OVERVIEW & SCRUTINY COMMITTEE Monday, 20 May 2019 at 5.30 p.m., Room C3, 1st Floor, Town Hall, Mulberry Place, 5 Clove Crescent, London, E14 2BG

This meeting is open to the public to attend. Members:

Chair: Councillor James King Councillor Sufia Alam Scrutiny Lead for Children & Education Councillor Kahar Chowdhury Scrutiny Lead for Health & Adults Councillor Dipa Das Scrutiny Lead for Housing & Regeneration Councillor Marc Francis Councillor Tarik Khan Scrutiny Lead for Resources & Finance Councillor Eve McQuillan Bethnal Green Ward Councillor Bex White Scrutiny Lead for Community Safety & Environment Councillor Andrew Wood

Co-opted Members: Neil Cunningham Parent Governors Joanna Hannan Representative of Diocese of Westminster Ahmed Hussain Parent Governors Fatiha Kassouri Parent Governors Dr Phillip Rice Church of England Representative Khoyrul Shaheed Muslim Faith Community Deputies:

[The quorum for this body is 3 voting Members]

Contact for further enquiries: Scan this code for David Knight, Democratic Services the electronic 1st Floor, Town Hall, Town Hall, Mulberry Place, 5 Clove Crescent, agenda: London, E14 2BG Tel: 020 7364 4878 E-mail: [email protected] Web: http://www.towerhamlets.gov.uk/committee

Public Information Attendance at meetings. The public are welcome to attend meetings of the Committee. However seating is limited and offered on a first come first served basis.

Audio/Visual recording of meetings. Should you wish to film the meeting, please contact the Committee Officer shown on the agenda front page.

Mobile telephones Please switch your mobile telephone on to silent mode whilst in the meeting.

Access information for the Town Hall, Mulberry Place.

Bus: Routes: D3, D6, D7, D8, 15, 108, and115 all stop near the Town Hall. Docklands Light Railway: Nearest stations are East India: Head across the bridge and then through complex to the Town Hall, Mulberry Place Blackwall station. Across the bus station then turn right to the back of the Town Hall complex, through the gates and archway to the Town Hall. Tube: The closest tube stations are Canning Town and Canary Wharf Car Parking: There is limited visitor pay and display parking at the Town Hall (free from 6pm)

If you are viewing this on line:(http://www.towerhamlets.gov.uk/content_pages/contact_us.aspx) Meeting access/special requirements. The Town Hall is accessible to people with special needs. There are accessible toilets, lifts to venues. Disabled parking bays and an induction loop system for people with hearing difficulties are available. Documents can be made available in large print, Braille or audio version. For further information, contact the Officer shown on the front of the agenda

Fire alarm If the fire alarm sounds please leave the building immediately by the nearest available fire exit without deviating to collect belongings. Fire wardens will direct you to the exits and to the fire assembly point. If you are unable to use the stairs, a member of staff will direct you to a safe area. The meeting will reconvene if it is safe to do so, otherwise it will stand adjourned. Electronic agendas reports and minutes. Copies of agendas, reports and minutes for council meetings can also be found on our website from day of publication.

To access this, click www.towerhamlets.gov.uk/committee and search for QR code for the relevant committee and meeting date. Agendas are available at the Town Hall, Libraries, Idea Centres and One smart phone Stop Shops and on the Mod.Gov, iPad and Android apps. users.

SECTION ONE WARD PAGE NUMBER(S)

1. APOLOGIES FOR ABSENCE

To receive any apologies for absence.

2. DECLARATIONS OF DISCLOSABLE All Wards 7 - 10 PECUNIARY INTEREST

To note any declarations of interest made by Members, including those restricting Members from voting on the questions detailed in Section 106 of the Local Government Finance Act, 1992. See attached note from the Monitoring Officer.

3. UNRESTRICTED MINUTES All Wards 11 - 24

To confirm as a correct record of the proceedings the unrestricted minutes of the meeting of the Overview and Scrutiny Committee held on 23rd April, 2019.

4. REQUESTS TO SUBMIT PETITIONS

To receive any petitions (to be notified at the meeting).

5. FORTHCOMING DECISIONS All Wards 25 - 50

The Committee is asked to note the Forthcoming Decisions Plan (or ‘Forward Plan’) that contains information on significant decisions that the Council expects to take over the next few months.

6. UNRESTRICTED REPORTS 'CALLED IN' All Wards

No decisions of the Mayor in Cabinet on 24th April, 2019 in respect of unrestricted reports on the agenda were ‘called in’.

7. UNRESTRICTED REPORTS FOR All Wards CONSIDERATION

7 .1 Scrutiny Appointments and Terms of Reference All Wards 51 - 66

The report had not been published five clear days in advance of the meeting. However, the Chair of the Committee may indicate that he was satisfied that it was

necessary to consider information about the Council’s Scrutiny Appointments and Terms of Reference without that consideration being delayed to a later meeting.

7 .2 Revenue and Capital Budget Outturn 2018/19 All Wards 67 - 106

This report introduces the Draft Provisional Outturn report for 2018/19. It includes details of the Revenue and Capital outturn positions, the projected position of the Dedicated Schools Budget and the Housing Revenue Account and outlines progress made against savings targets as well as other key financial indicators.

The Committee is asked to note and comment on the report which is to go to Cabinet on 22nd May, 2019.

7 .3 Overview and Scrutiny Toolkit All Wards 107 - 140

The report had not been published five clear days in advance of the meeting. However, the Chair of the Committee may indicate that he was satisfied that it was necessary to consider information about the Council’s Overview and Scrutiny Toolkit without that consideration being delayed to a later meeting.

8. PRE-DECISION SCRUTINY OF UNRESTRICTED All Wards CABINET PAPERS

To consider and agree pre-decision scrutiny questions/comments to be presented to Cabinet.

(Time allocated – 30 minutes).

9. ANY OTHER UNRESTRICTED BUSINESS All Wards WHICH THE CHAIR CONSIDERS TO BE URGENT

To consider any other unrestricted business that the Chair considers to be urgent.

10. EXCLUSION OF THE PRESS AND PUBLIC All Wards

In view of the contents of the remaining items on the agenda the Committee is recommended to adopt the following motion:

“That, under the provisions of Section 100A of the Local Government Act 1972, as amended by the Local Government (Access to Information) Act 1985, the press

and public be excluded from the remainder of the meeting for the consideration of the Section Two business on the grounds that it contains information defined as Exempt in Part 1 of Schedule 12A to the Local Government Act, 1972.”

EXEMPT/CONFIDENTIAL SECTION (Pink Papers)

The exempt committee papers in the agenda will contain information, which is commercially, legally or personally sensitive and should not be divulged to third parties. If you do not wish to retain these papers after the meeting, please hand them to the Committee Officer present.

SECTION TWO WARD PAGE NUMBER(S)

11. EXEMPT/ CONFIDENTIAL MINUTES All Wards

Nil items

12. EXEMPT/ CONFIDENTIAL REPORTS 'CALLED All Wards IN'

No decisions of the Mayor in Cabinet on 24th April, 2019 in respect of exempt/ confidential reports on the agenda were ‘called in’.

13. PRE-DECISION SCRUTINY OF EXEMPT/ All Wards CONFIDENTIAL) CABINET PAPERS

To consider and agree pre-decision scrutiny questions/comments to be presented to Cabinet.

(Time allocated 15 minutes).

14. ANY OTHER EXEMPT/ CONFIDENTIAL All Wards BUSINESS THAT THE CHAIR CONSIDERS URGENT

To consider any other exempt/ confidential business that the Chair considers to be urgent.

Next Meeting of the Overview and Scrutiny Committee Monday, 24 June 2019 at 6.30 p.m. to be held in Room C3, 1st Floor, Town Hall, Mulberry Place, 5 Clove Crescent, London, E14 2BG

This page is intentionally left blank Agenda Item 2

DECLARATIONS OF INTERESTS - NOTE FROM THE MONITORING OFFICER

This note is for guidance only. For further details please consult the Members’ Code of Conduct at Part 5.1 of the Council’s Constitution.

Please note that the question of whether a Member has an interest in any matter, and whether or not that interest is a Disclosable Pecuniary Interest, is for that Member to decide. Advice is available from officers as listed below but they cannot make the decision for the Member. If in doubt as to the nature of an interest it is advisable to seek advice prior to attending a meeting.

Interests and Disclosable Pecuniary Interests (DPIs)

You have an interest in any business of the authority where that business relates to or is likely to affect any of the persons, bodies or matters listed in section 4.1 (a) of the Code of Conduct; and might reasonably be regarded as affecting the well-being or financial position of yourself, a member of your family or a person with whom you have a close association, to a greater extent than the majority of other council tax payers, ratepayers or inhabitants of the ward affected.

You must notify the Monitoring Officer in writing of any such interest, for inclusion in the Register of Members’ Interests which is available for public inspection and on the Council’s Website.

Once you have recorded an interest in the Register, you are not then required to declare that interest at each meeting where the business is discussed, unless the interest is a Disclosable Pecuniary Interest (DPI).

A DPI is defined in Regulations as a pecuniary interest of any of the descriptions listed at Appendix A overleaf. Please note that a Member’s DPIs include his/her own relevant interests and also those of his/her spouse or civil partner; or a person with whom the Member is living as husband and wife; or a person with whom the Member is living as if they were civil partners; if the Member is aware that that other person has the interest.

Effect of a Disclosable Pecuniary Interest on participation at meetings

Where you have a DPI in any business of the Council you must, unless you have obtained a dispensation from the authority's Monitoring Officer following consideration by the Dispensations Sub-Committee of the Standards Advisory Committee:- - not seek to improperly influence a decision about that business; and - not exercise executive functions in relation to that business.

If you are present at a meeting where that business is discussed, you must:- - Disclose to the meeting the existence and nature of the interest at the start of the meeting or when the interest becomes apparent, if later; and - Leave the room (including any public viewing area) for the duration of consideration and decision on the item and not seek to influence the debate or decision

When declaring a DPI, Members should specify the nature of the interest and the agenda item to which the interest relates. This procedure is designed to assist the public’s understanding of the meeting and to enable a full record to be made in the minutes of the meeting.

Page 7 Where you have a DPI in any business of the authority which is not included in the Member’s register of interests and you attend a meeting of the authority at which the business is considered, in addition to disclosing the interest to that meeting, you must also within 28 days notify the Monitoring Officer of the interest for inclusion in the Register.

Further advice

For further advice please contact:-

Asmat Hussain, Corporate Director, Governance and Monitoring Officer. Tel 020 7364 4800

Page 8 APPENDIX A: Definition of a Disclosable Pecuniary Interest

(Relevant Authorities (Disclosable Pecuniary Interests) Regulations 2012, Reg 2 and Schedule)

Subject Prescribed description Employment, office, trade, Any employment, office, trade, profession or vocation carried on profession or vacation for profit or gain.

Sponsorship Any payment or provision of any other financial benefit (other than from the relevant authority) made or provided within the relevant period in respect of any expenses incurred by the Member in carrying out duties as a member, or towards the election expenses of the Member. This includes any payment or financial benefit from a trade union within the meaning of the Trade Union and Labour Relations (Consolidation) Act 1992.

Contracts Any contract which is made between the relevant person (or a body in which the relevant person has a beneficial interest) and the relevant authority— (a) under which goods or services are to be provided or works are to be executed; and (b) which has not been fully discharged.

Land Any beneficial interest in land which is within the area of the relevant authority.

Licences Any licence (alone or jointly with others) to occupy land in the area of the relevant authority for a month or longer.

Corporate tenancies Any tenancy where (to the Member’s knowledge)— (a) the landlord is the relevant authority; and (b) the tenant is a body in which the relevant person has a beneficial interest.

Securities Any beneficial interest in securities of a body where— (a) that body (to the Member’s knowledge) has a place of business or land in the area of the relevant authority; and (b) either—

(i) the total nominal value of the securities exceeds £25,000 or one hundredth of the total issued share capital of that body; or

(ii) if the share capital of that body is of more than one class, the total nominal value of the shares of any one class in which the relevant person has a beneficial interest exceeds one hundredth of the total issued share capital of that class.

Page 9 This page is intentionally left blank Agenda Item 3 OVERVIEW & SCRUTINY COMMITTEE, SECTION ONE (UNRESTRICTED) 23/04/2019

LONDON BOROUGH OF TOWER HAMLETS

MINUTES OF THE OVERVIEW & SCRUTINY COMMITTEE

HELD AT 6.30 P.M. ON TUESDAY, 23 APRIL 2019

ROOM C1, 1ST FLOOR, TOWN HALL, MULBERRY PLACE, 5 CLOVE CRESCENT, LONDON, E14 2BG

Members Present:

Councillor Abdal Ullah (Chair) Councillor Marc Francis (Vice-Chair) Councillor Marc Francis (Vice-Chair) – Lead for Resources Councillor Sufia Alam – Lead for Children‟s Services Councillor Mufeedah Bustin Councillor Kahar Chowdhury – Lead for Health, Adults and Community Councillor Dipa Das – Lead for Place Councillor James King Councillor Kyrsten Perry Councillor Mohammed Pappu Councillor Bex White – Lead for Governance Councillor Andrew Wood

Co-opted Members Present:

Joanna Hannan – Representative of Diocese of Westminster Fatiha Kassouri – Parent Governors Dr Phillip Rice – Church of England Representative

Other Councillors Present:

None

Apologies:

Neil Cunningham – Parent Governors Ahmed Hussain – Parent Governors Khoyrul Shaheed – Muslim Faith Community

Others Present:

Jaami Barry – (Young Mayor of Tower Hamlets) Vivian Akinremi – (Deputy Young Mayor of Tower Hamlets and Youth Cabinet Member for Health and Wellbeing) Ahmed Duale – (Deputy Young Mayor of Tower

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Hamlets and Youth Cabinet Member for Environment) Nadia Hussein – (Deputy Young Mayor of Tower Hamlets and Youth Cabinet Member for Community) Daawood Islam – (Deputy Young Mayor of Tower Hamlets and Youth Cabinet Member for Social and Economic Growth) Muhsin Mahmud – (Deputy Young Mayor of Tower Hamlets and Youth Cabinet Member for Communications)

Officers Present:

Afazul Hoque – (Head of Corporate Strategy & Policy) Daniel Kerr – (Strategy and Policy Manager) Sandjea-Marie Green – (Head of Youth Service) David Knight – (Senior Democratic Services Officer) Zoe Folley – (Committee Officer, Governance)

1. DECLARATIONS OF DISCLOSABLE PECUNIARY INTEREST

No declarations of disclosable pecuniary interest were received.

2. ATTACKS IN SRI LANKA

The Chair made reference to the attacks that had taken place on Sunday 21 April at a number of locations in Sri Lanka including hotels and churches holding Easter mass. The Chair indicated that following this horrific attack the Committees thoughts and sympathies were with all the victims and their friends and families.

3. UNRESTRICTED MINUTES

3.1 Minutes - 25th March, 2019

That the unrestricted minutes of the meeting of the Overview and Scrutiny Committee held on 25th March 2019 were approved as a correct record of the proceedings. Copy to sign.

4. DISCUSSION ITEM

4.1 Young Mayor and Deputy Young Mayors

The Chair welcomed the recently elected Young Mayor and a number of Deputy Young Mayors to the meeting

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They firstly outlined their manifesto aims with regard to improving the health and wellbeing of young people and bringing together young people and the community to tackle the most pressing issues facing them in the Borough.

Priorities included: taking action to help address knife crime, improving community integration, strengthening engagement between the young people and the Council, promoting healthy lifestyles, raising awareness of mental health issues and support and raising aspirations and awareness of the career opportunities available to local people within Canary Wharf and City Fringe. There would also be a focus on improving the natural and social environment.

The Chair invited the Committee to ask questions of the young representatives, and the following points were noted:

 The Committee recently carried out a Challenge Session of LBTH communications. The Committee would welcome the representative‟s feedback on the report, particularly the plans regarding engagement with young people. The report would be sent to the young people.  Members noted the need to reach out to and engage with a wider range of young people. The young people considered that the Council should make greater use of social media platforms, particularly to reach out to „hard to reach groups‟. The Council could also work with schools to bring visitors to school assemblies.  It was also suggested that emphasis should be placed on holding more workshops in schools and youth centres, with The Police in particular. This should help to change attitudes towards crime.  The Youth Parliament had made tackling knife a national priority, with the aim of promoting collaborative working across London to develop a prevention and rehabilitation strategy.  When looking at the possible causes of crime, it was important to look at a broad range of factors, rather than focus on issues such as „grime music‟.  Regarding education matters, it was noted that the Deputy Mayor‟s Portfolio for the Community covered a wide range of issues including education support.  There would be a scrutiny session on 30th April 2019, looking at the issue of school exclusions. The Young representatives were welcomed to attend this meeting and share their views.  The young representatives expressed comments about the need for the schools, (especially independent schools) and the Council to work more closely together, on issues particularly effecting young people, such as apprenticeship and employment opportunities.  Support was expressed for greater engagement with young people on the environmental issues, given the increasing importance of this issue. Councillor Perry referred to her role as Cycle Champion and expressed a wish to work with the young representatives on this issue.

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In summary, the Chair the praised the work of the Young Mayor and his Team especially the opportunities that it provided to young people.

He also thanked the Young Mayor and Deputies Mayors for attending the meeting and encouraged them and elected Members to engage on future events and initiatives.

The Chair Moved and it was:

RESOLVED:

That the presentation from the Young Mayor and Deputies be noted:

5. UNRESTRICTED REPORTS FOR CONSIDERATION

5.1 Scrutiny Structure

Afazul Hoque, (Head of Corporate Strategy & Policy) gave a presentation on proposed changes to the scrutiny function, following feedback from the scrutiny away day held on 16 March 2019. This presentation had been circulated as a supplementary agenda.

He outlined the main conclusions from the away day, focusing on the perceived issues with the present system around: overloaded agendas, limited engagement with non - executive Councillors, the need to consider a wider range of issues, the frequency of scrutiny sub – committee meetings and the size and broad remit of the scrutiny lead‟s portfolios, amongst other issues. Consequently to address the issues, it was suggested that: the Scrutiny Lead Portfolios be revised to facilitate a greater oversight of their portfolio. It was also proposed that the existing sub – committees would be replaced by three new sub – committee, each meeting 6 times a year, (instead of 5). There would also be in-depth finance and resources reviews and education and children‟s services reviews (led by the relevant Scrutiny Lead) with a focus on post Ofsted issues.

Benefits of the new system should include: improved flexibility to deal with topical issues and more in – in depth and outcome based reviews.

In terms of setting the work programme, there would be two work programming sessions (Members and stakeholders). There would also be a Communication and Development Programme. Subject to the Committee‟s approval of the proposals, the proposals would be submitted to the new Committee to agree.

The Committee asked a number of questions about the proposals and the points raised are summarised below:

 The Committee discussed and generally agreed that there should be five scrutiny leads and they should be about equal in size in terms of

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the work covered. Support was also expressed for the creation of three subcommittees, meeting at a greater frequency with Scrutiny Lead reviews, reporting back to the OSC. This would allow for more in- depth reviews and more effective scrutiny.  It was suggested that consideration could be given to shorting the length of OSC meetings and reallocating the time to the sub – committees, as a way of distributing the work load and enabling more focused reviews.  Members were mindful of the issues around Officer‟s time and resource constraints. It was noted that this issue would need to be taken into account in taking any future arrangements forward.  The Committee noted the need for the work programming session to be carefully planned and managed given the potential number of participants. It was emphasised that this exercise should be outcome focused.  Members also noted the need to reserve space in the work plan for unplanned items that arise during the year, such as call – ins and agreed that the new system needed to be flexible enough to accommodate such issues.  Support was also expressed for raising the profile and facilitating greater public engagement at scrutiny meetings at the OSC and also at the sub - committees through receiving petitions or resident‟s survey feedback.  The Committee received a brief update on the development of short social media films on scrutiny activities. They were also reminded of plans to facilitate more long term forward planning through the development of a 12 month Executive Forward Plan.  Members also raised the issues of Committee Member attendance, particularly at scrutiny sub – committee meetings.  It was also suggested there was a greater need to focus on the scrutiny process in particular how meetings are run as this was important to help effectiveness of scrutiny.  The Committee agreed to support the changes as proposed and noted that they would be kept under review.

As a result of discussions on the report the Chair moved and it was RESOLVED that:

1. That the proposed changes to the scrutiny structure as set out in the presentation be agreed and presented to the new Committee in the new municipal year for approval.

5.2 Safety, Aspiration and Inclusion Priorities

The Committee received the report setting out the findings of the Overview and Scrutiny Review on improving the following three key priority areas for residents:

1. Tackling Anti-Social Behaviour (ASB) and Drug Related Crime;

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2. Education Aspirations; and

3. Employment Aspirations.

The Committee discussed and commented on each of the main sections of the report. The discussion can be summarised as follows:

 Tackling Anti-Social Behaviour and Drug Related Crime

Recommendation 1: The Council works with partners, such as the Police and housing providers, to: Develop one central place for residents to report anti- social behaviour incidents.

The Chair reported that he had engaged with Registered Social Landlords about the need to find one central place in Tower Hamlets to report ASB. He strongly supported this recommendation and wanted the Council to take this forward.

A Member also requested that the Committee should receive statistics, showing the impact of the introduction of this measure.

Recommendation 4: That the Council and the Metropolitan Police Service work with the Safer Neighbourhood Board and ward panels to carry out a number of activities etc.

The Committee wished to ensure that young people were directly involved in this and the decision making initiatives.

 Education Aspirations

Recommendation 5: The Council partners with schools to collectively campaign to reduce pupils changing schools throughout the year and promoting social cohesion.

It was requested that the section should provide fuller details regarding the need for schools to work closely together to understand the pupil‟s circumstances, particularly the needs of the vulnerable pupils.

Recommendation 6: The Council monitors and adopts appropriate milestones to close the gap in 5 GCSE levels attainment for white British children within the next 10 years.

The Committee discussed the ten year milestone for improving outcomes and the merits of reducing this to a five year milestone with greater monitoring. Mindful of the factors taking into account at the scrutiny review, the Committee agreed to retain the 10 year milestone. The Committee noted that this was a longstanding and an important issue that needed to be address. It was felt important that the Council should adopt and monitor appropriate milestones.

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The Committee also stressed the need to focus on early year intervention and engagement with parents at this stage and requested that this be reflected in the report.

Recommendation 7: The Council works with schools and partners to support parents and young people with information around a range of education and career pathways, including those into university.

The Committee expressed a wish for this to be young person led and reflect the type of support they wanted. It should include details of the age range.

 Employment Aspirations.

Recommendation 14: The Council promotes the benefits of apprenticeships with parents and carers

This should state parents and guardians.

This should contain more information on Apprenticeships in terms of reasons for the take up, expenditure and the Apprenticeships levy.

At the invitation of the Chair, the young representatives commented on the report. They felt that consideration should be given to providing information on a digital forum. They also stressed the need to target younger secondary school children in terms of raising aspiration as they felt they would be most receptive at that age.

The Chair Moved and it was:

RESOLVED:

1. The Overview & Scrutiny Committee note the report and recommendations and the Committee‟s comments are taken into account.

5.3 Overview and Scrutiny Committee Annual Report 2018-2019

The Committee received and noted the Annual Report that provided a summary of the work the Overview & Scrutiny Committee, the Health, Housing and Grants Sub Committees and Scrutiny Leads have delivered in the 2018-2019 municipal year. A revised copy would be circulated to Members.

The Scrutiny Lead for Resources and Chair of the Grants Scrutiny Sub – Committee asked for an update on the resubmission of A12 Acoustic Barrier proposals to the Grants Committees.

The Chair Moved and it was:-

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RESOLVED

That the Overview and Scrutiny Committee:

1. Agree the report for submission to Full Council in the new municipal year; and

2. Authorise the Divisional Director Strategy, Policy & Performance amend the report in consultation with the Chair before submission to Full Council.

6. REQUESTS TO SUBMIT PETITIONS

The Committee was advised that no requests to submit any petition‟s had been received for consideration at this meeting.

7. OVERVIEW & SCRUTINY COMMITTEE QUERY AND ACTION LOG 2019/20

Item deferred

8. CABINET FORWARD PLAN & WORK PROGRAMME REVIEW

The Committee received and noted the published Cabinet Forward.

9. UNRESTRICTED REPORTS 'CALLED IN'

The Committee was advised that no unrestricted reports had been “called in”.

10. VERBAL UPDATES FROM SCRUTINY LEADS

Councillor Marc Francis Scrutiny Lead for Resources informed the Committee that there would be a Scrutiny Challenge session on Customer Access /One Stop Shops on 8th June.

He also reminded the Committee of the Scrutiny Challenge session on 30th April regarding Children‟s Services.

11. PRE-DECISION SCRUTINY OF UNRESTRICTED CABINET PAPERS

The Committee received and noted those questions to be presented at Cabinet by the Chair in relation to unrestricted business on the agenda – See Appendix

12. ANY OTHER UNRESTRICTED BUSINESS WHICH THE CHAIR CONSIDERS TO BE URGENT

Nil items

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13. EXCLUSION OF THE PRESS AND PUBLIC

As the agenda circulated contained no exempt/confidential business and there was therefore no requirement to exclude the press and public to allow for its consideration.

14. EXEMPT/ CONFIDENTIAL MINUTES

Nil items

15. EXEMPT/ CONFIDENTIAL REPORTS 'CALLED IN'

Nil items

16. PRE-DECISION SCRUTINY OF EXEMPT/ CONFIDENTIAL) CABINET PAPERS

Nil items

17. ANY OTHER EXEMPT/ CONFIDENTIAL BUSINESS THAT THE CHAIR CONSIDERS URGENT

Nil items

The meeting ended at 9.00 p.m.

Chair, Councillor Abdal Ullah Overview & Scrutiny Committee

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Page 20 PRE-SCRUTINY QUESTIONS – CABINET 24, APRIL 2019 APPENDIX 1

6.2 Strategic Plan:

Questions Response

Strategic Plan measures have been developed through a rigorous process to identify a set of measures that measures the impact of the

council’s actions at a strategic outcome level. This reflects the council’s agreed move towards outcome based accountability instead of focusing on outputs. In addition, measures need to meet a Page 21 Page set of technical requirements such as being

Page 11 Page available at least quarterly to track progress, being based on a robust and reliable methodology being capable of covering the whole range of an outcome within no more than 5 to 6 outcome

measures. Alongside the strategic outcome measures, services continue to use other data

sets and information to monitor their operational Minute Item 11 performance and resource prioritisation. Effective and efficient service delivery at operational level

should in turn lead to improved outcome measure performance meaning that measures in the strategic plan provide a holistic view of impact.

PRE-SCRUTINY QUESTIONS – CABINET 24, APRIL 2019 APPENDIX 1

Specific comments in relation to questions:

 Outcome 4: Should we measure the number of rough sleepers? Outcome 4: The number of rough sleepers is collected once a year in the form of an on street audit “snapshot” and quarterly through the CHAIN statistics (collected across London). Rough sleeping counts inform service provision and prioritisation, however. Wider outcome measures for homelessness have been included in outcomes Page 12 Page 4 and 8. Page 22 Page

 Outcome 5: Should we measure the effectiveness of the waste Outcome 5: The overarching strategic aim of the strategy: e.g. number of missed collections/residents’ satisfaction? waste strategy is to reduce waste and to increase the level of recycling. The level of household recycling measures the impact and effectiveness of the strategy in delivering its overarching aims. While missed collections and resident satisfaction continue to be monitored by the service, they would be more appropriate to measuring subsidiary aims of the waste strategy rather than its overarching strategic aims of waste reduction and recycling.

 Outcome 9: should we measure how many decisions are changed Outcome 9: The council has an existing measure following resident consultation? to assess residents' perception of being involved in Council decision-making and this has been included in the strategic plan. The measure has existing trend data and allows us to benchmark against other councils.

PRE-SCRUTINY QUESTIONS – CABINET 24, APRIL 2019 APPENDIX 1

6.5 Growth and Economic Development

Questions

 One of the biggest issues preventing small business generation is the The lack of affordable space in the borough is lack of affordable commercial space. How does the strategy aim to driven by two factors: resolve this issue? 1. Tower Hamlets Central Business District locations in City Fringe and Canary Wharf which are inherently prestigious and Page 23 Page expensive and Page 13 Page 2. the declining volume of space elsewhere, where previously industrial spaces have fallen into disuse, been converted to retail (e.g. railway arches) or demolished and replaced with residential development.

