Local Area Agreement for The

LOCAL AREA AGREEMENT FOR THE LONDON BOROUGH OF CAMDEN 2006-2009 6 February 2006 CAMDEN’S LOCAL AREA AGREEMENT

6 February 2006

Contents

Part A

1. The Camden context

2. Ambitions for Camden’s first LAA

3. Approach to developing Camden’s LAA

4. Freedoms and flexibilities

5. Governance and performance management

6. Appendix: Involvement of the voluntary and community sector

Part B

1. Children and Young People

2. Healthier Communities and Older People

3. Safer and Stronger Communities

4. Economic Development and Enterprise

2 Part A

3 1 The Camden context

Camden is a borough of contrasts and challenges - a place with exceptional economic and cultural assets that is also distinguished by significant inequalities across places and groups of people. We are a borough looking forward to a period of significant change: King’s Cross is being transformed into the gateway to Europe and we are looking forward to the Olympics in 2012 and the opportunities they will bring to the people and businesses of Camden.

We are one of the most diverse boroughs in London – now described as a ‘mega- diverse’ world city. Over 27% of our residents are from BME communities, including a sizeable population of refugees and newly established communities. We enjoy strong social cohesion and nine out of ten Camden residents value living in a culturally diverse place. But we don’t take that cohesiveness for granted. Two of the terrorist attacks on 7 July 2005 happened in the borough and we responded by re-doubling our efforts to build social cohesion and celebrate the diversity of Camden.

We have one of the largest economies of any local authority area, the third largest economy in London, contributing around 1% to national GDP. We have a strong knowledge economy and high rates of entrepreneurship. At the same time, Camden is the fifteenth most deprived borough in England and the most polarised London borough in terms of wealth and deprivation. Our unemployment rate is higher than the national average and BME residents are twice as likely to be unemployed as their white counterparts. At least 30% of Camden households receive a means-tested benefit and almost one in six residents between 16 and 74 years have no qualifications at all.

Perhaps the most profound expression of the polarisation in Camden is seen in health inequalities, with more than a 10-year difference in male life expectancy between residents of Holborn and Covent Garden (69.5 years) and Belsize (79.6 years). Although the causes of inequalities in health are complex, and include aspects of the living environment, lifestyles and access to services, smoking is of particular significance to Camden. Smoking is the single greatest cause of illness and the leading preventable cause of death. Approximately 35% of Camden adults smoke, but there are substantial inequalities in smoking-related illness as smoking is more common in groups such as those on low income and in the Bangladeshi community.

Although we have fewer children and young people than the national average, these groups have significant needs – four in ten children in Camden take up free school meals and well over one hundred languages are spoken in Camden schools.

Recorded crime is falling, but crime levels in the borough remain high compared to other areas in London and they are particularly high in our most deprived areas. Concern about anti-social behaviour is still high and noise is increasingly seen as a factor affecting quality of life. Crime related to drugs remains a significant challenge and half of residents state that crime rates and community safety issues are the worst thing about living in Camden.

The evidence from our social capital survey is encouraging: most people believe their neighbourhood is improving and that a sense of community has grown over the last three years; trust in public institutions has improved considerably. However, stark

4 inequalities remain, reflecting deep and long standing patterns of disadvantage and we need to renew our efforts to tackle these problems in the years ahead.

2 Ambitions for Camden’s first LAA

This is Camden’s first Local Area Agreement (LAA). During 2006-2009 we will increase the focus on our two overarching priorities:

 reducing inequalities that limit the life chances of many that live in the borough; and,  working even more closely with partners to build social cohesion which is already strong in this borough, one of the most diverse in London.

In practice this means achieving significant progress on our two overarching priorities through:

i. Strengthening partnership working, ensuring that we have shared outcomes and priorities that reflect the challenges we face as a borough.

ii. Focusing on a small number of cross-cutting themes where we think a more determined joint effort or further innovation will make a real difference.

Camden is changing and to reflect this the LAA will need be a dynamic agreement that evolves and develops. Next May sees elections in the borough and we aim to publish a sustainable community strategy articulating a new vision for Camden at the heart of London in the autumn of 2006.

Against this backdrop we strongly support the evolution of LAAs as a real opportunity to change the nature of the relationship between national and local government, and Camden’s LSP is committed to playing its part in making this aspiration a reality. i. Strengthening our partnership working

For many years Camden has fostered and enjoyed strong and successful partnership working, from borough-wide strategic groups like the LSP and the Community Safety Partnership, to local partnerships operating in our most deprived neighbourhoods and partnerships between businesses and public services in our commercial centres.

In this year’s performance management review our LSP was rated as excellent (green) and we want to build on that success. The LSP and Public Service Board (PSB) have led the development of the LAA. We know that it is only through working together and focusing our efforts on the people and places in greatest need that we can improve outcomes for everyone in Camden.

Through the LAA we will be:

 Taking a more strategic approach to commissioning that adopts more collaborative approaches (including joint commissioning) and builds on existing partnership and commissioning arrangements where possible to commission against the LAA outcomes’ framework.

5  Strengthening the governance arrangements for the LSP and continuing to build the connection between the LSP and the other strategic partnerships in the borough.

 Providing sustainable support for the neighbourhood partnerships that operate in each of Camden’s ten neighbourhood renewal areas and developing a clearer framework for working with those partnerships to address the challenges facing their areas, including improving the connection with the police safer neighbourhoods approach.

 Improving a number of our strategic partnerships, for example developing the re-configured Camden Public Health Partnership with a focus on the choosing health agenda and strategic commissioning; and developing a more joined up approach to older people’s services.

 Improving the involvement of the voluntary and community sector by strengthening the connection of the voluntary and community sector to the LSP and by working with infrastructure groups through the ChangeUp steering group to improve the way umbrella organisations are supported and commissioned, to develop civil renewal and build social cohesion. ii. Focusing on a small number of cross-cutting themes

We recognise that the outcomes we want to achieve for Camden’s residents are interdependent, as are the causes of the inequalities and barriers that some people experience. A clear objective set by the LSP for this LAA was to identify a small number of cross-cutting themes or issues where we think a more determined joint effort, improved partnership working or further innovation will make a real difference.

In part the cross-cutting themes are reflected in the outcomes framework, alongside the overarching priorities of reducing inequality and building social cohesion. But as explained below, the cross-cutting themes also represent areas where we aim to make a positive step-change in performance over the life of the LAA.

The cross-cutting themes have emerged from a variety of sources including the recent social capital and other surveys, scrutiny panel reports, community strategy workshops and community consultation. The areas which have emerged clearly from the analysis of the evidence base are:

Tackling the issue of worklessness with a particular focus on specific client groups to help tackle inequality and build social cohesion. Investigating, for example, whether more detailed analysis could facilitate a more joined-up approach to specific client groups.

Providing better support to parents, joining up commissioning and service delivery to avoid fragmentation; developing a more coherent offer with a targeted service for those who are vulnerable - such as families affected by drugs and alcohol - and a universal service to provide support to all parents.

6 Developing solutions to help reduce the drugs problem and substance misuse. This is a significant issue in Camden which we know has a disproportionate impact on the quality of life of those living in our most deprived neighbourhoods. This is likely to include a particular focus on the drugs market problems experienced in Camden Town and driving further progress on reducing drug related crime. The recommendations of the report of the Alcohol Misuse Scrutiny Panel highlight the need for measures to encourage responsible drinking.

