaled Skills Escalator & projects funded by £3.4m in supported internship places Special Educational Needs who Working People projects devolved business rates established through WLA gained employment after a interventions supported internship in West £ £ £ London £ EMPLOYMENT SUPPORT 13,000 people 900 people 1,700 people forecast number of people to benefit from forecast number of people to benefit from forecast number of people to benefit from the work & health programme the Individual Placement and Support the drug & alcohol project mental health trailblazer

HOUSING 5,649 homes 367 people £818k 186k the number of homes to be prevented from rough sleeping MHCLG grant awarded to West Better Homes grants used built on public land released in 2018/19 London Somewhere Safe to to improve properties for under our One Public Estate Stay rough sleeping project homeless families Programme

MOBILITY 29.3k homes 11.5m 600 sustainable additional homes potentially supported estimated number of journeys on the by the new West London Orbital rail West London Orbital railway each year travel plans project sustainable travel plans put into effect with businesses around West London

DIGITAL £7.7m 1,000 businesses won for digital & smart cities projects from business rates SIP number of businesses forecast to benefit from new highspeed fund to improve connectivity in not spots across West London and fibre connections support digital innovation to address urban challenges

HEALTH & CARE 350 providers £210k c.£3.6m c.£3.9m providers added to the cash rebate from cost & estimated value from reductions estimated value from reductions children’s services Dynamic volume negotiations with of 5.2% on average, by joint to costs, by joint commissioning Purchasing Vehicles independent fostering agencies commissioning independent nursing and residential care fostering and residential home placements placements

West London Alliance Annual Report 2019 5 Director’s introduction

Our work and engagement with stakeholders across the public sector, business, academia and the wider community, is guided by three simple questions: why, what and how.

David Francis, Director, West London Alliance

WHY

The WLA’s purpose of adding value to what WLA As WLA boroughs we work together and form boroughs do individually, recognises that residents, partnerships to develop, drive and deliver the economy and the health and care system improvements for everyone that lives, works, function across borough boundaries. Where and learns, visits and invests in West London. when coming together make sense, we focus on developing and delivering solutions in line with An inclusive and successful West London is borough priorities. good for London, the whole country and if environmentally sustainable, the planet too. But tackling social, economic and environmental What this means in practice and how we do it, challenges goes beyond our boroughs boundaries. is set out below. There are clearly London, UK and indeed global issues. We aim to complement and influence borough, London, UK and global action, to ensure West London builds on its position as one of the most connected and successful places in the world.

6 West London Alliance Annual Report 2019 WHAT

The period we are living in has been termed a The challenge of making policies, programmes fourth industrial revolution – following on from and places work for people and the planet steam and water mechanisation, electronics and is multifaceted, complex and interwoven. In mass production, and computerisation. The fourth response to this challenge our work is spread industrial revolution is about technologies and across six interrelated work areas: growth & skills, business models that increasingly link the digital, employment support, housing, mobility, digital, physical and biological world; and some argue this and health and care. Detail on each is set out in is changing what it means to be human. There can the following chapters. be no denying that it is changing the way we live our lives – whether that be work, leisure, travel, shopping, relationships, health or learning. This fourth industrial revolution is intertwined with a concern that established public institutions are not keeping pace with a changing world. In short, the economy and the established way of doing things has resulted in persistent inequalities and we are in serious risk of making the planet uninhabitable.

HOW

Governance Economic prosperity: The West London economic prosperity board is a public The West London Alliance is a partnership of committee of West London Council leaders. It seven London councils – Barnet, Brent, Ealing, was formed in 2015 and is currently chaired Hammersmith & Fulham, Harrow, Hillingdon and by Cllr Julian Bell, Leader of Ealing Council. It Hounslow. It is governed by the leaders of those is dedicated to collaboration that delivers the councils, supported by the chief executives’ board West London vision for growth, which includes and executive director teams. securing devolution of powers and funding for increased prosperity in the subregion. The committee has helped influence the London policy framework, which includes successful promotion of the West London orbital rail scheme and stewardship of West London’s devolved business rates strategic investment pot programme.

West London Alliance Annual Report 2019 7 Director’s introduction

West London skills board: reporting to Funding the economic prosperity board, the West London skills board brings together senior Each WLA borough provides core funding and in stakeholders from across the employment addition funds individual programmes on a case and skills sector. The board ensures delivery by case basis. The WLA programme team is made of the skills, employment & productivity up of 31 staff and total borough contributions strategy and is chaired by Cllr Steven Curran, across all programmes in 2019/20 (including core Leader of Hounslow Council. The board also funding) are £1.45m, a slight reduction compared oversees our work with the Mayor’s Skills for to 2018/19 when the contributions totalled Londoners Board, which includes advising on £1.69m. commissioning under the adult education budget which central Government has We bid for external funding to support our devolved to the GLA. programme activity and for 2019/20 the total WLA budget is £14.8m. This is almost a threefold Health & care: The WLA health & care increase on the previous year when the budget was portfolio lead is Cllr Graham Henson, who just over £5.3m. Detail on individual programmes attends the North West London health & and benefits being delivered are set out in the care partnership (NWL HCP). The NWL HCP programme area chapters. is comprised of senior representatives from across the North West London Health and Care sector and covers six of the WLA boroughs (excluding Barnet) and Kensington & Chelsea and Westminster.

Programme boards: Day-to-day programme activity is overseen by programme boards, made up of director-level representatives from across the WLA boroughs. They are responsible for approving business plans which are signed off by the WLA chief executives, and for monitoring and guiding delivery to realise benefits. Programme boards are convened as work priorities change, for instance, a new ‘shadow’ board is being established to oversee the children’s commissioning & procurement service; while dedicated boards similarly oversee One Public Estate; the work & health programme; and work with the West London Waste Authority on waste management services.