Our new Local Plan already addresses the first issue by requiring that 10% of any new commercial workspace developed be affordable. The Growth and Economic Development Plan seeks to tackle general scarcity through planning interventions (to create the most needed types of workspace) and direct investment. Re-growing our commercial property base outside the expensive CBD will increase supply and therefore reduce upward market pressure on rents.

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Page 24 Agenda Item 5

THE FORWARD PLAN

Published: 23 April 2019

Contact Matthew Mannion Officer: Democratic Services Email: [email protected] Telephone: 020 7364 4651 Fax No: 020 7364 3232

The Forward Plan is published 28 days before each Cabinet meeting.

In addition, new issues and changes to existing issues will be published on the website as soon as they are known.

The web pages also contain past Forward Plans and publication deadlines for future Plans. To visit the web pages go to http://democracy.towerhamlets.gov.uk/mgPlansHome.aspx?bcr=1.

Page 25 1

Forward Plan April 2019 Tower Hamlets Council Forthcoming Decisions Plan

What is this document? The Forthcoming Decisions Plan (or ‘Forward Plan’) contains information on significant decisions that the Council expects to take over the next few months.

As a minimum this will include notice of:  All Key Decisions to be taken by the Mayor, Cabinet or Cabinet Sub-Committees o This could include decisions taken at public meetings or taken individually at other times.  Budget and Policy Framework Decisions (for example the Budget Report itself and major policies to be agreed by Council as set out in the Constitution)

Key Decisions The Council is required to publish notice of all key decisions at least 28 days before they are taken by the Executive or Commissioners. Key decisions are all those decisions which involve major spending, or savings, or which have a significant impact on the local community. The precise definition of a key decision adopted by Tower Hamlets is contained in Article 13.03 of the Constitution. Key Decisions can be taken by the Mayor outside of meetings, the Mayor in Cabinet or by a Cabinet Sub-Committee.

Publication of Forthcoming Decisions Individual notices of new Key Decisions will be published on the website as they are known on the ‘Forthcoming Decisions’ page, whilst this ‘Forward Plan’ collating these decisions will be published regularly, as a minimum at least, 28 days before each Cabinet meeting. The Plan will be published on the Council’s website and will also be available to view at the Town Hall and Libraries, Ideas Centres and One Stop Shops if required.

Urgency If, due to reasons of urgency, a Key Decision has to be taken where 28 days’ notice have not been given. Notice will be published (on the website) as early as possible and Urgency Procedures as set out in the Constitution have to be followed.

Make your views known The most effective way for the public to make their views known about a Forthcoming Decisions is to contact the lead officer, or Cabinet Member (where stated), listed. You can also view the Council’s Consultation Calendar, which lists all the issues on which the Council and its partners are consulting.

Information about the Decision Makers Further information on the Mayor and Members of the Cabinet can be found on the Council website.

Notice of Intention to Conduct Business in Private

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Forward Plan April 2019 The Council is also required to give at least 28 days’ notice if it wishes to consider any of the reports on the agenda of an Executive meeting (such as Cabinet) in private session. The last row of each item below will indicate any proposal to consider that item in private session. Should you wish to make any representations in relation to item being considered in private please contact Democratic Services on the contact details listed on the front page.

The notice may reference a paragraph of Section 12A of the 1972 Local Government Act. In summary those paragraphs refer to the following types of exempt information (more information is available in the Constitution):

1. Information relating to any individual 2. Information which is likely to reveal the identity of an individual 3. Information relating to the financial or business affairs of any particular person (including the authority handling the information) 4. Information relating to any consultations or negotiations, or contemplated consultations or negotiations, in connection with any labour relations matters arising between the authority or a Minister of the Crown and employees of, or office holders under, the authority. 5. Information in respect of which a claim to legal professional privilege could be maintained in legal proceedings. 6. Information which reveals that the authority proposes:- a) to give under any enactment a notice under or by virtue of which requirements are imposed on a person; or b) to make an order or direction under any enactment. 7. Information relating to any action taken or to be taken in connection with the prevention, investigation or prosecution of crime.

Contact Details for this Plan

Contact Matthew Mannion Officer: Democratic Services Email: [email protected] Telephone: 020 7364 4651 Fax No: 020 7364 3232

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Forward Plan April 2019 Contents:

Decision Title Due Date Page No. Adoption of Statement of Community Involvement 24/04/19 6

Ailsa Street Land Disposal - Revised Terms Not before 24/04/19 7

Air Quality Action Plan Update on Progress Not before 31/07/19 23

*Children’s Services Improvement Programme, Quarterly 26/06/19 19 Progress Report (Quarter 4- 2018/19)

*Contracts Forward Plan 2019/20 - Quarter One 26/06/19 20

Disposal of Land at Mantus Road E1 Not before 27/03/19 6

Enforcement Policy Review 24/04/19 8

*Every Chance for Every Child: Children and Families 31/07/19 24 Strategy 2019-2024

Gangs and Serious Youth Violence Scrutiny Review 24/04/19 9 Action Plan

Growth and Economic Development Plan 2018-2023 24/04/19 9

*London Counter Fraud Hub 22/05/19 14

Mudchute Farm, Park and allotments, Pier Road E14, Not before 22/05/19 11 Grant of long lease

Neighbourhood Planning: Modification of East Shoreditch 22/05/19 15 Neighbourhood Area

*Proposal to consult on the closure of Raine’s Foundation 22/05/19 16 School and the expansion of Oaklands Secondary school

Quarterly Performance & Improvement Monitoring - Q4 22/05/19 17 2018-19

Revenue and Capital Budget Outturn 2018/19 22/05/19 17

Safeguarding Adults Board Strategy 2019-2014 22/05/19 18

Strategic Plan 2019-22 24/04/19 11

Strategic Review of Tower Hamlets Homes Not before 26/06/19 21

Support for Learning Review : Options paper for new 26/06/19 22 model of inclusion support for high needs children

The Tower Hamlets Safeguarding Partnership (THSCP) - 24/04/19 12 an Overview and Update on the new Safeguarding Children arrangements

*Tower Hamlets CCTV Approach 26/06/19 23

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Forward Plan April 2019

Wayside Gardens, Marsh Wall; Disposal of Land Not before 24/04/19 13

* New Issues published since the last Forward Plan

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Forward Plan April 2019

Title of Report Disposal of Land at Mantus Ward Key Decision? Road E1 Bethnal Green Yes

Summary of Decision Cabinet members are asked to approve the disposal of the land at Mantus Road to Tower Hamlets Community Housing. Receive 6 housing units from THCH in exchange for the land at Mantus Road.

Decision maker Cabinet Date of decision Not before 27/03/19 Community Plan A borough that our residents are proud of and love to live in Theme Cabinet Member Deputy Mayor and Cabinet Member for Regeneration and Air Quality

Who will be consulted Planning consultation is over several weeks before decision is made and how will this The project is part if the Councils initiative to establish a pipeline development consultation take place programme including estate regeneration scheme and infill sites. The pipe line programme is to be established in consultation with the Mayor and Cabinet and the programme has been discussed with Cabinet members. THCH has obtained planning permission and would have undertaken consultation as part of that process. Has an Equality Impact No Assessment been carried out and if so the result of this Assessment? Contact details for Jane Abraham, Ralph Million comments or additional (Housing Project Manager) [email protected], (Senior information Strategic Asset Manager, Place)

What supporting N/A documents or other information will be available? Is there an intention to Partly Exempt (Part of the report will be exempt) consider this report in The appendices as will contain commercially sensitive information private session and if so why? Title of Report Adoption of Statement of Ward Key Decision? Community Involvement All Wards Yes

Summary of Decision The Council is required to maintain an up to date Statement of Community Involvement, setting out how we will consult on planning matters in the borough. This item is for the adoption of an updated statement of Community Involvement.

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Forward Plan April 2019 Decision maker Cabinet Date of decision 24/04/19 Community Plan A borough that our residents are proud of and love to live in Theme Cabinet Member Deputy Mayor and Cabinet Member for Regeneration and Air Quality

Who will be consulted Consultation included email notification to the planning policy database; before decision is made information circulation to residents of some housing associations; four drop-in and how will this events held at libraries around the borough; and a workshop event held at the consultation take place Town hall.

A public consultation took place on the Statement of Community Involvement between 5 November 2018 and 18 January 2019. Has an Equality Impact no Assessment been carried out and if so the result of this Assessment? Contact details for Adele Maher comments or additional (Strategic Planning Manager, Development and Renewal) information [email protected]

What supporting Statement of Community Involvement documents or other Consultation Statement information will be Quality Assurance Checklist available? Is there an intention to No, Unrestricted consider this report in n/a private session and if so why? Title of Report Ailsa Street Land Disposal - Ward Key Decision? Revised Terms Lansbury Yes

Summary of Decision The Mayor will be asked to agree to variations to the terms of the disposal of Council-owned land, from those agreed at cabinet in November 2017

Decision maker Cabinet Date of decision Not before 24/04/19 Community Plan A borough that our residents are proud of and love to live in Theme Cabinet Member Mayor

Who will be consulted Public meetings, exhibition, usual planning consultation system before decision is made and how will this The development proposals have been subject to public consultation including consultation take place statutory planning consultation. The Council has resolved to grant planning permission for the redevelopment

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Forward Plan April 2019

The wider Poplar Riverside Housing Zone objectives have been subject to consultation with local stakeholders

Discussions will be held with the Mayor and Lead Members prior to the report going to MAB Has an Equality Impact no Assessment been carried out and if so the result of this Assessment? Contact details for Richard Chilcott comments or additional (Acting Divisional Director, Property and Major Programmes) information [email protected]

What supporting Cabinet report on Ailsa Street land disposal, November 2017 documents or other information will be available? Is there an intention to Partly Exempt (Part of the report will be exempt) consider this report in Part of the report will set out financial elecments of the proposed revised terms. private session and if so why? Title of Report Enforcement Policy Review Ward Key Decision? All Wards Yes Summary of Decision To agree the review and update to the Council’s overarching Enforcement Policy

The report details proposed changes to the Enforcement Policy that must be published.

Decision maker Cabinet Date of decision 24/04/19 Community Plan A borough that our residents are proud of and love to live in Theme Cabinet Member Cabinet Member for Environment

Who will be consulted Internal before decision is made and how will this Internal consultation only, this is an overarching policy, each Service will have consultation take place their own protocols. Has an Equality Impact Yes, Included in the report Assessment been carried out and if so the result of this Assessment? Contact details for David Tolley comments or additional (Head of Environmental Health and Trading Standards) information [email protected]

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Forward Plan April 2019 What supporting None documents or other information will be available? Is there an intention to No, Unrestricted consider this report in private session and if so why? Title of Report Gangs and Serious Youth Ward Key Decision? Violence Scrutiny Review All Wards Yes Action Plan

Summary of Decision This item provides the report and actions taken to address the recommendations made from the Scrutiny Review on the issue of Gangs and Serious Youth Violence in Tower Hamlets.

Decision maker Cabinet Date of decision 24/04/19 Community Plan TH Plan 3: Strong, resilient and safe communities Theme Cabinet Member Cabinet Member for Children, Schools and Young People

Who will be consulted The scrutiny review interviewed a range of stakeholders, council officers and before decision is made external partners such as the police. The list of participants is included in the and how will this Scrutiny Review Report. consultation take place Consultation occurred over two sessions at the beginning of 2018.

Has an Equality Impact No Assessment been carried out and if so the result of this Assessment? Contact details for Richard Baldwin comments or additional (Divisional Director, Children's Social Care) information [email protected]

What supporting 1. Gangs and Serious Youth Violence Scrutiny Review Report March 2018 documents or other 2. Gangs and Serious Youth Violence Scrutiny Review Action Plan information will be 3. Ofsted Monitoring Visit Letter May 2018 available? Is there an intention to No, Unrestricted consider this report in bald private session and if so why? Title of Report Growth and Economic Ward Key Decision? Development Plan 2018-2023 All Wards Yes

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Forward Plan April 2019 Summary of Decision This report presents the council’s draft Growth and Economic Development Plan 2019-2023, which incorporates consultation feedback. The consultation on the draft Growth and Economic Development Plan ran from November 2018 to February 2019. The Tower Hamlets Growth and Economic Development Plan aims to deliver sustainable and inclusive economic growth enabling all our residents and businesses to prosper.

Decision maker Cabinet Date of decision 24/04/19 Community Plan A borough that our residents are proud of and love to live in Theme Cabinet Member Cabinet Member for Work and Economic Growth

Who will be consulted Online and at meetings. before decision is made and how will this The consultation on the draft Tower Hamlets Growth and Economic consultation take place Development Plan ran from November 2018 to February 2019.

We invited responses from a range of interested parties to help inform further discussions on the draft plan and its objectives.

Three groups of respondents were identified as key audiences in the consultation process:

 The education sector  Representative business bodies  Individual businesses from a range of sectors across the borough

The Growth and Economic Development Partnership Board was also engaged.

As well as relevant directorates/services, including Children’s, Health, Adults and Communities, Resources (Tackling poverty), Intelligence and Performance and Place have been consulted to develop the draft Plan. Has an Equality Impact An Equality Checklist has been developed. A full Equality Analysis will be Assessment been developed after the consultation is completed. carried out and if so the result of this Assessment? Contact details for Vicky Clark, Keiko Okawa comments or additional (Divisional Director for Growth and Economic Development) information [email protected], (Scrutiny Policy Officer, Scrutiny & Equalities, Chief Executive's) [email protected]

What supporting Tower Hamlets Plan documents or other Strategic Plan information will be available? Is there an intention to No, Unrestricted consider this report in private session and if so

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Forward Plan April 2019 why? Title of Report Mudchute Farm, Park and Ward Key Decision? allotments, Pier Road E14, Blackwall & Yes Cubitt Town; Grant of long lease Island Gardens

Summary of Decision The report recommends that the Council Grants a long lease of the land comprising Mudchute Farm, Park and allotments to the Mudchute Association. At the same time the Association will grant a sub-lease of the two allotments areas to the Isle of Dogs Allotments Society.

Decision maker Cabinet Date of decision Not before 22/05/19 Community Plan A borough that our residents are proud of and love to live in Theme Cabinet Member Mayor

Who will be consulted Internal consultation with Parks and the Mayor's Office. before decision is made and how will this Written material consultation take place Has an Equality Impact No Assessment been carried out and if so the result of this Assessment? Contact details for Richard Chilcott, Alan McCarthy, Ralph Million comments or additional (Acting Divisional Director, Property and Major Programmes) information [email protected], (Asset Strategy Capital Delivery & Property Services) [email protected], (Senior Strategic Asset Manager, Place)

What supporting None documents or other information will be available? Is there an intention to No, Unrestricted consider this report in private session and if so why? Title of Report Strategic Plan 2019-22 Ward Key Decision? All Wards Yes Summary of Decision To approve the Council’s Strategic Plan for 2019-22

Decision maker Cabinet Date of decision 24/04/19 Community Plan All Priorities

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Forward Plan April 2019 Theme Cabinet Member Mayor

Who will be consulted Various before decision is made and how will this Various – as a part of 2018 Strategic Plan priority setting, and election/manifesto consultation take place pledges Has an Equality Impact No – specific service level changes will require the appropriate equality impact Assessment been assessments when decisions required. carried out and if so the result of this Assessment? Contact details for Sharon Godman comments or additional (Divisional Director, Strategy, Policy and Performance) information [email protected]

What supporting Draft 2019-20 Strategic Plan documents or other information will be available? Is there an intention to No, Unrestricted consider this report in private session and if so why? Title of Report The Tower Hamlets Ward Key Decision? Safeguarding Partnership All Wards Yes (THSCP) - an Overview and Update on the new Safeguarding Children arrangements

Summary of Decision The Children and Social Work Act 2017 and revised statutory guidance require a new partnership body to be established to support Childrens Safeguarding. The report outlines the issues, timelines, development works and next steps for the establishment of the Tower Hamlets Safeguarding Partnership.

Decision maker Cabinet Date of decision 24/04/19 Community Plan A borough that our residents are proud of and love to live in Theme Cabinet Member Cabinet Member for Children, Schools and Young People

Who will be consulted Children and Culture DLT 1/11/2018 before decision is made Corporate Safeguarding Group 7/12/2019 and 15/02/2019 and how will this LSCB Executive 11/12/2018 consultation take place Tower Hamlets Together Board 10/01/2019

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Forward Plan April 2019 Children's Services Improvement Board 12/02/2019

Further engagement planned include: Children and Culture DLT 25/02/2019 and 04/03/2019 CLT 12/03/2019 Transitional Executive Board Meeting 25th February 2019 LSCB Operations Group 26th February 2019, NEL Child Death Review systems meeting Friday 1st March 2019 Cabinet 24/04/2019

Distribution of update papers, presentations and circulation of draft materials supporting the THSCP

Children and Culture DLT 1/11/2018 Corporate Safeguarding Group 7/12/2019 and 15/02/2019 LSCB Executive 11/12/2018 Tower Hamlets Together Board 10/01/2019 Children's Services Improvement Board 12/02/2019

Further engagement planned include: Children and Culture DLT 25/02/2019 and 04/03/2019 CLT 12/03/2019 Transitional Executive Board Meeting 25th February 2019 LSCB Operations Group 26th February 2019, NEL Child Death Review systems meeting Friday 1st March 2019 Cabinet 24/04/2019

Has an Equality Impact Yes Assessment been carried out and if so the result of this Assessment? Contact details for Daniel Devitt comments or additional (Senior Programme Manager, Born Well and Growing Well) information [email protected]

What supporting report to Corporate Safeguarding Group 15/02/2019 documents or other information will be available? Is there an intention to No, Unrestricted consider this report in private session and if so why? Title of Report Wayside Gardens, Marsh Wall; Ward Key Decision? Disposal of Land Canary Wharf Yes

Summary of Decision The report recommends that the Council disposes of the land comprising Wayside Gardens to the developer of a wider redevelopment scheme, which has planning permission. It is recommended that the receipt from the disposal is ring fenced to fund improvements to existing parks in the Isle of Dogs area.

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Forward Plan April 2019 Decision maker Cabinet Date of decision Not before 24/04/19 Community Plan Theme Cabinet Member Mayor

Who will be consulted Written material before decision is made and how will this The planning application which included the land went through the normal public consultation take place consultation process. Internal consultation with Parks, Public Realm and the Mayor’s office.

Has an Equality Impact No Assessment been carried out and if so the result of this Assessment? Contact details for Caleigh Freeman comments or additional (Business Management Support) [email protected] information What supporting None documents or other information will be available? Is there an intention to Partly Exempt (Part of the report will be exempt) consider this report in Yes. private session and if so Information relating to the financial or business affairs of any particular person why? (including the authority handling the information) Title of Report London Counter Fraud Hub Ward Key Decision? All Wards Yes Summary of Decision To provide an outline to Cabinet as to the work undertaken by the London Borough of Ealing, supported by a number of pilot Boroughs, leading to the creation of the London Counter Fraud Hub and to seek approval to join the hub as a Participating Authority.

Decision maker Cabinet Date of decision 22/05/19 Community Plan A dynamic outcomes-based Council using digital innovation and Theme partnership working Cabinet Member Cabinet Member for Resources and the Voluntary Sector

Who will be consulted Consultation has been completed across all 33 London Borough’s and at the before decision is made Society of London Treasurers. and how will this consultation take place Formal discussions at the Society of London Treasurers Has an Equality Impact No Assessment been

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Forward Plan April 2019 carried out and if so the result of this Assessment? Contact details for Kevin Bartle, Neville Murton, Steven Tinkler comments or additional Divisional Director of Finance, Procurement and Audit information [email protected], Corporate Director, Resources) [email protected], (Interim Service Head, Internal Audit & Risk Management Service) [email protected]

What supporting None documents or other information will be available? Is there an intention to Partly Exempt (Part of the report will be exempt) consider this report in Appendix 1 – Tender Report is not for publication by paragraph 3 of Part 1 of private session and if so Schedule 12A of the Local Government Act 1972 (see also paragraph 10 of the why? Access to Information Procedure Rules) Title of Report Neighbourhood Planning: Ward Key Decision? Modification of East Shoreditch Weavers Yes Neighbourhood Area

Summary of Decision As LPA, the Council is required to determine applications for Neighbourhood Planning Area designations in accordance with the Town and County Planning Act 1990 (as amended) and the Neighbourhood Planning (General) Regulations 2012.

The Council has received an application from the community organisation East Shoreditch Neighbourhood Forum to modify the boundary of the existing East Shoreditch Neighbourhood Planning Area.

Decision maker Cabinet Date of decision 22/05/19 Community Plan Theme Cabinet Member Deputy Mayor and Cabinet Member for Regeneration and Air Quality

Who will be consulted Consultation will include a public notice in the East London Advertiser; email before decision is made notification to the planning policy database; and information made available on and how will this the Council’s website, at the Town Hall, and at Bethnal Green Library and Idea consultation take place Store Whitechapel.

Public consultation will take place for six weeks between 14 March 2019 and 24 April 2019. Has an Equality Impact Assessment been carried out and if so the result of this Assessment?

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Forward Plan April 2019 Contact details for Adele Maher comments or additional (Strategic Planning Manager, Development and Renewal) information [email protected]

What supporting documents or other information will be available? Is there an intention to consider this report in private session and if so why? Title of Report Proposal to consult on the Ward Key Decision? closure of Raine’s Foundation All Wards Yes School and the expansion of Oaklands Secondary school

Summary of Decision The item proposes a public consultation on the closure of Raine’s Foundation School and the expansion of Oaklands Schools during June of 2019.

Decision maker Cabinet Date of decision 22/05/19 Community Plan TH Plan 1: A better deal for children and young people: aspiration, Theme education and skills Cabinet Member Cabinet Member for Children, Schools and Young People

Who will be consulted Parents and carers, headteachers, school staff, school governors, early years before decision is made and post-16 providers, community groups, and the wider community will be and how will this invited to take part. The Tower Hamlets School Admission Forum, consultation take place representative of schools, parents, community organisations and other key stakeholders in the admissions process will also be consulted at its meeting in the Summer Term 2019.

The proposal for consultation on the closure of Raine’s Foundation, as part of its amalgamation with Oaklands School, has already been agreed by the schools Raine’s IEB, Diocese and Oaklands Governing Body.

A public consultation will commence in June 2019 for up to four weeks . Has an Equality Impact NA Assessment been carried out and if so the result of this Assessment? Contact details for Christine McInnes comments or additional (Divisional Director, Education and Partnership, Children's) information [email protected]

What supporting NA

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Forward Plan April 2019 documents or other information will be available? Is there an intention to No, Unrestricted consider this report in NA private session and if so why? Title of Report Quarterly Performance & Ward Key Decision? Improvement Monitoring - Q4 All Wards No 2018-19

Summary of Decision This report provides the Mayor in Cabinet with an update on the delivery and implementation of the councils Strategic Plan

Decision maker Cabinet Date of decision 22/05/19 Community Plan A borough that our residents are proud of and love to live in Theme Cabinet Member Mayor

Who will be consulted n/a before decision is made and how will this None - this is a performance and delivery update consultation take place Has an Equality Impact n/a Assessment been carried out and if so the result of this Assessment? Contact details for Thorsten Dreyer, Sharon Godman comments or additional Strategy & Business Development Manager information [email protected], (Divisional Director, Strategy, Policy and Performance) [email protected]

What supporting none documents or other information will be available? Is there an intention to No, Unrestricted consider this report in private session and if so why? Title of Report Revenue and Capital Budget Ward Key Decision? Outturn 2018/19 All Wards No

Summary of Decision This report details the 2018-19 outturn position against the approved budget for the Revenue and Capital Spend for the financial year end 2018-19.

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The report may also seek approval for any new capital projects that need to be progressed during 2018-19.

It also includes information on the councils progress against its saving targets and a number of general financial health indicators.

Decision maker Cabinet Date of decision 22/05/19 Community Plan All Priorities Theme Cabinet Member Cabinet Member for Resources and the Voluntary Sector

Who will be consulted Directorates have provided projections for their outturn positions and before decision is made explanations of significant variances and progress on achieving savings. and how will this consultation take place Their capital teams have reviewed the capital programme and adjusted it to reflect new projects as well as developments, and slippage in existing ones.

As part of regular monitoring monthly cycle Has an Equality Impact N/A Assessment been carried out and if so the result of this Assessment? Contact details for Kevin Miles, Brian Snary comments or additional (Chief Accountant, Resources) [email protected], Financial information Accountant - Resources [email protected]

What supporting N/A documents or other information will be available? Is there an intention to No, Unrestricted consider this report in private session and if so why? Title of Report Safeguarding Adults Board Ward Key Decision? Strategy 2019-2014 All Wards No

Summary of Decision The Safeguarding Adults Board Strategy sets out what the organisations represented on the Safeguarding Adults Board will do to prevent and tackle adult abuse and neglect over the next five years.

Decision maker Cabinet Date of decision 22/05/19

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Forward Plan April 2019 Community Plan TH Plan 3: Strong, resilient and safe communities Theme Cabinet Member Cabinet Member for Adults, Health and Wellbeing

Who will be consulted residents, partner agencies, the third sector and staff. before decision is made and how will this Extensive consultation will be carried out with residents, partner agencies, the consultation take place third sector and staff.Consultation started in autumn 2018 Has an Equality Impact No Assessment been carried out and if so the result of this Assessment? Contact details for Shohel Ahmed comments or additional (Joint Safeguarding Adults Strategy and Governance Manager) information [email protected]

What supporting None documents or other information will be available? Is there an intention to No, Unrestricted consider this report in NA private session and if so why? Title of Report Children’s Services Ward Key Decision? Improvement Programme, All Wards No Quarterly Progress Report (Quarter 4- 2018/19)

Summary of Decision This report provides an update on progress in delivering improvements to Children’s Services in response to the report published by Ofsted in April 2017 which rated our services ‘inadequate’. The Council’s improvement plan aims to achieve a standard of ‘good’ at its next inspection, in 2019.

Endorsement is sought for the progress made in delivering the Children’s Services improvement Programme

Decision maker Cabinet Date of decision 26/06/19 Community Plan TH Plan 1: A better deal for children and young people: aspiration, Theme education and skills Cabinet Member Cabinet Member for Children, Schools and Young People

Who will be consulted Children’s Services DLT, CLT, MAB before decision is made The report will also go to the Overview and Scrutiny Committee and

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Forward Plan April 2019 and how will this Transformation and Improvement Board consultation take place in June/July 2019 ( date to be confirmed) .

Children’s Services DLT, CLT, MAB The report will also go to the Overview and Scrutiny Committee and Transformation and Improvement Board in June/July 2019 ( date to be confirmed) .

Has an Equality Impact N/A Assessment been carried out and if so the result of this Assessment? Contact details for Shade Idris comments or additional (Executive Support Officer, Childrens and HAC) information [email protected]

What supporting N/A documents or other information will be available? Is there an intention to No, Unrestricted consider this report in private session and if so why? Title of Report Contracts Forward Plan 2019/20 Ward Key Decision? - Quarter One All Wards Yes

Summary of Decision This report:  Presents the contracts being procured during quarter 4. The report also sets out the Contracts Forward Plan at Appendix 1 to the report; and  Asks for confirmation that all contracts can proceed to contract award after tender.

Decision maker Cabinet Date of decision 26/06/19 Community Plan All Priorities Theme Cabinet Member Cabinet Member for Resources and the Voluntary Sector

Who will be consulted before decision is made and how will this Necessary consultation will be undertaken in accordance with the council’s consultation take place policies and procedures.

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Forward Plan April 2019 Where required, consultation with service users and stakeholders will be undertaken as part of the project and budget approval process. Has an Equality Impact No. Contact specific EQIA is expected to be completed by respective contract Assessment been owners as part of the Directorate approval. carried out and if so the result of this Assessment? Contact details for Zamil Ahmed comments or additional (Head of Procurement) [email protected] information What supporting Report and appendices include details of all contracts to be awarded. documents or other information will be available? Is there an intention to No, Unrestricted consider this report in private session and if so why? Title of Report Strategic Review of Tower Ward Key Decision? Hamlets Homes All Wards Yes

Summary of Decision Following a strategic review of Tower Hamlets Homes (THH) the Arms length Management Organisation currently managing the Councils housing stock, this report recommends future housing management arrangements beyond July 2020 when the THH management agreement ends.