Tackling the anti-social behaviour that feeds the fear of crime. Developing a more comprehensive approach, from improved reporting of what people observe on the street to tackling the noise that is increasingly affecting residents’ quality of life, and exploring further whether the establishment of clear and explicit ‘rules of the game’ and a different mix of incentives and fines could change behaviours. We will also support the police safer neighbourhoods agenda, developing opportunities to engage people at local levels on a wider range of issues.

The fit between Camden’s overarching priorities, cross-cutting themes and the LAA blocks can be summarised in the diagram below.

Across all of the cross-cutting themes, we want to develop a better understanding of what is happening and what works in terms of strategies and interventions. Alongside our robust approach to evidence, we are committed to evaluating our LAA initiatives in a dynamic way that can influence further projects and joint action during the lifetime of the

7 agreement. That means continuing to invest in research, evaluation and sustaining the robust evidence base that informs our policies and shapes delivery.

We are building an approach to the LAA that will increase innovation and targeting over time. In the second and third year, we aim to be able to target small areas or groups of individuals with very specific joined up support, services and incentives. Over the longer term, we want to use the LAA to go further in joining up our services to target intensive support to the small proportion of individuals and families that rely most heavily on public services. The aim will be to provide targeted support in a way that demonstrates measurable outcomes beyond the current approach and improves the life chances for people.

3 Approach to developing Camden’s LAA

Focused on our priorities

This LAA is based on a deep understanding of the people, the place, the economy and the institutions and ‘mix’ that make Camden a unique, exciting but also challenging part of London. Our new community strategy will be grounded in a robust evidence base, which identifies strengths and weaknesses, needs and priorities. This analysis also guides the LAA. Preparations for the community strategy have included consultation with the voluntary and community sector, public services and other local organisations, and directly with residents, including through our citizens panel of 2000 residents, CamdenTalks. A full public consultation on the emerging strategy is planned for summer 2006 after the local elections.

Last year we undertook the second social capital survey in Camden – an in-depth study of 1000 residents’ perceptions, attitudes and lifestyles. The study equips us with a better understanding of how our strategies and interventions have altered the social fabric, with a particular focus on our most deprived neighbourhoods.

Building on the strengths we have

Our approach to the LAA has been to look in detail at what is already in place in each of the four blocks and challenge ourselves to develop an LAA that makes a difference and which adds real value. We start from a position of strength, with mature partnerships in place in some areas and plans for improvement elsewhere. We have a strong track record of innovation in service design and delivery, and Camden supports a diverse and thriving voluntary and community sector.

Wherever it makes sense, we have sought to build on work that is already underway and use the process of developing the LAA to drive progress and ensure an overall strategic fit. Progress is at different stages in each of the blocks, reflecting the work that is in hand.

On Children and Young People, we are working to develop our Children’s Plan, which will build on what is already in place through our Children and Young People’s strategy and reflect the national Every Child Matters agenda. We are in the final stages of negotiating our LPSA2, which focuses exclusively on the needs of children and young people and this is reflected in the LAA.

8 On Healthier Communities and Older People, we are focusing on the re-configured Camden Public Health Partnership that can deliver on the choosing health agenda and strategic commissioning. Reducing smoking in Camden requires an effective tobacco control strategy that includes health education, controlling tobacco sales, smoking bans, and smoking cessation services, involving partners from across the public and other sectors. We are also developing a more joined up approach to older people’s services, including through a new outcomes framework for this area.

On Safer and Stronger Communities, we are building on the work of the Community Safety Partnership to drive further progress in reducing crime and anti-social behaviour, with a particular focus on tackling problematic drug misuse. We are also developing our approach to working with the partnerships in our most deprived neighbourhoods and seeking to engage the voluntary and community sector more effectively. More generally our approach will be increasingly towards supporting neighbourhood policing across Camden, which in practice will mean strengthening the connection between these partnerships and other ward-based services delivered by all agencies.

On Economic Development and Enterprise, we aim to build on the employment and training strategy and increase our focus on tackling worklessness and building economic activity. We were disappointed not to have been shortlisted for LEGI funding and have had to tailor our ambitions in this block accordingly.

4 Freedoms and flexibilities

In its narrowest sense, this LAA is an agreement between the partners represented on Camden’s LSP and central government about what outcomes we will deliver with specific grant funding. Our ambitions for the LAA of course go further - we want to innovate and improve overall the way Camden works, including relations with central government.

To start delivering on our ambitions during the first year of the LAA we require a modest set of freedoms and flexibilities. The specific freedoms and flexibilities required by the Council are summarised below. More detailed business cases in respect of each will be submitted separately to the Government Office for London. Once the LAA commissioning process is complete, we will need to review whether the existing financial rules on end-year flexibility between 2006-07 and 2007-08 are sufficient given the likely spending profile of projects.

Whilst all of the requested freedoms and flexibilities relate to the LAA, some are more critical to delivery of the LAA outcomes than others. For example, the freedom to reset the baseline for the number of people in drug treatment programmes to one that is more accurate and reflects Camden’s previous very good performance in this area is key given the prominence of drugs as a cross-cutting theme in the LAA.

Other freedoms and flexibilities are concerned with altering the way performance is measured in specific circumstances where current methods of counting lead to perverse incentives. For example, the way smoking quitters are only counted when they have had direct contact with the NHS.

There are also freedoms and flexibilities around developing better targets and integrating reporting requirements to support our implementation of the Hampton

9 Review. Although these have some relevance to the Economic Development and Enterprise block, the case for requesting them also relies on the wider agenda around better regulation and we therefore hope that central government will be prepared to take a broad view where freedoms and flexibilities have significance that goes beyond the LAA.

The detailed business cases all indicate whether the requested freedom and flexibility is high, medium or low priority in relation to its potential impact on delivery of the LAA.

More generally we believe that an essential condition for the LAA to succeed is an overall reduction in the amount of upwards reporting to central government. Alongside this we also want a shift toward more locally owned performance indicators that meet the core requirements of government departments and provide true accountability to local residents. Therefore, over the lifetime of the LAA, we will work with central government to rationalise the existing performance monitoring framework in line with these aims.

5 Governance and performance management

The role of the Local Strategic Partnership

This LAA is owned by Camden’s LSP, which is chaired by the leader of Camden Council. Cllr Raj Chada took over both of those roles in November 2005.

The Government Office for London rated our LSP as excellent (green) in last year’s performance management review. In 2005 we also concluded a review of the operation of the LSP, which led to an improvement plan, much of which has now been implemented. This included:

 Expanding the membership to include the Executive Member for Social Inclusion and Community Development, the council’s Chief Executive and additional representation from the business sector

 Increasing the connection between the other key strategic partnerships operating in the borough and the LSP, including work towards a more coherent framework for managing performance

 Establishing a Public Service Board, which brings together the leaders of the key public services operating in the borough

The LSP will continue to oversee and own the LAA supported by the Public Service Board and the key strategic thematic partnerships. We have said that this needs to be a dynamic agreement, reviewed and developed over the coming months and into the next three years and beyond. We are committed to continuing to engage and involve stakeholders widely throughout the lifetime of this agreement, including the voluntary and community sector and the partnerships in our neighbourhood renewal areas in particular.