8 West London Alliance Annual Report 2019 Priorities and programmes

EC ARE ONO C MY & & TH L SK EA I LL H S

£ E Pages 30 – 33 Pages 10 – 13 M

M L A better West

E A

I London for all,

@ now and in S

Pages 28 – 29 Pages 14 – 17

the future P

O Y Pages 24 – 27 Pages 18 – 23

T U

O G

West London Alliance Annual Report 2019 9 Economy & skills “To ensure all residents across all our neighbourhoods benefit £ from growth now and in the future.”

Sustainable and inclusive growth

A new approach is required, one that ensures growth and development is more inclusive at the same time as preserving the natural capital we all rely on. To meet the challenge, we are building on the actions set out in WLA’s 2016 vision for growth, which in the main we have delivered. Our new approach is called Winning in the New Economy and is threaded through all the WLA programme areas. This is not about a zero-sum game of winners and losers, it is about leading the way by demonstrating that as public sector leaders in West London we can deliver, drive and support increased prosperity and wellbeing for everyone, today and tomorrow. In other words, environmentally sustainable and inclusive growth.

West London is the capital’s, and the UK’s, gateway The rapid pace of technological change will affect West to the world. It is an economic powerhouse, with the London’s labour market: jobs will continue to change, second highest GVA per worker of any region after and the skills system will need to keep pace. Skills gaps Central London. The scale we work at is huge, with the and shortages are among the most pressing constraints 11 West London opportunity areas identified in the to growth in West London; 26% of West London draft London Plan alone set to deliver over 100,000 employers surveyed reported skills shortages amongst homes in the coming years. applicants (London Councils, 2018).

GLA projections suggest that West London will grow by Yet a large proportion of residents who could benefit 210,000 jobs (16%) over the next 20 years, with some from the projected growth are unable to do so, owing of the biggest increases projected to be in construction, to various barriers: 339,400 working age people in the accommodation & food services, and transport & sub-region (25%) only have qualifications at level 2 storage. Very significant growth is also expected in the or below and 91,600 working age people (7%) have green economy and the creative industries – something no qualifications at all (ONS, 2018). Our growing we will focus increasingly on in the future. West London work to address skills issues at the sub-regional level is already home to green economy pioneers including ranges from influencing devolved skills policy and Brompton Bicycles, Vantage Power, Polymateria and commissioning at the London level to supporting Biohm, as well as leading creative businesses from boroughs to deliver interventions locally with Sky to Discovery Networks and BBC Studios, all increased resource through devolved business underpinned by cutting edge research at world rates funding. leading academic institutions like Imperial College.

10 West London Alliance Annual Report 2019 2,400 people 4,925 people forecast to benefit forecast to benefit from from the upscaled Skills skills projects funded Escalator & Working by £3.4m in devolved People projects business rates

OUR ACHIEVEMENTS IN 2018/19

In 2018 we set out what we wanted to achieve. Here’s The service locates, characterises and promotes the how we got on in 2018/19 – we: boroughs’ strengths and advantages. It links existing and interested investors, businesses, developers, major Developed Capital West London, a visible and employers, skills providers and public partners; and it internationally recognised approach to inward prioritises value-adding opportunities that will grow investment, very much an open ‘front door’ for the economy with more inclusive benefits to people West London and the world living, working, visiting and enjoying West London.

In March 2018, the West London boroughs launched During the year, major activities centred on several key Capital West London, the new and open ‘front door’ for engagement moments, such as the first annual Growth connecting inward investment and international trade Summit 2018; the creation of an online presence, with West London. funnelling and match-making interest with tailored support; the growth of a circulation network of around Celebrating all that makes West London one of the 6,000 business contacts, hosting targeted events world’s leading and consistently competitive places for supporting, for instance, small businesses, prospective investors doing business, boroughs are collaborating investors, developers. with businesses by establishing and using this innovative matching service facilitated by White The initiative has secured backing from the deputy Label Creative. mayors for both business and planning, regeneration & skills; and works closely with London & Partners, West London Business and the chambers of commerce.

West London Vision for Growth ACTION PLAN September 2016

OUR APPROACH HOUSING TO GROWTH n Increasing the supply of housing, including affordable housing n Boosting productivity n Delivering the skills the n Supporting people from all This action plan identifies four backgrounds to engage economy needs to grow categories into which the objectives with the housing market n Supporting people from all backgrounds into work set out in the Vision for Growth can n Making better use of be organised, and specific activities public land and and areas of work to be identified buildings PRODUCTIVITY, for each. This diagram sets these out, SKILLS AND along with some additional detail about VISION EMPLOYMENT associated activities, which are explained in FOR more detail in the following section. GROWTH A COMPETITIVE ECONOMY

n A business rates system that n Securing investment in supports businesses, and puts local physical infrastructure areas on a sustainable financial footing n Digital infrastructure and open n Securing inward investment data that unlocks growth and n Businesses and universities encourages enterprise working more closely together

n Ensuring sufficient space is available INFRASTRUCTURE for new and growing enterprises

West London Alliance Annual Report 2019 11 Economy & skills 250 people the number of people on supported internship places established through WLA interventions

Established a sub-regional skills and employment The new funding will help to upscale tested and proven commissioning function for a more joined up and approaches such as skills escalator and transform how evidence-based approach to strategic decision mainstream services are joined up and targeted to help making those who are lowest paid or chronically out-of work.

The West London skills board is chaired by Cllr Curran, The board have also commissioned cutting edge Leader of Hounslow borough council. It was established research from the Royal Society of Arts (RSA), to in 2017/18 to meet the needs of the Department for identify employment pathways that can genuinely help Education (DfE) area review of further education in break ‘glass ceilings’ and unlock career progression and the subregion. In 2018/19, with the review completed, incomes for people stuck at the bottom. the board has concentrated on sharing information and gathering evidence from across agencies and Grown the supported internships programme, the broader economy, to understand skills needs and helping more people with mild to moderate provisions now and the trajectory for the future. learning disabilities into paid employment

In the context of skills shortages, exacerbated by Brexit Building on the success of the established West London anxieties and the growth of strategic sectors, the board Supported Internships programme, which helps learners has put time into consensus building around priorities with mild to moderate learning disabilities into gainful for the new vision for growth in the coming year. employment, the NHS has agreed to provide new funding, through the West London Skills Board. This will Concurrently, the board worked to win £3.4m in potentially enable many hundreds of additional people devolved business rates investment for work in with learning disabilities to find employment within 2019/20. the health and social care sector, whilst also filling skills gaps that are a risk to the quality of local service delivery.