Decision maker Cabinet Date of decision Not before 26/06/19 Community Plan A borough that our residents are proud of and love to live in Theme Cabinet Member Statutory Deputy Mayor and Cabinet Member for Housing

Who will be consulted Consultation with all affected Council tenants and lessees. before decision is made and how will this Letter to each household inviting written responses. consultation take place Has an Equality Impact No Assessment been carried out and if so the result of this Assessment? Contact details for Mark Baigent comments or additional (Interim Divisional Director, Housing and Regeneration) information [email protected]

What supporting documents or other information will be

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Forward Plan April 2019 available? Is there an intention to No, Unrestricted consider this report in private session and if so why? Title of Report Support for Learning Review : Ward Key Decision? Options paper for new model of All Wards No inclusion support for high needs children

Summary of Decision This paper requests a review of the options for a new model of inclusion support for schools for high needs children and to extend the support from birth to 25 to address the changing demand in the borough.

A decision is required to approve an option. The approved option will then be developed into a proposal and brought back to Cabinet for consideration

Decision maker Cabinet Date of decision 26/06/19 Community Plan People are aspirational, independent and have equal access to Theme opportunities Cabinet Member Cabinet Member for Children, Schools and Young People

Who will be consulted 10% of schools in the borough took part in face to face meetings with Head before decision is made Teachers and SENCOs during November and December 2018 and how will this consultation take place The public consultation will take place during June and July 2019

There has been on-going consultation with schools via Schools Forum and also with a specific consultation exercise.

There will be a public consultation and key partners and service users will be actively engaged

Has an Equality Impact Yes Assessment been carried out and if so the result of this Assessment? Contact details for Shade Idris comments or additional (Executive Support Officer, Childrens and HAC) information [email protected]

What supporting NA documents or other information will be available?

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Forward Plan April 2019 Is there an intention to No, Unrestricted consider this report in NA private session and if so why? Title of Report Tower Hamlets CCTV Approach Ward Key Decision? All Wards No Summary of Decision The Council is seeking to create an evidence based rationale for future CCTV use and to ensure that the Council’s use of CCTV is effective in achieving its strategic priorities. The evidence base will form the business case for how we will prioritise and invest a provisionally agreed £3 million

Decision maker Cabinet Date of decision 26/06/19 Community Plan A borough that our residents are proud of and love to live in Theme Cabinet Member Deputy Mayor and Cabinet Member for Community Safety and Equalities

Who will be consulted Mayor, Cabinet member, DLT (HAC) and DLT (place), youth council and police. before decision is made and how will this Mayor, Cabinet member, DLT (HAC and Place) consultation take place Has an Equality Impact An Equality Impact Assessment does not need to be carried at this stage as Assessment been there are no proposed changes that would have an impact on the councils carried out and if so the obligations under the Equality Act. However, in exploring a future CCTV result of this approach, all potential equalities impacts will be considered. Assessment? Contact details for Ann Corbett, Joseph Lacey-Holland comments or additional (Divisional Director, Community Safety) [email protected], information (Senior Strategy Policy & Performance Officer) Joseph.Lacey- [email protected]

What supporting NA documents or other information will be available? Is there an intention to No, Unrestricted consider this report in NA private session and if so why? Title of Report Air Quality Action Plan Update Ward Key Decision? on Progress All Wards Yes

Summary of Decision A review of progress on achievements made towards compliance with the Council’s Air Quality Action Plan.

Decision maker Cabinet Date of decision Not before 31/07/19

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Forward Plan April 2019 Community Plan A borough that our residents are proud of and love to live in Theme Cabinet Member Deputy Mayor and Cabinet Member for Regeneration and Air Quality

Who will be consulted None before decision is made and how will this Carried out as part of the Air Quality Plan consultation take place Has an Equality Impact No Assessment been carried out and if so the result of this Assessment? Contact details for David Tolley comments or additional (Head of Environmental Health and Trading Standards) information [email protected]

What supporting N/A documents or other information will be available? Is there an intention to No, Unrestricted consider this report in private session and if so why? Title of Report Every Chance for Every Child: Ward Key Decision? Children and Families Strategy All Wards Yes 2019-2024

Summary of Decision This item outlines the strategic direction which the Children and Families Partnership has committed to over the next five years and includes information about the Learning and Achievement Strategy for 14 to 25 year olds 2019 – 2023 which aligns with one of the three priorities within the Children and Families Strategy

Decision maker Cabinet Date of decision 31/07/19 Community Plan People are aspirational, independent and have equal access to Theme opportunities Cabinet Member Cabinet Member for Children, Schools and Young People

Who will be consulted As above before decision is made and how will this • Used the engagement on the Tower Hamlets Plan (2017) as a starting point consultation take place • Built on this insight with: – The Pupil Attitude Survey (2017) – Analysis was released in 2018. 1,824 pupils took part: 1,433 primary pupil responses from 21 schools and 391

Page 48 24

Forward Plan April 2019 secondary pupil responses from schools – The Parent and Carer Survey (Summer 2018) - 209 parents and carers – Children’s Services Summer Survey (Summer 2018) - A total of 126 teenagers and pre-teens, and 22 parents and carers (of 42 children) • CYP Summit (November 2018) – attended by over 100 delegates including statutory and voluntary partners, and young people • Children and Families Partnership Board discussions - All meetings since July • Engagement with younger children in primary school and nursery has been conducted through December and January which has focused on the focus on direction of the proposed priorities. • Engagement carried out for the development of the Learning and Achievement Strategy for 14 to 25 year olds has also informed the Children and Families Strategy

Has an Equality Impact An EqIA is being developed alongside the Strategy, it will be updated as the Assessment been Strategy is updated to ensure that equalities are considered whenever a change carried out and if so the is made. An Equalities Checklist has been completed for the Learning and result of this Achievement Strategy for 14 to 25 year olds with no further action required at Assessment? this stage.

The final EqIA will be completed when the final version of the Strategy is completed.

Contact details for Tricia Boahene comments or additional [email protected] information What supporting NA documents or other information will be available? Is there an intention to No, Unrestricted consider this report in NA private session and if so why?

Page 49 25

This page is intentionally left blank Agenda Item 7.1

Non-Executive Report of the:

Overview and Scrutiny Committee

20th May, 2019

Classification: Report of: David Knight, Principal Committee Services Unrestricted Officer Scrutiny Arrangements - Appointment of Scrutiny Lead Members and Establishment of Sub-Committees for 2019-20

Originating Officer(s) David Knight, Senior Committee Manager Afazul Hoque, Head of Strategy and Policy, Resources and Governance Wards affected All Wards

Summary This report requests that the Overview and Scrutiny Committee (OSC):  Agrees the appointment of Scrutiny Lead Members;  To agree the establishment and terms of reference of the following Sub- Committees:

o Children and Education Scrutiny Sub-Committee; o Housing and Regeneration Scrutiny Sub-Committee; and o Health and Adults Scrutiny Sub-Committee.

Recommendations: The Overview and Scrutiny Committee is recommended to:

1. Approve Scrutiny Leads with specific portfolios and if so to appoint Members to the posts as set out in Section 3 of this report;

2. Note the co-option requirements for education in accordance with legislation, as set out at Paragraphs 3.3 to 3.9 of this report;

3. Establish the Sub-Committees as set out in Appendix 1 to this report;

4. Appoint Members for the above Sub-Committees;

5. Agree to respective terms of reference as set out in Appendix 2 to this report;

6. Appoint the Vice-Chair of the Overview and Scrutiny Sub-Committee; and.

7. Formally thank Kim Hayman and Sue Kenten for their contributions to the work of the Grants Scrutiny Sub-Committee, given the dissolution of this Committee.

Page 51

1. REASONS FOR THE DECISIONS

1.1 The Overview and Scrutiny Committee is required, at its first meeting of the municipal year, to confirm its arrangements for Lead Scrutiny Members and Sub-Committees.

2. ALTERNATIVE OPTIONS

2.1 The Committee could determine different arrangements for carrying out the Scrutiny of the Council’s executive decision making functions providing that all statutory requirements were met.

3. DETAILS OF REPORT

3.1 At its first meeting of the municipal year, the OSC are asked to approve its arrangements for Lead Scrutiny Members and Sub-Committees.

Scrutiny Lead Members and Portfolios

3.2 At its meeting on 15th May 2019, Council approved Special Responsibility Allowances for the Scrutiny Lead positions. It is therefore suggested that for the 2019/20 Municipal Year, the OSC consider the appointment of Lead Scrutiny Members for those agreed portfolios as set out below:

1. Scrutiny Lead for Health & Adults; 2. Scrutiny Lead for Children & Education; 3. Scrutiny Lead for Housing & Regeneration; 4. Scrutiny Lead for Resources & Finance; and 5. Scrutiny Lead for Community Safety & Environment.

Co-option of Representatives to Scrutiny

3.3 Section 9FA (4) of the Local Government Act 2000 provides that an overview and scrutiny committee of a local Council may include persons who are not members of the Council. This provision empowers, rather than obliges (excepting the requirement at 3.4 below), local authorities to have co-opted members on their overview and scrutiny committees.

3.4 However Schedule A1 to the Local Government Act 2000 also has effect in relation to the Council's executive arrangements. Paragraph 7 of Schedule A1 makes provision for overview and scrutiny committees to have church representatives as follows:

3.4.1 The Council must have a Church of England co-opted member on an overview and scrutiny committee if that committee's functions relate wholly or partly to education functions, and if the Council maintains one or more Church of England Schools (which is the case in Tower Hamlets). The Church of England representative must be nominated by the Diocesan Board of

Page 52 Education for any Church of England diocese which falls wholly or partly in Tower Hamlets.

3.4.2 Similarly, the Council must have a Roman Catholic representative on that overview and scrutiny committee if the committee's functions relate wholly or partly to education functions and if the Council maintains one or more Roman Catholic schools (which is the case in Tower Hamlets). The Roman Catholic representative must be a nominated by the bishop of any Roman Catholic diocese which falls wholly or partly in Tower Hamlets

3.6 Paragraph 8 of Schedule A1 to the Local Government Act 2000 sets out the power for the Secretary of State to make regulations requiring local authorities to have representatives of parent governors at maintained schools included on their overview and scrutiny committees. The Secretary of State has made the Parent Governor Representatives (England) Regulations 2001. Regulation 3 provides that a local education Council shall appoint at least two, but not more than five, parent governor representatives to any overview and scrutiny committee that has functions which relate wholly or partly to any education functions which are the responsibility of the Council's executive. The Regulations specify the process for electing representatives.

3.9 The OSC is requested to agree the co-option of nominated representatives in respect of education matters as set out in the table below.

Role Co-Optee

Church of England Diocese representative Dr Phillip Rice

Roman Catholic Diocese representative Joanna Hannan

Parent Governor representative Fatiha Kassouri

Parent Governor representative Neil Cunningham

Parent Governor representative Ahmed Hussain

Muslim Community Representative (non-voting) Khoyrul Shaheed

Scrutiny Sub-Committee arrangements

3.11 At is meeting on 23 April 2019, the Overview and Scrutiny Committee considered a report titled ‘Scrutiny Structure’ providing feedback from the Scrutiny Away Day on 16 March 2019 and allowing for a discussion on the best arrangements of Scrutiny Sub-Committees to allow the most effective oversight of the Council’s actions with the available resources.

3.12 Following discussion at that meeting, and further discussion with the Chair, it is proposed to establish three Scrutiny Sub-Committees covering the following areas:

Page 53  Education and Children’s Services Scrutiny Sub-Committee;  Health and Adults Scrutiny Sub-Committee; and  Housing and Regeneration Scrutiny Sub-Committee.

3.13 Proposed Terms of Reference for the three sub-committees are set out in Appendix 2 to the report alongside those for the main Committee.

Grants Scrutiny

3.14 The above proposals will see the dissolution of the Grants Scrutiny Sub- Committee. Dissolving the Grants Scrutiny Sub-Committee means that the two co-optees, Kim Hayman and Sue Kenten, will no longer be required to fulfil a scrutiny role specific to Grants. It is recommended that Overview and Scrutiny Committee agree to formally thank them for their contribution to this work.

Linked Reports, Appendices and Background Documents

Linked Report  None

Appendix  Appendix 1 - Appointment to Scrutiny Sub-Committees  Appendix 2 - Terms of Reference  Appendix 3 - New Portfolio’s  Appendix 4 - Calendar of meeting 2019/20

Local Government Act, 1972 Section 100D (As amended) List of “Background Papers” used in the preparation of this report List any background documents not already in the public domain including officer contact information.

 State NONE if none.

Officer contact details for documents:

 N/A

Page 54 Constitution Part B – Terms of Reference (OSC plus subs) Overview and Scrutiny Summary Description: The Council will appoint an Overview and Scrutiny Committee to discharge the functions: 1. to review or scrutinise decisions made in connection with the discharge of Executive functions; 2. to make reports or recommendations to the Council or Cabinet with respect to the discharge of Executive functions; 3. to review or scrutinise decisions made in connection with the discharge of non-executive functions; and 4. to make reports or recommendations to the Council or to Cabinet on matters affecting the Council’s area or its citizens. 5. Grants scrutiny will be the responsibility of the OSC committee, under the remit of the Scrutiny Lead for Resources.. The aim is to make the decision-making process more transparent, accountable and inclusive, and improve services for people by being responsive to their needs. Membership: 6 non-executive councillors – the chair and leads from Sub Committees. Functions Delegation of Functions 1. To discharge the functions conferred by sections 9F to 9FI of None the Local Government Act 2000; or any functions which may be conferred on it by virtue of regulations under section 244(2ZE) of the National Health Service Act 2006 (local authority scrutiny of health matters) in accordance with the arrangements specified for the discharge of the Overview and Scrutiny function and the establishment of an Overview and Scrutiny Committee contained within Part 4 (section 4.5) and Article 6 of the Constitution 2. Reviewing and/or scrutinising decisions made or actions None taken in connection with the discharge of the Council’s functions 3. Advising the Mayor or Cabinet of key issues/questions arising None in relation to reports due to be considered by the Mayor or Cabinet 4. Making reports and/or recommendations to the Council None and/or Mayor or Cabinet in connection with the discharge of its functions 5. Delivering (3) by organising an annual work programme, None drawing on the knowledge and priorities of the Council, registered providers and other stakeholders, that will identify relevant topics or issues that can be properly scrutinised 6. Holding service providers to account, where recent None performance fails to meet the recognised standard, by looking at relevant evidence and make recommendations for service improvements 7. Considering strategic matters affecting the area or its None

Page 55 inhabitants, including where these matters have been brought to the attention of the sub-committee by tenant and resident associations, or members of the general public 8. In accordance with the Council’s Petition Scheme: None (a) To require a Chief Officer to give evidence to the Committee on a matter that is the subject of a petition including 1,000 or more valid signatures (the Committee will also invite the relevant Executive Member to the meeting); and (b) To undertake a review if a petition organiser feels the authority’s response to his/her petition was inadequate 9. On behalf of the Council to establish and make None appointments to any joint overview and scrutiny committee Quorum: Three members of the Committee Additional Information: Is contained in:  Constitution Part A Section 9 (Overview and Scrutiny Committee and Scrutiny Sub-Committees / Panels  Constitution Part B Section XX (Overview and Scrutiny Rules)  Constitution Part D Section XX (Overview and Scrutiny Committee Procedure Rules)

Page 56 Health and Adults Scrutiny Sub-Committee

Summary Description: The Health and Adults Scrutiny Sub-Committee has been established to undertake the Council’s responsibilities in respect of Scrutinising local health services and adult social care, covering services provided by the Council as well as those provided by the Council’s partners. Membership: 6 non-executive councillors – the chair and five councillors. Functions Delegation of Functions 1. Reviewing and/or scrutinising decisions made or actions taken None in connection with the discharge of the Council’s health and adult social care functions 2. Advising the Mayor or Cabinet of key issues/questions arising None in relation to health and adult social care reports due to be considered by the Mayor or Cabinet 3. Making reports and/or recommendations to the Council and/or None Mayor or Cabinet in connection with the discharge of health and adult social care functions 4. Delivering (3) by organising an annual work programme, None drawing on the knowledge and priorities of the Council, registered providers and other stakeholders, that will identify relevant topics or issues that can be properly scrutinised 5. Holding service providers to account, where recent None performance fails to meet the recognised standard, by looking at relevant evidence and make recommendations for service improvements 6. Considering health and adult social care matters affecting the None area or its inhabitants, including where these matters have been brought to the attention of the sub-committee by tenant and resident associations, or members of the general public 7. The sub-committee will report annually to the Overview and None Scrutiny Committee on its work 8. To discharge the Council’s Scrutiny functions under the None National Health Service Act 2006 and the Local Authority (Public Health, Health and Wellbeing Boards and Health Scrutiny) Regulations 2013. Including to:  Review and scrutinise matters relating to the health service within the Council’s area and make reports and recommendations in accordance with any regulations made thereunder;  Respond to consultation exercises undertaken by an NHS body; and  Question appropriate officers of local NHS bodies in relation to the policies adopted and the provision of services. Quorum: Three voting Members Additional Information: Is contained in:  Constitution Part A Section 9 (Overview and Scrutiny Committee and

Page 57 Scrutiny Sub-Committees / Panels  Constitution Part B Section XX (Overview and Scrutiny Rules)  Constitution Part D Section XX (Health Scrutiny Sub-Committee Procedure Rules)??

Page 58 Housing and Regeneration Scrutiny Sub-Committee

Summary Description: The Housing and Regeneration Scrutiny Sub-Committee will undertake overview and scrutiny pertaining to housing management and planning matters, as well as regeneration strategy and sustainability, including economic development, regeneration and inequality; and employment strategy and initiatives and skills development.

Membership: 6 non-executive councillors – the chair and five councillors Functions Delegation of Functions 1. Reviewing and/or scrutinising decisions made or actions taken None in connection with the discharge of the Council’s housing and regeneration functions; 2. Advising the Mayor or Cabinet of key issues/questions arising in None relation to housing and regeneration reports due to be considered by the Mayor or Cabinet; 3. Making reports and/or recommendations to the Council and/or None Mayor or Cabinet in connection with the discharge of housing and regeneration functions; 4. Delivering (3) by organising an annual work programme, None drawing on the knowledge and priorities of the Council, registered providers and other stakeholders, that will identify relevant topics or issues that can be properly scrutinised; 5. Holding service providers to account, where recent performance None fails to meet the recognised standard, by looking at relevant evidence and make recommendations for service improvements; 6. Considering housing and regeneration matters affecting the None area or its inhabitants, including where these matters have been brought to the attention of the sub-committee by tenant and resident associations, or members of the general public; and 7. The sub-committee will report annually to the Overview and None Scrutiny Committee on its work. Quorum: Three voting Members Additional Information: Is contained in:  Constitution Part A Section 9 (Overview and Scrutiny Committee and Scrutiny Sub-Committees / Panels  Constitution Part B Section XX (Overview and Scrutiny Rules)  Constitution Part D Section XX (Grants Scrutiny Sub-Committee Procedure Rules)??

Page 59 Children and Education Scrutiny Sub-Committee

Summary Description: The Children and Education Scrutiny Sub-Committee has been established to scrutinise the provision, planning and management of children and young people’s services – including children’s social care; safeguarding children; children in care; SEN and education inclusion, troubled families and the Youth Offending Service (YOS) education, learning and schools; youth services; early years; education capital estate and youth & play services.

Membership: 6 non-executive councillors – the chair and five councillors; and 6 co-opted members (consisting of: - a Church of England and a Roman Catholic representative; 3 Parent Governor representatives under paragraph 7 of Schedule A1 to the Local Government Act 2000; and a Muslim faith representative). Functions Delegation of Functions 1. Reviewing and/or scrutinising decisions made or actions taken None in connection with the discharge of the Council’s children social care and education functions; 2. Advising the Mayor or Cabinet of key issues/questions arising None in relation to children and education reports due to be considered by the Mayor or Cabinet; 3. Making reports and/or recommendations to the Council and/or None Mayor or Cabinet in connection with the discharge of children and education functions; 4. Delivering (3) by organising an annual work programme, None drawing on the knowledge and priorities of the Council, registered providers and other stakeholders, that will identify relevant topics or issues that can be properly scrutinised; 5. Holding service providers to account, where recent None performance fails to meet the recognised standard, by looking at relevant evidence and make recommendations for service improvements; 6. Considering children and education matters affecting the area None or its inhabitants, including where these matters have been brought to the attention of the sub-committee by tenant and resident associations, or members of the general public; and 7. The sub-committee will report annually to the Overview and None Scrutiny Committee on its work. Quorum: Three voting Members Additional Information: Is contained in:  Constitution Part A Section 9 (Overview and Scrutiny Committee and Scrutiny Sub-Committees / Panels  Constitution Part B Section XX (Overview and Scrutiny Rules)  Constitution Part D Section XX (Grants Scrutiny Sub-Committee Procedure Rules)??

Page 60 These are the nominations to the 3 scrutiny sub-committees, subject to what O&S agrees regarding the overall number and size of sub-committees.

Environment and Community Safety scrutiny sub-committee

Cllr Ayas Miah

Cllr Bex White (Lead)

Cllr Helal Uddin

Cllr Kyrsten Perry

Cllr Shah Ameen

Cllr Andrew Wood

Housing and Regeneration scrutiny sub-committee

Cllr Dipa Das (Lead)

Cllr Eve McQuillan

Cllr Gabriela Salva Macallan

Cllr Marc Francis

Cllr Mohammed Pappu

Cllr Andrew Wood

Health and Adults scrutiny sub-committee

Cllr Denise Jones

Cllr Gabriela Salva Macallan

Cllr Helal Uddin

Cllr Kahar Chowdhury (Lead)

Cllr Shad Chowdhury

Cllr Andrew Wood

Page 61 This page is intentionally left blank Proposed Scrutiny Leads Portfolio

Housing & Health & Community Adults Children & Regeneration Resources & OSC Safety & (Chair of Education (Chair of Finance Chair Environment Sub- Sub- Committee) Committee)

1. Community Safety 1. Children Services 1. Housing Mgt & Better 1. Finance Budget 1. Adult Social 1. Strategy and performance 2. THEO’s & Ofsted Neighbourhoods Development & Care 2. Strategic Partnership Enforcement 2. Children Social 2. Housing Options and Monitoring 2. Adults with 3. Oversight of Budget 3. Crime Prevention Care (CSC) Advice 2. Capital Strategy Disabilities scrutiny 4. Anti-Social 3. Looked After 3. Tower Hamlet Homes & & Delivery 3. Mental Health 4. Tower Hamlets Behaviour Children and Child Registered providers 3. Capital Delivery 4. Carers Partnerships & Tower

Page 63 Page 5. Drugs and Alcohol Protection 4. Private Sector Housing & Property 5. Loneliness Hamlets Plan Crime Prevention 4. CWD and Special 5. Housing Strategy Services 6. Tackling Health 5. Policy Development and 6. Tackling Needs 6. Economic Regeneration 4. Grants and Inequalities implementation Radicalisation/ 5. Youth Services 7. Housing Fire Safety Voluntary Sector 7. Public health 6. Cohesion, integration and Prevent 6. Youth Offending & 8. New Council Homes 5. Procurement & 8. Leisure Sports community relations 7. Waste Management Youth Justice 9. Local Development Corporate & Physical 7. Civic Centre & Recycling 7. Tackling Child Framework & Local Plan Programmes Activity 8. Brexit 8. Street Management Poverty 10. Regeneration Strategy & 6. Value for Money 9. NHS health 9. Council Transformation & Cleanliness 8. Early Years, Sustainability 7. Revenue Services services and continuous 9. Environmental & Learning & Play 11. Asset Management 8. Human Resources 10. Integrated improvement Health and Protection 9. Children’s’ Centres 12. Planning Services, 9. ICT services 10. Communication 10. Environmental 10. Young People & building control and 10. Risk Management 11. Equalities enforcement Learning enforcement 11. Tackling poverty 12. Members Support 11. Parking Services 11. School 13. Major projects and welfare 12. Parks and Open Improvement 14. Employment Strategy reform Spaces 12. Further and Higher 15. Tackling Economic 12. Customer Access 13. Transport Services Education Inequality & local Presence 14. Neighbourhood 13. Arts and Events 16. Employment Partnership 13. Idea Stores and refresh programme 14. Cultural Creative (inc JCP) Libraries 15. Highways Industries 17. Economic Development 14. Digital Inclusion 16. Road Safety & 15. Community 18. Skills Improvement and Internet Cycling Language Services 19. Employment Initiatives Access 17. Licensing Policy and (Work Path) Strategy 20. Volunteering, 18. Trading Standards Apprenticeships and 19. Air Quality Training 21. Support for local businesses 22. Market and Town Centres This page is intentionally left blank CALENDAR OF SCRUTINY MEETINGS FOR THE 2019/2020 MUNICIPAL YEAR

MEETING MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB APR MAY JUN No. of

DAY/TIME/ 19 19 19 19 19 19 19 19 20 20 20 20 20 Mtgs Overview & Scrutiny Committee 6.30 pm 20* 24 29 23 28 25 16 27 24 27* 26*^ 11 (Monthly +plus budget Mondays meeting)

Health Scrutiny Sub Committee 6.30pm 8 2 5 14 28* 5 (every 2 months) Tuesday Housing & Regeneration 6.30pm 9 or 10 26 21 6* 5 Scrutiny Sub Tuesday 18 Committee (every 2 months) Children’s

Services 65 Page Scrutiny 6.30pm 25 29 23 17 11 7 6 Sub Committee

This page is intentionally left blank Agenda Item 7.2

Overview & Scrutiny

20th May 2019

Classification: Report of: Corporate Director of Resources Unrestricted

Provisional Outturn Report 2018-19

Lead Member Councillor Ronald, Cabinet Member for Resources Originating Officer(s) Kevin Miles – Chief Accountant Wards affected N/A Key Decision? N/A

Executive Summary This report introduces the Draft Provisional Outturn report for 2018/19. It includes details of the Revenue and Capital outturn positions, the projected position of the Dedicated Schools Budget and the Housing Revenue Account and outlines progress made against savings targets as well as other key financial indicators.

Recommendations:

The Mayor in Cabinet is recommended to:

1. Note the Council’s draft outturn position for the General Fund, Dedicated Schools Budget and HRA budgets agreed for 2018-19, based on information as at the end of March 2019 and subject to the ongoing closure process as detailed in the appendices. 2. Note the summary savings position.

1. REASONS FOR THE DECISIONS

1.1. The Council could choose to monitor its budgetary performance against an alternative timeframe but it is considered that the reporting schedule provides the appropriate balance to allow strategic oversight of the budget by members and to manage the Council’s exposure to financial risk. More frequent monitoring is undertaken by officers and considered by individual service Directors and the Council’s Corporate Leadership Team (CLT) including approval of management action. Notwithstanding the above, this is the draft outturn report and it is good financial management practice to

Page 67 report this to elected members. 1.2. To the extent that there are options for managing the issues identified, these are highlighted in the report in order to ensure that members have a full picture of the issues and proposed solutions as part of their decision making.

2. ALTERNATIVE OPTIONS

2.1. The regular reporting of Revenue and Capital Budget Monitoring information through the year and the preparation of the draft outturn position after the year end provides detailed financial information to members, senior officers and other interested parties on the financial performance of the Council. It sets out the key variances reported by budget holders and the management action being implemented to address the identified issues. Work is currently still taking place on closedown and this report forms the basis for the financial statements.

2.2. Further information across the Council’s key financial activities is also included to ensure that CLT and Members have a full picture to inform their consideration of any financial decisions set out in this report and also their broader understanding of the Council’s financial context when considering reports at the various Council Committees.

2.3. Set alongside relevant performance information it also informs decision making to ensure that Members’ priorities are delivered within the agreed budget provision.

2.4. It is important that issues are addressed to remain within the approved budget provision or where they cannot be contained by individual service management action, alternative proposals are developed and solutions proposed which address the financial impact; CLT and Members have a key role in approving such actions as they represent changes to the budget originally set and approved by them.

3. DETAILS OF THE REPORT

3.1. On the 21st of February 2018 the council considered and agreed the Revenue Budget and Council Tax for 2018-19; and a capital programme showing resources available for investment in assets and infrastructure for ten years until 2027-28. The Council also agreed the Housing Revenue Account (HRA) budget from 2018-19 which includes the rent setting and other charges.

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3.2. The net budget requirement for 2018-19 was set at £343.7m. The MTFP indicated a balanced budget for 2018-19, which included delivering savings of £23.8m (£18.3m for 2018-19, and £5.5m slippage from previous years) and anticipated that the Council will still need to deliver further annual savings of £13.2m and £9.0m in 2019-20 and 2020-21 respectively.

3.3. The provisional outturn for the General Fund is showing an overspend of £2.6m after the application of reserves and corporate contingency. Originally budgeted to make a call of £5.6m from the General Fund balance, the provisional final position requires a further £0.9m increasing the amount required to £6.5m. The HRA has scaled back its projected outturn and has made a £6.5m surplus, against a revised budgeted surplus of £7.4m.

