Improving outcomes for West Annual Report 2017 Contents

3 Chairman’s foreword 4 Achievements at a glance 6 Introducing the West London Alliance 7 Outcome areas 8 Growth, employment & skills 15 Housing 19 Health & wellbeing 25 New ways of working

Barnet

Harrow

Hillingdon Brent Enfield

Haringey Waltham Ealing Forest Redbridge H&F Islington Havering Hackney Camden Barking & Westminster Dagenham Tower Newham Hounslow City Hamlets K&C

Southwark Greenwich

Lambeth Bexley Richmond Wandsworth Lewisham

Merton

Kingston Bromley Sutton Croydon

2 West London Alliance Annual Report 2017 Chairman’s foreword

“Our new West London Skills, Employment & Productivity strategy sets the Board’s clear priorities for West London, has informed the Mayor’s Skills for Londoners strategy and is the basis for a skills system that promises to be much more responsive to the future needs of West London.”

Throughout 2017, our West London Alliance boroughs In 2018 we will be working with the GLA to shape have continued to achieve great things by working commissioning decisions about the 2019/20 Adult together. This annual report highlights our achievements, Education Budget through the London Skills covering a wide range of areas and looks ahead to what devolution deal. we hope to do in 2018. We continue to collaborate with partners in the NHS A huge success for us this year has been to finalise a to integrate Health and Social Care, with significant major devolution deal with the Department for Work and reductions in delayed transfers of care between Pensions (DWP) for the WLA Work & Health programme. hospitals, community settings and social care thanks This has enabled us to commission Shaw Trust to support to establishing joint assessment teams in hospitals this those furthest from the labour market into employment year. Going forward, partners have agreed to review and through the taking on our shared priorities and, in 2018, we will be launching European Social Fund (ESF) ‘co-financing’ status we have an innovative Social Impact Bond to help unemployed been able to nearly double the investment into West people with addictions into work. This project has pooled London to around £26 million over five years. funding from Central Government ‘Life Chances Fund’, West , Clinical Commissioning Groups We were pleased to see the Mayor’s draft transport and Job Centre Plus – a true partnership approach. strategy and draft London Plan both include the proposed new orbital passenger rail service, the ‘West On top of this we have continued to drive out major London Orbital’. The line demonstrates a positive cost savings and better outcomes through collaborative benefit and will provide vital connectivity around commissioning and procurement. We have recently London, linking up our existing town centres, Housing developed new procurement systems across a number Zones and Opportunity Areas and bringing forward of major areas of spend and the supporting capability potentially thousands of new homes, whilst reducing to manage and develop the provider markets to ensure journey times, congestion and pollution. In 2018 we the best outcomes for young people in residential care, hope to move into a new phase of activity with joint independent fostering agencies and Special Educational governance and implementation planning with key Needs schools. partners including the GLA, TfL and . I am delighted to present this annual report to you and Since April I have chaired the West London Employment look forward to working with you in 2018. & Skills Board, working with partners including major employers, education and business. Our new West London Skills, Employment & Productivity strategy sets the Board’s clear priorities for West London, has informed the Mayor’s Skills for Londoners strategy and is the basis for a skills system that promises to be much Cllr Steve Curran more responsive to the future needs of West London. Chairman of the West London Alliance

West London Alliance Annual Report 2017 3 Achievements at a glance

Worked with London’s deputy mayors to advise and influence the Mayor’s emerging policies and strategies for London on transport, housing and the London Plan

Demonstrated the feasibility of West London Orbital (WLO) rail, won the political backing and began the work for coordination, financial and technical support to deliver over the next 5 years

Commissioned the Shaw Trust to deliver West London’s £26m work & health programme contract over the next five+ years

Commenced delivery of West London’s mental health & employment trailblazer, piloting IPS therapies to help 1,000 people who might otherwise struggle with work

Launched the West London skills, employment & productivity strategy

Delivered measurable reductions in Delayed Transfers of Care (DTOCs) due to local authority assessments through the Hospital Discharge programme

Procured a joint strategic housing market assessment for nine planning authorities, to get a consistent understanding of the opportunities for more affordable homes in West London

Worked with 228 people in the first six months of running therough sleeping prevention project, assessing risk and stepping in before people find themselves on the streets

Realised over 4% in efficiencies through theAPC2 dynamic purchasing system for well- managed bed-based care, with at least 321 care home services in West London signed up

Secured over £2 million funding to invest in a social impact bond to help unemployed people with drug and alcohol addictions into work and reduce dependency on public services

Developed three dynamic purchasing vehicles and the supporting Careplace system, to help children’s services across London make the best possible care placement decisions for children

Enabled joint procurement of environmental enforcement services for three West London boroughs, expected to improve consistency, performance and significant efficiencies

4 West London Alliance Annual Report 2017 GROWTH, EMPLOYMENT & SKILLS £1.29bn 13,000 120 £479 2.2 to 1 economic benefits people to benefit people on West per month increase benefit-to-cost of West London from the West London supported in people’s incomes ratio from West orbital rail scheme, London work & internships from skills escalator London orbital rail over 60 years health programme scheme

HOUSING £676k £400k 199 £200k 163 awarded to West awarded to West households efficiencies rough sleeper London boroughs for London rough supported through from jointly preventions in work on One Public sleeping prevention OOL scheme commissioning first 6 months Estate project SHMA local plan of operations evidence

HEALTH & WELLBEING 321 £260k 9,000 £1.2m £15m individual care or a 4.2% saving on days of people awarded by Life potential savings homes using the the costs of spot being at home, Chances Fund to identified to health West London placements in West rather than in help unemployed and social care dynamic purchasing London hospital (a saving people who have budgets by pricing system of £3.3m) drug and alcohol harmonisation addictions

NEW WAYS OF WORKING £950k £300k £4.6m £250-500k £2.6m-3.3m savings for savings for children’s efficiencies expected efficiencies per efficiencies children’s services services from IFA for children’s borough anticipated anticipated by from SEN supplier cost and volume services dynamic for environmental volume purchasing negotiations discounts purchasing vehicles enforcement from fostering and over 3 years joint procurement residential block contracts