Project SEARCH interns at Northwick Park Hospital

12 West London Alliance Annual Report 2019 220 people number of young people with SEND who gained employment after a supported internship in West London

IN 2019/20 WE WILL

• Develop a new West London vision for growth, • Identify the prospective major infrastructure with greater emphasis on inclusion and schemes – transport, digital or otherwise – which environmental sustainability and deeper will have the biggest impacts in unlocking future engagement with stakeholders across the growth. public sector, business, academia and the wider community. We will update our evidence-base as • Work with businesses and London government part of developing an ambitious action plan, to to develop pooling arrangements for the deliver tangible results for those who live, work, apprenticeship levy and strengthen the way the learn, visit and invest in West London. levy is used to better meet the needs of businesses and residents. • Scale up the West London ‘skills escalator’, ‘working people, working places’, ‘opportunities for young • Maximise the impact of the devolution of adult people’ initiatives and other employment related education budgets, in partnership with the GLA and projects using newly retained business rates, so London Councils. that thousands more people will be reached in new areas of West London, so they feel the benefits of • Adopt the Gatsby benchmarks for careers advice meaningful, productive and progressing work. and join up support in schools that improves career pathways and progression through information, • Support high growth sectors and high potential advice and guidance services. business to grow, through Capital West London and with West London Business, so they can better attract investment and trade abroad.

Numbers of people expected to benefit from the WLA skills board’s programme funded from business rates SIP:

People enrolled in targeted ESOL for Employment to measurably increase functional language skills 1,700 Low paid workers benefiting from the proven Skills Escalator model supporting in-work progression 1,090 Residents supported into work through Job Brokerage 840 Residents experiencing persistent worklessness supported through Working People, Working Places 525 Residents supported through the Park Royal Employment and Skills Hub, 200 of whom to move 300 into sustainable employment Young people at risk of becoming NEET (not in education, employment or training) supported 150 through the Opportunities for Young people programme Additional young people with mild to moderate learning disabilities benefiting from 200 skills programmes through the expanded supported internships programme Employees within SMEs taking up well-being or occupational health support 120

West London Alliance Annual Report 2019 13 Employment support “To help residents needing specialist support into work.”

Across the seven West London Alliance boroughs there are over 52,000 people claiming out of work benefits due to a long-term health condition. A further 2,500 people have been claiming Job Seekers Allowance for more than two years and clearly have considerable barriers to moving into work. Previous approaches to helping these groups have not been effective.

Working with a variety of funding organisations, the Across all the programmes we aim to work with West London Alliance has put together a series of around 17,000 of the over 54,000 people who have programmes focusing on the long term unemployed been failed by previous employment support and people who are out of work with health conditions. provision. Our programme also covers specialist provision for care leavers; people with common mental health conditions; and people with drug and alcohol addiction.

14 West London Alliance Annual Report 2019 13,000 people forecast number of people to benefit from the work & health programme

OUR ACHIEVEMENTS IN 2018/19

In 2018 we set out what we wanted to achieve. Here’s The work is part funded by the European Social Fund how we got on in 2018/19 – we: and early indications are that the West London work & health programme is London’s leading contract area, Completed a successful year one of the devolved proving the benefits of devolution to employment work & health programme for helping people with support at the local level. complex needs into employment Progressed with the mental health & employment West London celebrated the first anniversary of its trailblazer for improved outcomes for people faced innovative, co-financed work & health programme, with barriers to the labour market having been a leading voice in the campaign with London Councils for a devolution deal from the The innovation was to apply mental health individual Department for Work & Pensions (DWP). placement & support theory and practice to employment support for people with common mental The aim over five years is to help 13,000 people who health issues. As a trailblazing test subject, West London have been long term unemployed with disabilities has been a national pilot for the approach. and long-term health issues, into sustained, paid employment. To do this, West London has brought in Having commissioned Twining Enterprises in 2017 to the Shaw Trust to run the service, integrating local staff deliver the service for West London, they have worked in each of the boroughs for a more personalised and with local referral agencies, like Jobcentre Plus and IAPT holistic look at each individual’s life situation to services, to see over 900 people, on track to have helped help them deconstruct the barriers to getting and 35% of participants with sustained employment, by the keeping a job. end of the pilot.

In this formative year of the programme, Shaw Trust has grown the relationships and referral pathways with the full range of local agencies in all seven boroughs and have worked to help the first 2,200 people, over half of whom have one or more disabilities.

West London Alliance Annual Report 2019 15 Employment support 900 people forecast number of people to benefit from the Individual Placement and Support mental health trailblazer

Created an innovative support programme using With individualised placement & support in work to challenge cycles of drug and alcohol employment, for many it should become easier to addiction address drug, alcohol and attendant problems.

The innovation was to adapt individual placement & support methods to employment support for people 1 Referral with drug and alcohol addiction issues. We have also agreed a social impact bond to fund the work. 2 Assessment Involving eight West London boroughs, their CCGs, Jobcentre Plus, the National Lottery, Big Issue Invest and procuring Westminster Drug Project to 3 Job search deliver, the service went live in February 2019. It will continue throughout 2019/20, reaching a target of 1,700 participants and helping 35% into sustained employment. 4 Job start

The aim is that a large number of the client group should be able to get and keep a job, supporting 5 In-work them with a chance to make different choices, support break damaging lifestyle spirals and effect lasting IPS Into Work change.