3.4. There were significant in-year pressures in Children’s Services which resulted in an overspend, much of which is attributable to social care.

3.5. The Place directorate is forecasting an underspend position of approximately £2.9m as a result of a late budget adjustment and receipt of one off parking income. Other areas of potential overspend have been subject to the application of earmarked reserves.

4. EQUALITIES IMPLICATIONS

4.1. The Council has a public sector equality duty under the Equalities Act (2010) to have due regard to:

 Tackle discrimination and victimisation of persons that share the characteristics protected under S4 of the Act. These include the characteristics of age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex (formerly gender) and sexual orientation;  Advance equality of opportunity between people who share those protected characteristics and people who do not;  Foster good relations between people who share those characteristics and people who do not.

4.2. This report introduced the Draft Provisional Outturn for 2018/19. It includes details of the Revenue and Capital outturn positions, the projected position of the Dedicated Schools Budget and the Housing Revenue Account and outlines progress made against savings targets as well as other key financial indicators.

Page 69

4.3. Any decisions taken by the Council which relate to this report will have been subjected to an equality analysis, prior to a decision to implement is made. The Council continues to monitor the impact on residents who share protected characteristics as part of the ongoing public sector equality duty.

5. OTHER STATUTORY IMPLICATIONS

5.1. This section of the report is used to highlight further specific statutory implications that are either not covered in the main body of the report or are required to be highlighted to ensure decision makers give them proper consideration. Examples of other implications may be:  Best Value Implications,  Consultations,  Environmental (including air quality),  Risk Management,  Crime Reduction,  Safeguarding.

5.2 There are no other statutory implications contained in this report

6. COMMENTS OF THE CHIEF FINANCE OFFICER

6.1. The attached report is primarily financial in nature and the financial implications of the issues raised have been included in the main report.

7. COMMENTS OF LEGAL SERVICES

7.1. Under Regulation 3 of the Accounts and Audit Regulations 2015, the Council is required to ensure that it has a sound system of internal control that facilitates effective exercise of the Council’s functions and includes arrangements for the management of risk. The regular reporting of Revenue and Capital Budget Monitoring information through the year complied with this requirement.

______

Linked Reports, Appendices and Background Documents

Linked Report  None

Appendices

Page 70 Appendix 1 – Directorate Summary Report Appendix 2 – Control Budget – Revenue Appendix 2a – Control Budget – Capital Appendix 3 – Capital Monitoring Detail Appendix 4 – Savings Tracker Summary and Detail

Background Documents – Local Authorities (Executive Arrangements)(Access to Information)(England) Regulations 2012

Mayoral Priority Growth tracker 2018-21

Officer contact details for documents:  N/A

Page 71 This page is intentionally left blank

2018-19 Provisional Outturn Report

Sctn Page

Summary 1 2

Directorate positions Health, Adults & 2.1 4 Community Services Children & Culture 2.2 5 Place 2.3 9 Governance 2.4 11 Resources 2.5 12 Corporate Costs and 3 Funding Housing Revenue Account 4 13 (HRA) Capital 5 14 Reserves 6 15 Savings 7 19 Council Tax / Business 8 20 Rates Treasury 9 22

Circulated to Cabinet Date 22nd May 2019 Classification Unrestricted Report of Corporate Director of Resources Lead Member Cllr Ronald, Cabinet Member for Resources and the Voluntary Sector Originating Officer(s) Kevin Miles, Chief Accountant Wards affected All Wards Key Decision? No

Page 73

Summary 1 General Fund Reserve usage £6.5m compared to planned £5.6m in original budget DSG has a net overspend of £5.7m excluding ring-fenced funds Housing Revenue Account (HRA) £0.9m overspent

Variance Reserve Outturn Variance Outturn Variance Original Revised before Adjust- After After Revised After After Budget Budget Actual Reserves ments Reserves Reserves Budget Reserves Reserves

Service 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2017-18 2017-18 2017-18

'000 '000 '000 '000 '000 '000 '000 '000 '000 '000

Health, Adult & Community 141.0 105.9 107.1 1.2 (1.2) 105.9 (0.0) 105.6 105.6 0.0

Public Health1 0.0 35.0 34.6 (0.4) 0.4 35.0 (0.0) 33.5 33.5 0.0

Children & Culture 107.2 100.0 110.1 10.0 (2.2) 107.9 7.8 98.8 107.6 8.8

Place 64.4 70.2 67.5 (2.7) (0.2) 67.3 (2.9) 64.4 63.4 (1.0)

Governance 13.1 14.2 16.1 1.8 (1.8) 14.3 0.1 12.8 13.4 0.6

Resources 22.3 20.9 26.7 5.8 (4.7) 21.9 1.1 26.3 27.1 0.8

Corporate (4.3) (2.5) (13.2) (10.7) 4.1 (9.1) (6.5) 4.5 (6.2) (10.7)

343.7 343.7 348.8 5.1 (5.6) 343.2 (0.5) 345.9 344.4 (1.5)

Financed by (338.1) (339.8) (340.4) (0.6) 3.7 (336.7) 3.1 (346.5) (345.9) 0.0 Net General Fund Movement 5.6 3.9 8.4 4.5 (1.9) 6.5 2.6 (0.6) (1.5) (1.5)

Housing Revenue Account2 0.0 (7.4) (6.5) 0.9 (0.9) (7.4) 0.0 12.0 12.0 0.0

DSG – Schools Block3 197.5 197.5 196.3 (1.2) 0 196.3 (1.2)

DSG - Non Schools Block 79.0 79.0 84.7 5.7 0 84.7 5.7

DSG Total 276.5 276.5 281.0 4.5 0 281.0 4.5 1 Public Health is ring-fenced and surpluses are taken into an earmarked reserve 2 The HRA is a standalone account outside of the general fund 3The Schools Block DSG Allocation is ring-fenced and cannot be used to support overspends in other DSG areas

Conventions: The use of brackets denotes either an income budget or a positive variance (underspend).

Note 1: The current budget reflects the original budget approved by Members in February 2018 adjusted for any subsequent approved budget virements. The budget history is included as Appendix 2.

In February 2018 the Council approved a revenue budget of £343.7m which was to be financed by external funding sources such as Council Tax, Business Rates; grants and drawdown from the Council’s Earmarked and General Fund reserves.

There has been an overall £6.4m usage of the General Fund compared to the planned £5.6m in the original budget. This leaves an overspend on the general fund of £2.6m compared to the revised budget. The £7.8m overspend on Children Services is the main contributing factor.

The DSG has a gross overspend position of £7.9m (within the ‘High Needs’ and Early Years blocks), although this is partially mitigated by an underspend of £2.2m from the central schools services block allocation, leaving a net overspend position of £5.7m. There is an additional £1.2m underspend within the schools block, but this is ring-fenced and must be carried forward.

The HRA has achieved a reduced surplus of £6.5m against a projected surplus of £7.4m.

Page 74 The MTFP outlined for 2018-19 approved savings of £18.3m in order to deliver a balanced budget. An additional £5.5m relating to slippage from previous years must also be achieved. Therefore, in total £23.8m of savings are to be delivered.

Summary (cont.) 1

2018-19 in two sentences and five numbers This report shows outturn position for the financial year ended 2018-19

£2.6m Net overspend on General Fund: after application of £18.3m of Reserves.

£23.8m Savings: our total savings requirement for the current year taking into account slippage from earlier years’; we believe that £8.4m will slip into future years, and £1.8m is not recoverable.

£18.3m Adjustments made from earmarked reserves to fund services. This is higher than the £13.1m originally budgeted.

£566m Collectable income: total collected for Council Tax and Business Rates.

£383m Treasury Investments: a revised investment strategy to achieve £1.5m of additional income was achieved.

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Health, Adults & Community 2.1 Outturn variance of less than 100k

Variance Reserve Outturn Variance Outturn Variance Original Revised before Adjust- After After Revised After After Budget Budget Actual Reserves ments Reserves Reserves Budget Reserves Reserves

Service 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2017-18 2017-18 2017-18

'000 '000 '000 '000 '000 '000 '000 '000 '000 '000

HA&C 141.0 105.9 107.1 1.2 (1.2) 105.8 (0.0) 105.6 105.6 0.0 Public Health 0.0 35.0 34.6 (0.4) 0.4 35.0 (0.0) 33.5 33.5 0.0 Health, Adult & Community 141.0 140.9 141.7 0.8 (0.8) 141.9 0.0 98.8 107.6 8.8

The Health, Adults and Community Directorate has come in broadly on budget for 2018-19 once the ring- fenced Public Health grant is taken into account. We have summarised the main variances below.

The 2018-19 budgets include £3.5m of savings including £0.8m of savings from prior years. The directorate achieved £2.9m (81%) of these savings in 2018-19.

The Outturn position includes the usage of £1.46m of additional funding received to alleviate winter pressures on the NHS, getting patients home quicker and freeing up hospital beds across England.

(in numerical descending order) £m Variance commentary

Adult Social Care 3.0 The 2018-19 outturn is an over spend of £3.0m against a net budget of £90.1m (3%). An over spend due to demand for residential and The over spend is caused by pressures in demand led residential and community community-based care based care services for adults with disabilities, older people and mental health. services for disabled and

older people. There was an adverse movement of £2.2m from the forecast over spend of £0.8m in Period 11 to the final outturn of a £3.0m overspend. This movement was predominantly in relation to homecare – forecasts did not reflect the level of outstanding payments to providers (the total accrual raised for homecare is approximately 20% of total spend on homecare for 2018-19). The forecasting approach last year was successful as providers were paid on account until February 2018. Since then the approach to paying providers has changed, and electronic homecare monitoring is now implemented, albeit with some difficulties, which has resulted in the previous method for forecasting no longer being suitable.

Extensive work is underway to review the end-to end process for commissioning care to the care being provided, invoiced for and paid, to look at how clarity of information can be improved across the teams within the directorate, the quality of the information available within systems at the Council and how data quality improvements can be made, and how to decrease the time taken to pay providers for care delivered. These actions will ensure much greater accuracy with forecasts can be achieved.

Integrated (2.5) The outturn variance is a £2.5m underspend against a net budget of £12.1m, Commissioning following efficiencies achieved through the procurement programme and IBCF and An under spend due to BCF time limitedPage funding. 76 procurement efficiencies.

The under spend is attributable as follows:

BCF schemes - £0.8m. BCF income for care act implementation pressures (£0.7m) is held here, however actual pressures are presented in Adult Social Care. The remaining under spend of £0.1m relates to schemes supporting integration with health.

IBCF schemes - £0.6m. Funding relating to market sustainability and LD inflationary pressures was held in this Division; however the expenditure pressures were actually presented within Adult Social Care. The funding was held separately from the actual pressures to reflect that IBCF funding within the directorate is one off in nature as the funding reduced and ultimately ceases after 2019-20.

Procurement efficiencies - £0.7m. Contract efficiencies made in 2018-19 will support delivery of intended savings in 2019-20.

Unbudgeted income - £0.2m. This is in relation to the return of prior years’ tenants subsidies of £0.2m.

Community Safety (0.7) The outturn variance is a £0.7m under spend against a net budget of £3.7m An under spend due to following planned allocation of reserves for the additional costs of police posts. temporary vacancies in staffing. The under spend is due to posts being vacant, pending a safer communities service redesign (to achieve a 2019-20 MTFS saving of £0.255m) and whilst recruitment to new posts took place.

Alongside this, a general fund budget of £0.2m to support DAAT has not been used due to the full allocation of the Public Health contribution not being required to fund the DAAT service.

Public Health - The outturn variance under spend of £0.4m will need to be retained in reserves for Break even after transfer to Public Health initiatives in future years, in line with the ring fenced nature of the reserves. grant. This will result in the Public Health ring fenced reserve totalling £1.7m. It is planned to support future work on tackling loneliness and social isolation through the use of some of this reserve.

The under spend is a result of reduced expenditure on substance misuse services following 2 of the 3 providers not meeting the threshold in place for PbR (payments by results) payments and management of demand driven residential treatment.

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Children & Culture 2.2 Outturn variance £7.8m General fund overspend DSG £5.7m overspend excluding ring-fenced items

Variance Reserve Outturn Variance Outturn Variance Original Revised before Adjust- After After Revised After After Budget Budget Actual Reserves ments Reserves Reserves Budget Reserves Reserves

Service 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2017-18 2017-18 2017-18

'000 '000 '000 '000 '000 '000 '000 '000 '000 '000

C&C GF 107.2 100.0 110.1 10.0 (2.2) 107.9 7.8 98.8 107.6 8.8

C&C DSG 276.5 276.5 281.0 4.5 0 281.0 4.5

The General Fund budget for Children & Culture is £100.031m and was overspent by £10.0m before a pre- approved drawdown from reserves of £2.2m, leaving a net variance of £7.8m. Most of this overspend is within Children’s Resources (£2.1m), Youth Services and Commissioning (£1.7m), Children’s Social Care (£1.7m) and Early Years (£1.3m).

There is an increased pressure on the Special Educational Needs and Disability (SEND) support for schools budget within Education and Partnerships, on both General Fund (£1.7m) and DSG (£3.3m). The General Fund pressure is related to Transport Services (£1.3m) and staffing (£0.4m). The external transport service has recently been recommissioned resulting in an increased cost, which is currently being analysed by Commissioning and SEND, along with additional numbers of children requiring the service. Internal audit have been instructed to investigate the absence of controls in the existing process for commissioning transport services. Grant Thornton is currently also leading a review of expenditure on this area. The outcome from these exercises will be reported to members in due course.

We continue to develop work to address the challenges highlighted for improvement following the Ofsted report in April 2017. This work is now beginning to positively impact on practice and systems which has enabled a reduction of spend and pressures within Children’s Social Care. We are now heading towards the end of this 2 year plan which identifies a one-off £4.2m cost (£1.9m incurred in 2017/18 and £1.7m in 2018/19) which has been met by Council reserves subject to meeting certain targets. Work to review and re-design our placement sufficiency and strengthen our recruitment and retention are now demonstrating that spend is reducing and positively impacting on financial pressures. The net forecast includes £1.8m to be drawn down in 2018-19. The balance of £0.5m will be required for 2019-20. £0.4m is required from reserves for Fireworks, Youth Sports and THEP Seed funding.

Details of the significant variances on the General Fund are shown below.

Over (in numerical descending order) £m Variance commentary

Special Educational 1.7 The increased numbers of pupils with Education, Health & Care Plans (EHCPs) Needs qualifying for transport led to over spending on both the internal and the external Continued increase of SEND transport. Despite a growth bid submitted for the 2018-19 financial year to transportation costs reduce the impact of a predicted overspend, the increase in service users, the rise in costs of both internal and external transport and the limitations of the re-tendering process undertaken in Summer 2018 meant that the budget was under-resourced in relation to the need. A further growth bid was submitted for this financial year to reduce the financial impact of the predicted over spend. Increased numbers and the age of the fleet meant that an additional 30-seater coach needed to be purchased and an anomaly in the transport for pupils to the LA’s residential school was corrected to reimburse Pagethe annual 78 costs of transport back to the school. The School Transport Advisory Group meets regularly and has recommended a pilot project to increase the numbers of pupils with EHCPs who receive travel training to travel independently to school and the offering of personal travel budgets. Going forward SEN Transport and Commissioning are waiting for the results of the review of transport expenditure which is expected to recommend a range of strategies to reduce the spend on both internal and external SEN Transport. Agency staff and internal SLAs with other council services have contributed to the over spend due to backlog of Education Health & Care Plans (EHCP) and new caseloads; this pressure remained as the focus shifted to ensuring statutory compliance with timescales for issuing EHCPs and annual reviews. There are £0.2m savings for 2018-19 that are unachievable. Moving forward into 2019-20 there are an additional £0.740m unachievable savings in the MTFS that will require a management action to mitigate.

Contract Services 1.6 Options for the future delivery of Contract Services were presented to Cabinet in Full review of service February 2019. All recommendations were accepted by Cabinet. The recommendations are intended to reduce pressures on the budget for this service, including withdrawal of Secondary school catering, withdrawal from schools contract cleaning, a review of adults’ welfare meals, and a review of primary schools SLAs. Cabinet have instructed officers to work up full detailed plans for each of the recommendations.

Early Years 1.3 These savings are unachievable in 2018-19 due to pressures on Early Years budgets. Unachievable Savings The savings are currently held in the Children’s resources holding account. A decision is required on how these savings will be managed moving forward into 2019-20 along with the 2019-20 MTFS savings of £1.079m.

Looked After Children 1.1 The forecast for the placement budget was based on LAC modelling and sufficiency (LAC) Placements strategy outcomes. The spend has increased by £0.467m since Q1, but there has been Work continues to reduce a reduction of £1m in costs since 2017-18. These reductions have been achieved high cost placements through the setting up of a regular panel that scrutinises receptions into care and prioritises placements within our own cohort of foster-carers. LAC Placements have increased by 40 from 289 in February 2018 to 329 in March 2019. However the per 10,000 figure for CLA continues to show that the TH rate of children in care is considerably lower than both statistical neighbours and England averages.

Children’s Resources 1.0 There is a £1m pressure for historical budget adjustments that relate to the financial Historical Budget adjustments years 2013-14 to 2016-17. £0.3m relates to historical Business Support savings and will be moved into the 2019-20 budget build. A decision is required on how the balance of £0.7m will be managed moving forward into 2019-20.

Children’s Social Care 0.8 To ensure the service is able to deliver good quality social work to the most Staffing vulnerable children in LBTH, agency workers have been recruited. This will need to Agency workers – pressure continue until we can stabilise the workforce with a greater number of permanent reducing as permanent staff staff. The introduction of the social work academy in November 2018 will support are recruited. the ability to increase ASYE and ‚grow our own‛ SW resulting in an expected cost reduction in this area. In addition the work that has already been undertaken in relation to improving recruitment and retention has resulted in a significant reduction in staff turn-over (now at 9.9%) which brings us significantly below the London average. The recent focus on pro-actively identifying issues of Neglect and Early Help have led to increased numbers of open cases. This has meant that a number of agency SWs who we had expected to be able to release as part of the SW Academy plan have needed to be retained. Agency staffing cost £9.1m in 2018-19. This is 30% of the total staffing cost.

School Redundancies 0.4 These costs associated with LA school employee redundancies are increasing as schools restructure to meet budget pressures.

Building and Technical 0.3 This overspend is the cost of providing security and NNDR charges for vacant services buildings.

Corporate Recharges 0.2 The pressure is duePage to non -budgeted79 insurance recharges Support for Schools 0.1 Funding for schools of concern.

PFI Building schools programme – A number of schools are reporting pressures to budgets as a result of the payments due for the PFI. Detailed work around the extent of the pressures across Grouped Schools is currently being undertaken. One of the key drivers for the pressures relates to pupil numbers coming in lower than had been originally forecast. This drove the design specification of the PFI sites, therefore resulting in a situation where a number of schools are receiving lower than forecast pupil funding, whilst having unoccupied PFI buildings/classrooms which need to be paid for.

The Dedicated Schools Grant (DSG) Pressures £m Variance commentary

High Needs Block (HNB) 7.1 This budget is under significant pressure; last year the overall block had an in-year overspend of £1.424m which was supported by the DSG carried forward reserves. There continues to be significant growth in demand for Education Health and Care Plans (EHCPs) and in the complexity and cost of SEN provision across the whole age range. This growth mirrors the national position and is expected to increase further with a projected 28% increase in Plans over the next 10 years. The main pressures relate to the following services within the High Needs block: Colleges £1.4m, Independent Schools £1.7m, Special Schools £0.9m, Academies & Free Schools £3.1m. The High Needs working group considered recommendations in January 2019 to reduce costs over the next 3 years. Action needs to be taken to address the pressures including increasing in-borough provision and further implementation of the High Needs funding review recommendations. A solution for 2019-20 needs to be urgently identified.

Early Years and Local 0.8 A proposal to close the LADNs was agreed by Cabinet on 27th September. This Authority Day Nurseries means there will be a residual budget pressure this financial year and a pressure in (LADN) the next financial year of circa £0.250m. Redundancy costs of £0.5m in 2019-20 will be funded corporately.

Central school services (2.2) The central schools block allocation has been under-utilised during the course of the bock allocation year and was planned to support known overspends in the Higher Needs Block. The underspend includes partial application of the Education Support Grant (ESG).

Page 80 Place 2.3 Outturn variance £2.8m underspend

Variance Reserve Outturn Variance Outturn Variance Original Revised before Adjust- After After Revised After After Budget Budget Actual Reserves ments Reserves Reserves Budget Reserves Reserves

Service 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2017-18 2017-18 2017-18

'000 '000 '000 '000 '000 '000 '000 '000 '000 '000

Place 64.4 70.2 67.5 (2.7) (0.2) 67.3 (2.9) 64.4 63.4 (1.0)

The Place directorate has an outturn position of £69.4m (0.9m overspend). This is mitigated by the inclusion of £2m of non recurrent parking income and a late budget adjustment for the Mayors Priority that did not allow time to incur the relevant spend in 2018-19 and will be carried forward to 2019/20.

Over £m Variance commentary

Property & Major 1.6 There is a £0.8m overspend due to a reduction of rental income Programme following the Tower Hamlets Homes move from Jack Dash House in July 2018. This Reduction in income from budgetary pressure will continue until a new tenant is secured. occupation of Jack Dash House and costs of holding In addition, various costs have been incurred in relation to ensuring the security of vacant premises awaiting vacant buildings. disposal.

Planning & Building 0.3 Significant legal fees have been incurred in relation to the costs of defending Control planning appeals. These total approximately £0.8m but underspends within the Legal Fees in relation to service, together with additional income from planning fees, have enabled most of Planning Appeals these costs to be contained within the service budget.

Growth & Economic (1.1) Mayoral Priority Growth was incorporated within the budget in month 11. Due to Development the re-profiling of projects, the funding has not been fully spent. £1.2 million of Mayoral priority funding resources will need to be available in 2019-20 in order to deliver on the Mayor’s outcomes to be delivered outcomes.

Public Realm (3.6) Parking over achieved income by £2.0m due in the main to the deregulation bill and Historical savings unachieved. use of cameras along with more efficient enforcement of Penalty Charge Notices

(PCN’s); increases in Pay and Display and permit income; and an increase in Transfer of ASB Enforcement to HAC to be completed in parking bay suspensions. January 2019 The retendering of the disposal contract in 2017 has resulted in £1m underspend being deferred as a saving opportunity until 2019-20. This has enabled the mitigation of historical savings unachieved in the 2018-19 (£0.451m and £0.160m). The MTFS approved at January 2019 Cabinet addressed the budget shortfall with the Enforcement Review growth bid.

Mayor’s Priority Growth Budget allocated in month 11 of £0.55m has not been spent (due to re-profiling of the projects) and will need to be available in 2019-20 in order to deliver on the Mayor’s outcomes.

Property & Major 1.6 There is a £0.8m overspend due to a reduction of rental income Programme following the Tower Hamlets Homes move from Jack Dash House in July 2018. This Reduction in income from budgetary pressurePage will 81continue until a new tenant is secured. occupation of Jack Dash House and costs of holding vacant premises awaiting In addition, various costs have been incurred in relation to ensuring the security of disposal. vacant buildings.

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Governance 2.4 Outturn variance £0.1m overspend

Variance Reserve Outturn Variance Outturn Variance Original Revised before Adjust- After After Revised After After Budget Budget Actual Reserves ments Reserves Reserves Budget Reserves Reserves

Service 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2017-18 2017-18 2017-18

'000 '000 '000 '000 '000 '000 '000 '000 '000 '000

Governance 13.1 14.2 16.1 1.8 (1.8) 14.3 0.1 12.8 13.4 0.6

Over £m Variance commentary

Overall Governance shows a The directorate has a net budget of £14.2m and has a small overspend of less small overspend than £100k after the application of approved reserves.

This overspend comprises of £700k of election costs covered from the Risk Reserve. There is further £514k associated with strategic improvement work carried out for Children Service Improvement & SEND, the cost was captured within SPP (Strategy, Policy and Performance) and the total cost for each project is shown in the table above. This was funded from the Children Service Ofsted Improvement budget. The remaining £550k is a pressure in the SSP improvement team and was funded from the transformation reserve.

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Resources 2.5 Outturn variance £1.1m overspend

Variance Reserve Outturn Variance Outturn Variance Original Revised before Adjust- After After Revised After After Budget Budget Actual Reserves ments Reserves Reserves Budget Reserves Reserves

Service 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2017-18 2017-18 2017-18

'000 '000 '000 '000 '000 '000 '000 '000 '000 '000

Resources 22.3 20.9 26.7 5.8 (4.7) 21.9 1.1 26.3 27.1 0.8

The Resources directorate has a net budget of £20.9m. The outturn was £26.7m of which £4.7m of funding has been previously approved from the ICT Transformation Reserve leaving a directorate overspend of £1.1m.

Details of the areas of overspending are summarised below.

Over (in numerical descending order) £m Variance commentary

Corporate Finance 0.6 The service had a savings target of £1m to be delivered through a service review Delayed implementation and restructure. and agency cover

Customer Access 0.3 The service still has a historic budget pressure due to reductions in SLA income. Historic budget pressure This needs to be addressed through a service review/restructure or other from management action. Reduced SLA income

Council Tax Admin 0.3 The overspend is due to lower income levels insufficient to meet additional cost Additional court costs pressures and historic savings. income cannot be realised

Other comments

Use of Reserves Approximately £4.7m was used from the ICT Transformation reserve which was agreed by Cabinet in 2017-18. The costs relate to ICT Transition, Cloud migration, Network transformation, Desktop Transformation and the cost of the project team.

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Corporate Costs 3 £5.2m of additional Earmarked Reserves were drawn down

Variance Reserve Outturn Variance Outturn Variance Original Revised before Adjust- After After Revised After After Budget Budget Actual Reserves ments Reserves Reserves Budget Reserves Reserves

Service 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2017-18 2017-18 2017-18

'000 '000 '000 '000 '000 '000 '000 '000 '000 '000

Corporate (4.3) (2.5) (13.2) (10.7) 4.1 (9.1) (6.5) 4.5 (6.2) (10.7)

Other comments

Summary The 2018-19 budget included use of £5.6m of general fund reserves to manage the budget funding gap. The final position shows £6.5m of general fund reserves

were used. The main difference is the higher Children services expenditure, partially offset by a Place underspend against budget.

In arriving at this figure we have utilised £18.4m of earmarked reserves to manage the overspends (compared to £13.1m in the original budget) within the services and also set up a reserve of £16.8m for unspent New Homes Bonus money.

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Housing Revenue Account (HRA) 4 Outturn variance for HRA £0.9m under recovery

Variance Reserve Outturn Variance Outturn Variance Original Revised before Adjust- After After Revised After After Budget Budget Actual Reserves ments Reserves Reserves Budget Reserves Reserves

Service 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2018-19 2017-18 2017-18 2017-18

Housing Revenue Account 0.0 (7.4) (6.5) 0.9 (0.9) (7.4) 0.0 12.0 12.0 0.0

The overall variance is made up of a number of over and underspends, the main ones being: -

Variance £m Variance commentary

Dwelling & Non Dwelling Rental (1.4) Approximately £1.4m of additional dwelling rental income was received income compared to the budgeted figure. This is due to better than forecast void

rates; the budget made an allowance of 2% for voids, but actual void Additional income recovered rates were approximately 0.6%.

Leasehold Service Charges (1.4) Year end income is higher than budgeted, mainly due to building insurance costs being higher than was assumed when this budget was Higher than expected income set. This is offset by additional expenditure in the 'Special Services, Rents, Rates & Taxes' budget line below.

Investment Income 0.8 Lower than forecast income from HRA balances has been received compared to the budget as the interest rate applied to the HRA balances Less investment income than held at year end was substantially lower than had been assumed, due to expected using the 7 day LIBID interest rate rather than the 3 month LIBOR interest rate as was previously the case.

Repairs and Maintenance (0.6) This variance is due to underspends in relation to the home decorations budget, play areas and repairs work on void properties. In addition to Underspends across a number of these, the estate curtillage programme underspent as the project did not areas commence until the second half of 2018/19.

Special Services, Rents, Rates & 2.5 As projected throughout the year there was an underspend on the energy Taxes budget due to energy prices being lower than assumed when this budget was set. This underspend is offset by the additional building insurance expenditure referred to in 'Tenant & Leaseholder Service Charges' budget heading above, as well as higher insurance charges for HRA dwellings .

Bad Debt Provision (1.2) As forecast during the year, due to delays in implementing some elements of welfare reform it was anticipated that the full level of provision may not be needed in 2018/19. Now that the final position is known and the bad debt provisions have been calculated this has proven to be the case, and the bad debt provisions have actually reduced.