West London Alliance Annual Report 2017 5 Introducing the West London Alliance

The West London Alliance is a partnership of seven West London councils – Barnet, Brent, Ealing, Hammersmith & d National Gov Fulham, Harrow, Hillingdon and Hounslow. It is governed n an ern do me on n by the leaders of those councils, supported by the chief L Governance t executives’ board and executive director teams. INFLUENCE

West London boroughs are at the heart of everything Programmes uuuuuuuuu uuuuuACCOUNTABILITY the WLA does. Through the WLA we promote New Growth ways of employment collaboration where this can help influence decisions working & skills affecting West London; where it ensures demonstrable WLA CEOs WLA WL & Leaders Boroughs EPB value can be added; and to deliver against the clear Health & Housing priorities of WLA boroughs to deliver economic growth, wellbeing affordable housing, improved health & wellbeing and to transform the ways in which public services and other agencies work together. NWL

VALUE-ADDED JHCT G Economic prosperity

uuuuuuuuuuuu The West London Economic Prosperity Board (WLEPB) is dedicated to collaboration to deliver the West London The West London Alliance has an effective and pragmatic approach to partnership working, with well-established boards at Leaders and vision for Growth and secure the wider benefits from Chief Executive and Executive Director level and wider supporting devolution of powers and funding that will support arrangements and engagement with Heads of Service and other senior increased and sustainable prosperity for West London. managers, increasingly through task and finish groups focussed on key outcome areas. This joint committee was formally established in 2015 and it has helped WLA boroughs influence a number of important decisions including the London policy 2017 has been a game-changer for the West London framework and devolution from central government. Alliance in delivering against our boroughs’ shared priorities, and the highlights in this annual report show During 2017 a multiagency Skills and Employment clearly how much can be achieved when partners work Board, reporting to the WLEPB, was established to design together effectively. and drive forward the West London skills, employment & productivity strategy, launched in December 2017. Whether that’s lobbying for a major infrastructure The Board has a formal relationship with the Mayor of project like the West London Orbital railway, securing London to deliver the Skills for Londoners strategy and the devolution of large amounts of government funding advise on commissioning intentions for the London for the Work and Health Programme, providing a Adult Education Budget from 2019/20. more integrated service to reduce delays for people discharged from hospital, or building joint systems Health and care integration to achieve optimum value for money for Children’s Services. None of this would be possible without a Working with North West London health partners, strong commitment from all partners to be ‘more than the Alliance has ensured balanced local authority the sum of their parts’. and NHS representation on the Joint Health & Care transformation Group (JHCTG). Through the JHCTG, I’m really excited about what we will achieve in 2018! WLA boroughs have been able to debate, influence and develop plans for health and care integration, older Dan Gascoyne, WLA Director peoples’ services, out of hospital care, prevention and mental health.

6 West London Alliance Annual Report 2017 Outcome areas

Growth, employment & skills 8 –14

Housing 15 –18

Health & wellbeing 19 –24

New ways of working 25 –31

West London Alliance Annual Report 2017 7 Growth, employment & skills “To increase employment and skills so that all residents and businesses share the benefits of economic growth”

During 2017, we have focussed on the key activities needed to deliver the Vision for Growth action plan agreed in late 2016. Through effective partnership working, consensus and leadership, 2017 saw excellent progress in a number of key areas identified as priorities for prosperity.

Our approach to delivering cross-boundary economic development is focussed on pragmatism: identifying and delivering on areas where we can build a consensus and where boroughs are willing to speak with a single voice to partners including other major employers and businesses, government departments, City Hall and .

Through this approach, West London boroughs have had considerable influence regionally and nationally and secured significant resources to make things happen.

8 West London Alliance Annual Report 2017 £1.29bn 13,000 economic benefits of people to benefit from West London orbital rail the West London work scheme, over 60 years & health programme

Our achievements in 2017:

In 2016, we set out what we wanted to achieve, including: Following a successful consultation event at the Brompton Bicycle factory in Greenford in November Influence the content of the London Plan, particularly 2017 the West London skills, employment & productivity in relation to transport infrastructure, housing, and strategy is informing the development of the GLA’s Skills employment and we would coordinate our activity to for Londoners strategy. agree shared transport infrastructure priorities Evaluate the results from the Transformation Significant progress has been made towards bringing the Challenge Award early adopter projects, making the West London Orbital (WLO) rail service closer to reality, case for scaling-out and scaling-up wider service notably with inclusion of our proposals in the draft reform Mayor’s Transport Strategy in the summer. The service has considerable potential to reduce congestion, shorten The Skills Escalator TCA early adopter project, led by journey times and unlock housing and regeneration along Harrow and Hounslow, was evaluated and showed good the line from Barnet to Hounslow. results. Helping people working for low wages and living in temporary or private rented accommodation, this project West London leaders had the chance to discuss and increased incomes through advice, guidance and training influence the London Plan draft ahead of its publication opportunities. The evaluation demonstrated a positive for consultation with the Deputy Mayor for Regeneration, return on investment of 3.4:1. Planning & Skills and will be submitting a joint response to the consultation early in 2018. The Working People, Working Places TCA early adopter project, led by Barnet and Brent, worked in Burnt Oak and Over one hundred freight operators and businesses were on St Raphael’s Estate. Recognising people often have engaged to develop the West London freight plan, which several barriers to employment, multidisciplinary teams includes an action plan for the delivery of future projects. were organised and targeted at communities with high These include digitalising highway data for open access, needs to provide joined up services. Evidence of success looking at opportunities to consolidate freight in West was used in co-designing the specifications for the new London to free-up land without reducing capacity. WLA Work & Health Programme.

Establish a new sub-regional skills and employment commissioning function, including an employer-led “Skills Board” to oversee it and develop authoritative insights to support evidence-based decision making

The West London employment & skills board was convened for the first time in April 2017. Its first task was to gather and review evidence, including the recommendations from the FE Commissioner’s area review of post-16 education & training, completed in 2016. The board’s terms of reference were agreed by the economic prosperity board and membership includes representatives from employers and other key organisations across the West London skills system.

West London Alliance Annual Report 2017 9 Growth, employment & skills

To date SYLO has engaged with 174 young Careleavers, with 65 of them having started jobs. It is on track to work with 220 young people, and achieve over 90 job starts.

The Leaving Care teams have been focussing their provision on their hardest to help cases and the scheme is majority funded by JCP with contributions from Hounslow and Brent councils.