IN 2019/20 WE WILL

• Ensure West London can make the most of the • Seek opportunities for further funding to increase future UK shared prosperity fund, expected to the numbers of people we can help into work. £1m replace European funding arrangements in 2019. of additional ESF funding is close to being secured, with further opportunities in the pipeline. • Continue to drive integration of Job Search into the lives of unemployed participants, nearly • Continue to drive the successful Trailblazer everyone who has been out of work for over 2 to be the best performing of the 4 national years will be placing demands on council services; Trailblazer Programmes. the NHS and other areas of the public sector. By working more closely with social workers, housing • Learning from our experience rolling out Trailblazer team and health professionals to get people back and the Work and Health Programme, it takes 6 into employment; we can be more effective at to 12 months from the start of a contract to the improving their lives. contract achieving peak performance; as a result, we will focus on the roll-out of the Westminster • Work with local public sector employers to Drug Project IPS for Drug and Alcohol Service users improve access to employment where potential to support it in becoming effective. employees have barriers to getting into work, because of disability and long-term conditions.

16 West London Alliance Annual Report 2019 1,700 people forecast number of people to benefit from the drug & alcohol project

Work & health – Graeme’s story

Graeme had a highflying job but was made redundant during the recession. Assuming it was a blip, he took some time off, but in returning to the jobs market discovered there were many people just like him, going for the same jobs.

From that point on Graeme struggled. The longer it went on, the harder it seemed to get and the deeper he sank. Graeme eventually ended up homeless, depressed and not knowing what to do next. He began to worry it was his age, weight or experience playing against him – that he was the wrong person, for the right job. He never knew for sure, because he was not getting any feedback, so his mind began to work against himself.

Fortunately, as a result of the West London Alliance work & health programme, Graeme was referred to delivery partner, the Shaw Trust. An advisor worked with Graeme to reinforce the facts he knew about himself but had forgotten.

The advisor’s enthusiasm and commitment for Graeme, what he had done in the past and what he could be in the future, was infectious. He showed Graeme new employment directions that he had not considered. Graeme’s advisor also helped with a wealth of housing knowledge and connections.

Graeme has since got a home and a job, working for a training provider introducing people on low incomes or benefits to new income streams and opportunities. He says of the Shaw Trust: “without them, things would have been a lot harder; I might not even be here. I couldn’t have done it myself. Shaw Trust has absolutely helped to transform my life”.

West London Alliance Annual Report 2019 17 Housing “To deliver increased housing supply and better access to affordable accommodation for all.”

West London will only thrive if people can live and work here: we need more housing that residents can afford. Our vision is one of effective collaboration to support the delivery of affordable housing, and to improve housing conditions and services for our residents.

We work together to support people from all backgrounds to access accommodation they can afford and this includes preventing and tackling homelessness and rough sleeping and managing the cost of temporary and other accommodation across London.

OUR ACHIEVEMENTS IN 2018/19

In 2018 we set out what we wanted to achieve. Here’s The SHMA was published in November 2018, giving how we got on in 2018/19 – we: boroughs up-to-date intelligence on the housing market in West London. A key finding emphasised the chronic Completed collaborative housing market analysis and growing shortage of low cost, two or more-bedroom to support a more coordinated approach to spatial units, facing all West London boroughs. This is forcing planning decision-making an increasing number of families with children to live in unsuitable or expensive temporary accommodation. The boroughs jointly commissioned a strategic housing market assessment for West London. This provided The analysis provides a robust evidence base to support a robust and consistent evidence-base to inform boroughs in delivering the right type of housing in the strategic planning in West London, meeting the duty to right places for West London residents. It also formed cooperate and realising efficiencies. the basis for engagement with the GLA and London Plan, including a joint WLA case at the draft London Plan examination in public.

Comparison of the size mix for Greater London and West London SHMAs (Source: GLA and ORS)

West London SHMA 1 bed

2 beds

3 beds

GLA SHMA 4+ beds

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

18 West London Alliance Annual Report 2019 5,649 homes the number of homes to be built on public land released under our One Public Estate Programme

Convened public partners to rationalise the public One Public Estate West London is assisting with: the estate to release more land for new housing sites planning briefs to transform the cavalry barracks in and develop more efficient uses of the existing Hounslow; the technical consultancy required to estate release Feltham’s MoD site; the feasibility analysis of ‘blue light’ services’ sites in Ealing and across West Recognising the serious and growing pressures on land London; project management and feasibility studies for housing and supporting infrastructure, West London to drive change at OPDC’s Triangle site; work towards boroughs have pushed for extra funding to help review master planning for the redevelopment of the White and rationalise estate held by public services in the City health centre site; redesign for the health hub in subregion, enabling regenerative development for new Belmont, Harrow; and supporting the redevelopment communities. of Harrow Civic Centre.

The Cabinet Office and Local Government Association By bringing together public agency stakeholders and responded positively, awarding £1.1m to eight ‘One reviewing their land assets with them, the West London Public Estate’ demonstration projects across West programme aims to help release around 52 hectares for London, helping accelerate supply of public land for 5,649 new homes by 2029. new housing developments.

Development OPE project contribution: To release land scheme: for new homes: 1 Hounslow Cavalry Supporting the development of planning brief 1,000 Barracks 2 Hounslow Feltham Funding for Staff and consultancy 1,300 MoD Site 3 Ealing Blue Lights Feasibility work and analysis of estate opportunities 480 Strategy 4 LBH&F/OPDC Project management, feasibility and legal title work / detailed 600 Triangle Site feasibility, including utilities feasibility 5 LBH&F White City Project management, initial feasibility study and progression 200 Health Centre towards masterplan 6 Harrow Belmont Project management, design development and related 119 Health Hub site evaluation costs 7 Hounslow East Land assembly and feasibility studies, developing the planning brief 680 Bus Garage and community engagement 8 Harrow Civic Supporting the intensification of the current civic centre site, delivering up to 1,270 Centre an additional 420 units of housing, of which at least 35% will be affordable Total 5,649

West London Alliance Annual Report 2019 19 Housing

Hounslow West cavalry barracks

14.8 hectare site for a minimum of 1,000 new residential units, with a commitment to 50% affordable homes – an OPE project led by Hounslow Council and the Ministry of Defence.