Capital Financing charges (1.0) The 2018/19 depreciation charge is approximately £2m higher than the budget, however, the HRA's major repairs reserve will be credited with an extra £2m which can be used to finance the HRA's capital programme or repay debt. The depreciation charge was previously calculated as £4.5m but a recent revaluation of the housing stock has led to a reduction of £2.5m in the depreciation charge between Month 11 and 12. Partially offsetting the higher than budgeted depreciation charge is a lower than budgeted interest charge to the HRA (£900k lower than budgeted) due to the AuthorityPage having 86 repaid a £60m loan during the year.

Capital 5 Capital budget £146m

We’ve spent 89% of budget in 2018/19, compared to 82% last year. Overall, slippage of £15.8m has occurred, but any unspent budget will be spent in future years rather than the current year. The programmes with the largest variances are set out below. Overleaf are Capital Receipts.

(Under)/ overspend £m

Purchase of properties 26.9 Accelerated spend is being undertaken in order to limit the amount of for use as temporary interest payable on Right to Buy one for one receipts. Budget will be accommodation brought forward from future years

New Housing Supply – (9.2) There have been three starts on site this year, though they were subject to schemes on site delays.

Housing Pipeline (7.5) Half of the budget is currently unallocated to schemes. They will be Schemes Phase 2a (1-4- confirmed in the new year, with spend expected in 2019/20 1)

Community Benefit (4.5) The process of establishing a company is underway. Society – 1-4-1 Receipts

Registered Provider (3.4) Spend is dependent on external partners Grant Scheme (1-4-1 receipts)

Housing Capital (3.1) The significant element impacting the capital programme delivery relates to Programme procurement delays following an issue with one of the main bidders on the LCP Framework which required additional due diligence and led to their eventual disqualification. This, plus the requirement to carry out further S20 consultation led to delays to the start of the larger programmes of work in Better Neighbourhoods and Fire Safety works. There have also been delays in completing some fire safety works due to the need to re-evaluate proposed components.Page Some87 of the housing initiatives and mechanical and engineering programmes are demand-led (voids, emergency boilers, lifts).

Whitechapel Civic 2.2 The current spend reflects the enabling works since Aug 18 subsumed into Centre the main works contract in Dec 2018. Progress of the main works and need to discharge a number of planning conditions prior to starting the works has triggered payment of the financial contributions within the planning obligation i.e. MCIL/S106. This spend and the current projected spend remains within the overall budget.

Schools - Conditions and (2.1) This programme covers a number of individual projects across different Improvement schools. The slippage relates to the following schemes: - 398k variance for Beatrice Tate Temporary Classes: Programme has slipped due to Planning Permission issues being resolved, budget is expected to be spent in future years. - 345k variance for Arnhem Wharf Damp Issues: Programme has slipped due to delay in tender returns. Tenders reviewed and now awarded. Budget is expected to be spent in future years. - 300k variance for Indicative scheme: Some works were required to adapt the building to avoid need for extension at Bow School. This project has slipped and a review may be required of its need.

Schools - Basic (2.0) This programme covers a number of individual projects across different Need/Expansion schools. The slippage relates to the following schemes: - 875k spend variance for St Paul’s Way: awaiting Final Account costs and potential Stamp Duty and Land registry claims as with the previous Wings of the building. - 763k spend variance for Raines: strategic valuation of the site was undertaken, with the prospect of developing the site to be used by a Maintained provision after a lease agreement from the Diocese. Therefore project has slipped. Budget expected to be used in future years.

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Capital (cont) 13 Capital budget £146m

Capital receipts from sale of Housing and General Fund assets

Accounting – a reminder: Retained Right to Buy receipts must be set aside to meet targets on housing provision as set out in regulations governing the pooling of housing capital receipts, so they must be ring-fenced for this purpose and are not available for general allocation.

The capital resources which have been applied to fund the capital programme expenditure in 2018/19 are as follows:

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Reserves 6

The outturn has: This table shows the balance on the general fund, HRA and useable reserves held for the previous 2 years as well as showing the impact on reserves for 2018-19. Reduced our General Fund by £6.3m Balance at Balance at Contribution Projected Increased our HRA by 31 March 31 March (to) / from Balance 31 £6.5m 2017 2018 Reserve March 2019

£m £m £m £m Reduced our earmarked Reserves General Fund Reserve 31.7 33.3 6.3 27.0 by £18.8m gross Housing Revenue Account 39.1 47.6 (7.0) 54.6 (£1.6m net after (HRA) including £16.8m of

NHB and £0.4m PHG Earmarked Reserves 159.4 141.9 1.6 140.3 to reserves)

Total Usable Reserves 230.2 222.8 0.9 221.9

Balance at Balance at Contribution Projected 31 March 31 March (to) / from Balance 31 2017 2018 Reserve March 2019

£m £m £m £m £m Earmarked reserves consist of

Transformation 25.0 15.0 6.6 8.4 ICT / Finance Systems 23.1 21.0 4.7 16.3 Other 1.0 0.9 0.9

Parking Control 3.3 3.3 3.3

Building Control 0.4 0.2 0.2

Land Charges 0.7 0.7 0.7

Insurance 20.8 21.2 21.2

Public Health Grant - 1.3 (0.4) 1.7 Schools Balances 24.7 23.4 23.4

New Civic Centre 20.0 17.2 17.2

New Homes Bonus 7.3 12.1 (16.8) 28.9 Free School Meals 6.0 4.0 4.0

Mayor's Investment Priorities 10.0 7.0 2.4 4.6 Risk Reserve 10.5 8.8 4.4 4.4 Revenue Grants 1.6 1.7 1.7

Mayor's Tackling Poverty 5.0 4.1 0.7 3.4 Reserve Totals 159.4 141.9 1.6 140.3

Page 90 Savings 7 Target for year £23.8m

Slippage/ Saving 18-19 Prior Year Forecast Under Over Non Target Target Slippage Savings Recovery recovery £m Achievable

(D = E + F +G) A = B + C B C E F G = A        

    Children 3.3 2.6 0.7 1.5 1.6 0.3 - HA&C 3.5 2.7 0.8 2.8 0.7 - - Place 2.8 1.9 1.0 1.9 0.5 0.3 - Governance 0.7 - 0.7 0.7 - - - Resources 3.1 2.1 1.0 0.9 2.3 - - - - All 10.4 9.0 1.3 5.2 5.2

Total 23.8 18.3 5.5 13.0 10.3 0.6 0.0

tick: a higher level of confidence that savings are on track to be delivered. cross: either timing issues, i.e. slippage into future years, or at risk of non-delivery.

Total savings target for 2018-19 is £23.8m (£18.3m relates to approved savings as part of the 2018-19 budget setting process, and £5.5m as a result of previous year savings not delivered).

 £13.0m has been delivered;

 £8.4m will slip into future years due to timing issues.

 £1.8m has been identified as unrecoverable; this is mainly in the Children Services areas of Early Years and Special Educational Needs & Disabilities (SEND).

Page 91 NNDR and Council Tax 8

This section shows the amount of money we have collected from Tax payers of the borough, and the split between the amount that is retained and the amounts paid over to central and government and the GLA.

Business Rates

The ‘In Year‛ collection rate is marginally lower than last years’ collection rate of 99.37%, at 99.22%. It must be noted that there have been two large reductions in rateable value at the end of the year resulting in refunds of over £1m, which have impacted on cash collection overall, and as a result of changes in valuation law, Tower Hamlets has suffered from a large reduction in rateable value throughout the year.

We will continue to monitor the effect of changes in how large assessments are valued and will work closely with accountants to ensure we understand fully the impact going forward. In 2019-20, the changes to the pilot scheme mean that any losses due to big reductions in rateable value will now be shared with central government and the GLA. This will reduce the impact the deficit in the collection fund.

We will be working closely with the Valuation Office Agency (VOA) to ensure local authority reports are acted upon swiftly and any new assessments identified and brought into rating at the earliest opportunity.

NNDR We have collected £448m in Business Rates, which is a 99.22% We collected £448m for 2018-19. collection rate.

At the end of the previous year there was also an outstanding debt of £21m relating to historic periods. Of this £14.65m (70%) has been collected.

Under the 2018-19 100% Retention Pilot arrangements we retain 64% of the total sums collected; any surplus over the baseline will be paid to Central government (tariff) and City of London for administering the pilot.

Council Tax

The ‚in year‛ collection rate has marginally increased from last year’s rate of 96.3% to 96.5%.

There is still, however, a shortfall in anticipated growth in the tax base which finished at 94,264 band D equivalent chargeable properties. This is 831 short of the estimated 95,095 at the beginning of the year and has resulted in budgeted collection being £839k short of the £93.7m target. Working with information provided by developers and the Valuation Office Agency, there appears to be a temporary slowdown in domestic properties being completed. We anticipate that this position will recover in the first 6 months of 2019/2020.

We will be working with the information provided by developers and the Valuation Office Agency to gain insight into the estimated completion dates of domestic properties in the borough. We will also be looking to serve completion notices on large developments so that they attract a charge at an earlier date and encourage developers to complete and let properties as quickly as possible.

Page 92 Council Tax We collected £118m in Council Tax from possible 122m which is a 96.5% collection rate. We collected £118m for 2018-19.

How do we compare? CT is split between We also have historic Council Tax debt of £16.9m at the end of last Government 23%, year. Of this we have collected £4.0m or 24%. LBTH 77%

Page 93 Treasury 9

Overall Position For this period our portfolio totals £383m, and we are current receiving an average return of 1.16%. The amount invested is lower than last We had £383m of investments as quarter as the council has repaid nearly £60m of LOBO loans, which has at 31 March 2019. been replaced by PWLB long term borrowing at a lower interest rate. £60m of LOBO loans repaid, and £50m PWLB loans were raised. As at 31st March 2019 we had £36.65m (less than 10% of investment portfolio) in Money Market Funds. About 32% (£124m) of the outstanding investments (including Money Market Funds) have less than 3 months until they mature. Of the remaining £259m, £178m (47%) will mature in less than 1 year and the remaining £81m (21%) of investments are held for periods longer than 12 months.

Income Position We achieved the £4.0m of investment income that was budgeted at the beginning of the year. Budgeted income of £4m.

Benchmarking According to the benchmarking informationHow do for we quarter compare? ended March 2019 we received from our advisors, Arlingclose, we are under We compare favourably for the performing both when compared to a group of London councils and a return we get from our internally managed funds. group of national local authorities for externally managed funds but outperforming both groups by 0.04% and 0.07% on internally managed funds.

Due to severe market volatility towards the end of 2018, further investment in strategic pooled funds was halted. As we believe capital preservation is preferential to yield.

Inflation At the moment the Consumer Prices Index (CPI) inflation is running at 1.9%, and therefore the average return of 1.16% is lower. This means Inflation is eroding the value of our that the future value of the funds invested today will be less. The move investments. of some funds into externally managed pooled funds is designed to improve this position.

Page 94 Total Health, Adults & Children's Place Governance Resources Corporate Costs CONTROL BUDGET 2018-19 General Fund Community Services and Central Financing

Gross Expenditure Budget 811,959,766 168,425,485 158,770,113 170,956,794 20,734,853 287,891,923 5,180,598

Gross Income Budget (468,229,962) (27,451,103) (51,542,957) (106,573,176) (7,604,483) (265,575,243) (9,483,000)

Nex Expenditure Budget 343,729,804 140,974,382 107,227,156 64,383,618 13,130,370 22,316,680 (4,302,402)

Growth awarded - Heritage Collections Backlog 0 115,000 (115,000)

Pay inflation adjustment 2018-19 0 (47,799) 47,799

Additional contribution from Public Health grant to support Children's Centres 0 (120,709) (2,500,000) 2,620,709

Delivery Manager for Borough WiFi 0 95,500 (95,500)

Growth awarded - Planning Enforcement 0 151,000 (151,000)

SAV/RES-001/17-18 - Learning & Development Centralisation 0 (22,500) (228,500) (88,000) (56,000) (103,000) 498,000

Growth reversal - Edge of Care 0 (450,000) 450,000

Service Transfer - Children Service Information Governance Team 0 (258,833) 258,833

Technical Adjustment - Depreciation Charges 0 (5,457,050) 655,640 251,940 4,549,470

Service Transfer - Tackling Poverty 0 1,000,000 (1,000,000)

Service Transfer - Third Sector Team 0 1,072,640 (1,072,640)

Service Transfer - Business Support team 0 (178,378) 178,378 Supporting our Care Leavers to find work opportunities through employment 0 472,000 (472,000) initiatives Children’s Centre commissioning of voluntary and community sector (VCS) 0 107,500 (107,500) organisations Recruitment and Retention for Social Workers in Children Social Care 0 513,000 (513,000)

Preventing Radicalisation 0 107,000 (107,000) Support for LBTH Unaccompanied Asylum Seeking Children (UASC) – Looked 0 48,000 (48,000) After Children UASC and Care Leavers UASC Leaving Care 0 1,500,000 (1,500,000) Provision of four new outdoor gyms to improve health outcomes to all parts of 0 90,000 (90,000) the community ASB & Crime Neighbourhood Management 0 80,000 (80,000) Improving the quality of living environment for our residents through re- 0 150,000 (150,000) deployment of enforcement officers Improving Air quality in Tower Hamlets 0 50,000 (50,000)

Incentivising better waste collection arrangements on housing estates 0 300,000 (300,000) Creating community hubs and regularising the usage and of community 0 60,000 (60,000) buildings to provide high quality, low cost space for community groups Enhancing services to support people in overcoming the barriers to accessing 0 181,000 (181,000) skills and toward employment Introducing new off-street parking arrangements in our housing estates due to 0 (10,000) 10,000 changes in national legislation Supporting young people realise their potential through the Mayor's 0 135,000 (135,000) Apprenticeship Fund Supporting residents aged 50 and above through training and support to help 0 179,000 (179,000) them access employment opportunities Helping women to progress from unemployment into health care careers. 0 848,000 (848,000)

Public Realm Retenders 0 450,000 (450,000)

Local Plan to 2018 Delivery Package 0 290,000 (290,000)

Enabling Unemployed Parents to Move into Childcare Jobs 0 450,100 (450,100)

Private Tenants Charter 0 100,000 (100,000)

Air Quality Assistant 0 71,000 (71,000)

Bursary for Environmental Health Trainees 0 30,000 (30,000) Tackling Poverty Fund - Tackling poverty in Tower Hamlets by creating a Welfare 0 700,000 (700,000) Support Scheme to support residents Inflation 0 300,100 1,181,000 172,000 (1,653,100)

Waste Collection and Treatment - 2018-19 - Growth returned 0 (161,000) 161,000

0

Total Adjustments 0 (63,209) (5,804,582) 6,722,740 1,097,095 (1,362,822) (589,222)

Revised Net Expenditure Budget 343,729,804 140,911,173 101,422,574 71,106,358 14,227,465 20,953,858 (4,891,624)

Page 95 Capital Control Budget 2018-19 Total Health, Adults & Children & Place Resources Corporate Housing Revenue Community Culture Account £ £ £ £ £ £ £ Original Budget (Council, February 2018) 115,861,714 5,906,938 7,887,787 28,141,988 500,000 26,263,000 47,162,000 Slippage from 2017-18 60,329,045 3,182,550 8,701,614 20,404,787 280,487 6,964,145 20,795,463 Quarter 1 Total Adjustments (8,434,191) (1,705,085) 4,048,696 (255,230) 1,163,000 (11,748,699) 63,126 Quarter 2 Total Adjustments (2,748,681) 253,215 (5,586,698) 5,661,347 50,000 (10,351,750) 7,225,205 Quarter 3 Total Adjustments (158,992) (4,649,715) 1,316,275 19,320,368 (1,501,000) (1,315,000) (13,329,920) Council Approvals Capital Footway & Carriage Programme - Public Realm Improvements (February 2019) 539,000 539,000 Cycle Safety Hotspots - TfL Schemes (February 2019) 167,000 167,000 EV charging point feasibility - TfL Schemes (February 2019) 50,000 50,000 Green Grid - TfL Schemes (February 2019) 50,000 50,000 Healthy Streets audits and design: Cotton St / Prestons Rd / West India Dock Rd - TfL Schemes (February 2019) 50,000 50,000 Motor Cycle Parking - TfL Schemes (February 2019) 10,000 10,000 Tackling ASB Driving - TfL Schemes (February 2019) 50,000 50,000 Improved Local Presence - Local History Library and Archives (February 2019) 25,000 25,000 Budgets Re-profiled Pocket Parks Project Marner Family - Public Health 17,000 17,000 George Green's - 6th form Expansion - Basic Need/Expansion (477,000) (477,000) John Orwell Sports Centre Astro-turf Development - Culture (10,495) (10,495) Pocket Parks Project A12 Green Mile - Culture (30,000) (30,000) Stonebridge Wharf (Landscape Improvements) - Culture (40,000) (40,000) King Edward Memorial Park - Parks (5,000) (5,000) Barnardos - Provision for 2 year olds (7,654) (7,654) Bethnal Green Gardens - Provision for 2 year olds (45,043) (45,043) City Gateway - Gateway Tots - Provision for 2 year olds (11,367) (11,367) Mile End Road - Provision for 2 year olds (39,147) (39,147) Provisions - Statutory Duty - Provision for 2 year olds (964,273) (964,273) St Matthias Community Play Centre - Provision for 2 year olds (20,994) (20,994) Weavers Field Pre-School - Provision for 2 year olds (12,131) (12,131) Whitehorse One O'clock Club - Provision for 2 year olds (30,239) (30,239) Asset Maximisation (400,000) (400,000) Raine House Wapping Community Centre - Community Hubs/Buildings (261,154) (261,154) Conversion of council buildings to temporary accommodation (1,039,980) (1,039,980) Creation of Temporary Accommodation (2,330,000) (2,330,000) Establish a Wholly Owned Company (6,000,000) (6,000,000) Establish a Community Benefit Society (2,500,000) (2,500,000) Mayor’s Neighbourhood Refresh - Public Realm Improvements (1,000,000) (1,000,000) A12 Wick lane Junction - T&H - OPTEMS (50,000) (50,000) Tredegar Road - OPTEMS (89,929) (89,929) Open Space and Parks Planned Maintenance Assessment - Public Realm Improvements (85,000) (85,000) Petticoat Lane Market Improvements - Public Realm Improvements (73,000) (73,000) Remote Monitoring of Street Lighting - Public Realm Improvements (400,000) (400,000) Silvertown Planning Performance - Public Realm Improvements (9,000) (9,000) Tree planting - Isle of Dogs - Public Realm Improvements (14,547) (14,547) Section 55 Programme - Transport and Improvements (440,000) (440,000) Belgrave Street - TfL Schemes 8,000 8,000 Ben Johnson Neighbourhood - TfL Schemes (151,000) (151,000) Bus Priority Delivery - Cambridge Heath Road and Hackney Road - TfL Schemes (41,569) (41,569) Bus Priority Funding 2018/19 - TfL Schemes (30,000) (30,000) Cycle Strategy 2017 - TfL Schemes (37,000) (37,000) Hackney Road to Calvert Avenue - TfL Schemes (87,000) (87,000) Local Accessibility - TfL Schemes (100,000) (100,000) Sydney Street - TfL Schemes (118,267) (118,267) 100 Violet Road - Cycle and Pedestrian Improvement Project 2017 - Transport s106 Funded Schemes (31,446) (31,446) 100 Whitechapel Road - Cycle and Pedestrian Improvement Project 2017 - Transport s106 Funded Schemes (49,885) (49,885) 101-109 Fairfield Road - Transport s106 Funded Schemes (18,057) (18,057) 136-140 Wapping High Street - Cycle and Pedestrian Improvement Project 2017 - Transport s106 Funded Schemes (67,103) (67,103) 15 - 17 Leman Street - Cycle and Pedestrian Improvement Project 2017 - Transport s106 Funded Schemes (11,992) (11,992) 16-23 Salter Street - Transport s106 Funded Schemes (890) (890) 21 Wapping Lane - Transport s106 Funded Schemes (268,474) (268,474) 221 Burdett Road - Cycle and Pedestrian Improvement Project 2017 - Transport s106 Funded Schemes (10,000) (10,000) 32-42 Bethnal Green Road - Transport s106 Funded Schemes (23,652) (23,652) 397-411 Westferry Road - Transport s106 Funded Schemes (9,461) (9,461) 60 Commercial Road - Cycle and Pedestrian Improvement Project 2017 - Transport s106 Funded Schemes (63,567) (63,567) 744 Wick Lane & 46-52 Fairfield Road - Transport s106 Funded Schemes (40,000) (40,000) 86 Brick Lane - Towards traffic management and calming measures on Fournier Street - Transport s106 Funded Schemes (99,950) (99,950)

Aldgate Place - Transport s106 Funded Schemes (583,000) (583,000) Caspian Wharf and 1-3 Yeo St - Transport s106 Funded Schemes (83,068) (83,068) Caspian Works and Lewis House - Transport s106 Funded Schemes (15,523) (15,523) Cavell Street - Transport s106 Funded Schemes (67,232) (67,232) Central Foundation Girls School - Transport s106 Funded Schemes (120,000) (120,000) Construction of a pedestrian crossing on East Ferry Road, located near school entrance - Transport s106 Funded Schemes (33,725) (33,725)

Cuba St, Manilla St, Tobago St and Byng St - Transport s106 Funded Schemes (92,770) (92,770) Former London Arena Phase 2 - Transport s106 Funded Schemes (25,217) (25,217) Improvements to pedestrian and cycle routes - Transport s106 Funded Schemes (10,430) (10,430) Land Adjacent to Repton Street - Cycle and Pedestrian Improvement Project 2017 - Transport s106 Funded Schemes (8,464) (8,464)

London Fruit and Wool - Cycle and Pedestrian Improvement Project 2017 - Transport s106 Funded Schemes (38,685) (38,685) Marsh Wall Environmental Improvement - Transport s106 Funded Schemes (21,950) (21,950) Morris Rd & Rifle St - Transport s106 Funded Schemes (2,000) (2,000) North Dock IOD Cross rail Station - Cycle and Pedestrian Improvement Project 2017 - Transport s106 Funded Schemes (126,525) (126,525)

North West Corner of Chrisp Street and Carmen Street - Transport s106 Funded Schemes (20,421) (20,421) Ocean Estate FS2 - Transport s106 Funded Schemes (73,554) (73,554) One-Way to Two -Way Cycle Streets - Alie Street Area - Transport s106 Funded Schemes (524,719) (524,719) Prestons Road - Transport s106 Funded Schemes (90,260) (90,260) Suttons Wharf, Palmers Road - Cycle and Pedestrian Improvement Project 2017 - Transport s106 Funded Schemes (11,508) (11,508) Housing Capital Programme (28,000) (28,000) Other Adjustments / Approvals Schools Urgent Works - Conditions and Improvement (249,232) (249,232) - Beatrice Tate - Replace Default Pipework 5,000 5,000 - Cayley - condition works 15,000 15,000 - Halley - Hygiene Room 35,000 35,000 - Halley Primary School - Gate works 1,071 1,071 - Hermitage Primary School - Replace Hot Water Boilers 13,162 13,162 - Lansbury Lawrence - School and Community Art Hub 15,000 15,000 - Old Palace Primary School - Emergency works to floor water leaks 10,000 10,000 - Seven Mills - Roof Phase 1 90,000 90,000 - Shapla Primary School - Hygiene Room 30,000 30,000 - Various sites - Asbestos Management Plans 35,000 35,000 Bow Secondary School - Basic Need/Expansion (Reduction in estimate) (200,000) (200,000) Langdon Park - 6th Form Expansion - Basic Need/Expansion (Reduction in estimate) (300,000) (300,000) Quarter 4 Total Adjustments (19,156,317) 17,000 (2,193,342) (16,976,974) 25,000 - (28,000) Revised 2018-19 Budget 145,692,579 3,004,903 14,174,333 56,296,286 517,487 9,811,696 61,887,874 Page 96 APPENDIX - CAPITAL Q4 2018/19

Current Year Future Years All Years (inc Future and Past)

Spend in Final spend 2020/21 and Latest Budget Spend to Q4 Variance for Variance for 2019/20 Total Future previous years Total Budget - Total Projection - as % of Future Years´ Directorate Programme 2018/19 2018/19 2018/19 2018/19 Explanations for Variance Budget Years Budget for current All Years All Years annual Budgets (£m) (£m) (£m) (%) (£m) (£m) projects (£m) (£m) budget (£m) (£m) Mayor's Priority - Parks and Open Children's 0.235 0.208 88% -0.027 -12% 0.000 0.000 0.000 0.015 0.250 0.250 Spaces £579k of this underspend is due to the Barlett Park project. The works on site have been delayed due to programming and contract issues. Still awaiting Children's Parks 0.890 0.300 34% -0.589 -66% 4.403 3.190 7.593 2.888 11.371 11.371 agreement from the Canals and River Trust. Works are now due to be completed in November 2019. - 398k variance for Beatrice Tate Temporary Classes: Programme has slipped due to Planning Permission issues being resolved, budget is expected to be spent in future years. - 345k variance for Arnhem Wharf Damp Issues: Programme has slipped due to Children's Conditions and Improvement 5.524 3.379 61% -2.146 -39% delay in tender returns. Tenders reviewed and now awarded. Budget is 0.957 0.000 0.957 6.445 12.926 12.781 expected to be spent in future years. - 300k variance for Indicative scheme (C&I): Some works was required to adapt the building to avoid need for extension at Bow School. This project has slipped and a review may be required of it's need. Children's Bishop Challenor 0.000 0.000 0% 0.000 0% 0.000 0.590 0.590 0.010 0.600 0.600 - 875k spend variance for SPWT: awaiting Final Account costs and potential Stamp Duty and Land registry claims as with the previous Wings of the building. - 763k Children's Basic Need/Expansion 5.598 3.564 64% -2.035 -36% spend variance for Raines: strategic value of the site was undertaken, with 27.917 94.554 122.471 42.594 170.663 170.808 the prospect of developing the site to be used by a Maintained provision after a lease agreement from the Diocese. Therfore project has slipped. Budget expected to be used in future years. Children's Provision for 2 year olds 0.033 0.033 100% -0.000 0% 1.131 0.000 1.131 1.003 2.166 2.166 The majority of this underspend for 18/19 is due to the Leisure Centres Children's Culture 1.335 1.253 94% -0.082 -6% project which encountered unexpected delays with legal work. All issues are 0.961 0.000 0.961 0.571 2.868 2.868 now resolved and works due to complete within 1st quarter of 19/20

Children's Healthy Pupil Capital Funding (HPCF) 0.259 0.211 82% -0.048 -18% Spend largely on track. However, 48k underspend has been committted as 0.000 0.000 0.000 0.000 0.259 0.259 per the (ad hoc) grant conditions and will be spent in 20/21. Children's Health and Wellbeing 0.300 0.312 104% 0.012 4% 0.075 0.000 0.075 0.000 0.375 6.707 Children's Total 14.174 9.259 65% -4.915 -35% 35.444 98.334 133.779 53.526 201.479 207.811 The current spend reflects the enabling works since Aug 18 subsumed into the main works contract in Dec 2018. Progress of the main works and need to discharge a number of planning conditions prior to starting the works has Corporate Whitechapel Civic Centre 9.812 12.039 123% 2.227 23% triggered payment of the financial contributions within the planning 41.324 69.240 110.564 4.771 125.147 125.147 obligation i.e. MCIL/S106. This spend and the current projected spend remains within the overall

Page 97 budget.

Corporate CORP - Indicative Schemes - Other 0.000 0.000 0% 0.000 0% 21.500 0.000 21.500 0.000 21.500 21.500 Corporate Total 9.812 12.039 123% 2.227 23% 62.824 69.240 132.064 4.771 146.647 146.647 HAC Tele Care/Telehealth Equipment 0.000 0.000 0% 0.000 0% 0.097 0.000 0.097 0.275 0.372 0.372 Most of the 2018-19 underspend is as a consequence of delays in receiving approvals, namely:

- £574k - Sutton Wharf - delays in GPs signing health centre lease; HAC Public Health 2.985 1.626 54% -1.359 -46% 11.721 5.604 17.325 3.296 23.605 25.567 - £313k - Whitechapel Public Realm Improvements - delays in obtaining planning permission; - £252k - various sites - delays in landlords approving improvement works; - £180k - Wellington Way - unforeseen ground works. HAC Adult Social Care 0.020 0.010 50% -0.010 -50% 0.180 0.000 0.180 0.000 0.200 0.200 HAC Total 3.005 1.636 54% -1.369 -46% 11.998 5.604 17.601 3.571 24.178 26.139

The significant element impacting the capital programme delivery relates to procurement delays following an issue with one of the main bidders on the LCP Framework which required additional due diligence and led to their eventual disqualification . This, plus the requirement to carry out further S20 HRA Housing Capital Programme 28.857 25.798 89% -3.059 -11% consultation led to delays to the start of the larger programmes of work in 29.131 74.646 103.777 91.860 224.494 224.494 Better Neighbourhoods and Fire Safety works. There have also been delays in completing some fire safety works due to the need to re-evaluate proposed components. Some of the housing Initiatives and mechanical and engineering programmes are demand-led (voids, emergency boilers, lifts).