Commission the West London Work & Health programme to support people with complex needs into employment

We successfully negotiated for the Government’s work & health programme to be devolved to the London sub-regions, working closely with London government. Implement the mental health & employment This has resulted in £16m of Department of Work & trailblazer to deliver improved outcomes for people Pensions (DWP) funding secured for West London, with facing barriers to accessing the labour market additional match-funding from the European Social Fund, bringing the total value of the contract package to Having successfully completed commissioning £27m over five years. Following the successful summer and procurement, we appointed Twining Enterprise procurement process, lead authority Ealing Council was in February 2017 to deliver the mental health & pleased to confirm the appointment of the Shaw Trust employment trailblazer, as part of a national pilot, in October 2017. The new programme will concentrate testing the individual placement support (IPS) model of on helping people with disabilities or health conditions, employment support for people with common mental those who are long term unemployed and others who health issues. are at a disadvantage in the labour market, to find and keep appropriate work. Individuals can self-refer, but Jobcentre Plus and Improving Access to Psychological Therapies (IAPTs) Develop a visible and internationally recognised services are the main sources of referrals. For further approach to inward investment that acts as West information contact [email protected]. To London’s “front door” to the world, delivered through date, over 275 people have entered the programme. 65 an experienced external partner of these are in the Randomised Control Trial (RCT), and 26 have already found work. White Label Creative has been appointed to deliver West London’s inward investment and trade function. A Job Coaching programme that looks to adapt Commencing in December 2017, their first task will be Individual Placement and Support (IPS) for to develop an inward investment strategy, identity and Careleavers, has been running since July 2016 brand to reflect West London as the premier place for business, investment and international trade. Futurepath, a Social Enterprise, runs the service under the branding SYLO (Sort Your Life Out). This innovative approach integrates the Job Search with the Leaving Care Teams. Anecdotally, the approach has been very successful in helping a ‘hard to help’ group of young people.

10 West London Alliance Annual Report 2017 120 £479 people on West London per month increase in supported internships people’s incomes from skills escalator

Other achievements in 2017 Working with chief planning officers, we have started joint procurements for a suite of local plan evidence Other achievements have included: West London products. Taken together, these are expected to support boroughs engaging collectively to have a shared position local spatial planning decision-making with a consistent, on the retention of business rates and wider financial up-to-date and timely local and subregional evidence- devolution, working with London Councils to submit base. When completed, it should also generate cashable a joint response to the Government’s consultation in efficiencies in the order of £300k. Products include February 2017. strategic housing market assessments; strategic flood risk assessments; employment land availability Working with a range of employers supporting the assessments; and potentially a small sites-focussed training of young people in much-needed roles and strategic housing land availability assessment. offering jobs to young people graduating through supported internships. One example is Project SEARCH at Imperial College Healthcare NHS Trust, now in its second year. With 80% of year one interns now in paid employment, representing a significantly higher rate compared to similar schemes.

West London Alliance Annual Report 2017 11 Growth, employment & skills

In 2018 we will:

Some of our key priority areas for Growth, Employment • develop options for road schemes within West and Skills in 2018 are summarised below. We will: London that will have economic benefits e.g. reducing congestion, for instance, the orbital A312 • manage the delivery of the work & health road system, serving the outer WLA boroughs programme by Shaw Trust, benefitting more than 13,000 people over the next five years • deliver phase two of the nationally recognised supported internship programme • continue working with London and national government and Network Rail on delivering the • work with City Hall to ensure alignment of West ambitions for the West London orbital rail line. London and pan-London priorities via the London We hope to see the WLO featured in the final Plan, Mayors Transport Strategy, and borough Mayor’s Transport Strategy and the London Plan Local Plans and to secure the resources required for the next phase of activity • deliver a completed Strategic Housing Market Assessment, Flood Risk Assessment and Gypsy and • further influence the Skills for Londoners Traveller Needs Assessment for West London, and commissioning plans, to ensure a fair share of the use these to influence decision making by London £400m adult education budget (AEB) for London and national government, as well as deliver cashable is invested in a way that delivers the best possible savings for WLA boroughs outcomes for residents; businesses, and the local economy in West London • support an innovative electric bike sharing scheme working with businesses and universities • work with the Government, GLA and London Councils to maximise opportunities for financial • continue to develop links with the business devolution, ensuring shared priorities can be agreed, community and networking organisations, including like a fair business rates mechanism and using the Chambers of Commerce, , pan-London ‘top slice’ to invest strategically in SMEs, and big businesses to ensure the West London economic development growth programme retains a strong focus on what matters most to the sub-regional economy

• work with the London ‘flying high challenge’ to understand the potential for drone technology and Unmanned Aeriel Vehicles (UAVs) to future economic growth and public service solutions

12 West London Alliance Annual Report 2017 2.2 to 1 benefit-to-cost ratio from West London orbital rail scheme

Delivering the orbital transport infrastructure West Londoners need

In early 2015 West London leaders identified orbital transport infrastructure as a NEW HOMES AND JOBS shared priority for them. Work was subsequently undertaken with TfL and231 Network Rail into the feasibility of a “West London Orbital” line connecting over 100,000 jobs and 65,000 new homes across 15 miles of West London, as well as potentially unlocking brand new high-quality communities along its length.

The result of this work has been positive to date, demonstrating the influence groups of councils can have when they speak with a single voice, and has allowed discussions to continue with London government and TfL at a greater level of detail. The next steps on this project will be to formalise the project and move it to delivery phase in 2018.

Unlocking growth potential through Opportunities from London FIGURE 41: PROPOSED WEST LONDON ORBITAL RAIL improved rail services Overground improvements Opportunity Areas Opportunities from London The 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 PROPOSED 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 WEST Cross frequencies and better connections to the London Overground supports this Potential West London Orbital Rail West LONDON Hampstead other parts of London. type of travel. London Overground train and potential station ORBITAL Existing London Overground line Neasden service improvements are therefore and station CAMDEN RAIL 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 network (see London of outer London. In particular, there HS2 WESTMINSTER HILLINGDON EALING 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 . 0 3 km

West London Alliance Annual Report 2017 13 Back Next Growth, employment & skills

Supported internships in West London

West London is at the forefront of successfully supporting young people with learning disabilities and autistic conditions into employment, investing in the development of new internships, as well as raising awareness and expectations of employment, through a series of communications and events aimed at young people, schools, colleges, parents and carers and the business community.