A key issue for the LSP in the first year of the LAA is to ensure that it connects to the work on Camden’s next community strategy. Whilst developing a new sustainable community strategy alongside our first LAA has been challenging, we are confident that

10 we have made the right links. During this year, as we agree the new strategy and develop our LAA, we want to establish a clearer, more focused outcomes framework that reflects our strategic vision for the borough and enables us to manage delivery.

The role of strategic thematic partnerships

Much of the strength in Camden’s partnership working comes from the strategic thematic partnerships that we have developed, for example around the community safety or the children and young people’s agenda. We remain committed to sustaining strong partnerships at the strategic level and through this LAA we have set out plans for further improvement. We are determined that the LSP should not duplicate the work done there, but add real value through establishing the overarching vision and priorities for the borough, promoting closer partnership working and community engagement, ensuring that there is a strategic fit across our activities and driving progress against our regeneration and community development agendas.

To build on and develop their strengths, the strategic thematic partnerships will act as the commissioning bodies for LAA funding 2006-08.

Performance management

The performance management of this LAA must not produce an additional layer of bureaucracy and “upward” reporting. To this end we have agreed with Government Office for London the basic principle that Camden will only performance report once on a policy or service delivery area and are continuing to explore with them the full practical implications. A key issue is whether, in the event of potential dual reporting, it is the Government Office for London or the government department that would relinquish their call for performance information.

Our view is that performance reporting will take place either as part of the LAA six- monthly performance reporting cycle, or through existing arrangements if these are well established and fit for purpose.

Across Camden’s partnerships we have strong and well-developed performance management arrangements, including reporting to the LSP against our community strategy, neighbourhood renewal strategy and floor targets and, through our thematic partnerships against the targets and indicators for which they are responsible. In addition, like other local areas, we are required to report to central government across a very wide range of indicators and subject to different performance management frameworks and assessments from different parts of Whitehall and regulatory bodies.

The LAA sets out basic performance management principles through which we want to move towards a more standardised approach to performance management across our partnerships. The LSP will act as the lead body for Camden’s progress towards meeting the LAA outcomes. The LSP will operate primarily as a challenge function where progress towards meeting LAA outcomes is off-track. Although it may review, question and challenge recovery plans, day-to-day responsibility for implementing those plans will rest with the relevant accountable officer.

Strategic thematic partnerships will operate as frontline leads on detailed LAA performance management. The LSP will review progress regularly.

11 The biggest risk to this work is the requirement to report separately on performance in specific areas to other parts of government, although the risk has been mitigated by agreeing the “once only” reporting principle with the Government Office for London.

In further progressing this LAA with government we want to explore the appetite and commitment for a dramatic reduction in reporting requirements, which would be matched with the development of more coherent overall local performance management framework.

Specifically, on the indicators, we have identified a set of developmental indicators that we will look at in more detail over the coming year.

Financial management and administration

LAA funding can either be pooled or aligned. We have chosen to align funding streams to LAA outcomes in the first year. Within the LAA we are also bringing together certain funding stream which will be commissioned against the LAA outcomes. There are five main sources of funding for commissioning purposes, which will total around £18 million for the two years 2006-08. These have all been aligned with the LAA and will be commissioned against the outcomes of the LAA.

The sources of funding are summarised in Table 1 below.

Table 1: Sources of LAA funding

FUNDING 2006-07 2007-08 TOTAL STREAM

Neighbourhood £6,495,606 £5,773,872 £12,269,478 Renewal Fund (NRF)

Safer and £1,600,800 £1,660,000 £3,260,800 Stronger Communities Fund (SSCF) 1

CEN £134,611 £134,611 £269,222

Choosing £631,000 £631,000 £1,262,000 Health

LPSA £480,331 £480,331 £960,662

Total £9,342,348 £8,679,814 £18,022,162

1 SSCF still remains subject to Home Office confirmation. The 2007-08 funding for streams other than NRF is based on 2006-07 funding. 12 At its meeting on 9 January 2006 the LSP endorsed the following principles for apportioning LAA funding across the blocks:

 Utilise the LAA aims and outcomes framework as the basis for joint commissioning.  Specific ring-fenced allocations to support LAA implementation, project evaluation, research, innovation and the ten neighbourhood partnerships.  Clear allocation of funding between blocks.  Integrate LAA commissioning into existing partnership arrangements where possible.  Ensure that the commissioning processes are open and transparent, engaging a wide range of stakeholders and partners.

The LSP endorsed an apportionment of LAA funding across the blocks at its meeting on 30 January. This is summarised in Table 2 below and is set out in more detail under each block in Part B of the LAA.

Table 2: Apportionment of LAA funding across blocks

LAA BLOCK 2006-07 2007-08 TOTAL

NRF Re- £1,657,804 - £1,657,804 commissio ning Ring-fenced £1,404,820 £1,371,694 £2,776,514 allocations

Children and £1,139,022 £1,321,301 £2,460,324 Young People

Healthier £1,289,692 £1,471,971 £2,761,663 Communities

Older People £329,346 £420,485 £749,831

Safer £1,502,292 £1,684,571 £3,186,863 Communities

Stronger £1,141,117 £1,288,496 £2,429,613 Communities

Economic £878,256 £1,121,295 £1,999,551 Development and Enterprise

Total £9,342,348 £8,679,814 £18,022,162

13 A commissioning process has been agreed by the LSP and detailed arrangements are currently being developed in consultation with the strategic thematic partnerships and other bodies that will carry out the commissioning.

In terms of ensuring proper financial accountability: any third party accepting external funding from the Council, as the accountable body for that funding will be required to sign a project implementation agreement before funds are released. In signing the agreement, the organisation commits to only incur expenditure that complies with the conditions of the funding. Where the Council as accountable body considers that the delivery body’s procedures are inadequate it may require that the delivery body complies with the Council’s financial standing orders and regulations.

14 Appendix

Involvement of the Voluntary and Community Sector

The Voluntary and Community Sector (VCS) has been an integral part of the process of developing Camden’s LAA and will continue to be a key partner in its implementation. This statement outlines how the VCS has been involved to date and the plans for its continued involvement.

A source of specific knowledge and expertise

Camden has a thriving and diverse VCS with over 1,500 groups operating locally. The sector brings an understanding of the needs of particular groups and communities, and the ability to innovate and be flexible. It also plays a key role in strengthening social cohesion, building social capital and supporting community involvement. Camden’s LSP sees engaging the VCS as essential to the successful development and delivery of this LAA.

Consultation and engagement

Through the LAA process the VCS and public sector partners have tried to embed the Camden Compact, which was re-launched in 2004, and to clearly demonstrate its value. The LAA experience formed part of the annual review of the Compact action plan which took place in January 2006.

The evidence base developed through the programme of consultation and engagement around the new community strategy has informed and shaped the direction of the LAA. Camden’s Community Empowerment Network (CEN) led on the input of the VCS into the consultation process. Four consultation meetings were held and five targeted events for black and minority ethnic communities. Additionally, two workshops on the LAA for voluntary and community groups also took place in October 2005 where the LAA concept and process was described in detail and local groups were able to discuss what they would like the LAA to achieve.

Camden’s CEN has been undertaking a review of its own structure and processes, supported by the Council and with the assistance of a Neighbourhood Renewal Adviser. As part of this LAA, proposals have been agreed by the LSP to change the CEN so that it is better able to support the development of the local VCS and deliver its VCS and wider community engagement functions, including connecting with the neighbourhood partnerships in our most deprived areas.