HRA Ocean Estate Regeneration 0.931 0.082 9% -0.849 -91% 0.000 0.000 0.000 1.722 2.652 2.652

The bulk of remaining spend will be Phase 3 land assembly. Despite, the compulsory acquisition of 3 former homeowner residential properties in 2018/19, it has not been possible to fully compensate 2 of the former HRA Blackwall Reach 1.721 0.882 51% -0.839 -49% owners. 0.223 1.308 1.531 2.284 5.537 5.537 As still awaiting their claim details, the balances will either be made in 2019/20 or later should the former owners choose a upper chamber/tribunal resolution if they decide to challenge the level of compensation due.

HRA Fuel Poverty Works 0.429 0.017 4% -0.412 -96% No spend is anticipated apart from retention payments. 0.000 0.000 0.000 3.878 4.307 4.307 HRA Short Life Properties 0.005 0.021 416% 0.016 316%Final accounts to be paid, invoices recently submitted 0.000 0.000 0.000 1.551 1.556 1.556 Phase 2a Infill Pipeline Schemes (1-4- Half of the budget is currently unallocated to schemes, they will be firmed up HRA 8.653 1.112 13% -7.541 -87% 18.600 44.980 63.580 0.359 72.592 72.592 1) in the new year, with spend expected in 2019/20 HRA Buybacks 1-4-1 Receipts 0.000 -0.059 0% -0.059 0% 0.000 0.000 0.000 1.062 1.062 1.062 There have been three starts on site this year, though they were subject to HRA New Supply - On site 14.181 4.949 35% -9.233 -65% 10.000 13.500 23.500 29.614 67.296 67.296 delays. Barnsley Street: delay in appointment of new build contractor. This will follow completion of a new community centre in May which is a project interdependency. Hereford: Consultation to resume in 2019/20. New budget allocation to be New Supply Pre construction (Phase HRA 1.621 1.212 75% -0.409 -25% sought for this. 10.816 45.853 56.669 3.564 61.854 61.854 1) Tent Street: New architect appointed to progress this scheme. New budget allocation to be sought for 2019/20 Arnold Road: costs of additional reports to support planning application were less than anticipated. Community Benefit Society - 1-4-1 HRA 4.500 0.000 0% -4.500 -100% The process of establishing the CBS has started 4.500 0.000 4.500 0.000 9.000 9.000 receipts The forecast expenditure was expected to be £0.06m due to the fact that HRA Mayor's Priority - Housing 0.060 0.032 54% -0.028 -46% approvals for this project were received late in the year and the works are 1.450 1.776 3.226 0.014 3.300 3.300 now due to start in the first quarter of 2019/20. Current Year Future Years All Years (inc Future and Past)

Spend in Final spend 2020/21 and Latest Budget Spend to Q4 Variance for Variance for 2019/20 Total Future previous years Total Budget - Total Projection - as % of Future Years´ Directorate Programme 2018/19 2018/19 2018/19 2018/19 Explanations for Variance Budget Years Budget for current All Years All Years annual Budgets (£m) (£m) (£m) (%) (£m) (£m) projects (£m) (£m) budget (£m) (£m) Phase 2b Mixed Tenure Schemes (1-4- Works have been paused in some areas to implement a new consultation HRA 0.930 0.583 63% -0.347 -37% 10.220 52.450 62.670 0.011 63.611 63.611 1) approach, therefore works will restart in 2019/20. HRA Total 61.888 34.629 56% -27.259 -44% 84.940 234.514 319.454 135.919 517.260 517.260 Place Contaminated Land Works 0.110 0.096 87% -0.014 -13% Planned work for 2018/19 completed. 0.106 0.024 0.130 0.016 0.256 0.256 Place ICT Solution - Handheld Devices 0.373 0.120 32% -0.253 -68% £120k spent in the year, remainder to be spent in future years. 0.000 0.000 0.000 0.171 0.544 0.544 Minor adjustments to the funding streams from TfL have occurred since start of the financial year due to changes in the scope of works of certain projects. Subsequent consultation issues with some schemes has led to delays in Place TfL Schemes 3.960 2.475 63% -1.485 -37% starting work on site. Other sites were not available or ready for works to 3.425 1.015 4.440 7.482 15.881 15.881 commence as first envisaged. In consequence, TfL were requested to approve the Borough's proposal to formally carry over £1.068,000.00 of the 2018/19 LIP funding into 2019/20.

Contract negotiations are on-going with a view to the issue of an invitation to tender to cover the whole contract commitment associated with the renewal Place Public Realm Improvements 5.618 4.329 77% -1.289 -23% 7.365 6.211 13.575 3.662 22.856 22.856 of the programme of Streetlighting in the Borough. The Highways & Footways programme has progressed well. The £539k allocated to the Borough by DfT has been spent and records kept accordingly.

S106 schemes frequently are managed concurrently with other T &H schemes. However, this does not apply to every S106 scheme. Where they Place Transport S106 Funded Schemes 0.519 0.271 52% -0.249 -48% are independent of other schemes, the majority have been moved onto 2.876 0.623 3.499 1.394 5.413 5.413 future years but in doing so, it has to be recognised that there usually completion dates attached to the funding. These projects are also being managed concurrently with TfL funded work and the delays with the TfL schemes has had an impact on this work. Place OPTEMS 0.010 0.005 48% -0.005 -52% 0.140 0.000 0.140 0.489 0.639 0.639 Consequentially, these projects have been slipped into 2019/20.

Not 100% spend and the funding incurred will be paid for out of revenue Place Improving Air Quality 0.069 0.074 107% 0.005 7% 0.031 0.000 0.031 0.000 0.100 0.100 with the £100k capital funding being carried forward into 2019/20. Distribution of grant is demand and need led, resources can be brought Place Private Sector Improvement Grants 0.043 0.128 295% 0.085 195% 0.100 0.800 0.900 0.425 1.368 1.368 forward from future years to meet demand Distribution of grant is demand and need led, unused resources will be Place Disabled Facilities Grants 1.687 1.514 90% -0.173 -10% 1.500 3.000 4.500 0.187 6.374 6.374 carried forward into future years Scheme has completed, residual budget is being held for final accounts Place Section 106 Passported Funding 0.050 0.000 0% -0.050 -100% 0.000 0.000 0.000 0.186 0.236 0.236 Place S106 Schemes 1.600 0.570 36% -1.030 -64% 1.416 0.000 1.416 0.610 3.626 3.626 Conversion of council buildings to Some delays due to current arrangements for some of the buildings Place 0.646 0.360 56% -0.285 -44% 1.514 0.000 1.514 0.078 2.238 2.238 temporary accommodation identified, works expected to be completed by June 2021 Place Community Hubs/Buildings 0.420 0.576 137% 0.156 37% Works underway, with Challoner Walk and St Andrews complete. 1.650 0.000 1.650 1.090 3.160 3.160 Registered Provider Grant Scheme Place 5.221 1.858 36% -3.363 -64% 2.269 1.674 3.943 2.902 12.066 12.066 (from 1-4-1) Spend is dependent on external partners

Page 98 Purchase of properties for use as Accelerated spend is being undertaken in order to limit the amount of Place Temporary Accommodation and 31.505 58.415 185% 26.910 85% interest payable on Right to Buy one for one receipts. Budget will be brought 24.970 58.300 83.270 31.258 146.032 146.032 purchase of s106 properties forward from future years. The Thriving High Street capital programme started later than originally planned, it was hoped to catch up with the forecast profile during the year, Place Thriving High Streets Pilot Programme 0.851 0.398 47% -0.453 -53% however the development works will take a further 6 months to complete. All 0.000 0.000 0.000 0.149 1.000 1.000 the remaining funds will be committed by mid May and all the remaining committed funds will be spent and work completed by September 2019 Process of establishing company has started, it is anticipated that the first Place Establish a Wholly Owned Company 0.000 0.000 0% 0.000 0% 6.000 0.000 6.000 0.000 6.000 6.000 property acquisitions will take place during Q1 of 2019/20 Place Establish a Community Benefit Society 0.000 0.000 0% 0.000 0%The process of establishing the CBS has started 2.500 0.000 2.500 0.000 2.500 2.500 Place CCTV 0.067 0.000 0% -0.067 -100% 0.000 0.000 0.000 0.000 0.067 0.067 The BSF programme is finished and final accounts are being concluded. Once this is resolved a proposal will be brought forward to utilise any remaining Place BSF ICT Infrastructure 0.978 0.000 0% -0.978 -100% 0.000 0.000 0.000 2.900 3.878 3.878 resources. It is anticipated this will happen in 2019/20

Mayor's Priority - Public Realm Place 0.455 0.054 12% -0.401 -88% 2.000 3.000 5.000 0.545 6.000 6.000 Improvements Schemes have been identified and works are underway, late approval in Place Investment works to LBTH Assets 1.061 0.705 66% -0.356 -34% December 2018 caused some dealys to some works. Some works have also 0.000 0.000 0.000 0.768 1.829 1.829 come in under budget Place WorkPath / Young WorkPath 0.193 0.176 92% -0.016 -8% 0.000 0.000 0.000 0.007 0.200 0.200 Place Asset Maximisation 0.100 0.077 77% -0.023 -23% Schemes have been identified on five sites, and works are underway on each 0.400 0.000 0.400 0.000 0.500 0.500 Montefiore Centre Refurbishment Place 0.100 0.063 63% -0.037 -37% 0.900 0.000 0.900 0.000 1.000 1.000 Programme St Georges Town Hall Refurbishment Place 0.100 0.044 44% -0.056 -56% 0.650 0.000 0.650 0.000 0.750 0.750 Programme Section 55 Programme - Transport Place 0.000 0.000 0% 0.000 0% 0.440 0.000 0.440 0.000 0.440 0.440 and Improvements Scheme is working its way through the Capital Delivery Board for full scheme Place South Dock Bridge 0.259 0.000 0% -0.259 -100% approval - scheduled for June 2019. Works undertaken this year have focused 1.111 0.000 1.111 0.000 1.370 1.370 on design and feasibility (revenue). Programme is working its way through the Capital Delivery Board for full Place Carbon Offsetting 0.300 0.004 1% -0.296 -99% approval, after being subsumed into a larger carbon offsetting programme - 0.300 0.000 0.300 0.000 0.600 0.600 scheduled for April 2019 Creation of Temporary Place -0.000 0.011 0% 0.011 0% 2.300 0.000 2.300 0.012 2.312 2.312 Accommodation Place Total 56.296 72.322 128% 16.026 28% 63.963 74.647 138.610 54.330 249.236 249.236 Resources Idea Store 0.280 0.013 5% -0.268 -95% 0.000 0.000 0.000 0.201 0.482 0.482 RESOURCES - Mayoral Priority Growth Resources 0.000 0.000 0% 0.000 0% 0.500 1.000 1.500 0.000 1.500 1.500 2017-18 to 2019-20 Resources Local Presence Project 0.237 0.121 51% -0.116 -49% 1.388 0.000 1.388 0.000 1.625 1.625 Resources Total 0.517 0.133 26% -0.384 -74% 1.888 1.000 2.888 0.201 3.607 3.607 Grand Total 145.692 130.018 89% -15.674 -11% 261.057 483.338 744.396 252.318 1,142.407 1,150.700 APPENDIX 5 - CAPITAL Q4 2018/19

2020/21 Spend in Latest Final spend Total Future Spend to Q4 Variance for Variance for 2019/20 and Future previous years Total Budget - Total Projection - Budget as % of Years Directorate 2018/19 2018/19 2018/19 . Budget Years´ . for current All Years All Years 2018/19 annual Budget (£m) (£m) (%) (£m) Budgets projects (£m) (£m) (£m) budget (£m) (£m) (£m)

Health, Adults and Communities 3.005 1.636 54% -1.369 -46% 11.998 5.604 17.601 3.571 24.178 26.139

Children's Services 14.174 9.259 65% -4.915 -35% 35.444 98.334 133.779 53.526 201.479 207.811

Place 56.296 72.322 128% 16.026 28% 63.963 74.647 138.610 54.330 249.236 249.236

Housing Revenue Account (HRA) 61.888 34.629 56% -27.259 -44% 84.940 234.514 319.454 135.919 517.260 517.260

Resources 0.517 0.133 26% -0.384 -74% 1.888 1.000 2.888 0.201 3.607 3.607 Page 99

Corporate 9.812 12.039 123% 2.227 23% 62.824 69.240 132.064 4.771 146.647 146.647

Grand Total 145.692 130.018 89% -15.674 -11% 261.057 483.338 744.396 252.318 1142.407 1150.700 This page is intentionally left blank MTFS Savings Tracker 2018-21 as at 31 March 2019 - Summary

2018-19 2019-20 2020-21 Savings Slippage Revised Delivered Variance - Variance - Savings Slippage Revised Forecast Variance - Variance - Savings Slippage Revised Forecast Variance - Variance - target from Savings / cashed Slippage Under / target from Savings savings Slippage Under / target from Savings savings Slippage Under / previous target (over) previous target (over) previous target (over) year delivery year delivery year delivery £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Directorate

Children's Services 2,604 686 3,290 1,450 1,590 250 3,002 1,590 4,592 244 4,348 - 350 4,348 4,698 350 4,348 -

Health, Adults & Community 2,733 792 3,533 2,859 679 (5) 2,652 679 3,331 3,331 - - 1,000 - 1,000 1,000 --

Place 1,880 950 2,830 1,980 490 360 1,376 490 1,866 1,566 300 - 880 300 1,180 1,180 --

Governance - 680 680 680 ------

Resources 2,075 995 3,070 820 2,250 - 525 2,250 2,775 2,775 - - 2,550 - 2,550 2,550 --

All 9,027 1,340 10,367 5,159 5,248 (40) 7,119 5,248 12,367 12,109 258 - 4,250 258 4,508 4,250 258 -

Total 18,319 5,443 23,770 12,948 10,257 565 14,674 10,257 24,931 20,025 4,906 - 9,030 4,906 13,936 9,330 4,606 -

Savings Achievement Status Page 101 Page Savings Delivered / On Target 5,960 1,630 7,598 7,582 61 (45) 4,396 61 4,457 4,457 - - 9,030 - 9,030 9,030 --

Savings Slipping but Achievable 9,147 3,228 12,375 3,966 8,409 - 8,459 8,409 16,868 15,568 1,300 - - 1,300 1,300 300 1,000 -

Not Deliverable / Not Achievable 3,212 585 3,797 1,400 1,787 610 1,819 1,787 3,606 - 3,606 - - 3,606 3,606 - 3,606 -

Total 18,319 5,443 23,770 12,948 10,257 565 14,674 10,257 24,931 20,025 4,906 - 9,030 4,906 13,936 9,330 4,606 - MTFS Savings Tracker 2018-21 as at 31 March 2019

2018-19 2019-20 2020-21 Reference PMO Directorate Service Area Title Savings Savings Slippage Revised Delivered Variance - Variance - Forecast Project Status update Savings Slippage Revised Forecast Variance - Variance - Savings Slippage Revised Forecast Variance - Variance - Project Achievement target from Savings / cashed Slippage Under / Savings Status target from Savings savings Slippage Under / target from Savings savings Slippage Under / Reference Status previous target (over) RAG RAG previous target (over) previous target (over) year delivery year delivery year delivery £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

Savings Delivered / On Target SAV/ CHI 01 Children's Sport Leisure and Events In Parks - Income Savings Delivered / 300 - 300 300 -Green Fully achieved by additional event income. - - - - 350 - 350 350 - - / 18-19 Services Culture Generation On Target CHI001/17- Children's Youth Services Youth Service Transformation Savings Delivered / - 400 400 400 - Green £400k slippage from 2017-18 fully achieved in 2018-19 as new structure was ------18 Services and On Target implemented in October 2017. Commissioning CHI004/17- Children's Childrens Social Integrating Employment Services Savings Delivered / -- - - 143 - 143 143 ------18 Services Care for Young People On Target CLC002/17- Children's Sport Leisure and Income Optimisation Opportunities Savings Delivered / 300 40 340 300 40 - Green 2018-19 savings target of £0.300m fully achievable by additional event income. 40 40 80 80 ------18 Services Culture On Target £0.04m savings target to be transferred to Place in 2019/20. CLC005/17- Children's Sport Leisure and Culture, Learning & Leisure Service Savings Delivered / 250 21 271 250 21 - Green 1. £21k Income generation for the Urban Duke of Edinburgh awards. Due to - 21 21 21 ------18 Services Culture Efficiencies On Target reduction in schools funding it is unlikely this part of the savings target will be achieved, therefore alternative savings will be identified within the service to offset the loss of income for the awards. 2. The contract is now ready for sign off with GLL, therefore savings target for 2018/19 will be fully achieved. SAV/ HAC 01 Health, Adults & Adult Social Care Adult Social Care Transformation Savings Delivered / -- - - 1. Future year savings in 2020-21. - - - - 1,000 - 1,000 1,000 - - / 18-19 Community On Target ADU001/17- Health, Adults & Adult Social Care Social Care Services for Older Savings Delivered / 300 - 300 300 -Green 1. Intensive Housing Support model (agreed at Cabinet 20/3/18) is being 500 - 500 500 ------18 Community People On Target implemented for sheltered accommodation sites. ADU002/17- FS02-CES Health, Adults & Adult Social Care Community Equipment Service Savings Delivered / - 88 88 88 - Green Amber 1.Catalogue was reviewed in 2017-18 to reduce high cost special orders. 308 - 308 308 ------18 Community On Target 2.Full year effect in 2018-19 will achieve 2017-19 savings in full. 3. 2019-20 savings to be delivered as part of the transfer of the service to Medequip. Although implementation is delayed due to call-in of the decision to transfer, it is not anticpated at present this will impact delivery of the remaining saving in 2019-20. ADU004/17- Health, Adults & Adult Social Care Reshaping Reablement Services Savings Delivered / 467 - 467 467 - Green 1.On track to be delivered. 319 - 319 319 ------18 Community On Target ADU005/17- Health, Adults & Adult Social Care Workforce Efficiencies in Adults Savings Delivered / 220 - 220 220 - Green 1. Full year effect in 2018-19 of efficiencies actioned in 2017-18. ------18 Community Social Care On Target ADU006/17- Health, Adults & Adult Social Care Substance Misuse Savings Delivered / 50 - 50 50 -Green 1.Savings have been achieved. ------18 Community On Target ADU009/17- Health, Adults & Public Health Public Health – 0-19 Public Health Savings Delivered / 409 - 409 409 - Green 1. Saving has been achieved through the combined reprocurement of school health, 311 - 311 311 ------18 Community Programme Savings On Target and the child and family weight management service.

ADU010/17- 102 Page Health, Adults & Public Health Public Health- Adult Weight Savings Delivered / 48 40 88 88 - Green 1. 2017-19 savings target of £96k has been achieved on Fit4Life Groups contract. ------18 Community Management On Target ADU011/17- Health, Adults & Public Health Public Health- Community Savings Delivered / 50 - 50 50 -Green 1. Reprocurements have achieved 2017-19 savings of £255k. ------18 Community Development Programme On Target ADU012/17- Health, Adults & Public Health Public Health – Primary Care Savings Delivered / 30 (38) - - Green 1. Re-procurement of smoking cessation services achieved 2017-19 saving of £100k ------18 Community Prevention Programme On Target against £92k target (over-achievement of £8k). 2. 2017-18 target was over-achieved by £38k due to savings being achieved quicker than originally profiled. ADU013/17- Health, Adults & Public Health Public Health - Sexual Health Savings Delivered / 158 - 158 158 - Green 1. Savings have been achieved through Pan-London tariff prices and channel shift to 100 - 100 100 ------18 Community Services On Target more modern and accessible services. ADU014/17- Health, Adults & Public Health Public Health - Specialist Smoking Savings Delivered / 54 (7) 47 52 (5) Green 1. Re-procurement has achieved 2017-19 savings of £155k against the target of ------18 Community Programme On Target £150k (over-achievement of £5k). 2. 2017-18 target was over-achieved by £7k due to savings being achieved quicker than originally profiled. CLC003a/17- Health, Adults & Community Service Redesign - Safer Savings Delivered / -- - 1. Future year savings in 2019-20. 255 - 255 255 ------18 Community Safety DAAT and Communities On Target ASB ADU001/16- Health, Adults & Adults Social Care Review of Day Services for Older Savings Delivered / - 161 161 161 -Green 1. Mayfield House day centre was closed on 30/11/17. ------17 Community People On Target 2. Full-year effect of the savings target has been achieved in 2018-19. ADU007/16- Health, Adults & Adults Social Care Sharing Services with NHS Partners Savings Delivered / - 200 200 200 -Green 1. Final restructure (sight and hearing) took effect in January 2018. ------17 Community On Target 2. Full year effect of the savings target has been achieved in 2018-19. SAV/ PLA 01 Place Public Realm Waste, Recycling & Street Savings Delivered / ------200 - 200 200 - - / 18-19 Cleansing Contract On Target SAV/ PLA 02 Place Housing /THH Review of Housing Delivery Savings Delivered / ------100 - 100 100 - - / 18-19 (THH/TH) On Target SAV/ PLA 03 Place Corporate Reduction in Running costs/ Savings Delivered / ------100 - 100 100 - - / 18-19 Property & Liability of Council Assets On Target Capital Delivery SAV/ PLA 04 Place Public Realm Street Lighting Efficiencies Savings Delivered / ------180 - 180 180 - - / 18-19 On Target SAV/ PLA 05 Place Sport Leisure and Review of Parks Savings Delivered / ------300 - 300 300 - - / 18-19 Culture On Target CLC001/17- Place Public Realm Waste Management Contract Savings Delivered / 1,008 - 1,008 1,008 - Green 1,000 - 1,000 1,000 ------18 Efficiencies On Target CLC004/17- Place Public Realm Smarter Working – Parking, Savings Delivered / 300 - 300 300 - Green ------18 Mobility & Transport Services On Target Efficiencies D&R001/17- Place Planning & Responding to Competition in Savings Delivered / 72 - 72 72 - Green 76 - 76 76 ------18 Building Control Planning On Target D&R003/17- Place Housing Options Purchase of Private Sector Units Savings Delivered / 500 - 500 500 -Green 1. MTFS assumes benefits will all accrue earlier in 2018-19. Original saving profile ------18 within the General Fund for use as On Target was £200k in 18-19 and £300k in 19-20. Temporary Accommodation RES005/17- Resources Risk Assessment Review and Revise Risk Savings Delivered / - 45 45 45 -Green 1. Achieved through staffing changes within the service. ------18 Management Service On Target SAV/ RES 01 Resources Benefits Improved Recovery of Housing Savings Delivered / ------500 - 500 500 - - / 18-19 Benefits Overpayments On Target SAV/ RES 02 Resources Human Resources HR Services - Additional Staffing Savings Delivered / ------100 - 100 100 - - / 18-19 Efficiencies On Target SAV/ RES 03 Resources Risk Assessment Internal Audit – Streamline Savings Delivered / ------50 - 50 50 - - / 18-19 Management and Explore Shared On Target Service Options SAV/ RES 04 Resources Revenue Services Revenue Services – Workforce Savings Delivered / ------100 - 100 100 - - / 18-19 efficiencies through greater self- On Target service and automation 2018-19 2019-20 2020-21 Reference PMO Directorate Service Area Title Savings Savings Slippage Revised Delivered Variance - Variance - Forecast Project Status update Savings Slippage Revised Forecast Variance - Variance - Savings Slippage Revised Forecast Variance - Variance - Project Achievement target from Savings / cashed Slippage Under / Savings Status target from Savings savings Slippage Under / target from Savings savings Slippage Under / Reference Status previous target (over) RAG RAG previous target (over) previous target (over) year delivery year delivery year delivery £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

SAV/ RES 05 Resources ICT ICT Savings Savings Delivered / ------750 - 750 750 - - / 18-19 On Target SAV/ RES 06 Resources Corporate Finance Services – Process Savings Delivered / ------100 - 100 100 - - / 18-19 Finance improvements and new Finance On Target System Implementation SAV/ RES 07 Resources Wi-Fi Concession Income Through Wi-Fi Concession Savings Delivered / ------300 - 300 300 - - / 18-19 Contract Contract On Target SAV/ RES 08 Resources Housing Income Through Housing Savings Delivered / ------250 - 250 250 - - / 18-19 Companies On Target SAV/ RES 09 Resources Housing THH - Potential support service Savings Delivered / ------100 - 100 100 - - / 18-19 Savings On Target SAV/ RES 10 Resources Customer Access Additional Local Presence Savings Delivered / ------300 - 300 300 - - / 18-19 Efficiencies On Target RES002/17- Resources Benefits Benefits Service Admin Savings Savings Delivered / 525 - 525 525 - Green 1. On track; will be delivered through a reduction in the resilliance contract, 525 - 525 525 ------18 On Target reduction in overtime and other staffing efficiencies, none of which will effect levels of service provision. ALL005/17- Governance Corporate Consolidation of Strategy, Policy & Savings Delivered / - 600 600 600 -Green 1.Restrcture completed and savings realised ------18 Strategy & Performance Functions On Target Equalities LPG002/15- Governance Registrars & Implementation of Registration Savings Delivered / - 80 80 80 -Green 1.Service changes have been implemented; savings have been realised. ------16 Democratic Service new business model On Target Services SAV/ CORP All All Contract Management Efficiencies Savings Delivered / ------4,250 - 4,250 4,250 - - 02 / 18-19 On Target ALL002/17- All All Fees & Charges Savings Delivered / 419 - 419 419 - Green 1. On track. 419 - 419 419 ------18 On Target ALL008/17- DP All All Treasury Management Efficiencies Savings Delivered / 500 - 500 540 (40) Green Amber 1. On track. ------18 On Target ALL010/17- All All ICT Centralisation Savings Delivered / -- - 400 - 400 400 ------18 On Target Savings Delivered / On Target 5,960 1,630 7,598 7,582 61 (45) 4,396 61 4,457 4,457 - - 9,030 - 9,030 9,030 - -

Savings Slipping but Achievable ADU003/17- FS03-SIN Health, Adults & Adults Social Care Helping People with Learning Savings Slipping but 582 184 766 216 550 - Amber Red 1. Project will achieve full savings, although the profile is being reviewed at present. 619 550 1,169 1,169 ------18 Community Disability live Independently Achievable It will be delivered through reviews of out of borough placements, price negotiation with providers, review of care packages in line with Care Act eligibility levels and shared lives scheme Page 103 Page 2. This is managed through the Supporting Independence project. 3. Deep dive is currently underway to attempt to find further mitigations in the current financial year. ADU007/17- Health, Adults & Adults Social Care Improving Employment Support for Savings Slipping but 55 164 219 190 29 -Amber 1. Map Squad savings have been achieved. 100 29 129 129 ------18 Community Adults with Disabilities Achievable 2. Development of employment services will reduce usage of day services. 3. This is managed through the Supporting Independence project. ADU008/17- Health, Adults & Adult Social Care Day Opportunities Provision Savings Slipping but 310 - 310 210 100 - Amber 1. Efficiency by merging Riverside and Redcoat daycare services onto one site. 140 100 240 240 ------18 Community Achievable 2. Reduce daycare usage of clients in residential and nursing placements. CHI002/17- FS04-EHH Children's Youth Services Better support for families through Savings Slipping but -- - - 1,000 - 1,000 - 1,000 - 1,000 1,000 - 1,000 - 18 Services and early help, and reduction in social Achievable Commissioning care demand CLC007/16- Place Public Realm Review of Enforcement Function- Savings Slipping but - 451 451 100 351 - Amber 1. £100k will be delivered in 2018-19 with the balance of £351k being realised in 351 351 351 ------17 More Generic Working Achievable 2019-20 through the Enforcement Review. 2. The shortfall for 2018-19 will be mitigated from the deferred waste efficiencies. CLC008/16- Place Public Realm School Crossing Patrols to be Savings Slipping but - 89 89 - 89 -Amber 1. Alternative options for funding are now being considered for achieving the 89 89 89 ------17 delivered by Schools Achievable saving. D&R002/17- Place Housing Options Maximising use of technology in Savings Slipping but -- - 300 - 300 - 300 - 300 300 300 - - 18 Housing Options Service Achievable D&R008/16- Place Corporate Generating more income from Savings Slipping but - 50 50 50 -Amber 1. Income generation is associated with the Public space wifi programme. 50 50 50 ------17 Property & council assets Achievable 2. The tender process is to be relaunched, which will result in slippage of the saving. Capital Delivery RES001a/17- Resources Human Resources Human Resources Savings Slipping but 1,250 250 1,500 250 1,250 - Red 1. Restructure completed; £250k savings achieved. 1,250 1,250 1,250 ------18 Achievable 2. The balance of savings will need to be delivered through non staffing budgets and through the agency reduction project and the terms and conditions review. Significant slippage expected in 2018-19 hence Ragged RED

ALL004/17- Resources Corporate Centralisation of Finance Savings Slipping but 300 700 1,000 1,000 - Amber 1. Slippage in 2018-19. Full savings due from 2019-20. 1,000 1,000 1,000 ------18 Finance Achievable ALL003/17- SS03-IC All All Debt Management & Income Savings Slipping but 3,000 - 3,000 1,500 1,500 - Amber Red 1. An uplift in Council Tax attributied £1.5m and a one off savings of £3m as a one 3,000 1,500 4,500 4,500 ------18 Optimisation Achievable off business rate credit write-off 2. Sundry Debt and Parking Income collection Debt Recovery has not been fully analysed to determine any in year savings RES001b/17- All All Human Resources Savings Slipping but 1,500 - 1,500 1,500 - Amber 1. Savings to be delivered through reductions in agency spend; a reduction in spend 2,000 - 2,000 2,000 ------18 Achievable is not being achieved and savings are being delivered through a rebate process which relies on a higher agency spend. RES006/17- All All Functional Consolidation of Savings Slipping but - 250 250 250 -Amber 1. Incorporated into the finance restructure project. See comments above on - 250 250 250 ------18 Procurement Achievable 'centralisation of finance'.