The WLA success rate in placing young people in employment has been high and supported internship places will grow from 62 places in 2015 to over 200 by 2019, with over 60% of interns progressing into paid employment.

The WLA is working with a range of employers supporting the training of young people in much-needed roles and offering jobs to graduates of the project. Employers are seeing the many benefits of working with interns and the positive impact for the business and its employees.

Project SEARCH at Imperial College Healthcare NHS Trust is now in its second year, with 80% of year one interns going into paid employment.

Maulika (pictured) is a ward hostess and has gone from being very shy to being confident enough to speak about her experience at hosted events.

Maulika is friendly, hardworking and organised and has a great rapport with the patients she serves on her ward. Her supported internship has helped staff understanding those with learning disabilities and has embraced NHS widening participation and inclusion initiatives.

14 West London Alliance Annual Report 2017 Housing “To deliver increased housing supply and better access to affordable accommodation for all”

The ambition for the housing programme is to help As a result, our approach has been three-pronged, accelerate the delivery of affordable housing in West aiming to accelerate the delivery of affordable housing; London to address the shortage of affordable housing, make better use of public land and buildings to help which threatens to undermine growth and social create space for housing supply; and support people wellbeing in West London. West London will only thrive from all backgrounds to access accommodation they if people can afford to live and work here. can afford.

Our achievements in 2017:

In 2016, we set out what we wanted to achieve. Here’s Develop programmes to support access to how we got on in 2017: accommodation that people can afford

Realign and strengthen collaborative action to Our out-of-London private rented accommodation improve sub-regional delivery of affordable housing project provides homes and support for households supply in parts of the country they can afford to live in with the benefits available to them. Faced with benefit caps During 2017, we have worked together as seven many working and non-working families struggle to boroughs, with the Old Oak Common & Park pay London rents. Those with strong reasons to stay in Royal Development Corporation (OPDC), to jointly London are considered by the responsible borough, so commission a strategic housing market assessment. the numbers of out-of-London placements are relatively Four boroughs are also jointly commissioning a gypsy low and indeed many are children’s services’ placements & traveller needs assessment. of families deemed intentionally homeless or of those with no recourse to public funds. Work with health and other public services to make better use of public land through a coordinated To date, the project has helped around 200 families with approach to estates and property, to help increase accommodation out of London and supported their housing supply resettlement, such as helping with benefits and finding school places and employment. Led by the West London In later 2017 the WLA One Public Estate (OPE) bid boroughs, there are now 12 boroughs participating and was awarded over £676k from the Cabinet Office four more considering joining. and LGA-run One Public Estates programme. Our successful bid includes eight projects across four Our rough sleeping prevention project was awarded boroughs and was the largest OPE cash grant in the UK £400k to stem the flow of new rough sleepers to the in 2017. The programme will bring together work on streets through more targeted prevention and to ensure housing, infrastructure, health and wellbeing, providing people have a safe place to stay while services work opportunities to unlock significant new development with them to resolve their homelessness. We have sites on public land. With coordinated planning been working with St Mungo’s to deliver the project, and creative urban design, sites may have clever, fielding six advisers doing intensive casework from complementary and more efficient mixed uses for new a hub in Brent, which includes a nine-bed safe space homes, employment spaces and smarter, collocated or for people. The advisers coordinate with outreach and integrated public services. The boroughs involved are: housing options teams and other referral agencies like Ealing, Hammersmith & Fulham, Harrow and Hounslow; day centres, food banks, Street Link, Job Centre Plus, GPs and a DCLG announcement about a further funding and A&E to identify people at risk, before they become award for supporting capital monies, is expected in rough sleepers. early 2018.

West London Alliance Annual Report 2017 15 Housing £676k awarded to West London boroughs for work on One Public Estate

In the first five months of operations, there have Jointly lobby on new policy and legislation that been over two hundred referrals, with 163 successful affects housing demand and supply outcomes through mediation with families and friends or placements in private rentals and supported or We have brought together and coordinated joint sheltered housing. responses to a number of policy and legislative developments, such as the Homelessness Reduction Act Develop the Careplace inter-borough and recent draft HRA code of guidance; and the draft accommodation agreement system (IBAA) to help Mayor’s housing strategy. Key points in response to the manage the cost of temporary accommodation in Mayor included: concerns about the achievability of London overall housing targets; an overreliance on small sites; and an overdependence on private markets for delivery; We were jointly commissioned by all London boroughs and concerns that in some cases, council budgets for to develop the Careplace data hub tool and provide affordable housing are having to be spent on fire safety a service, once there was pan-London agreement in tower blocks. to share information on market rates for temporary accommodation, in February 2016. The Careplace tool Other achievements enables the monitoring and policing of London’s IBAA and having been re-commissioned for a further two Five West London boroughs own and use the Locata years, was shortlisted for a Guardian Public Service system to operate their housing waiting lists and Award. allocations schemes. The system enables boroughs and housing associations to advertise properties in one place, a portal directly accessible to the public online or on a mobile device. Locata has been continuously developed to meet the needs from changing legislative, legal and borough policies and this year, was enhanced with auto- bidding features for selected applicants, automatically bidding on their behalf for properties meeting their criteria, meaning elderly or vulnerable households need not worry about missing re-housing opportunities.

16 West London Alliance Annual Report 2017 £400k 199 awarded to West London households supported rough sleeping prevention through OOL scheme project

Out of London project: JM & family, re-housed after three weeks in nightly lets

JM and family came to us having been in a number of different B&B’s in London and in a stressful and unsettled state of mind, naturally unhappy at having to leave what was familiar territory. Our customer care team were there to meet and greet them upon arrival, settling them into their accommodation after the long trip and ensuring they were able to provide themselves much needed refreshment.

The following morning, the letting agent was there to introduce them to the locality with a guided tour of the town, including shops, facilities and convenient transport links. Although initially uncertain, once we had taken them around the area, JM soon came to appreciate the benefits of the lower cost of living, meaning that her money would go substantially further each month.