Drawing up the LAA

Members of Voluntary Action Camden and the Black & Minority Ethnic Alliance have been a part of the LAA Steering Group, established by the LSP. While the timescales imposed by central government have made consultation with the sector difficult, we have been able to engage people, particularly around the proposals being developed for the Safer and Stronger Communities block. For example, the involvement of the VCS in discussions around the stronger block has directly led to the inclusion of an outcome to reduce social isolation and increase the sense of belonging, and to the inclusion of a

15 developmental indicator to measure the proportion of people having meaningful contact with people from a range of different backgrounds.

Efforts were also made to involve VCS members on the relevant partnership bodies in drawing up the LAA submission, e.g. the VCS were heavily involved in consultation on the Children’s Plan and LPSA negotiations.

Taking the LAA forward

Looking to the future, we want to build on the close working developed through this stage of the LAA project and aim to develop more collaborative and effective ways of working between the VCS and statutory sector over the lifetime of the LAA.

The LAA provides Camden with an ideal opportunity to review current commissioning frameworks and models. Camden already has a strong track record and the work undertaken to date by the VCS on this issue will further strengthen this and assist in the engagement of the VCS in strategic, open and transparent commissioning arrangements. The VCS has membership of all the existing partnerships that will undertake LAA commissioning. It will also play a key role in a new strategic partnership that will be created specifically for stronger communities commissioning.

There is also a need for further work with the VCS and other partners on how to more effectively involve the sector in the development of outcomes and performance indicators that reflect and safeguard the strengths and attributes of the VCS, which all partners value. Work on this is already underway in the Children and Young People’s and Safer and Stronger Communities blocks.

The LSP owns the LAA and the local VCS has four members on the LSP, ensuring an ongoing role in overseeing performance and future development of the LAA. The VCS also has members on all of the partnerships that will be responsible for taking forward the four blocks. As the Public Service Board model develops in Camden, we will want to ensure that VCS involvement at the strategic level continues.

Summary

In summary the VCS will be involved in the LAA as:

 A service provider and designer  A conduit for strong and meaningful community involvement  A key builder of social capital and community cohesion  A source of specific knowledge and expertise  A key partner in the commissioning of LAA funds  A key partner in the governance, monitoring and evaluation of the LAA

16 Part B

17 Children and Young People

Camden’s relatively young population has significant needs with high levels of child poverty and one third of children living in households with no working adult. Free school meal eligibility is high and, in common with the rest of London, affordable childcare continues to be a challenge for parents on benefit or low incomes. Over a hundred languages are spoken in Camden schools, which adds to our cultural richness but poses additional challenges for teachers and learners alike.

The priorities for this part of the LAA are:

 Enabling all children to achieve their full potential: with a particular focus on addressing inequalities that may affect capacity to achieve

 Providing better support to parents: looking at both universal support to all parents and also to targeted services for those who are vulnerable

 More streamlined and targeted commissioning

Approach

The CYP block of the LAA draws on the improvement priorities set out in a children and young people’s plan (2006 – 2009) currently under development. The plan builds on our CYP Strategy developed 2 years ago which sets out the vision of ensuring that all children and young people achieve their full potential.

We want to create an environment for all children and young people in which inclusiveness, social justice and an appreciation of individual differences are evident, regardless of gender, social class, race, sexuality, nationality, religion, disability or cultural background. In particular, we recognise how important it is for children with disabilities or complex needs to have access to mainstream services, and to be able to make equal choices about the services they use and where they go for things like leisure, recreation and school. We know that to achieve this vision we need to have strong families, strong schools, strong children’s services and strong communities.

Our plan sets out a framework for partnership working which will enable children’s services agencies, our partners, parents, children and young people, and the wider community to work together to deliver key improvement priorities. This will shape future service delivery, improving outcomes for all - in particular for vulnerable groups and those most in need.

The plan identifies local shared improvement priorities that have been developed under the high level objectives set out in the national Every Child Matters (ECM) framework. Its development is led at a strategic level by Children and Young People’s Partnership although some outcomes identified here cut across the other LAA blocks.

A particular gap emerging from both broader LAA discussions and consultation around the Children’s Plan is need to provide better support to parents – both targeted and

18 universal support. This is a shared priority that supports the implementation of the plan but cannot be delivered exclusively via children’s services.

This block also consists of our LPSA22 agreement that focuses on enabling all children to achieve their full potential and on reducing inequalities. Specific challenges faced by Camden and addressed through the LPSA2 outcomes include higher rates of teenage pregnancy in four hotspots areas and tackling child obesity and improving attainment rates amongst under achieving groups.

The LAA also facilitates budget alignment of some funding streams and enables more streamlined and targeted commissioning building on the joint arrangements already in place.

The ECM outcomes which this block is framed around are:

Being healthy All children and young people in Camden should be as healthy as possible. Through the LAA we aim to help children to enjoy good physical and mental health and to live a healthy lifestyle.

Staying safe Children develop and are better able to reach their full potential when they feel safe and secure in their family environment. Specifically the LAA will focus on protecting children and young people from harm and neglect.

Enjoying and achieving Learning and personal development are key to achievement and improving educational achievement is our top priority. The LAA will aim to help children and young people get the most out of life and develop the skills they need for adulthood.

Making a positive contribution All children and young people in Camden should feel they belong to, are supported by and make an active contribution to their families, friends and local community. The LAA will focus on encouraging children and young people to get involved in their community.

Achieving economic well being and quality of life Poverty or low income should not be a barrier to children and young people taking part in a wide range of activities. The LAA will make sure that children and young people can enjoy a standard of living which makes the most of their life chances.

2 The second generation Local Public Service Agreement (LPSA2) forms the basis of the CYP block. The CYP Partnership has overall responsibility for the LSPA and the reward element has been ring fenced for use towards Children’s Plan priorities in the future. The LPSA is being negotiated with ODPM separate to the LAA, though it will be integrated with it once the LPSA is signed off. It is anticipated that the stretch on performance will be agreed by the end of March 2006 and will form an integral part of the Children’s Plan. 19 20 Table 1a: Children and young people outcomes and indicators (LPSA2 outcomes)

Headline Subsidiary outcomes Indicator outcome

Being healthy Increasing childhood immunisation rates in Camden MMR vaccination rate (LPSA2 – links to health)) ‘Five in One’ Vaccination rate (Diphtheria, Pertussis, Tetanus, Polio, Hib) Meningitis C vaccination rate Improve overall immunisation rates in homeless children under 5 Improve overall immunisation rates in children under 5 living in neighbourhood renewal areas

Increase the number of children attending primary The number of primary school pupils in Camden schools who spend 2 hours in a typical week on high schools in Camden's LEA who lead healthy and quality physical activity within and beyond the curriculum active lives in and outside schools (LPSA2) The number of Camden primary schools that achieve the local healthy schools standard in Healthy Eating and physical activity The number of Camden primary school children meeting current dietary requirements of consuming at least five portions of a variety of fruit and vegetables a day Reduction in < 18 conception rates by 2010 as part of The number of conceptions among girls aged under 18 resident in an area per 1000 girls aged 15 – 17 a wider sexual health strategy to improve young years resident in the area (BV197) peoples sexual health. (LPSA2 – links to health) Improving attainment levels for under achieving % of Black Caribbean and Mixed White Black Caribbean children who attain 5 or more grades A* - C groups of children (LPSA2) % of Black African children who attain 5 or more grades A* - C Staying Safe Improve the quality of life by reducing crimes Reduce the number of offences bought to justice committed by Prolific and Other Priority Offenders by committed by priority and other prolific offenders 10% by 31st March 2009 (measured by Cohort 1 ) (LPSA2 – links to SSC) Reducing road casualties among children (and The number of child casualties Adults) (LPSA2) The total number of casualties Enjoying and Improving primary school attendance for all children, Number of half days missed through absence expressed as a percentage of total number of half day achieving sessions in secondary schools Number of half days missed through absence expressed as a percentage of total number of half day sessions in secondary schools Reduce anti-social behaviour and crime levels among The number of young people by who have received an ABA and go on to receive a substantive outcome young people (LPSA2 – links to SSC) (ASBO, Charge, Final Warning or Reprimand) The number of first time entrants to the Youth Justice System