ALL001/17- SS04-RPG All All Review of Printing/ Scanning/ Use Savings Slipping but 500 490 990 990 -Red Red 1. Only the MFD and Reprographics elements of the project are currently in delivery. 500 990 1,490 1,490 ------18 SS06-MPS of Multi-Functional Devices (MFD’s) Achievable 2. Other projects to contribute to the savings include the digital post room and scanning which have not yet been started.

ALL006/17- SS01-CS All All Local Presence / Contact Centre Savings Slipping but 650 600 1,250 1,250 -Red Red 1. In year savings have slipped due to a more indepth business process re- 800 1,250 2,050 2,050 ------18 SS05-LP Review Achievable engineering approach. ALL009/17- SS02-BSH All All Consolidation of Business Support Savings Slipping but 1,000 - 1,000 1,000 - Red Amber 1. Project progressing but has slipped into 2019-20. The consultation closed on 29 - 1,000 1,000 1,000 ------18 and Administration Functions Achievable March 2019. Savings Slipping but Achievable 9,147 3,228 12,375 3,966 8,409 - 8,459 8,409 16,868 15,568 1,300 - - 1,300 1,300 300 1,000 -

Not Deliverable / Not Achievable CHI006/17- Children's Childrens Social Regional Adoption Agency Not Deliverable / 250 - 250 250 Red This savings target will not be achieved. It will be reversed in 2019/20. ------18 Services Care Not Achievable 2018-19 2019-20 2020-21 Reference PMO Directorate Service Area Title Savings Savings Slippage Revised Delivered Variance - Variance - Forecast Project Status update Savings Slippage Revised Forecast Variance - Variance - Savings Slippage Revised Forecast Variance - Variance - Project Achievement target from Savings / cashed Slippage Under / Savings Status target from Savings savings Slippage Under / target from Savings savings Slippage Under / Reference Status previous target (over) RAG RAG previous target (over) previous target (over) year delivery year delivery year delivery £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000

CHI003/17- Children's Learning & Increasing the involvement of Not Deliverable / 1,204 125 1,329 1,329 -Red 1. IEYS savings for LADN cannot be made due to the budget being funded by DSG. 1,079 1,329 2,408 2,408 - 2,408 2,408 2,408 - 18 Services Achievement partners in Early Years services Not Achievable 2. Children's Services forecast increased in Q2 by £1.3m due to unachievable savings.

CHI005/17- FS05-SEN Children's Learning & Better targeting of services for Not Deliverable / 300 100 400 200 200 - Green Red 1. The £100k savings slipped from 2017-18 have been achieved by the Educational 740 200 940 940 - 940 940 940 - 18 Services Achievement children with special educational Not Achievable Psychologist Service. A further £100k has been achieved in 2018-19 by the need and disabilities (SEND) Educational Psychologist Service. (Green) 2. The £200k balance of savings in the business case is unachievable. Ongoing review of SEND services. (Red) CLC005/16- Place Public Realm Alternative Service Delivery Model Not Deliverable / - 160 160 - 160Amber 1. This saving will not be achieved. Reversed in 2019-20. ------17 for Animal Warden Service Not Achievable CLC006/16- Place Public Realm Income Generation Opportunity Not Deliverable / - 200 200 200 Red 1. This saving will not be achieved. Reversed in 2019-20. ------17 from CCTV Network Not Achievable SAV/ CORP All All Treasury Management Investment Not Deliverable / 1,458 - 1,458 1,200 258 - Green Red £1.2m was generated for 2018-19 (Green). Investment was delayed and commenced 258 258 258 - - 258 258 258 - 01 / 18-19 Opportunities Not Achievable July 2018. Also the total invested was less than planned, hence the shortfall (Red).

Not Deliverable / Not Achievable 3,212 585 3,797 1,400 1,787 610 1,819 1,787 3,606 - 3,606 - - 3,606 3,606 - 3,606 -

Total 18,319 5,443 23,770 12,948 10,257 565 14,674 10,257 24,931 20,025 4,906 - 9,030 4,906 13,936 9,330 4,606 - Page 104 Page Mayoral Priority Growth 2018-21 as at 31 March 2019

Revenue (One Off) Revenue (Ongoing) Capital Housing Revenue Account Reference Directorate New / 2017- Title Strategic Priority Outcome 2017-18 2018-19 2018-19 2019-20 2020-21 Total 2017-18 2018-19 2018-19 2019-20 2020-21 Total 2017-18 2018-19 2018-19 2019-20 2020-21 Total 2018-19 2018-19 2019-20 2020-21 Total Status update 20 MTFS / Brought £'000 Actual £'000 £'000 £'000 Brought £'000 Actual £'000 £'000 £'000 Slippage £'000 Actual £'000 £'000 £'000 £'000 Actual £'000 £'000 £'000 2017-20 forward £'000 forward £'000 £'000 £'000 £'000 MTFS £'000 £'000 Extension

MPG/ CHI 01 Children's New Implementation of the Ethical Care 2. Children and young people are - 109 109 - - 109 - - Growth on fully utilised in 2018-19 - Children with Disabilities Service / 18-19 Services Charter protected so they can realise their potential MPG/ CHI 02 Children's New Early Years Provision Victoria Park 2. Children and young people are 88 25 31 31 150 - - - St Hilda's/Toyhouse spend £25k in 2018-19. / 18-19 Services and St Hilda’s Community Centre protected so they can realise their potential MPG/ CHI 03 Children's 2017-20 Continuing to provide universal 2. Children and young people are - 2,250 2,250 2,000 2,000 6,250 - - - £2m for free school meals for primary schools. £0.250m for loss of income April to / 18-19 Services MTFS free school meals protected so they can realise their August 2018. Now confirmed that there was no price increase for Primary schools for Extension potential 2018/19. MGRO CHI 1- Children's 2017-20 Supporting our Care Leavers to find 2. Children and young people are - 472 472 472 - - Leaving Care Service is expected to utilise the full growth bid for 2018-19 for targeting 17 Services MTFS work opportunities through protected so they can realise their employment service for care leavers (NEET). employment initiatives potential MGRO CHI 2- Children's 2017-20 Children’s Centre commissioning of 2. Children and young people are 93 120 135 120 333 - - - Outreach service provided by the Voluntary Sector for 'hard to reach' families. It is 17 Services MTFS voluntary and community sector protected so they can realise their £135k was spent in 2018-19. The balance of the total allocation (£198k) will be spent in (VCS) organisations potential 2019-20 when a more comprehensive summer programme is planned with the VCS.

MGRO CLC 5- Children's 2017-20 Provision of four new outdoor 3. People access joined-up services - 90 90 90 2 233 208 235 - £0.208m capital spent 2018-19. £90k will be required for gym activations. 17 Services MTFS gyms to improve health outcomes when they need them and feel to all parts of the community healthier and more independent

Children's Services Total 93 2,458 2,410 2,151 2,031 6,733 562 109 671 - - 671 2 233 208 - - 235 - - - - -

MPG/ HAC Health, New Community Safety, ASB & Crime 7. People live in safer 315 123 273 277 865 - - - All the new posts are now employed against, and the cost of the new IT system was less 01 / 18-19 Adults and neighbourhoods and anti-social than initially estimated Community behaviour is tackled MPG/ HAC Health, New Additional Police officers for 7. People live in safer 800 331 800 800 2,400 - - The Metropolitan Police Service is recruiting extra police officers to work directly in 02 / 18-19 Adults and Neighbourhoods neighbourhoods and anti-social response to residents’ concerns around community safety. This is a partnership initiative Community behaviour is tackled between the Council and Tower Hamlets Police, and replaces the previous partnership taskforce (PTF) agreements. Twelve officers are currently in post and working, whilst the remaining twelve have been recruited but are awaiting start dates.

MPG/ PLA Health, New ASB & Crime Neighbourhood 7. People live in safer 145 81 200 200 545 - - - The manager post is covered by a temporary worker, the two officer posts will be 06 / 18-19 Adults and Management neighbourhoods and anti-social recruited to shortly. Community behaviour is tackled Health, Adult & Community Total - 1,260 535 1,273 1,277 3,810 ------Page 105 Page MPG/ PLA Place New Enabling Unemployed Parents to 1. People access a range of 450 178 451 451 1,352 - - - Working Start Parents into Childcare jobs - Procurement for training provider 01 / 18-19 Move into Childcare Jobs education, training, and completed. employment opportunities MPG/ PLA Place New Watney Market Shop Front for 2. Children and young people are 60 60 60 60 180 - (7) 200 176 193 - The New Young WorkPath shop has been refurbished and occupied by the Careers 02 / 18-19 ‘Young WorkPath’ protected so they can realise their Service staff. Opened to the public on Monday 6th August. The project achieved it's potential target for the year to embed Young WorkPath into the wider Workpath employment partnership model. MPG/ PLA Place New Private Tenants Charter 6. People live in good quality and - 100 85 100 - - Trading Standards and EH Officers have been appointed and have started, positions 03 / 18-19 affordable homes and were filled by agency in the interim. neighbourhoods MPG/ PLA Place New Air Quality Assistant 5. People live in a borough that is 71 71 50 50 171 - - - Air quality officer started and backfilled by agency in the interim. 04 / 18-19 clean and green MPG/ PLA Place New Bursary for Environmental Health 5. People live in a borough that is 30 30 30 30 90 - - - Officers appointed, and spend ac 05 / 18-19 Trainees clean and green MGRO D&R Place 2017-20 Creating community hubs and 10. The Council works 60 60 25 120 - (180) 600 576 1,650 2,070 - Works have been completed at the Tramshed and the St Andrews (A12) building to 1-17 MTFS regularising the usage of collaboratively across boundaries in create the second and third community hubs. community buildings to provide strong and effective partnerships to high quality, low cost space for achieve the best outcomes for community groups residents MGRO D&R Place 2017-20 Enhancing services to support 1. People access a range of 185 221 157 226 632 - - - ESOL delivery 2018-19; 32 learners have been trained through pilot programmes with 2-17 MTFS people in overcoming the barriers education, training, and 18 moving onto accredited higher level training and 13 moving onto the WorkPath to accessing skills and toward employment opportunities Working Start job placement programme. 200 clients have been identified by WorkPath employment as having English as a primary barrier to employment. 12 training programmes have been scheduled for 2018-19 (up to 244 residents trained). MGRO D&R Place 2017-20 Introducing new off-street parking 5. People live in a borough that is (10) (10) (80) (90) - 186 (126) 32 1,450 1,450 2,960 (300) (300) (250) (550) £326k has been re-profiled to 2021-22. 3-17 MTFS arrangements in our housing clean and green estates due to changes in national legislation MGRO D&R Place 2017-20 Supporting young people realise 1. People access a range of 228 203 118 199 84 714 - - - Target delivery of creating 1000 apprenticeship opportunities by 2020 is on course. 4-17 MTFS their potential through the Mayor's education, training, and Outreach with various partners have successfully contributed to the number of Extension Apprenticeship Fund employment opportunities apprenticeship creations. The programme has been reprofiled to take account of the change in delivery mechanism. MGRO D&R Place 2017-20 Supporting residents aged 50 and 1. People access a range of 112 109 179 101 321 - - - The programme has had a slow but very successful start and is being reprofiled to take 5-17 MTFS above through training and education, training, and account of the changes to the scheduled cohorts going forward. support to help them access employment opportunities employment opportunities MGRO D&R Place 2017-20 Helping women to progress from 1. People access a range of 692 736 379 705 2,133 - - - The programme has been reprofiled to take account of shifting engagement and start 6-17 MTFS unemployment into health care education, training, and dates for 2018-19 cohort numbers. careers. employment opportunities MGRO D&R Place 2017-20 Planning Enforecement 5. People live in a borough that is - 151 151 151 - - Full team has been implemented. 7-17 MTFS clean and green HRA Budget Place 2017-20 HRA funding set aside for ASB 7. People live in safer - - - 836 491 736 1,572 The 7 police officers are funded by the HRA at a total cost of £490k per annum for 3 report MTFS Initiatives neighbourhoods and anti-social years. This is matched funded by MOPAC to provide additional 7 police officers (free of behaviour is tackled charge). MGRO CLC 1- Place 2017-20 Investing in public realm to 5. People live in a borough that is - - 455 - 54 2,000 1,000 3,455 - Programme of works agreed with Lead Member. 17 MTFS improve the local environment for clean and green residents MGRO CLC 2- Place 2017-20 Improving the quality of living 7. People live in safer - 150 150 150 - - Will be delivered as part of the Enforcement review. 17 MTFS environment for our residents neighbourhoods and anti-social through re-deployment of behaviour is tackled enforcement officers MGRO CLC 3- Place 2017-20 Improving Air quality in Tower 5. People live in a borough that is 50 50 - 100 - 50 19 74 31 100 - Mayoral grants - applications received being assessed, all were allocated 17 MTFS Hamlets clean and green Revenue (One Off) Revenue (Ongoing) Capital Housing Revenue Account Reference Directorate New / 2017- Title Strategic Priority Outcome 2017-18 2018-19 2018-19 2019-20 2020-21 Total 2017-18 2018-19 2018-19 2019-20 2020-21 Total 2017-18 2018-19 2018-19 2019-20 2020-21 Total 2018-19 2018-19 2019-20 2020-21 Total Status update 20 MTFS / Brought £'000 Actual £'000 £'000 £'000 Brought £'000 Actual £'000 £'000 £'000 Slippage £'000 Actual £'000 £'000 £'000 £'000 Actual £'000 £'000 £'000 2017-20 forward £'000 forward £'000 £'000 £'000 £'000 MTFS £'000 £'000 Extension

MGRO CLC 4- Place 2017-20 Incentivising better waste collection 5. People live in a borough that is 520 250 163 250 1,020 - - - The full £1.02m was required as it links to the full 2 year plan for the estates recycling, 17 MTFS arrangements on housing estates clean and green communications and interventions projects.

MGRO RES 2- Place 2017-20 Tackling Poverty Fund - Tackling 3. People access joined-up services 667 1,667 1,286 1,667 1,667 5,668 - - - Tackling poverty initiatives are completed for 2018-19, but are ongoing in future years. 17 MTFS poverty in Tower Hamlets by when they need them and feel Extension creating a Welfare Support Scheme healthier and more independent to support residents Place Total 2,514 3,897 2,636 3,658 2,342 12,411 301 100 386 - - 401 504 693 912 5,131 2,450 8,778 536 191 486 - 1,022

MGRO RES 1- Resources 2017-20 Providing free Wi-Fi in Tower 9. The Council is open and - 250 250 - - - 500 500 1,000 - Capital requirement of £500k re-profiled to 2021-22. 17 MTFS Hamlets for all transparent putting residents at the heart of everything we do Resources Total ------250 - - - - 250 - - - 500 500 1,000 - - - - -

Total 2,607 7,615 5,581 7,082 5,651 22,954 1,113 209 1,057 - - 1,322 506 926 1,120 5,631 2,950 10,013 536 191 486 - 1,022 Page 106 Page Agenda Item 7.3

Non-Executive Report of the:

Overview and Scrutiny Committee

th 20 May 2019

Classification: Report of: Sharon Godman, Divisional Director Strategy, Unrestricted Policy and Performance

Overview and Scrutiny Toolkit 2019-20 Draft

Originating Officer(s) Afazul Hoque, Head of Service, Corporate Strategy and Policy

Daniel Kerr, Strategy and Policy Manager Wards affected All Wards

REASON FOR URGENCY:

Must be considered by OSC at the first meeting of the Municipal Year

1. EXECUTIVE SUMMARY

1.1. The report presents a draft of the Overview and Scrutiny toolkit 2019-20, which has been developed to replace the outgoing scrutiny toolkit 2016- 17. The main purpose of the toolkit is to offer practical guidance for Members, senior leaders and scrutiny support officers when carrying out scrutiny activities.

2. RECOMMENDATIONS:

2.1. The Overview and Scrutiny Committee is recommended to:

- Comment on the draft Overview and Scrutiny toolkit 2019-20.

3. DETAILS OF THE REPORT

3.1. The Overview and Scrutiny toolkit 2019-20 has been developed to refresh the outgoing Scrutiny toolkit 2016-17. This is a draft version based on the 2018 -19 Overview and Scrutiny Committees structure and some of the areas will need to be amended to reflect the new committee structure and portfolios.

Page 107

3.2. The Overview and Scrutiny toolkit 2019-20 aims to offer a practical guide to Members, senior officers and scrutiny support officers. Making the Overview and Scrutiny toolkit 2019-20 accessible to the wider Council will foster and develop a stronger organisational culture of scrutiny.

3.3. The Overview and Scrutiny toolkit 2019-20 was developed with the following considerations:  Current scrutiny toolkit 2016-17  Desk research – what are other local authorities are using  Benchmarking and best practice e.g. CfPS and Ministry of Housing Communities & Local Government statutory guidance  The Overview and Scrutiny toolkit 2019-20 has been shaped from the discussions from the Committee Members’ away day which focused on how we can make scrutiny more effective.  Obtaining feedback from 1-2-1’s with Committee Members, senior officers DLTs and scrutiny supporting officers.

3.4. Future plans for the Overview and Scrutiny toolkit 2019-20 following on from OSC meeting include:  Final version of the Overview and Scrutiny toolkit 2019-20 to be designed by the Council’s communication team with the aim to make it more accessible and engaging for readers.  Target date of completion for the Overview and Scrutiny toolkit 2019-20 will be June 2019  An online version of the Overview and Scrutiny toolkit 2019-20 will be developed to provide better accessibility and wider access to the rest of the Council.  A Communications plan will be developed to launch the Overview and Scrutiny toolkit 2019-20 to ensure all Members and officers are aware of its purpose and know where to find it.

4. EQUALITIES IMPLICATIONS

4.1. There are no equalities implications arising from the report.

5. OTHER STATUTORY IMPLICATIONS

5.1. Best Value Implications The activities highlighted in this report are made as part of the Overview and Scrutiny Committee’s role in helping to secure continuous improvement for the council, as required under its Best Value Duty.

5.1. Environmental (including air quality) There are no direct environmental implications arising from the report

Page 108 5.2. Risk Management There are no direct risk management implications arising from the report or recommendations.

5.3. Crime Reduction There are no direct crime reduction implication arising from the report

5.4. Safeguarding There are no direct safeguarding implications arising from the report or

5.5. Data Protection / Privacy Impact Assessment There are no direct data protection/ privacy impact assessment implications arising from the report

6. COMMENTS OF THE CHIEF FINANCE OFFICER

6.1 This report is the upgraded Overview and Scrutiny toolkit; which provides practical guidance for Members, senior leaders and scrutiny support officers when carrying out scrutiny activities.

6.2 There are no direct financial implications from this report

7. COMMENTS OF LEGAL SERVICES

7.1 There are no specific legal implications arising from this report

Linked Reports, Appendices and Background Documents Linked Report  NONE Appendices Overview and Scrutiny Toolkit 2019-20 Local Government Act, 1972 Section 100D (As amended) List of “Background Papers” used in the preparation of this report List any background documents not already in the public domain including officer contact information.  NONE

Officer contact details for documents:

Afazul Hoque Ext 4636 [email protected]

Daniel Kerr Ext 6310 [email protected]

Page 109 This page is intentionally left blank Page 111 Contents

Purpose of this toolkit The purpose of this toolkit is to support Members, Council officers and partner agencies in getting involved with the overview and scrutiny function.

Section A – About overview and scrutiny function in Tower Hamlets • Overview and scrutiny in Tower Hamlets including principles of good effective scrutiny • Structure and relationship to others decision-making controls • Role of Overview and Scrutiny Committee, legal context, powers and the use of sub-committees • Different types of scrutiny activity you can expect to happen at Tower Hamlets

P1 - P4 Section B - Roles and responsibilities for the overview and scrutiny function • Overview and Scrutiny Committee chair and scrutiny leads • Co-opted Members • Senior officers • Supporting officers / Statutory scrutiny officer • Role of the non executive Councillors

P5 - P9 Section C –Tools for overview and scrutiny • Pre-scrutiny meeting • Process map for managing scrutiny reviews and challenge sessions • Effective questioning for key lines of enquiry • Supporting data and evidence • Witnesses • Engaging with the residents and the wider community • Call –In procedure (flow diagram) •Measuring success / peformance indicator’s

P10 - P17 More Information • Contacting the scrutiny team • Resources • Information source / acknowledgements P18

Appendices • Identifying / prioritising scrutiny topics for the scrutiny work programme • Questions you may wish to ask for performance scrutiny • Information for participants in scrutiny process • Overview and scrutiny Member role description P19 - P23

Page 112 Page 113 Overview and scrutiny function Overview and scrutiny is key function in Tower Hamlets Council’s governance and decision-making process. It plays an important check and balance role to ensure that the decisions of the Executive Mayor, Cabinet, and it partners are in the best interests of the resident and that the Council is providing a high quality service. Recommendations following scrutiny enable improvements to be made to services, policies and how they are implemented. Throughout this document we refer to Overview and Scrutiny Committee as OSC.

Overview and scrutiny enables non-executive Members and co-opted Members an opportunity to:

• Examine the services provided by the Council and partner agencies to the residents / community. • Ask effective questions on how decisions are made or reached. • Make recommendations and consider if service improvements can be put in place • Take a collaborative approach to working with others; be challenging but constructive in proposing improvements • Encourage external involvement from the public, groups and businesses

The Centre for Public Scrutiny – CfPS (2003) has developed four key principles and a further three components (below) which demonstrate good scrutiny, governance and underpin Tower Hamlets’ approach to conducting effective scrutiny:

Figure 1. CfPS four key principles and three components for good effective scrutiny

Principles

3. Be led by 2. Amplify the voices 4. Drive Improvements 1. Provide constructive independent and concerns of the in public services ‘critical friend’ challenge people who will take public responsibility for their role

Components

Accountability - An environment where responsibility for services and decisions is clear and where those holding responsibility can and are as answerable for success and failure

Transparency - The publication, proactively, of information relating to services and decisions to allow local people, and others, to hold policy makers and decision makers to account

Involvement - rules, principles and processes whereby a wide range of stakeholders can play active roles in holding to account, and influencing and directing the development of the policy

Page 114 1 Seven practices that facilitate effective scrutiny: 1.Ensure that the work programme (WP) is Member led for scrutiny agenda. 2. The scrutiny process is clear for everyone involved 3. Apply a range of evidence-based sources to ensure a robust approach for chosen topic 4. Use a range of techniques for scrutiny activities in addition to the committee meetings e.g. site visits; brainstorming; in depth reviews and challenge sessions. 5. Involve the community as a scrutiny platform for vigorous debate. 6. Monitor the progress of scrutiny recommendations using performance indicators; milestones and present in annual reports. 7. Consider a themes orientated approach, which is relevant to the communities to ensure that a broader understanding of issues is considered.

Structure of Overview and Scrutiny Committee’s relationship to other decision-making controls Tower Hamlets OSC has been refreshed in 2019/20 and the following provides information on the activities of key stakeholders within decision-making framework (highlighted in Figure 2):

• Consists of an elected Mayor (who holds a four year term in office) and is supported by Cabinet Members. • The Mayor sets the Councils policy direction, recommends budget proposals and tax levels for approval by the Full Council. • The Mayor can also take Mayor’s individual decisions and these are published on Council’s website. • Decisions taken are in line with the budget and policy framework agreed at Full Council meetings • There are 45 ward councillors and the structure permits Members an opportunity to reflect on council proposals. • Proposals outside the framework must be referred to Full Council to decide. • ‘Key decision’ taken by the executive i.e. decisions that involve 2 or more wards or has significant funding implications must be included in the forth coming decision plan and published 28 days prior to decision being implemented.

Figure 2. Overview & Scrutiny Committee and Its sub-committees with the Council’s Decision Making Framework

External decsision making Mayors Individual Decisions advisory groups e.g. Partners, Health, Police and Fire Service etc.

Officer Decisions Other Committees

Budget and Policy Cabinet Commission / Other Bodies Cabinet Framework Council Scrutiny Panels, Inter Council Committees & other Scrutiny Work

Overview and Scrutiny Committee

Scrutiny Lead for (OSC) Scrutiny lead for Finance and Environment and Community Resources Safety

Housing and Regeneration Health and Adults Children and Education Scrutiny sub-committee Scrutiny sub-commitee Scrutiny sub-committee

Note: Some bodies have been ommitted for clarity Page 115 Key Dialogue lines 2 A vital consideration for developing and sustaining effective scrutiny is to build and establish a good working relationship with Cabinet. Formalities should include:

• Constructive relationship and respecting each other’s roles. • Recognition of the value that both add to the Council’s decision-making process. • Cabinet should welcome the contribution scrutiny bodies make at an early stage in shaping or informing policy/ decision-making. • Cabinet can ask OSC or one the sub-committees to undertake a specific task to support the Cabinet in its decision making remit.

Role of Overview and Scrutiny Committee, legal context, powers and the use of sub-committees The Local Government Act 2000 (updated in the Localism Act 2011) stipulates that where a Council has an executive management structure, it is legally required to offset this with an overview and scrutiny process. Furthermore, in May 2019 the UK Government published new statutory guidance on overview and scrutiny with the aim of strengthening the role of scrutiny

In Tower Hamlets, the constituion provides nine non-executive elected Members (including the chair) and two co-opted Members who meet on a monthly basis to discuss topics and issues affecting local residents. Scrutiny Members have enhanced powers to access exempt or confidential information in addition to those to perform their duties.

The OSC remains the principle member led body and the ability to make recommendation for service improvements, influence policies and decisions made by the Council and its partners in delivering local services. For this it holds the following powers:

• Holds the executive to account through reviewing and scrutinising performance policy and decisions. • Monitor decisions made by the Cabinet to ensure its robustness and that its good value for money. • Ask ‘pre decision questions and consider any consider decisions that are called in. • Power to request the elected Mayor and Cabinet Member to attend and explain their decisions made, plans and performance. • OSC may require the executive to submit a report to the Council if it considers that a key decision has been taken which was not published in advance

As part of the review and refresh of the OSC (2019/20) and under its terms of reference, the OSC has appointed three sub-committees and two further scrutiny lead areas (figure 3) to appropriate and conduct scrutiny meetings, individual reviews and challenge session under the umbrella of its work programme.