Existing site

Planned new homes

20 West London Alliance Annual Report 2019 367 people prevented from rough sleeping in 2018/19

Managed London’s Inter Borough Accommodation Secured suitable accommodation and provided Agreement monitoring system for transparent resettlement support to families moving out of pricing of temporary accommodation London to more affordable homes

For another year, West London has hosted and run the Since it began in 2016/17, the Out of London project system for monitoring temporary accommodation has helped around 500 homeless households move into placements and costs on behalf of all London’s suitable, affordable accommodation outside London. boroughs. A team of two tenancy support officers work locally in the West Midlands to inspect and procure properties, The high cost of accomodating homeless households “meet and greet” families and support them with means it has been crucial for boroughs to work resettlement e.g. claiming benefits, finding schools and together through an inter-borough accommodation health services. agreement. This London -wide agreement allows them to share data on all homelessness placements and Arranged accommodation and support for people costs. The transparent information made available at risk of having to rough sleep by the system has prevented prices being artificially inflated and has helped keep the lid on the overall cost Since its origins in 2017, the West London rough of temporary accommodation in London. It also helps sleeping prevention project has gone from strength boroughs to understand and manage the extent and to strength, successfully preventing 631 people from nature of use of the private rented sector to house having to sleep rough. Delivered in partnership with homeless families across the capital. St Mungo’s, West London boroughs have beaten the Government’s agreed target to help around 400 people, Agreed a ‘prevention’ protocol amongst boroughs six months early. Most of the people were placed in for greater cooperation to meet new Homelessness private rented accommodation or through skilful and Reduction Act duties sensitive negotiations, were able to stay with family or friends while they got back on their feet. The Homelessness Reduction Act 2017 was the biggest change to homelessness legislation for forty years, On the back of such impressive results, West London including new duties for local authorities that came has been able to secure a further £1.14m from into force in April 2018. Duties included developing MHCLG for 2019/20, to grow the work in new areas; personalised housing plans with individuals, preventing becoming an early adopter of the Government’s ‘rapid and relieving homelessness for all, regardless of ‘priority rehousing pathway’ and piloting a ‘somewhere safe need’ and reporting to MHCLG. to stay’ hub. Drugs Alcohol To help with implementation, West London boroughs were at the forefront of: agreeing a pan-London 6% 9% Support needs of people prevention protocol, ensuring all boroughs work seen sleeping rough in better across boundaries; developing key performance London 2018/19 12% indicators for benchmarking progress; reporting on (source: Housing in 16% London, GLA, 2019) 11% performance using the Government’s process for homelessness case level information classification; and 9% lobbying for the fair funding to support the changes and the new legislative burden. 14% None: 24%

Mental health

West London Alliance Annual Report 2019 21 Housing £818k MHCLG grant to awarded to West London Somewhere Safe to Stay rough sleeping project

Preventing rough-sleeping – Daoud’s story

Daoud approached Ealing Housing because he had been sofa-surfing at a friend’s flat for some time but was facing a number of problems and quickly running out of options, was at risk of rough-sleeping. He had experience of rough-sleeping in the past and was desperate to avoid this precarious existence again.

The housing officer was able to refer Daoud to a rough-sleeping prevention project case worker, employed by St Mungo’s on behalf of the WLA boroughs. The case worker suggested seeking supported accommodation but understood there was a risk of relapse in the wrong environment, when Daoud revealed his diagnosis of bipolar disorder and a history of drug and alcohol dependence.

In conjunction with support for substance misuse recovery and a series of reviews, the case worker made sure Daoud could cope with a private tenancy and found an affordable studio flat. The case worker was able to persuade the landlord with an incentive payment and helped Daoud with the tenancy agreement. Daoud moved in the next day.

A week later, the case worker checked up on Daoud and helped him with single- occupancy council tax reduction and a claim for council tax support. He also helped with a personal independence payment application and made sure Daoud was clear about his tenancy responsibilities and coping with the change.

22 West London Alliance Annual Report 2019 186k Better Homes grants used to improve properties for homeless families

IN 2019/20 WE WILL

• Attract external funding that unlocks and • Follow through on our commitments to MHCLG, enables more land to be released for new housing to successfully deliver the rough sleeper prevention e.g. linked to master planning, land assembly and project and associated extra projects they have change of use. funded for 2019/20, like the ‘somewhere safe to stay’ hub; the ‘rough sleeper staging post’; the • Design and develop a more rational, collaborative single homelessness private rented sector access approach for a London bed & breakfast inspection scheme; and the supported lettings scheme. We regime, that ensures all emergency accommodation will look at the case for further years’ funding. meets proper standards and intelligence is shared amongst the capital’s boroughs. • Take forward a programme of strategic spatial planning work to identify and tackle barriers to • Work closely with housing associations to share delivery of new housing meeting the needs of the information, skills and expertise to accelerate people in West London. the delivery of new social rented homes, including exploring options for the latest construction • Report back on analysis and blueprinting techniques and ways to unlock and build on work commissioned to explore better domestic small sites. waste collections for West London households to compliment the waste disposals projects • Look at bidding in partnership for further one undertaken by the West London Waste Authority public estate monies with public land holders like (WLWA) on behalf of West London boroughs. The the NHS, so more housing sites can be brought report is expected to link to how each borough forward. expects to use and implement findings and to demonstrate the value of a coordinated approach • Work with London Councils to inform the to waste collections across West London now and Government’s review of the homelessness options for greater coordination in service delivery reduction act and funding for local authorities; across the system in the future. while also meeting G15 registered providers to agree how they will deliver their homelessness offer to London, including their ‘commitment to refer’.

West London Alliance Annual Report 2019 23 Mobility “To ensure movement of people and goods in, across and out of West London, is more efficient, environmentally sustainable and healthier.”