Whilst awaiting full assessment, JM continued to warm to the locality and two weeks after arrival, informed us that she would like to remain in the area if a suitable property could be found, once her assessment had been processed. Once her needs were assessed and permissions given, we were able to move JM into a well-positioned and desirable flat on a two-year assured short hold tenancy, within three weeks of arrival.

After moving her in, we helped her and the family to register with a doctor, schools and local authority services and introduced her to other ex-London residents who were able to form a childcare network between them. Since then, JM has become firmly settled in her new home and has since found a part time job, working in a care home for people with dementia.

West London Alliance Annual Report 2017 17 Housing £200k 163 efficiencies from jointly rough sleeper preventions commissioning SHMA in first 6 months local plan evidence of operations

In 2018 we will:

• complete the West London strategic housing market • lobby DCLG on funding and legal aspects of the assessment with the interim report in March and the Homelessness Reduction Act and advise West London final report in June 2018; and complete the attendant boroughs through implementation to meet the gypsy & traveller accommodation needs assessment. requirements of the Act, for example, coordinating These will provide the planning authorities with a joint training and development for staff and sharing consistent, up-to-date and cost effective evidence best practices base identifying the nature of requirements for new build and supporting infrastructure in West London. • oversee the rough sleeper prevention project, to ensure it at least meets its commitment to having • deliver the One Public Estate programme, aiming helped 418 people at risk of rough sleeping to result in up to 4,258 homes, an estimated 9,000 jobs and over £300m capital receipts for the • support families placed outside London by West respective public landholders, as well as unlocking London children’s services, by developing and opportunities for innovative showcase integrated and delivering the out-of-London project mixed use developments • move to daily bidding through Locata, so it is even • complete the Strategic Housing Market Assessment; more responsive and further reduces void times and ORS have been appointed and started the work, with evens out work flows for housing allocation and an interim report expected in early March and the lettings officers full report in June 2018. • continue to horizon scan, gather intelligence and • continue to maintain and develop the Careplace coordinate collective policy work and lobbying on IBAA system and encourage its use in monitoring and issues of housing and homelessness in West London securing best value temporary accommodation for London authorities

18 West London Alliance Annual Report 2017 Health & wellbeing “To improve health and wellbeing to create an integrated and preventative health and care system for individuals, families and communities”

Our business plan for 2017 focussed on the following key elements:

• all boroughs (except Hammersmith & Fulham and Ealing Council) seeking agreement to a sustainability & transformation plan (STP) with North West London health services

• agreement to a strategy and investment for greater prevention of ill-health and for out-of- hospital services

• development of a collective approach to hospital discharge

• development of a more sustainable care market, through better data management and APC2

• agreement to formalised governance arrangements between health and social care services

We grew our plans with health colleagues to be ambitious, transformational, and holistic across the health and care system and whilst being realistic about what was achievable. We acknowledged the opposition of Hammersmith & Fulham and Ealing councils to the NWL STP whilst working within the Government’s framework for NHS reform and transformation as far as possible. The disappearance of anticipated sustainability and transformation funding, diverted to plug in-year Key delivery areas, such as integrated commissioning, NHS deficits presented a major setback during 2017. hospital discharge and bedded care market management have seen good progress, and a pioneering project to Nevertheless, thanks to commitments made across support unemployed people with drug and alcohol the North West London system, we have been able addictions into employment will test an innovative to maintain dialogue between West London local approach to funding that has seen pooled resources authorities and health services, despite ongoing across all boroughs, CCGs, Job Centre Plus and central concerns about a lack of transparency over the government. ‘Shaping a Healthier Future’ proposals and business cases led by NHS partners. It is hoped that, with the joining-up of health and care responsibilities at the Ministerial level, the London health devolution agreement and closer working across the eight NWL CCGs, opportunities for transformation across health and social care will increase in 2018.

West London Alliance Annual Report 2017 19 Health & wellbeing

Our achievements in 2017:

In 2016, we set out what we wanted to achieve, The administrative burden for brokerage staff and including: providers was reduced and the system allows greater transparency in procurement. Develop and ensure use of APC2 for a well- managed and sustainable bed-based care market, Careplace developments in 2017 have included a while taking forward joint work with health dashboard for care home placements, enabling analysis to increase capacity, optimise commissioning of the use of the dynamic purchasing system and and pricing, improve productivity and realise placement patterns. We are now able to monitor pricing benefits through the year, to ensure service users can be placed in the home of their choice, to best meet their needs, at We have continued to consolidate use of the APC2 an affordable price. dynamic purchasing system for care home and supported living placements, to the extent that 321 Integrate and enhance Hospital Discharge, individual care home services across nearly one hundred embedding and building on phase one, to further providers are registered. This accounts for around £6m redesign processes, develop staff and multi- projected annual spend and 200 successful placements disciplinary teams and implement supporting ICT using Careplace e-brokerage in 2017 and efficiencies of over 4% on spot placements through the dynamic Our hospital discharge project created a new model purchasing system, totalling about £260k. This for better hospital discharge and transfers of care. The includes an in-year price review to support market features of the model are described in the diagram, sustainability. below.

Start discharge planning early Inter-disciplinary working • Support from the point of • Shared approach to discharge attendance not admission • Social care form part of the MDT • MDT (inc. social worker) discharge and are on-site planning in short stay areas • Key discharge worker assigned (nurse/therapist/social worker)

The start of the discharge process Discharge planning is in collaboration is brought forward to reduce the with the patients/service user and chance of delays centred around their needs

Effective interfaces to the community Discharge to assess (D2A) • Shared assessment & referral • Proportionate assessment to documentation support a safe discharge • Single points of access • Re-use of assessments (and joint • A flexible care market to assessments) – reduction in support D2A duplication of work • Direct referral pathways to community services

20 West London Alliance Annual Report 2017 321 £260k individual care homes or a 4.2% saving on the using the West London costs of spot placements dynamic purchasing in West London system

A key area of focus in 2017 has been on integrating social care staff in hospital wards and developing more integrated working practices in the wards. Programme evaluation shows significant success in reducing adult social care assessment delayed transfers of care over the implementation period for the seven participating boroughs, as shown in the graph, below.