21 Headline Subsidiary outcomes Indicator outcome

Making a Increase young people’s involvement in democratic Increase in the % of young people involved in the decision making process at an area and borough wide positive processes (LPSA2 – links to SSC) level. contribution The % of young people who are satisfied with the youth and connexions service and who feel involved in the decision making process. To reach xxx level of the Hear by Right standards on the engagement of young people Giving homeless 16 & 17 year olds the opportunity to Use of B+B accommodation for housing 16 and 17-year-old homeless children develop independent living skills (LPSA2) The number of 16 & 17 year olds living in flat shares who sustain their tenancies for more than a year Well being and Increasing employment rates amongst lone parents The number of lone parents who are not engaged in an alternative employment scheme that are helped quality of life living in Camden. (LPSA2 – links to EDE) into sustained employment as a direct result of local authority intervention. (ECM) Reducing the number of young people between the The total % of young people 16 – 18 years old, not in employment, education, or training (NEET). ages of 16 - 18 not in employment, education or training. (LPSA2 - links to EDE) The % of children with learning difficulties and disabilities with and without SEN classified as NEET. The % of care leavers classified as NEET. The % of young people with accommodation problems classified as NEET (homeless, sofa surfers, accommodation issues). Maximising benefits take up for families with disabled A % yearly increase in number of children aged 0-16 claiming Disability Living Allowance (DLA) in children. (LPSA2) Camden.

% of families with children aged 0 – 16, given direct assistance by welfare rights adviser, receiving additional DLA and associated benefits to the value of £462,242 over 3 years

Note: The priorities and outcomes listed here may change in the final LPSA.

22 Table 1b: Children and young people outcomes and indicators (Children’s Plan outcomes)

Headline Subsidiary outcome Indicator outcome

Being healthy Reduce the number of under 18 conceptions Rate of teenage conceptions % of Camden schools who have achieved the SRE standard

No. teachers and school nurses who have completed PSHE training

Increase children and young people’s participation in Number of schools who have achieved the physical activity target physical activity Improve the mental health and emotional well-being of % of primary schools who have implemented SEAL4 and % secondary schools who are prepared for children, young people and their parents SEBS Reduce vaccine preventable diseases LPSA2 Promote healthy behaviour including healthy eating and No. of schools who have implemented Food programmes reduce risk taking behaviour. Breastfeeding initiation rates % schools who have achieved healthy schools status Reduce substance misuse in young people No. of looked after children screened for substance misuse, identified as having an issue and receiving an intervention % of young people known to the YOT screened for substance misuse Timescale for assessment and access to services for young people engaged with the YOT and screened for substance misuse No. of young people aged under 18 entering, receiving and completing treatment at tier 3 and 4

Improve outcomes (including health and well-being) of TBC disabled children and children with complex needs through the development of integrated services Staying Safe Strengthen the range of early identification/ prevention Reduction in numbers of repeat referrals; Number of children on CPR with allocated Social Worker systems and services through the implementation of Common Assessment Framework (CAF) and the role of Number of initial assessments completed within time scales; Number of core assessments the lead professional completed within time scales;

100% children and young people received treatment 100% safeguarding resources /information reviewed

23 Headline Subsidiary outcome Indicator outcome

Child protection training provided for multi faith groups and voluntary organisations

Reduce numbers of children and young people injured Numbers of children killed or injured in road traffic accidents or killed in road traffic accidents. Improve access to support services in relation to Reduce the number of children and young people who are bullied and victimised (tbc). bullying, harassment and crime

Improve permanency and placement stability for looked LAC who were adopted during the year as a % looked after at end of year for six months or more after children. (PAF C23) % of LAC with three or more placements during the year (PAF A1) % U16 looked after children for more than 2.5 years living in same placement for more than 2 years or placed for adoption; Of the children looked after for four years or more, the proportion who have been in their foster placement for at least 2 years. (PAF D35) Develop and commission multi-agency services to Reduction in numbers of young people 13+ coming into the care system (local PI) address the needs of vulnerable children, teenagers and families. Reduction in nos of young people of 13+ on CPR. Enjoying and Support parents and carers in helping their children to be Results of Ofsted inspections of early years centres achieving ready for early years learning and school Additional PI s to be added Provide access to extended services, linked to children's Number of Children's Centres developed centres and schools, which meet the needs of Schools offering extended services communities Enable children to achieve high educational standards at Foundation stage profile (inc. by targeted groups) primary school KS1 attainment (inc. by targeted groups) KS2 attainment (inc. by targeted groups) Value added at KS1 to KS2 Number of schools in special measures / category four Enable children to achieve high educational standards at KS3 attainment (inc. by targeted groups) secondary school Value added at KS2 to KS3 (inc. by targeted groups) Value added at KS2 to KS4 (inc. by targeted groups) Number of schools in special measures / category four Ensure access to schools and other centres of learning Number of surplus places Number of permanently excluded pupils Number of fixed term exclusions

Alternative provision of excluded pupils Ensure good attendance at schools and other centres of % attendance in primary / secondary / special schools learning % attendance of looked after children Alternative provision Provide children and young people with access to Out of school learning activities they enjoy in school and in the community Number of children who undertaken at least 2 hours of physical activity per week

Enable parents, carers and families to support learning Family learning

Making a Move beyond consultation with young people to ensure No. schools with school councils (by type of school) positive they are actively engaged and involved in decision % children in secondary schools participating in a) election of school/college council members b) contribution making mock elections P Hear by Right Standard achieved? Develop opportunities, such as for volunteering, which LPSA indicator on volunteering encourage children and young people to contribute to the life of their community Support the social and emotional development of TBC children and young people, through work with families and schools Promote community cohesion and positive relationships Number of racial incidents recorded by the council amongst and between groups of young people, and their Number of racial incidents that result in further action communities

Prevent young people becoming involved in anti social Number of 1st time entrants to youth justice system behaviour and crime, and help those at risk achieve % young people in youth justice system from BME communities positive outcomes LPSA on anti social behaviour Intervene effectively with young people who have Rates of re-offending (pre court/first tier penalties/ community penalties / custodial) offended, using appropriate enforcement options sensitively, and supporting help in achieving positive Timescale for access to specialist and mainstream substance misuse and mental health outcomes outcomes

% young offenders supervised by YOT who are in full time education, employment or training

% young offenders living in suitable accommodation LPSA on offending

Coordinate multi agency work with young people in Arrest rates for young people in targeted areas localities and communities of highest need Further develop our approach to bullying and TBC discrimination Economic Well Ensure the 14-19 Strategy delivers for all particularly % achieving one or more GCSE being and vulnerable and locally underachieving groups % achieving five or more GCSEs including English and Maths quality of life Average points score (ECM) Achievement at GCSE by targeted pupil groups % schools offering broad vocational curriculum offer and range of level 1 and 2 courses