West London has one of the densest networks of strategic roads, main line and Underground rail services and the country’s largest hub airport, making it the most connected place in London and a key location for investment. But this comes at a cost – our roads are among the most congested in the UK and parts of the sub-region suffer severe air pollution and other transport-related environmental problems. While we are well- connected to central London, travelling around the sub-region is difficult and time-consuming, with few public transport options. Most of our infrastructure is at least eighty years old; some is at capacity already and will struggle to cope with anticipated growth in population and employment. Tackling these problems can be difficult – and expensive.

Mobility is a key issue for the WLA. In a sub- region projected to see major growth we need to find sustainable ways to move people and goods around. Our work includes lobbying for major new infrastructure, such as the West London Orbital rail link described later, alongside localised transport projects such as walking and cycling infrastructure – transport modes that minimise environmental impact while promoting good health.

We have also commissioned a strategic infrastructure delivery plan that will identify transport priorities for West London to support growth into the 2050s. This work is ongoing and in a time of straitened budgets we ensure we maximise innovative ways of funding and delivering projects.

24 West London Alliance Annual Report 2019 29.3k homes additional homes potentially supported by the new West London Orbital rail project

OUR ACHIEVEMENTS IN 2018/19

In 2018 we set out what we wanted to achieve. Here’s • Providing much-needed orbital links, filling gaps how we got on in 2018/19 – we: in the public transport network, particularly between Old Oak/Park Royal and Brent Cross/ Worked with the Mayor and TFL to develop the Cricklewood opportunity areas. It would enable new West London Orbital Rail line for better people from across the sub-region to access connectivity and regeneration in West London developing employment clusters at Old Oak and Great West Corridor. It would also connect other Significant progress has been made in the past twelve key transport routes, like the Jubilee and Bakerloo months to deliver the West London Orbital rail Underground lines, London Overground, Elizabeth project – an 11 mile link proposed to form part of the Line, HS2, Great Western and Southwestern London Overground network, to join up West London’s mainline. principal regeneration opportunities at places like Brent Cross, Old Oak/Park Royal and the Great West • Delivering benefits to the wider transport system, Corridor and support delivery of new homes and jobs. encouraging people to make trips by cycling, The project is now a key part of the Mayor’s Transport walking or public transport and helping tackle Strategy, the draft London Plan, TfL’s five-year business congestion. plan, in borough local plans and those of the Old Oak/ Park Royal Development Corporation. It has the backing The WLO could carry 11.5m passengers each year and of London First, the London Chamber of Commerce is estimated to cost £273m. An assessment of benefits and West London Business. and costs found the scheme had medium to high value for money. Over the last year the WLA and West London boroughs have worked with Transport for London to develop the Given the success of this initial work, the Deputy business case for the project. This work culminated in Mayor for Transport agreed that the next stage of work publication of a strategic outline business case in June should begin. This is being actively supported by the 2019. This concluded that “there is a strong case for West London Alliance. The WLA is working closely with the scheme to be taken forward to the next stage of TfL and the focus is on a range of technical issues, business case development”. It found that the WLO has including assessment of route infrastructure including the potential to address three critical strategic issues junctions and signalling, level crossings, rolling stock facing west London: and power options and requirements. We are also examining the economic development case for the • Bringing land forward for housing and employment scheme in more detail and considering options for – it has the potential to support up to 29,300 funding and financing in light of TfL’s current financial additional homes and 419,000 sq. m of additional position, drawing on experience of other major employment space (enough for 22,000 jobs). It transport projects. would link key opportunity areas like Brent Cross, Old Oak and the Great West Corridor together with town centres like Neasden, Harlesden and Acton.

West London Alliance Annual Report 2019 25 NEW HOMES AND JOBS Mobility 11.5m 231 estimated number of journeys on the West London Orbital railway each year

The ‘West London Orbital’ Railway – from the Mayors Transport Strategy 2018

Unlocking growth potential through Opportunities from London FIGUREWEST 41:LONDON PROPOSED ORBITAL WEST RAIL LONDON ORBITAL RAIL improved rail services Overground improvements Opportunity Areas Opportunities from London The London Overground network serves suburban metro several Opportunity Areas across the London BARNET In recent years, areas around TfL capital and can therefore be a catalyst HARROW Strategic Interchange Hendon stations have developed twice as quickly for growth. Most Londoners want to as elsewhere. This is because services move around London – rather than in Proposed West London Orbital Rail BRENT from these stations provide higher and out of the centre – every day, and and proposed station Brent Cricklewood Cross frequencies and better connections to the London Overground supports this Potential West London Orbital Rail West Hampstead other parts of London. type of travel. London Overground train and potential station Existing London Overground line Neasden service improvements are therefore and station CAMDEN There are particular opportunities to needed to support new jobs and housing Harlesden transform service quality and frequency throughout inner London and parts CITY OF on the national rail network (see London of outer London. In particular, there HS2 WESTMINSTER HILLINGDON EALING Old Oak Common suburban metro proposal in Chapter four). is an opportunity to improve ‘orbital’ Victoria Road Old Oak This can act as a catalyst to regenerate connections to Old Oak and across west Common Acton Central existing neighbourhoods, and enable London, between Hounslow and Brent Lionel KENSINGTON town centre residential intensification Cross – Cricklewood via the Dudding Hill South Acton Road AND CHELSEA and other new development. Through line. This new West London Orbital line Brentford Syon Lane working with boroughs to align planning could potentially support the delivery of Kew HAMMERSMITH Bridge policy and investment in the London an additional 20,000 homes, as well as AND FULHAM Q suburban metro network, there is employment growth in west London. HOUNSLOW Isleworth potential to facilitate higher densities Clapham in sustainable locations around stations Junction Hounslow in south London. Proposal 88 RICHMOND WANDSWORTH The Mayor, through TfL, the West UPON London Alliance boroughs and THAMES Network Rail, will work towards the delivery of a new London Overground ‘West London Orbital’ MERTON line connecting Hounslow with KINGSTON Cricklewood and Hendon via Old 0 3 miles UPON THAMES Oak, Neasden and Brent Cross. 0 3 km