DTOC days by reasons DTOC Days by Reasons

40% 36.2% 35.5% 35.4% 34.7% 30% 27.1%

24.3% 20% 19.0% 16.2% 18.6% 13.4% 16.0%

10% 7.8% 6.8% 4.2% 4.5%

0% 2015-16 2016-17 2017-18

Completion of Assessment Waiting Nursing & Residential Home Placement or availability Others (including family choice, public funding, housing patients, disputes and community equipment) Waiting further NHS Non-Acute Care Awaiting Care Package in own Home

Reduced adult social care delayed transfers of care since Our HomeFirst project has been concerned with implementation began in spring 2017. a model of care that assesses a patient’s ability to function and carry out normal daily activities in their These results are significantly better than both national own home, rather than in a hospital bed. This minimises figures and the relatively high London benchmark. the time people over 65 spend as inpatients; ensures no Moreover, these results have been sustained across decisions about long-term care are made in an acute the full year with now less than 5% of the total DTOC setting; supports people to live at home independently, figures resulting from delays in social care assessment, for as long as possible; and achieves more efficient use down from 19% in 2015-16. The results are against a of health and social care resources. The estimated net backdrop of serious financial pressures and increased financial benefit to the health and care system after delays in the NHS system, as well as continued high five years should be £18m, subject to the more detailed numbers of delays due to availability of nursing and evaluation to model relative shifts between different residential placements and an increase in delays to parts of the system which will feed into the approach patient or family choice. Compared to the national for 2018/19 underway. Over 650 patients had been baseline trend, this translates into an estimated 9,000 discharged through HomeFirst by December 2017. days of people being at home rather than in hospital, saving the system in the region of £3.3m.

West London Alliance Annual Report 2017 21 Health & wellbeing

Play an active role in shifting to an integrated health • people have a better experience of care e.g. and care system by 2021, supporting engagement fewer provider changes when a person’s CHC between boroughs and health partners, streamlining eligibility changes commissioning, pooling budgets and ensuring funding and incentives align for better outcomes • people will be supported closer to home, with joined up approaches to market management In April 2017, the joint health & care transformation group prioritised support for local areas moving towards • people know better what they are entitled to integrated commissioning of community services as a and what choices are available to them locally first step towards an integrated health and care system with health providers. Initially, this focussed on care • both health and social care ensure people are homes and Continuing Health Care and our boroughs in control of what, how and when support is are developing the approach with anticipated benefits to delivered to match their needs residents, including: Against baseline spending of £300m by boroughs and £90m by CCGs on nursing and residential care, forecasts suggest harmonising rates at sustainable market levels could save social care and CHC budgets around £3.6m.

Our enhanced care in care homes project is aimed at improving health and wellbeing outcomes for care home residents and reducing unnecessary A&E attendances and non-elective admissions. As a WLA business case originally submitted for sustainable transformation funds, we have managed to secure £250k from Health Education NWL to fund enhanced care training in care homes. This has supported bespoke leadership and management development to raise standards in care homes that ‘require improvement’; encourage managers to act as change agents in their care homes and with external partners; and reduce care home staff sickness and churn rates. The work is being linked to better hospital transfer protocols and practices and project evaluation is being developed. Roll out has started with eight care homes in Brent and Ealing and will cover all 100 care homes by April 2018.

We are also working to develop strengthened joint intelligence sharing amongst local authorities and CCGs, to grow the shared understanding of strategic and performance issues and collaboration to optimise active quality assurance of care homes. Boroughs audited intelligence sharing with health and care partners across the system and leads have come together to determine the next steps for 2018.

22 West London Alliance Annual Report 2017 9,000 £1.2m days of people being awarded by Life Chances at home, rather than Fund to help unemployed in hospital (a saving people who have drug of £3.3m) and alcohol addictions

Prevent ill-health through a jointly agreed delivery Identify and innovate in new areas of joint strategic plan, programme of investment and results, which opportunity, such as service integration, workforce, demonstrates the benefits to people and reduced resource efficiency, finances and estates costs in health and care As part of our workforce integration approach, we have Originally a significant delivery area workstream won an award of £500k from Health Education England, within the NWL sustainable transformation plan, to deliver an innovative leadership and organisational prevention of ill-health has had to be reshaped development programme, aimed at bringing together during 2017. In this respect, progress has been made health and social care teams at all levels across North in demonstrating the links between employment and West London. We have also secured continued joint health outcomes. This has built on the successes of the funding for a joint health and care workforce lead, who mental health & employment trailblazer and aligned will continue to have a key role in delivering the North to the commissioning of the West London work & West London workforce strategy and enabling work on health programme. It has resulted in the development a range of initiatives. The lead will report to the chair of of a social impact bond to help unemployed people the West London directors of adult social care board. with drug and alcohol addictions, due to go live in spring 2018. The business case developed by boroughs, the NHS and Social Finance has secured £1.2m in council and NHS funding and £1.2m match funding from the Cabinet Office Life Chances Fund. The benefits are expected to be around 575 people into paid employment, with savings to public services of £3.8m.

West London Alliance Annual Report 2017 23 Health & wellbeing

In 2018 we will:

• Continue to progress towards an integrated health and care system where appropriate, by integrating commissioning, harmonising pricing and aligning funding and incentives towards outcomes

• Deliver Enhanced care in care homes by working with health to deliver funding for training for staff as well as access to technology and medical professionals

• Develop a sustainable Prevention programme to keep people well in the community, including self- care and demand management

• Ensure a fully integrated hospital discharge programme to reduce hospital admissions and length of stay, including the Home First model

• Support the development of a coordinated approach to the development of a sustainable market for bedded care placements across the boroughs and improved commissioning intelligence

• Implementation of an out-of-hospitals estates strategy with health that supports the transformation and delivers savings, efficiencies and opportunities for boroughs across NW London

• Development and implementation of integrated workforce plan that supports the workforce across NW London to implement the transformational changes

• Scoping for opportunities for shared learning and efficiencies througha joined up approach to quality and supply of home care, community resilience and demand management and mental health

• Exploring and developing additional opportunities for efficiency and cost-reduction in the boroughs

24 West London Alliance Annual Report 2017 New ways of working “To deliver new ways of working to be the most innovative, effective and efficient sub-regional partnership in London”

West London boroughs continue to operate at the In a year of considerable change within the new ways forefront of innovation in public services, transforming of working programme, we have consistently achieved to meet changing and increasing public demand for a great deal by working together across West London. services and responding to unrelenting pressures on This is both in terms of cash and cost avoidance local government finances. Our new ways of working savings, returning funds to local authorities to divert programme acts as the transformation and innovation to improving services and outcomes for residents. But engine for West London, driving forward stronger also in building the joint commitment and mechanisms collaboration and commercialisation to achieve more to identify how West London can ensure it is fit for the for less. future, in the context of change in our communities, how our residents engage with services, and how In 2017 we’ve developed truly class-leading approaches technology is developing to change the way we all work. to collaborative procurement in really important areas, not least Children’s Services where we’ve developed new purchasing arrangements for residential Children’s homes, independent fostering agencies and special educational needs school placements across all seven boroughs and beyond.