Key Stage 2-4 value added (inc. by targeted groups) Key Stage 3-4 value added (inc. by targeted groups) Enable all young people to engage in further education, Improve transitions at age 13-19 and into further education, employment or training employment or training on leaving school Ensure all 16-19 year olds are involved in education, employment or training (especially pupils with EAL, pupils entitled to FSM, and targeted BME groups)

Improve the availability and quality of impartial information, advice and guidance so that all learners are better able to make informed decisions Support young people leaving care Link to UK Online for study support Encourage young people to develop enterprising To be added behaviour Provide a holistic response to the needs of homeless Number of homeless young people in B&B accommodation young people and their families Number of homeless young people not in education, employment, and training

Ensure access to a good quality environment, including To be added school grounds, housing estates, open spaces and recreational areas Support parents and carers to maximise life choices and % benefit take up by parents/carers with disabled children improve the quality of life of their families Number of lone parents in work Develop a child care strategy to support parents into Childcare strategy in place employment Children’s Centre development

Extended services development

NB: The improvement priority outcomes and indicators from the Children’s Plan will be included in this block as it is developed. In line with the ‘only once’ principle we have agreed with GOL, indicators from the Children’s Plan, shall only be reported to once to any central government agency – through either existing arrangements or the LAA.

27 Funding

Funding streams that will contribute to the outcomes in this block are shown below.

Children and Young People Locally pooled 2006/07 2007/08 2008/09 NRF £658,692 £840,971 LPSA £480,331 £480,331 Aligned CAMHS Children's Fund Choice Protects Connexions Education Health Partnerships Standards fund: Extended Schools Standards fund: Key Stage 3: Behaviour and Attendance Standards fund: Key Stage 3: Central Co-ordination Standards fund: Central co-ordination Positive Activities for Young People Sure Start Safeguarding children Teenage Pregnancy Vulnerable Children Grant

28 Healthier Communities and Older People

Health inequalities are perhaps the most profound expression of the polarisation and inequality that exists in Camden, demonstrated by the gap of over ten years in male life expectancy between the wealthiest and poorest parts of the borough.

Camden has population of more than 25,000 over 75-year olds and this is projected to increase further over the coming decade posing new challenges for the borough.

 Utilising the re-configured of the Camden Public Health Partnership with a focus on the choosing health agenda and strategic commissioning against a set of local outcomes that reflect national priorities.

 Developing a more joined up approach to older people’s services with a stronger emphasis on independence, well-being and citizenship.

Approach

Healthier communities:

The healthier communities aspect of this block will the primary delivery mechanism for tackling health inequalities and delivering the ‘Choosing Health’ agenda in Camden.

We are in the process of developing a local public health strategy which will translate the national priorities set out in ‘Choosing Health’ into the set of outcomes and targets reflecting the inequalities that exist locally.

Our approach to this agenda emphasises strong partnership working and supporting individuals in taking responsibility for their own health – for example through access to appropriate and timely information, services, facilities and amenities.

We have recently reconfigured our local health partnership (Camden Public Health Partnership), which is working on behalf of the LSP to develop our local strategy and oversee its delivery. The most significant change will be the development of a joint commissioning function for public health to deliver on both the Choosing Health and health inequalities agenda.

Outcomes will focus on reducing health inequalities, reducing the numbers who smoke, tackling obesity, improving sexual health, improving mental health and well-being and reducing harm and encouraging sensible drinking. By working to develop the local public health strategy we will develop a more tailored statement of local priorities.

Cross block links: Issues around child health are addressed through the children and young people’s block with local ‘stretch’ targets associated with immunisation rates and obesity, healthy eating and physical activity.

29 Older People:

The older people side of this block draws on Camden’s two existing strategies, “The Quality of Life Strategy for Older Citizens” and “Serving Older People.” They reflect a shift from focusing only on the prevention of illness or the need for intensive support towards a more positive emphasis on well-being and engagement with the wider community, tackling isolation and building social cohesion. This approach is validated by the principles and approaches outlined in the newly published white paper “Our Health, Our Care, Our Say” and the new report by the Social Exclusion Unit “ A Sure Start to Later life: Ending Inequalities For Older People.”

Through the LAA we will build on Camden’s pioneering Quality of Life Strategy which prioritises the need for older people  to feel safe and secure in their homes and communities,  to have opportunities to be involved in meaningful activities including life long learning and physical activity,  to get involved in decision making processes,  to have access to information and transport services,  to have advice and support to ensure they have sufficient monies to live independently, to have ambitions to tackle negative images of ageing and age discrimination in both employment, health and service delivery.

While our services for Older People are already well developed, we think we can go further by establishing a clearer strategic framework and developing proposals for a different model of partnership. This will enable more effective joint decision-making; agreement on shared outcomes and strengthens the links with the health, prevention, well-being and inequalities agendas. In addition, it will provide more effective mechanisms to enable all partners to engage with and hear the needs, voices and aspirations of older people.

The publication of the new white paper is only the beginning of the process with a “Next Steps “ document shortly to be published with detailed plans for improving services for older people and a further major report on social care due in the spring. Future developments from these major policy initiatives will influence and shape the priorities of this block over the next 6 –12 months.

The approach of this element of the LAA has been to identify a short set of outcomes and existing indicators alongside a basket of developmental indicators which will be worked up over the coming 12 months in line with national developments and the review of our older people’s partnership model.

30 Table 2a: Healthier communities outcomes framework

Headline outcome Subsidiary outcomes Indicator Baseline 2006/07 2007/08 2008/09 2005/06 Reduce health inequalities Cardiovascular disease mortality Mortality rate per 100,000 (directly age standardised) population from heart disease and stroke and related 90 83 104 101 diseases in people aged under 75 Practice Based Registers of Percentage of GP practices with PCT- validated registers of patients without symptoms of cardiovascular disease patients at high risk of developing 55% 86% 95% tbc CHD with an absolute risk of CHD events greater than 30% over the next 10 years Reducing Blood pressure Percentage of patients with CHD whose last blood pressure reading (measured within the last 15 75.12 78 80 tbc months) is 150/90 or less Reducing Cholesterol levels Percentage of patients with CHD whose last measured cholesterol (measured within the last 15 61.21 66 70 tbc months) is 5mmol/l or less. Cancer mortality rates The mortality rate per 100,000 (directly age standardised) population from cancer in people aged 114 110 104 101 under 75 Infant mortality: Smoking during Percentage of mothers smoking during pregnancy 6% 5% 5% tbc pregnancy Infant mortality: breast feeding Percentage of mothers initiating breastfeeding initiation rates 65% 67% 69% tbc Reduce the numbers who Number of Smoking Quitters Number of 4-week smoking quitters who attended 1,835 1,866 1,896 tbc smoke NHS Smoking Cessation services Smoking status amongst the Number of people aged 15 to 75 years on a GP population aged 15 to 75 years register, recorded as being a smoker in the last 15 67062 63734 60332 tbc months Tackle obesity Broader Strategy on Obesity: Number of people aged 15 to 75 years on GP Obesity Status amongst the GP register, recorded as having a BMI of 30 or greater in registered population aged 15 to the last 15 months 6909 9869 14042 tbc 75 years Improve sexual health Teenage conception rates Conception rate per 1000 females ages 15-17 39.08 36.14 33.36 30.21