Page 116 3 Figure 3. Scrutiny Lead Portfolios

Strategy and Performance Strategic Partnership Oversight of Budget Scrutiny Tower Hamlets Partnership and Tower Hamlets Plan Policy Development and Implementation Scrutiny Lead Cohesion, integration and community relations Members Portfolios Overview and Scrutiny Civic Centre Committee Brexit Council Transformation and Continuous Improvement Communications Equalities Member Support

Health and Adult Scrutiny Children and Education Housing and Regeneration Resources and Finances Environment and sub-committee Scrutiny sub-committee Scrutiny sub-committee Scrutiny Lead Community Safety Scrutiny Lead

Children Services & Ofsted Housing Management and Better Finance Budget Development and Community Safety Children Social Care (CSC) Neighbourhoods Monitoring THEO’s Enforcement Looked After Children and Child Housing Options and Advice Capital Strategy and Delivery Crime Prevention Protection Tower Hamlet Homes & Registered Capital Delivery and Property Antisocial Behaviour Children with Disabilities (CWD) Providers Services Drugs and Alcohol Crime Prevention and Special Needs Private Sector Housing Grants and Volunteer Sector TAckling Radicalisation/ Prevent Youth Services Housing Strategy Procurement and Corporate Waste Management and Recycling Youth Offending and Youth Justice Economic Regeneration Programmes Street Management and Cleanliness Tackling Child Poverty Housing Fire Safety Value for Money Environment Health and Protection Early Years, Learning and Play New Council Homes Revenue Services Environmental Enforcement Children’s Centres Local Development Framework and Human Resources Parking Services Young People and Learning Local Plan ICT Parks and Open Spaces School Improvement Regeneration Strategy and Risk Management Transport Services Further and Higher Education Sustainability Tackling Poverty and Welfare Reform Neighbourhood Refresh Programme Arts and Events Assett Management Customer Access & Local Presence Highways Cultural Creative Industries Planning Services Building Control Idea Storess and Libraries Road Safety & Cycling Community Language Services and Enforcement Digital Inclusion and Internet Access Licensing Policy and Strategy Major Projects Trading Standards Employment Partnerships (inc JCP) Air Quality Economic Development Skills Development Employment Initiatives (Work Path) Apprenticeship and Training Support for Local Businesses Market and Town Centres

Different types of scrutiny activity you can expect to happen at Tower Hamlets Scrutiny can influence the decision making process or carry out effective scrutiny decisions that have already been taken these include:

• Budget and policy framework items around strategies, plans and statements e.g. housing, employment and enterprise, crime and disorder, licensing authority policy and development plans etc. • Investigating specific issues or services using less formal settings such as scrutiny reviews and challenge sessions. • Budget scrutiny including yearly allocation of resources, risk management, decisions on control Council’s borrowing and capital expenditure. • Call in of decision (made by the executive) by the OSC by examining and if necessary requesting changes to an executive decision that has not been implemented. • Spotlight sessions focus on a particular policy area or portfolio with the relevant Cabinet Member. • Pre decision Scrutiny of Cabinet business – reviewing forthcoming plans allows OSC to highlight issues for its work programme. OSC meets a week before Cabinet and has the opportunity to raise questions, which the Cabinet should factor in when making its decision. • Petitions includes names addresses and signatures of at least 1000 people who reside, work or study in the borough can trigger a debate at OPageSC 117 4 Page 118 Overview and Scrutiny Committee chair and scrutiny leads The OSC chair holds the position for chairing (along with the vice chair) committee meetings.The chair is expected to work together with other Members to promote effective scrutiny for their committee. In addition, the chair is responsible for the following:

OSC Chair Figure 5. OSC chair’s characteristics

Providing strong leadership Making sure the business of Involving and develop Managing the work programme and direction to the scrutiny scrutiny committee is managed committee members e.g. and is Member led make best committee; actively promote effectively and stays within the acquiring appropriate use of resources e.g. time, the role and positive impact of terms of reference knowledge and skills to expertise and knowledge scrutiny function both within undertake their roles the Council and external

The OSC chair will work closely with the scrutiny and Democratic Service officers to coordinate activities and the work programme of the OSC and its sub-committees. In addition, all chairs should consider the following

1. Chairing the OSC and sub-committees in a timely and efficient fashion, following an agreed agenda. 2. Play a vital role in leading discussions on objective setting and ensuring Members are aware of the specific role each will play during the evidence setting. 3. Promote discipline and high standards of behaviour in scrutiny. 4. Ensure that adequate resources i.e. financial / officer support, training are provided. 5. Take a lead in monitoring the Council’s decision making processes and ensuring that decisions are consistent with the Council ‘s budget and Policy framework 6. Scrutinise activities of the Cabinet 7. Invite the Mayor, Cabinet Members, senior officers and others to attend scrutiny committee meetings to answer questions. 8. Owning and presenting the reports of the scrutiny committee to the relevant bodies of the Council. 9. Pay special attention to the need to guard the committee’s independence (avoid being viewed as, a de facto opposition to the executive).

Page 119 5 Co-opted Members There are 12 Co-opted Member who provide representation from the community perspective. This offers an opportunity to obtain a broader picture of an issue and encourage better public engagement.

The OSC and its sub-committees have the following co-opted Members: • OSC has two co-opted Members • Housing and Regeneration scrutiny sub-committee has two co-opted Members (one leaseholder and one tenant). • Health and Adults scrutiny sub-committee has two co-opted Members (including one representative from Healthwatch Tower Hamlets). • Children and Education scrutiny sub-committee have six statutory education co-opted Members: Three Parent Governors, one Church of England, one Roman Catholic, one Muslim representative. Statutory Co-opted Members can vote on issues about education, comment on other topics but unable to vote.

Co-opted Members Figure 7 Co-opted Members Role

Use the role of the co-opted Develop your relationship member to connect with the with other committee Council’s OSC function with Members local groups

Work in a consensual Actively participate in the manner to ensure work of committee and effectiveness of scrutiny other scrutiny activity

Be objective, rigorous and Engage with a range of local Monitor performance of the resilient in challenging people and stakeholders to Council and contribute to policy decisions bring issue of concern to the the monitoring of attention of committee partnerships

Page 120 6 Role of officers from Council Directorates and Partner Agencies Senior officers may be asked to provide support to the OSC process. They may be required to contribute if the topic under review directly impacts on their service or addresses and issue relevant to the delivery or management of the service. Below are some of the activities they could be expected to participate in:

Senior officers Figure 7. Council Directorate and Partners Role

Prepare information for Attend an OSC or This could include preparing a scrutiny members for an sub-committee meeting to 10-minute presentation. Overview and Scrutiny answer questions on decisions Officers should assume that Committee the report is taken as read by report committee Members

Being involved in a scrutiny Explain performance related review (an in depth issues within area of examination of an issue or responsibility & respond to policy recommendations

Officers from relevant services have an obligation to help develop workable actions, to put into effect the purpose and intent of individual recommendations contained within scrutiny reports and ensures that these are implemented in the way they have been agreed by the executive.

Effective scrutiny can involve looking at issues that can be politically contentious; it is therefore inevitable that, at times, the executive will disagree with the findings or recommendations of a scrutiny committee.

Officers should speak to scrutiny Members to ensure they understand the reasons why information is needed, thereby making the Council better able to provide information that is relevant and timely, as well as ensuring that the Council complies with legal requirements. Officers should also ensure that all reports are submitted 12 days prior to publishing to enable any amendments or queries to be followed up.

Page 121 7 Role of scrutiny officers As a scrutiny officer your main role will be to support the scrutiny lead and committee Members with delivering effective scrutiny. This will entail the following:

Scrutiny officer Figure 6. Scrutiny officer role

Support scrutiny reviews Scope Individual scrutiny reviews Identify relevant witnesses and including scoping, and challenge sessions and provide support to witnesses implementation and provide research and analysis co-ordinating actions support

Gather intelligence evidence and Develop key lines of enquiry for Track the outcomes of scrutiny support the drafting working scrutiny meeting and chair’s activity programme briefing.

Support the chair with any gaps Liaise with corporate /divisional Develop and promote the role within the scrutiny meeting and directors and heads of service as of scrutiny and providing advice recording action points for appropriate to members and officers follow up

All officers have a duty to serve and advise Members and officers engaged in scrutiny activity in the same way they would Cabinet, other executive committees and elected Members in general. All Council officers are required to provide impartial advice and guidance.

Democratic Services officers organise the OSC and sub-committees meetings. Their role includes collating and distributing the agenda, preparing meeting venue and taking minutes of the meetings.

Statutory scrutiny officer S9FB1 of the Local Government Act 2000 (incorporated into the Localism Act 2011) requires local authorities in England to appoint a statutory scrutiny officer (SSO). In Tower Hamlets the Divisional Director for Strategy, Policy and Performance holds this role and has the following responsibilities:

(a) To promote the role of the Tower Hamlets OSC and its subcommittees (b) Provide support to the Tower Hamlets OSC and the Members of those committees (c) Provide support and guidance to Momebers of the Council, Members of the Executive and offcers in relation to the function of the Council’s OSC

If you need to get in contact with the statutory scrutiny officer details are as follows:

Sharon Godman Divisional Director Strategy, Policy and Performance Email: [email protected] Contact: 0207 364 3276 Page 122 1 http://www.cfps.org.uk/wp-content/uploads/PG-5.pdf 8 Role of the non-executive Councillors All non-executive councillors can get involved with the committees. This includes scrutiny reviews, challenge sessions, call-ins, as well as making suggestions for OSC to focus on. A non- executive elected Member working within the overview and scrutiny function holds a collective and individual responsibility for ensuring that delivery of scrutiny is member led. In order to support effective committee meetings and make the discussion more robust they will undertake the following activities: Figure 4. Role of non-executive Councillors

Reading agenda, reports Visit service providers in Enhance understanding and papers before a Tower Hamlets and of topics meeting takes place elsewhere

Actively listen including Attend relevant seminars Check own understanding, or conference to gain a take notes for later, better understanding of a challenging wintnesses if particular issue an explanation has not been fully understood or if Formal meeting Outside of meeting there are contradictions with statements Meet with members of the public and local organisations to hear Effective scrutiny committee Member will use the their views and concerns following range of skills Raise relevant and timely questions at the meeting Participate in training and development events organised by the Council Knowledge of scrutiny’s role in the working of the Council Take into account views and formal constitutional duties of residents, services users and local organisations when Members should view the formulating and opinion scrutiny function as impartial and stay Ability to question assertively and effectively whilst separate from party supporting, where appropriate witnesses and others politics Get involved in activities involved in the scrutiny process that the committee has agreed to undertake outside of formal meetings Support constructive discussion and questioning. Ability to work collaboratively with appropriate officers, stakeholders and members of the public Ability to evaluate and analyse evidence and contribute Foster a positive working to workable recommendations. relationship with those who are the subject of scrutiny recommendations thus ensuring a higher chance of implemenation Responsible for the output and outcomes of scrutiny Offer sufficient availability, time and energy to deal with the role

Developing recommendations is often an iterative process, undertaken by Members. When deciding on recommendations, Members should have due regard to evidence based advice received from officers, particularly the monitoring officer.

Page 123 9 Page 124 Pre-scrutiny meeting Meeting with the chair beforehand is highly recommended. Good practice suggests allowing at least 30 minutes prior to the scrutiny meeting for a pre-briefing session to take place. It is also recommended that all Members on the committee attend the pre meet to allow for any issues, queries and clarification to be raised about items on the agenda.

The checklist below provides scope to consider the following:

a. Scrutiny support officers, the Scrutiny Lead (chair) and committee members to meet and discuss ahead the agenda items.

b. Review and run through the chairs briefing to ensure what is on the agenda, timeframe for each topic and questions.

c. Review the key lines of enquiry, distribution in terms who will be asking to the questions and whether committee members have any additional questions they wish to nominate/ put forward.

d. Check with the chair and committee if there are likely to be any conflict of interests.

e. Inform the chair who will be attending the meeting, including apologies, substitutes.

f. Inform the chair of any external or public attendance and questions that the public wish to raise as an agenda item.

g. To check with the chair and committee if there are likely to be any contentious issues or topics and how to mitigate any volatile or escalated behaviour.

h. If applicable consider any potential action points/ recommendations required at the meeting.

i. Good practice suggests the scrutiny chair should consider delegating to committee Members to take on more active role for the next scrutiny meeting topic thus enabling committee (as a whole) take a collaborative approach in developing robustness in gathering research and evidence.

j. If the meeting is held public community setting the chair should be reminded of any housekeeping information to be shared at the beginning of meeting (as part of risk management).

Page 125 10 Process map for managing scrutiny reviews and challenge sessions When thinking about the process it is worth considering that there will be a variance depending on the complexity or breadth of the topic and determine whether it is a longer review or a one-off challenge session. Figure 15 Scrutiny review and challenge session process

Actions prior to the 1st meeting First meeting During the review Final report

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11 Effective questioning The Centre for public scrutiny (CfPS) provides an excellent publication on questioning techniques for scrutiny members. Key points include:

• Scrutiny approach should calm, measured / balanced whilst demonstrating strong, objective and challenge

• Use specific questioning techniques e.g. Open questions (allowing free narrative from person being questioned e.g. tell me about…. What is your view on…?) Open probing (‘any other’ VS ‘what other’ because the former prompts a Yes response, the latter No) A combination of probing styles including challenging, encouraging, acknowledging gaining more detail etc. • Fostering a positive reinforcement may encourage further responses. • Avoid biased questions, leading questions and absolute questions, which may offer only one-word responses.

Potential key lines of enquiry (questions) The CfPS (2019) suggests the following core KLoE (key lines of enquiry) areas be used. In addition, topic or issue specific KLoEs unique to a review can be produced at scoping stage (or other key stages).

Outlined below are five potential KLoE with associated questions, that could help focus questioning and project planning.

• Current experience for residents What is the experience of residents currently using the service? What kind of service do residents receive? What particular issues do residents encounter?

• Improving outcomes What can be/ is being done to improve the experience of residents? What would better outcomes look like? What would be a good level of performance look like? How can Tower Hamlets lead by example in this area?

• Council’s corporate priorities/plan/objectives How will investigation into and improvement in this area help the Council meet its corporate priorities, and objectives? How will improved performance improve the lives of residents in the borough?

• Evidence: recording and monitoring outcomes How is performance recorded? I.e. What is the evidence? What type of evidence is there? Is the evidence accurate and reliable? Is data recorded in a consistent way? How will outcomes be monitored? How will we know what success/improvement looks like?

• Comparisons (to other Local Authorities and organisations) How does performance compare with other neighbouring and similar local authorities? What can be learned from the experiences of other local authorities? How can Tower Hamlets lead by example in this area?

Page 127 12 Supporting data and evidence Scrutiny is most effective when it considers a broad range of evidence and involves.

Types of evidence gathering that you can consider include: • Background information through desk research e.g. think tanks, interest groups and national research as well as service reviews, inspection reports and partnership plans.

• Research and consultation obtained from survey data, corporate and service based focus groups, ad hoc feedback from local residents and other formal and informal engagements

• Continual engagement and governance processes e.g. business or community forums, tenant groups, residents’ panel and co-option on to Citizens panel

All evidence can be gathered from a range of sources, as relevant:

Figure 10. Evidence gathered from a range of sources

Voluntary & Community Organisations

Council Staff Residents & & Members Members of the Public Evidence Sources

Government, Locial Authorities Businesses Health, Police & Fire Service

Witnesses Internally, witnesses may include:

Relevant Cabinet Relevant Officers Members of Member(s) Other Bodies

External witnesses can be drawn from a wide range of individuals and organisations. Good practice suggests that Members should undertake a stakeholder mapping exercise, in order to get the right witnesses. A number of stakeholders are identified below:

Page 128 13 Figure 11. Tower Hamlets’ stakeholder map for external witnesses

Tower Hamlets Council European Union Stakeholder Map Central Government Local Government

Member of Parliament NHS Police

Fire Service Probation Service Youth Council Trade Unions

Local Businesses /Chamber Schools Universities and FE Colleges of Trade and Commerce

Local Industries Voluntary & Community Faith Groups Registered Social Landlord Sector

Local Transport Providers Pressure Groups Media Neighbourhood M anagement and Ward Panels

Public; Including target Supplier of Goods and Youth Clubs Services groups /seldom heard voices

Some key considerations when gathering the evidence from witnesses:

Location: Most committee meetings will normally take place within Council premises (which are properly equipped), however some meetings should take place within the community settings as they may offer better public turnout and engagement and less formal settings can put witnesses at ease.

Layout: For formal committee meetings a horseshoe table layout is considered effective. In less formal settings, Members should consider a circle layout that may reduce witnesses feeling less intimidated.

Briefing Witnesses: It is important that both internal and external witnesses are aware of what to expect when they attend to give evidence (see appendix 4). Engaging the residents and wider community Encouraging community participation in scrutiny process is a key mechanism for Members to represent the views of their community and ensure that these views are taken in account by the Council in its policy development and decision-making process.

In order to engage a wide range of the borough’s communities, Members should consider the following:

Page 129 14 Figure 12 types of engagement with residents and wider community

Meeting people Advertising at Idea Visiting community informally in their own Stores and local forums neighbourhoods and delivery points communities

Ensuring meeting places are accessible and welcoming

Using Plain English, brail and community languages to engage Resident and community engagement with wider reach Using social media channels e.g. Twitter, Facebook, aggregate demand

Communicating with Placing publicity in the Publicising scrutiny faith groups leaders local and community events e.g. leafleting and voluntary press and community community sectors centres

Promoting how residents can get involved in scrutiny There are four main ways a resident of the borough can get involved as contributors

Figure 13 How residents get involved in scrutiny

As Contributors to items As participating on the scrutiny areas that observers at scrutiny shows focus on as scrutiny meeting part of their work (as these are public programme meeting)

As co-opted Members of As experts and witnesses committees and reviews brought in to help Members explore particular issues or give evidence

Page 130 15 Call - In process Below is the process for how a decision is called in. There are a number of reasons why a decision may be called in but usually a ‘call in’ takes place if the decision has not been commenced Figure 14 Call In process flow diagram

Decision taken (Cabinet, Cabinet Member or officer with delegated authority)

Record of decision published within two working days and notified to members

Decision cannot be called in because Decisions can be called in it is both reasonable and urgent i.e. any delay likely to be caused by the call-in procedure would seriously prejudice the Council’s or public’s interest OSC or any five Members of the No call-in. Decision takes Council may ask for the decision to effective five working days be called in for scrutiny. after publication of the A meeting of the committee record of the decision determined and published within five working days Decision takes effect immediately

Scrutiny committee considers the decision

Concerns addreassed satisfactorily Referred back to the decision maker or Full Cabinet in the case of Referred to Council individual Cabinet Member decisions for reconsideration, setting out in writing the nature of the committee’s concern

Decision maker reconsiders, may or may not amend the Council No objecting original decision before adopting a final decision challenges to decision decision*

Decision takes effect from the date of the last occasion it was discussed

Page 131 16 Measuring Success – PI’s (performance indicators) Assessing the impact of overview and scrutiny can be difficult to measure. The CfPS suggestion the performance indicators for scrutiny can be developed under the four principles:

Reflecting the voice and concerns of the Critical friend challenge public and its communities

% of items on the WP suggested by the public around % of items on WP taken from the forward plan issues raised via surveys, comments or complaints % of items on Cabinet agenda amended through scrutiny intervention No. of visits to Council’s scrutiny web pages No. of external people involved in the scrutiny process

Performance

Taking the lead and owning the scrutiny process Making an impact on service delivery % of scrutiny recommendations implemented by the % of meetings attended by members at which they executive were required % of stakeholders who feel that scrutiny has an impact on % of Members involved in training or scrutiny services % of Members that have a good awareness of the role Improvements identified by stakeholders because of of scrutiny and of their role as scrutiny member scrutiny

Scrutinising performance Performance management should be a continuous process, which responds to actual performance information to ensure the Council:

Achieves what Demonstrates Improves it plans to achieve value for money outcomes for residents

Why scrutinise performance information? Reviewing performance information enables scrutiny function to have a good understanding of areas, which require further critical friend challenge and applying an evidence-based approach. Performance information can assist scrutiny to:

1. Inform the scrutiny work programme and help what areas to focus on 2. When scoping specific reviews - to decide whether there are areas that need particular focus 3. As part of the proces for holding the executive to account for decisions and strategic priorities 4. Benchmarking performance - to compare our services with other organisations 5. As part of the evidence gathering process - looking at range of indicators

Page 132 17 More information

Contacts If you would like further information or wish to contact the Scrutiny Team via Email: [email protected] Web page: www.towerhamlets.gov.uk/thscrutiny

If you wish to contact the lead officer for Tower Hamlets overview and scrutiny please ask for

Afazul Hoque Head of Corporate Strategy and Policy Tel: 0207 3644636 Email: [email protected]

Resources Access to key resources and more tools for overview and scrutiny can be sourced from Tower Hamlets scrutiny website.

Information Source/Acknowledgments Information in this toolkit has been drawn from a number of sources including:

• LBTH scrutiny Members, Council and scrutiny officers • Centre for Public Scrutiny CfPS - The Good Scrutiny Guide (June 2019) • MHCLG – Statutory Guidance on Overview and Scrutiny in Local and Combined Authorities (May 2019) • London Borough of Lewisham, St Albans City and District Council, York, Lancaster City Council

Page 133 18 Page 134 Identifying and prioritising topics for scrutiny work programme For developing the scrutiny work programme, the OSC and its sub-committees may find it useful to consider a checklist or filtering method (scoring) to determine which scrutiny topic they will want to choose to examine. The CfPS suggests that once members have generated a number of initial ideas for scrutiny topics, the following process could be followed, starting at stage one to generate a list of suitable topics for scrutiny and to sift out less suitable topics. This would generate a green list to advance to stage two of the process and an amber or reserve list.

Figure 8. CfPS (2019) Checklist for Scrutiny Topic Prioritisation Process Map STAGE 1

Does the issue impact on a number of people living, working Q and/or studying in Tower Hamlets? NO YES

Is the issue related to the Council’s corporate objectives? Is it Q both strategic and significant? NO YES

Is scrutiny able to add value? Will performance or outcomes improve as a result of scrutiny work? Q NO YES

Would scrutiny work be duplicating other work that is underway Q or that has already been completed? YES NO

Is the Council due to review the relevant policy area (Thus allowing scrutiny recommendations to influence the new direction which will Q be taken)? NO YES

Is the issue of concern to the Council’s partners, stakeholders and/or the community? Q NO YES

Are there adequate resources in place to undertake effective scrutiny? Q NO YES

Would any scrutiny activity/work be timely?

Q NO YES

ACCEPT HIGH CONSIDER PRIORITY MEDIUM/ REJECT (ADVANCE TO LOW PRIORITY STAGE TWO

Page 135 19 At stage two, Members would take their green list from stage one and then prioritise by scoring the topics/issues on their list using the grid below. Red topics would be rejected at this stage, even if they made it through stage one. Should scrutiny Members choose to move onto their amber reserve list throughout the year, the topics on that list would also need to go through stage two to prioritise.

Figure 9. CfPS (2019) Scoring Chart for Scrutiny Tpoics Prioritisation STAGE 2

SCORE IMPORTANCE IMPACT

No evidence that the issue/topic is linked to There are no identified benefits that are 0 the Council’s corporate objectives and likely to result from a review by scrutiny. priorities.

There is no evidence of links to the Council’s Minor potential benefits can be identified aims and priorities, but it is an ongoing area that would affect one ward / resident / or 1 of public concern that falls within the service user group. Authority’s remit.

Minor potential befit that may affect two or more wards / residents / service user groups. Some evidence of links to the Council’s key Moderate potential benefit which would affect 2 corporate objectives but they may be indirect and the topic is not related to one ward / resident / service user group current corporate priorities. Potential identifiable benefit to an individual service area within the Council.

Moderate potential befit that may affect two or more wards / residents / service user groups. Good evidence of links to the Council’s key Substantial potential benefit which would 3 corporate objectives and priorities and there is evidence that the issue is of public concern. affect one ward / resident / client group

Potential identifiable benefit to a department / directorate within the Council.

Substantial potential benefits for a significant Strong evidence of links to the Council’s key proportion of the community 4 corporate objectives and priorities and there is evidence of a high level of public concern. Substantial potential benefits for the Council whole.

Amber Green

4

Possible topic for scrutiny but not a

Priority topic for scrutiny

E priority

C 3 N A T

R 2 O

P Reject topic for scrutiny Possible topic for scrutiny but not a M

I priority 1

Red Amber

0 1 2 3 4 IMPACT Page 136 20 Appendix 1 Questions to ask at performance scrutiny

Reflective questioning as part of the preparation Questions you may wish to ask

Why is Performance at the current level?

Is the Council meeting its target?

Is the service in question improving? • Why are we not meeting these targets? Is there any other reason? • How accurate was your forecast last time? How are these services planned and do they deliver against the Council’s priorities? Where is the evidence to • Are the targets sufficiently ambitious? demonstrate this? • What was the target based on?

Does the information align with your own research or • Have you identified all the risks to achievement? Page 137 Page experiences within your ward?

What is the quality of the service being received by the resident regardless if the council has met the target?

What difference does it make?

What are the implications of not meeting this target? • What impact does this have on residents? • Will this affect other services or partners? • Is there an impact on equalities, sustainability or efficiency? If the targets are being met, can we move resources from this area to a higher priority?

How can we make sure things get better?

How will performance be improved? • How will the causes of underperformance be addressed? How is the project/ service advancing the council into the future? • Are additional resources/ training/ support needed? • If additional resources are needed, where will they come from? Has performance been poor for two consecutive quarters - • When can we expect performance to be back on track? is it time to call it in for review? • Can other services, partners or teams contribute to improvement • How well are other council’s or service providers performing in this What meaningful improvements can the Committee suggest that will area? What are they doing differently? improve the service both for the council and residents? 21 Appendix 4 Information for participants in scrutiny process

The following information should be made available to participants in the scrutiny process e.g. representatives from external organisations and/or members of the public.

Thank you for agreeing to attend the Council’s scrutiny meeting. Members have asked you to be involved because of the knowledge you bring. We appreciate the time you have given up and the fact you have chosen to be involved.

We will: You can: • Make you feel welcome and explain the process • Be frank and open in your discussions you are to be involved in, including how the meeting itself is to operate • Expect to be treated with courtesy and listened to • Tell you the background to the review and key issues you need to be aware of • Ask questions of council officers and Members

• Provide you with documents such as scrutiny • Receive additional information you need, and reports, terms of reference. that is available, to be involved

• Ensure you are introduced to the chair of the • Expect to receive notification of reports and meeting prior to the start recommendations of scrutiny review/ challenge session. • Ensure you are treated with courtesy and respect • Attend the whole scrutiny meeting, or just part, which is relevant to you, which ever suits you best. • Ensure you feel comfortable and supported • Expect to be reimbursed for any out-of –pocket while being involved in the review expenses you incur while being involved in scrutiny.

• Try to help you as far as possible – The scrutiny • The Council’s protocol on officer / Member support officer will be happy to assist relations will apply to all internal witnesses

You should be aware that most of discussions in overview and scrutiny committees are public and therefore they are publicly recorded. A Task and finish panel review may not be, although the result of their deliberations will be published

Page 138 22 Appendix 5 Overview and scrutiny Member role description

Scrutinising & developing policy Holding the executive to account, monitoring 1.Participate fully in activities of the OSC and its performance and service delivery sub committees, the development and delivery 1. Monitor the performance of internal and external providers of their WP and associated review and challenge against the council standards/ targets including questioning session. Cabinet Members and senior officers on delivery of targets. 2. Assist in the development of council and 2. Investigate and make recommendations to address the partner agencies policy through scrutinising cause of poor performance. draft policies and improve existing policies 3. Evaluate the validity of Mayor and Cabinet decisions and 3. Challenge policies and make how these can improve to challenge decisions through call-in where appropriate. reflect local and strategic priorities 4 Build trust with the Mayor and Cabinet so that appropriate 4. Assess the impact of existing policy and identify areas for improvement.

Promoting the work of overview and scrutiny Community engagement 1. Promote the role of overview and scrutiny within and outside 1. Use scrutiny as a means to address community issues and the council, developing effective internal relationship with engage the public in developing the work programme officers and other Members and external relationship external 2. Encourage stakeholders to participate in the work of council agencies and community organisations. and partner agencies 2. Demonstrate an objective and evidence based approach to 3. Assist in developing viable and acceptable policy solutions overview and scrutiny by using a wide range if research to local issues sources from within and outside the council in any work 4. Take a borough wide approach in dealing with issues undertaken. 3. Be able to demonstrate how scrutiny is making a difference by its involvement

Meeting participation 1. Make adequate and appropriate preparation for meetings through research, briefings and planning meetings 2. Participate in an informed and objective manner, taking into account the code of conduct, standing orders and other constitutional requirements 3. Demonstrate effective scrutiny skills in questioning, listening and information handling 4 Focus on outcomes and making a positive difference by participation

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