West London Alliance Annual Report 2017 25 New ways of working

Our achievements in 2017:

In 2016, we set out what we wanted to achieve. Here’s Commercialisation of our best in class capability: how we got on in 2017: the WLA is recognised as a well-developed sub-region, having achieved a great deal for its partners across Implement Children’s Service collaborative numerous services. This illustrates a valuable set of procurement contracts, for independent fostering, assets that can support other local authorities and sub- residential placements and for special educational regions to drive out similar levels of benefit. This year needs we built on our success in Children’s commissioning and our Careplace technology to develop the WL Maximising value from WL spend: a key benefit of Commissioning and Procurement Service (CPS). our partnership is the scale and certainty we offer the The service successfully supported the development market. This ensures that together we can work with and implementation of our new Dynamic Purchasing suppliers to build the capacity and capability we need Vehicles across Children’s Services and the development to support vital services, achieve positive outcomes and of the Careplace functionality. allows us to better manage prices. Enhance the capability of Careplace, our West WLA individual supplier negotiations are continuing London owned IT platform. Building new to achieve financial benefits for West London children’s functionality to improve outcomes from services on placements including: our directory, enabling channel shift for placement teams and suppliers via the e-brokerage capability • special educational needs savings, through to support dynamic purchasing negotiations with provider schools, forecast to achieve £950k with more deals and longer term WLA has continued the development of West London’s agreements in progress. This is in addition to the own procurement platform, currently supporting £800k savings achieved from placements made in purchasing in social care and education. Careplace is a 2016/17. web based data hub, services directory and e-brokerage portal. West London is recognised as having a unique • children’s social care cost and volume discounts, and valuable technology solution in Careplace, and we achieved from the independent fostering agency support 15 London Borough’s by providing access to (IFA) framework which continues to deliver value the system. This provides West London with funds to to West London, achieving discounts forecasted to continue to develop the system, to further improve exceed £300k. the effectiveness and efficiency of commissioning and procurement of services. Investigate options to grow our external funding and commercialisation of West London’s best in class • We have built upon our e-brokerage functionality capabilities to underpin West London dynamic purchasing in both Children and Adults services, including the new Dynamic Purchasing Vehicles (DPV) for independent fostering, residential placements, and special educational needs.

• We have developed and implemented an e-contracting module within Careplace to remove administrative burden on creating and signing individual placement agreement through online automation.

26 West London Alliance Annual Report 2017 £950k £300k savings for savings for children’s children’s services services from IFA from SEN supplier cost and volume negotiations discounts

• The Directory, which provides local authority Develop a West London shared service approach to and residents access to local services has seen many identify and implement joined up service delivery improvements including unique local authority webpage branding and news items, implementation Through stakeholder engagement, we recognised the of a new software to reduce the administration of need to broaden this work beyond a rigid shared service ensuring information is up-to-date, and new ‘sticky model, to better collaborate through innovations. service’ capability that allows boroughs to nudge This involved identifying new opportunities to get service users to relevant local authority support or improved outcomes for residents through technologies, campaigns. commercial offerings, business innovations, service transformations and shared services where business The success of Careplace within adults’ and children’s cases clearly made sense. Examples of where we have services across London has led us to review its use grown business cases in 2017 include: to support a wider range of service areas and novel applications. This work will continue in 2018. • local authority enterprise resource planning systems for managing HR, payroll, finance and procurement Deliver against our West London procurement business processes at reduced costs compared to strategy developed in 2016, including a review private sector solutions. of technology platforms for tenders, shared procurement pipelines and joined-up category • coordinated regulatory services, which involved management reviewing the best delivery models to achieve both service efficiency and effectiveness, but also unlock New West London collaborative procurements: commercial opportunities. WLA works with our partners to develop new and innovative solutions to deliver effective and best • a subregional recruitment agency, which would value services. This work is supported by our joint address the significant spend on agency costs across procurement strategy and through our West London West London, with the potential to franchise an procurement board, will review and manage a pipeline existing successful model. of opportunities. Highlights this year include: • development of a solution in collaboration with • Children’s services Dynamic Purchasing Vehicles Brent, Ealing, Harrow & Hounslow to jointly deliver (DPV), the West London innovative procurement fostering services, increasing supply of foster carers solution to ensure borough compliance with and reducing the demand on independent fostering procurement regulations whilst maintaining services. The Outline Business Case demonstrated the flexibility to achieve the right outcomes for indicative efficiencies across the four boroughs vulnerable children. SEN, IFA and residential DPVs anticipated at £27m over 9 years. Progress is now to be opened to suppliers in early 2018, and are likely to be made once the proposed sub-regional estimated to achieve efficiencies of at least £4.6m Adoption service proposition is underway (see 2018 over three years. section).

• Independent fostering / residential block contracts: with the DPVs in place, committed purchase with volume suppliers will allow boroughs to unlock further savings, estimated between £2.6m and £3.3m over three years.

West London Alliance Annual Report 2017 27 New ways of working

Develop a West London approach to identifying Environmental services and implementing innovative solutions, including how to accelerate local authority service delivery In 2017, we have successfully progressed with a number given rapidly shifting technological changes and of environmental service opportunities, identified opportunities to use our data assets more effectively through a systematic review and blueprinting exercise commissioned in 2016 by environment directors. The We have grown West London’s horizon scanning for most advanced example is the joint procurement innovation through independent networking and also of external enforcement services for Barnet, Ealing by working with London Councils’ London Ventures and Harrow. This is expected to drive performance programme with EY. This has led to greater engagement improvements, as well as release cost savings of between West London boroughs and market leading between £250k and £500k per borough, depending on solutions that can unlock value through improved tender negotiations. The contract is open to Brent and service delivery. Innovations under review include: Hammersmith & Fulham to join at a later date. better using big data to inform early interventions to significantly reduce the number of at-risk children Adult Community Learning ending up in residential care; and using the latest artificial intelligence to improve customer experiences Following the 2016 area review of post-16 education and reduce costs in local authority contact centres and and training, we have developed a roadmap to achieve service desks. the changes recommended by the FE Commissioner and secured Department for Education funding to help align and support transitional activities concerned with joint provisions, such as adult community learning. This work will continue in 2018 within the wider growth, employment & skills programme, under the auspices of the West London economic prosperity board.