31 Headline outcome Subsidiary outcomes Indicator Baseline 2006/07 2007/08 2008/09 2005/06 Broader Strategy to improve Number of people attending GUM services who are Sexual Health: Access to GUM seen within 48 hours of contacting a service 944 1258 1573 tbc Clinics Broader Strategy to improve The number of new diagnoses of gonorrhoea per Sexual Health: Decrease in rates 100,000 population 299.62 280.53 259.8 242.33 of new diagnoses of gonorrhoea Improve mental health & well Suicide Rates Age standardised death rate per 100,000 population 13 13 13 13 being per year from suicide and undetermined injury CPA 7 day follow-up Percentage of people under adult mental illness specialties on enhanced CPA receiving follow up (by phone or face to face) within 7 days of discharge 55.7 75.72 100 tbc from hospital Reduce harm & encourage * Will be developed along with local indicators sensible drinking * * * *

Promote healthy and * Links to older people outcomes - Further indicators active life amongst older peo may be developed * * * * ple Helping children and young * Links to children and young people’s outcomes - people to lead healthy lives Further indicators may be developed * * * * Neighbourhood renewal Reduce premature mortality rates, Will be developed along with local indicators outcome on health and reduce inequalities in premature mortality rates between wards, with a particular focus on * * * * reducing the risk factors for heart disease, stroke and related diseases (CVD) (smoking, diet and physical activity)

Note: The indicators in this table are the DOH PSA indicators for public health that form the basis of the PCT LDP. The current PSA targets runs until 2007/08 - where targets are referenced for 2008/09 the indicator is measured by calendar year. Local indicators will be added over the coming months following the development of our local strategy for delivering the ‘choosing health’ agenda.

32 Table 2b: Older people outcomes framework

Headline outcome Subsidiary outcome Indicator Baseline 2006/07 2007/08 2008/09

Enhance choice, To promote the principles of active Number of older people receiving direct control and engagement in older age and promote a payments, 120 124 129 135 participation positive approach to the experience of aging through older people working Developmental. together * * * * To ensure older people have equitable Developmental: i.e. Improve older peoples access to all services both statutory and access to accessible transport * * * * non statutory

Improved health of To provide and ensure a range of Developmental: ie. Increased community older people opportunities and activities that facilitate support for people with strokes and their health and well being of older people carers, Reduce older people A&E admissions due to falls and injuries, Increase uptake of * * * * exercise programme and other PI's on well being related activities. Improved economic To ensure older people have equitable Increase to £1.3m a year the value of wellbeing access to a range of services, which can benefits, which older people are taking up. assist to maximise their income; claim appropriate benefits and deal with any £1,230,200 £1.30m £1.30m £1.30m other advice needs they may have around financial issues. Support To ensure older people feel safe and Developmental: i.e. Contact over 75's once a independence and secure in their homes and communities year to check they are getting the right well being of older service, Provision of xtra care sheltered people accommodation, take up of community and * * * * preventative services, impact of equipment and adaptations in improving outcomes for users

To provide and ensure a range of Supported admissions of older people to opportunities and activities that facilitate residential homes 99 98 97 96 health and well being of older people

Note: Developmental indicators will be worked up over the coming 12 months in line with national developments and the review of our older people’s partnership model.

33 Funding streams

Healthier communities and older people Locally pooled 2006/07 2007/08 2008/09 NRF (healthier communities) £658,692 £840,971 tbc NRF (older people) £329,346 £420,485 tbc Aligned Access and systems capacity grant Supporting people (older peoples element) Preserved rights and residential allowance Disabled facilities grant POP grant Carers grant

34 Safer and Stronger Communities

People’s fear of crime remains high, even while actual levels of most crimes are falling. Our most deprived neighbourhoods experience the highest levels of crime and, while our innovative approaches to tackling anti-social behaviour are valued by residents, anti-social behaviour and noise continue to adversely affect people’s quality of life.

Social cohesion is strong in Camden and most people believe their neighbourhood is improving and that a sense of community has grown over the last three years, but there remains a gap between our deprived and non-deprived neighbourhoods.

 To further reduce drug and alcohol related crime, in particular tackling the visible drugs market and alcohol related violence in Camden Town and increasing performance in reducing theft related to drug misuse

 Further develop the respect agenda as it impacts on our approaches to tackling all forms of anti social behaviour

 Increasing community engagement and building social cohesion, particularly in our most deprived neighbourhoods, including through:

- Providing sustainable support for neighbourhood partnerships. Increasingly effective and responsive partnerships working at neighbourhood level

- Supporting the roll out of the police safer neighbourhoods approach, including developing the connection with other neighbourhood structures and services.

- Strengthening the contribution of the voluntary and community sector through a re-configured Community Empowerment Network

- Developing a system to improve communication with the community and business groups and to improve re-assurance in the event of a critical incident.

Approach

Safer Camden

During 2005, we launched the new safer Camden strategy, which was developed by our Community Safety Partnership. The strategy set out the outcomes we want to achieve over the next three years, including: reduction in priority crimes, making neighbourhoods safer, reducing anti-social behaviour and improving confidence in the criminal justice system. Throughout the strategy we have emphasised our approach of prevention, treatment / support and enforcement, and becoming increasingly sophisticated in our use of

35 data and intelligence to inform the actions of all agencies across the partnership. The LAA will be integral to the delivery of the strategy, its aims, objectives and outcomes.

Violent crime is one of the few categories of crimes that have increased and alcohol is a major factor, particularly in Camden Town. In addition, drug related crime remains a problem, again in Camden Town and elsewhere in the borough. Addressing these challenges will require closer working across services, including with the drug and alcohol action team. Key issues include: treatment and harm reduction, managing the night time economy and the impact of the new licensing regime.

The themes of the Government’s respect agenda run throughout this LAA and build on Camden’s highly successful approach to tackling anti-social behaviour. Our agenda will tackle parenting schools (truancy and exclusion), community factors (such as deprivation) and individual factors (such as drug and alcohol misuse). We know that residents still see anti-social behaviour, and increasingly, noise, as factors that disrupt their quality of life.

The roll out of safer neighbourhoods is already making a difference in the neighbourhoods where it is operating: increasing residents’ trust, confidence and satisfaction in the police and reducing fear of crime and ASB. Through the LAA we want to explore the opportunities for the council and other partners to support the police in the roll out of safer neighbourhoods across the borough by exploring ways of making other agencies’ services more visible, alignment of resources at the neighbourhood level or additionality in those resources in support of the programme. We will also explore the options for developing the Council uniformed patrolling services across the borough in terms of tasking, visibility and co-ordination with other partners.

The persistent and prolific offender strategy is a means of reducing crime through the use of successful interventions aimed at individuals through a multi agency case management process. We will build on our current success through the LAA process.

Stronger Camden

We want to build on our strong track record of targeting services and interventions to address the needs and challenges of the most deprived neighbourhoods. Our neighbourhood renewal strategy is based on a coherent approach to working with our ten neighbourhood renewal areas and significant innovation through our neighbourhood pathfinder. This has been supported through our work with the OPM on developing neighbourhood renewal outcomes at both the programme and project level and working to identify routes to affecting change through the development of a mainstreaming model.

Following a recent review of our approach to regeneration and community development, we want to use the LAA to restate our commitment to focus on the most deprived neighbourhoods and establish a more sustainable basis for supporting the partnerships that operate in those areas. This will include developing a clearer framework for working with them to address their needs and challenges.