Back Next

26 West London Alliance Annual Report 2019 600 sustainable travel plans sustainable travel plans to put into effect with businesses around West London

Innovated with a range of schemes for more Another scheme unlocked £85k from local businesses environmentally sustainable transport, access and and students with a crowd funding campaign, matched inclusive mobility by Santander. This provided docked cycles for travelling to and from Hillingdon hospital, Brunel University and Branded together as West Trans and with support from Uxbridge Station. Altogether, the bikes have been doing TfL, the boroughs were able to sponsor a number of an average 150 trips each day. Assessing viability and innovative transport-related schemes in 2018/19. showcasing this pilot may enable more such schemes.

One such scheme pooled Section 106 monies from Other work has included preparing the way for a one- over 500 new redevelopments to help businesses and year trial of demand response buses in outer London, occupiers meet their obligations to develop, operate with borough transport officers and bus operators. and monitor more sustainable travel plans for users of Nine, sixteen-seater electric buses, will run between premises. For instance, one large employer used parking set destinations along live dynamic routes determined restrictions and provided cycling facilities to encourage by smart phone technologies, picking up and dropping changes to travelling behaviours amongst 600 staff, people off as they calculate demand and most efficient persuading 25% to swap car journeys for cycling. routes.

IN 2019/20 WE WILL

• Support the next stages of the West London • Work with the boroughs to develop a process for Orbital project, through an innovative partnership the implementation of Construction Logistic Plans with Transport for London and Network Rail and give large developments in close proximity working on technical feasibility, strategic funding to each other a platform to coordinate their HGV and financing and optimising the growth it will movements. support, taking the project forwards towards implementation. • Support the Demand Response Bus trial in the LB of Ealing and Brent by continuing to work • Work to ensure traffic generated by large scale alongside the boroughs, the bus operator and construction projects are managed and scheduled Transport for London. Building upon the advantages to minimise impacts on West London’s residents of the trial we will seek further opportunities for and businesses. This is particularly important as expanding innovative public transport solutions West London will see an increase in construction across the whole sub-region. activity to deliver new homes an jobs, including at Old Oak / Park Royal and other opportunity areas.

West London Alliance Annual Report 2019 27 Digital “To apply the best available digital technology and innovations in connectivity to ensure West London is fit for a world-class future.”

Digital connectivity is changing the economic, social and physical fabric of UK cities. The convergence of emerging technologies combined with full fibre connections to every home and 5G coverage will continue this change in some ways we can predict, and others we cannot. In the last year we have used the business rates strategic investment pot (SIP) to pull together the work that WLA Boroughs are doing to prepare their assets, services and operational models to take advantage of the new opportunities created. This collaborative work will deliver digital infrastructure projects that contribute to the sustainable growth of London’s economy.

Emerging technologies, such as 5G have a role to play The report identified the M4 Corridor as being the with new services being designed to reduce congestion, Silicon Valley of the UK, with 3 of the 5 top tech manage demand for health and social care and to clusters. ensure the West London economy remains competitive. This is about the public sector working with the private The last year has seen great progress in our work sector to prioritise and support digital projects that to develop a strategic approach to the digital and secure long-term benefits for communities. “Smart Cities” agenda across West London Alliance Boroughs. West London is home to hundreds of technology related businesses in all sectors of the economy. A KPMG report in 2015 found Hounslow is one of the UK top 5 Technology Hubs with 18% of firms in the borough being technology focused.

28 West London Alliance Annual Report 2019 £7.7m 1,000 businesses won for digital & smart cities projects up to 1,000 businesses forecast from business rates SIP fund to improve to benefit from new highspeed connectivity in not spots across West fibre connections London and support digital innovation to address urban challenges

OUR ACHIEVEMENTS IN 2018/19

In 2018 we set out what we wanted to achieve. Here’s Of London’s £46m business rates strategic investment how we got on in 2018/19 – we: pot, WLA boroughs bid for and won £11.3m in October 2018, to tackle broadband ‘not spots’ in high speed Realised financial devolution opportunities for digital infrastructure (£7.7m) and to scale up skills and investment in shared growth priorities employment initiatives proven in a few boroughs, to whole new parts of West London (£3.4m). Local government in West London has been a strong and consistent voice in the campaign for financial With the digital bid, knowledge of other local investment devolution. It has been about recognising and acting opportunities has meant each pound can be ‘stretched’. on the logic of local funding remaining close to local We have worked with Transport for London to link places, where it can best make a difference. into their £150m installation of high-speed fibre along their rail network. By working with TFL in this way we will increase broad band speeds for large and small businesses, as well as residents in areas that currently receive inadequate connectivity (not spots).

IN 2019/20 WE WILL

• Deliver the West London high speed broadband • London Borough of Ealing and London Borough investment programme with TfL and the GLA, of Brent are founder members of the London Office identifying opportunities for further scaling and for Technology and Innovation (LOTI) which was additionality. set up as a joint initiative between the Greater London Authority and London Councils in July 2019. The WLA will work with LOTI to influence their programme of work and to ensure that all West London Boroughs benefit from the outputs.

West London Alliance Annual Report 2019 29 Health & care “To develop and deliver new ways of working that support improved health and social care for residents in West London.”

The WLA’s supports individual borough engagement and influence, based on a shared understanding of the challenges and opportunities around improving health and care for residents. This includes our work on procurement and commissioning of children’s and adult’s social care, to drive transformational change – improving the value and quality of services and accommodation for children and older people. During 2018/19, the NHS has engaged in several new waves of reform. Nationally there has been the NHS Long-Term Plan and sub-regionally, North West London NHS has responded by reviewing its sustainable transformation plan (STP) and developing plans for a single clinical commissioning group (CCG), which includes a more integrated health and care system approach and deeper partnership with local authorities.