28 West London Alliance Annual Report 2017 £4.6m £250-500k efficiencies expected efficiencies per for children’s services borough anticipated dynamic purchasing for environmental vehicles over 3 years enforcement from joint procurement

In 2018 we will:

The West London Alliance will enable these changes through the following projects:

Service Transformation:

Shared Adoption Service: • The original plan for a London-wide Adoption service now amended to a hub and spoke model, with Southwark the central London hub and Ealing to host West London service.

Share Fostering Service: • To develop a full business case building on the work done in 2017 across four boroughs and in light of the solution developed for a shared adoption service.

Waste Collection: • Building on the West London Waste Authority business plan, WLA boroughs are collaborating on Our aspiration is to continue our success, and linking waste collection and disposal opportunities with the sustained support and commitment from to developed shared delivery options. Projects will teams across West London, the WLA New Ways of include improving and sharing data; coordinating Working Programme aims to achieve further service waste minimisation; understanding subregional transformation, drive greater commercial opportunity, MRF and HRRC needs and provisions; and and embed technology innovations into our local developing consistent intelligence, marketing and authorities deliver services. procurement towards a long term solution.

• Deliver maximum value to each West London Regulatory Services: authority through collaboration on service • Business case to be developed will include a transformation, including four key projects agreed menu of options to reduce service costs, and in 2017. maximise revenue into each WLA LB from existing services, as well as development of new ‘value • Maximise the commercial opportunity for West added’ services. London, both in terms of driving commerciality through commissioning but also generating revenue, to offset service costs or where the service is run from within the WLA to reinvest to support West London priorities.

• Ensure our services are fit for the future by maintaining the pipeline to expose local authorities to technological innovations, and assessing viable opportunities for implementation in 2018.

West London Alliance Annual Report 2017 29 New ways of working

Commercialisation: • Explore opportunities for WL C&PS to extend the service offer to our WLA partners, including Procurement streamlining and pipeline: incorporating an SEN brokerage service. • Agree with all boroughs an ‘open procurement standard’, naming WLA partners in future • Continue to maximise revenue through effective procurements, opening the opportunity to join prosecution of the WL C&PS growth strategy. at a later date; develop an implementation plan and monitor the benefits of the scheme. • Ensure customer satisfaction as a platform to further growth, by winning and professionally WL Commissioning & Procurement Service on-boarding new service customers. (WL C&PS): • Build profession operational service to ensure maximum benefit from the new suite of DPVs in children’s service.

WLA Children’s Sub-Regional Commissioning, Procurement and Market Management

Procurement Operations – Management of DPS’s, Sub-Regional Commissioning, Strategic Market procurement vehicles and spot purchasing Management & Sufficiency • Stakeholder management • Managing placement category markets • Suspensions and reinstatement • Stimulate supply and increase competition • On-Bording new providers • Relationship management with key suppliers • Contract extensions and pre-procurement • Wider market development to drive up quality and address • Activity/performance reporting gaps in supply • Ensuring LA/Provider compliance • Drive negotiations with high cost/volume providers to • Coordination of safeguarding/quality information deliver better terms or efficiency savings • Managing non WLA LA’s access and activity • Delivery of block contract options • SEN Inflationary Fee Increase Process • Commercial negotiations with common suppliers

Strategic Contract Performance Management Governance and Reporting • Coordination of contract management approach • Coordination and administration of sub-regional meetings for WLA members including agenda preparation, notes and action tracking • Targeted at suppliers based on criteria and progression • Monitor regulatory inspections • DCS Board, AD’s, LAC, SEN groups • Contract management meetings • Benefits realisation tracking and reporting • Development & maintenance of approaches via CarePlace • Data collection, analysis and reporting on all • Reporting and management information programme activity

Financial Benefits Cash and cost avoidance savings: • Managing inflationary pressures as a sub region and via enforcement of contract clauses • Managing adherence and enforcement of ceiling rates Children’s Categories • Ensuing discount/credit regimes are applied consistently (permanence, siblings etc) • Special Educational Needs • Using technology to flag package reviews to reduce costs • Independent Fostering Agency • Commercial negotiations with key suppliers capitalising on collective market influence • Residential Children's Homes • Income generation from sales of CarePlace functionality to non-WLA LA’s in London • Care Leavers Semi-Independent • Access fees from non-WLA LA’s wishing to use our DPS’s/procurement Vehicles • Efficiencies through development of block contract models

30 West London Alliance Annual Report 2017 £2.6m-3.3m efficiencies anticipated by volume purchasing fostering and residential block contracts

Innovation: Innovation horizon scanning: • Independently and where appropriate co-working Careplace development: with London Ventures (a partnership between • Team and contracts in place to underpin the London Councils & EY) the WLA will continue to C&PS for both existing customers and new enable West London local authorities to engage customers, responsible for business assurance and with market leading solutions to unlock value for system development to maximise and well as residents through improved service delivery. maintain the capability of the system to meet the needs of the new DPV’s suite in children’s services. • Current innovations under review include: Projects will include development of contract management toolkit, to support desktop strategic • Use of big data and predictive analytics contract management across all sub-regional to inform interventions to significantly procurement. reduce the number of children who end up in residential care. • In addition, we will look to explore opportunities to develop the system to support other service • Artificial Intelligence solution to improve lines, including work currently underway customer experience from local authority with EY to support London with temporary service desks and contact centres. accommodation purchasing. (WLA and Careplace recently singled out as a preferred platform to support London with temporary accommodation purchasing.)

• This amongst other opportunities outside the “Care” space impacts on the appropriateness of the Careplace brand, we will therefore look to rebrand in 2018.

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February 2018