Our work has ranged from championing the London Building on successive years of WLA collaboration health devolution agreement, to programmes for in children’s services and our CarePlace ICT platform, operational change, such as influencing the practical we have maximised value from spend across a approaches to: integrating employment support with range of children’s services categories. We have mental health services; intelligence sharing for better implemented and established three innovative commissioning of older people’s bedded care across dynamic purchasing vehicles (DPVs), for independent health and adult social care; supporting alcohol nursing fostering, residential placements and special needs. provisions in acute settings; looking at ways to improve We also began work to develop DPVs in other hospital discharges; and exploring how the health and categories, such as semi-independent accommodation care workforce can be made more sustainable. for care leavers.

30 West London Alliance Annual Report 2019 350 providers providers added to the children’s services Dynamic Purchasing Vehicles

OUR ACHIEVEMENTS IN 2018/19

In 2018 we set out what we wanted to achieve. Here’s Using a more sophisticated approach to costs and how we got on in 2018/19 – we: prices and a comparative analysis of the wider London scene, there was clear evidence that by working improved dialogue with health services to facilitate together West London boroughs had influenced market better integration outcomes forces to stem the cost of placements better than the rest of London. Cllr Henson (Leader of Harrow) is the WLA portfolio lead on health & care and is the joint chair of the Armed with the quantitative analysis, boroughs North West London Health & Care Partnership, were better able to look at common issues together which brings together senior officers from across the and at their differing approaches to commissioning, subregion’s health & care system. The North West procurement and contracting. It has been a basis for London care systems covers six of the WLA boroughs a developing discussion about other key aspects of (excluding Barnet) and Kensington & Chelsea and commissioning, such as ensuring safeguarding and Westminster. As portfolio lead Cllr Henson has achieving quality standards. Boroughs discussed convened a series of meetings, to ensure a better and findings from a qualitative survey of their respective shared understanding of the emerging health and delivery models and looked at other markets e.g. issues care agenda. Working together the boroughs have and scope for collaboration on homecare. been able to critique and influence the STP process; highlight examples of local integration best practice; The work has also included analysis of data from and influence the NWL case for change, with a view to health service commissioners, that also buy care better outcomes for residents. placements in West London, to develop more consistent approaches to commissioning and Developed adults’ social care market intelligence integration, procurement and contract management for better commissioning decisions in coming years.

By gathering and analysing a fourth year’s data from Using improved market intelligence, the West London across all adults’ bedded care placements made by boroughs have renewed their commitment to agreed West London boroughs, commissioners were able to common pricing bands and to using the adults’ bedded grow their understanding of the trends and pressures in care dynamic purchasing system for placements the market for care homes. For one thing, the analysis (APC2). highlighted the rising numbers of complex placements and prices across all boroughs. Building on West London’s demonstrable successes in the joint children’s services commissioning and procurement, boroughs are now considering how a similar model might be adapted and applied to adults’ bedded care market management.

West London Alliance Annual Report 2019 31 Health & care £200k cash rebate from cost & volume negotiations with independent fostering agencies

Delivered commissioning and procurement across Using the improved functionalities of the CarePlace children’s services for real value for our most ICT platform to facilitate the DPVs, boroughs and the vulnerable young people commissioning team now have a web-based data hub, services directory and brokerage and contracting We have maximised value from spend across a range portal all in one place. The changes we have made of children’s services categories by implementing and in 2018/19 mean placement teams have a far more establishing three innovative dynamic purchasing efficient pathway from referral to individual placement vehicles (DPVs). The DPVs mean boroughs are better agreements, with greater automation, but all the able to meet their statutory duties; reduce reliance necessary controls for contractual and audit clarity. on typically expensive last-minute spot placements; renegotiate terms and conditions e.g. better notice Because the team bring together the scale of West periods, inclusive of respite care provisions as well London’s volumes and buying power and best practices as sibling and permanence discounts; and improve all in one place, they are able to leverage the deals on market engagement, competitivity and transparency placements, for instance saving £400k working with in commissioning and procurement. special needs schools and additionally, £400k in cost and volume discounts from independent fostering A joint team make sure borough benefits are realised, agencies, ensuring each public pound goes further. by providing commissioning, procurement and contract management to get the most out of the collaborative work. Compared to the framework of previous years, the team have been able to double the supply of independent fostering agencies; and compared to the 200 residential care homes on London Care Service’s alternative framework, the team have increased West London’s options to over 340 homes.

32 West London Alliance Annual Report 2019 c.£3.6m c.£3.9m estimated value from reductions of 5.2% estimated value from reductions on average, by joint commissioning to costs, by joint commissioning independent fostering and residential nursing and residential care placements home placements

IN 2019/20 WE WILL

• Continue to champion better health & care • Develop new commissioning & procurement integration outcomes for West London boroughs, offers that maximise value from spend across working alongside subregional and local health children’s, adults’ and housing services, ensuring services, as they transition from the sustainable the technology, tools, intelligence and innovation transformation plan (STP) to the new, emerging are there to manage the issues and create the right integrated care system and North West London markets that genuinely meet needs e.g. a new health & care partnership. DPV for semi-independent providers; new SEN brokerage service; an inspection service for • Continue shaping the existing commissioning unregulated care-leaver placements; an outcome & procurement service into the transformational monitoring and assessment approach operating model capable of delivering even to placements. better value for children’s services, with the right governance and change management to prove • Drive improvement in quality, standards, the business case benefits e.g. adding to CarePlace contracting, safeguarding and relationship functionality with a codesigned module enabling management through the commissioning & local authorities to link placement requirements, procurement service, ensuring West London costs, value and outcomes. continues to exemplify delivery of ‘best in class’ provisions for the people who depend on us. • Grow the commissioning & procurement service offer from West London to new clients in London and beyond, using greater scale and purchasing power to lever and influence regional and national markets for sustainable social care and education provisions.

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