We have a thriving, dynamic and diverse voluntary and community sector (VCS) with over 1,500 groups operating locally. The sector brings an understanding of the needs of particular groups and communities, and the ability to innovate and be flexible. It also provides

36 opportunities for local people to become involved in their community and actively fosters links and social capital between diverse groups.

Camden’s Community Empowerment Network has recently conducted a review of its own structure and processes, supported by the council and with the assistance of a neighbourhood renewal adviser. As part of the LAA, proposals have been agreed by the LSP to change the CEN so that it is better able to support the development of the local VCS and deliver its VCS and wider community engagement functions, including connecting with the neighbourhood partnerships in our most deprived areas. The skills and knowledge that the VCS bring will be utilised to help meet all of the outcomes in the stronger part of our LAA. These outcomes focus on:

Promoting and sustaining social cohesion– fostering a sense of belonging, how comfortable people are with the diversity in their neighbourhoods, how valued people feel, how engaged they are in local activities.

Empowerment or agency – how much people feel able to influence local decision- making, involvement in volunteering and level of trust they have in key service deliverers.

Improving the quality of life for people living in Camden’s most deprived neighbourhoods – delivering services that meet local needs, improving neighbourhoods so people want to remain living in them.

We fully appreciate the difficulty in establishing meaningful outcomes that are measurable in the stronger element and in this regard consider it to be the most complex element of our LAA. The large scale social capital survey we have carried out twice is a sound way to measure aspects of stronger communities, but we are not in a position to run this for more frequent monitoring. We will be reviewing this element over the coming months in line with the development of our new community strategy, the emergence of the new Community Empowerment Network and the creation of a stronger communities commissioning group.

37 Table 3a: Safer element outcome framework

Headline Subsidiary outcomes Indicator Baseline Target Target Target outcome (Number) 06/07 07/08 08/09 Neighbourhood Reduce overall crime in line with local Reduction in crime. NRA areas geo-coded, 15,8671 Show Show Show reduction Renewal Outcome on CSP targets and narrow the gap compared to the rest of the borough based on localreduction in reduction in in crime in all Crime between NRAs & other areas across Camstats crime in all crime in all NRAs greater the district process (not NRAs greater NRAs greater or equal to the central MPS or equal to the or equal to the borough figures) borough borough average for the average for average for the year the year. year To reduce crime and Reduce crime in borough, notably at BCS comparator crimes. 20,287. 19,691. the harm caused by the areas largest hotspot Camden 3% reduction 2.9% from 26,193 tbc illegal drugs. To Town from previous previous year reassure the public by year reducing the fear of Total Modifiable Offences (SCS). PSA1 To 6% compared 12% (40,000) crime and antisocial reduce crime in high crime areas, from 2004/05 - 45,432 to 2004/05 compared to tbc behaviour and to build 2007/8 (42,706) 2004/05 respect in communities Total Notifiable Offences in Camden Town (SCS) 10% 20% (Mandatory LAA) compared to compared to 5,070 tbc 2004/05 2004/05 (4,563) (4,056) Achieving 59% of Level 3 of CDRP standards of Met 3 Level 3 Meet 6 Level 3Meet 10 Level the London Domestic Violence Strategy 2005 requirements requirements 3 requirements tbc -2008 (meet 10 out of 17 requirements) (35%) (59%) Developmental: Reduce the number of offences * * * bought to justice committed by Prolific and Other Priority Offenders included on the Catch and tbc Bring to Justice and Prevent and Deter groups (measured by cohort) by 20%. Developmental: Reduce the number of 16,158 * * 20% compared 'acquisitive crimes' in the London Borough of to 2004/05 Camden by 20% (2006-09) - Linked to above (13,201) target For Camden YOT to make a 2% reduction in the number of new entrants into the criminal justice tbc tbc tbc 2% system Provision of an intensive parenting programme N/A N/A N/A N/A

38 Headline Subsidiary outcomes Indicator Baseline Target Target Target outcome (Number) 06/07 07/08 08/09 To reassure the public, reducing fear Fear and perception of crime and anti-social of crime and anti-social behaviour and behaviour of the population feeling unsafe 12% N/A 10% tbc building confidence in the Criminal  During the day 49% 40% Justice System without compromising  During the night fairness (PSA2) The number of people begging * * Reduce by N/A 90% Developmental: % of Camden residents who * * * * identify crime and disorder as an area of personal concern in Non NRAs vs NRAs To increase satisfaction and Developmental: Possibly indicators around * * * * confidence in local policing confidence/satisfaction in local policing Reduce the number of drug dealers Methodology (and cameras) to be confirmed. Aim 2004/05 on 10% reduction 20% reduction 30% reduction and drug users (both class A and to reduce the prevalence of drug dealing incidentsspecific in drug in drug in drug class C) in Camden Town witnessed from FYTD 04/05 to FYTD 08/09 cameras incidents incidents incidents 1,105 drug (dealing and (dealing and (dealing and incidents possession) possession) possession) (possession witnessed by witnessed by witnessed by and dealing) CCTV CCTV CCTV compared to compared to compared to 2004/05 2004/05 2004/05 baseline baseline (884) baseline (774) (994.5) Improve information exchange within Successful implementation of an information * At least 5 At least 10 At least 15 the partnership to reduce crime and exchange system to support the community automated automated automated tackle quality of life issues within the safety partnerships aims and objectives - Anthony reports reports reports Borough. Increase public access to to work out simple PI’s downloaded downloaded by downloaded by information and facilitate consultation by partners partners partners and communication with Camden residents.

Enable public access to information and a * At least 40 At least 80 At least 120 gateway for communication and consultation with members of members of members of the the public - Anthony to work out simple PI’s the public the public public participate in a participate in a participate in a web web web poll/survey. poll/survey. poll/survey.

39 Table 3b: Stronger element outcomes framework

Headline Subsidiary outcome Indicator Baseline Target Target Target outcome (number) 06/07 07/08 08/09

Building stronger To empower local people to have a % of residents who feel able to influence 37.9% individually, * * * communities greater voice and influence over decisions affecting their local area* 74.4% by working local decision making and the together delivery of services (mandatory) % of residents who are involved in local 16.30% * * * decision-making* % of residents who say they trust * * * · the council 47.10% · local police officers* 75.20% % of completed registration forms 84.1% 85% 87% tbc Turn out at elections * * * · Local · National % of residents who affirm they have * * * undertaken any work in a voluntary capacity 14.20% over the past 12 months* Promote and sustain social % of residents who say that they enjoy living * * * cohesion between different in a neighbourhood with people from different 88.40% communities cultures and religions* % of residents who feel theirs is a * * * neighbourhood where people from different 85..4% cultures and religions can live together without difficulty*  % of residents who feel that they are * * * valued by society* 48.90%  % of BMEs who feel valued by society* BME 42.4%  % of people aged 65+ who feel valued by Aged 65+ 51.3% society* % of residents who feel that most people in * * * 28.70% the neighbourhood can be trusted* Developmental: Proportion of people having * * * meaningful contact with people from a range N/A of different backgrounds. Improve the quality of life for % of residents in NRAs reporting satisfaction * * * people in the most disadvantaged with the standard of local services in their 77.90% neighbourhoods and ensure neighbourhood* service providers are more % of residents living in NRAs who would like 76.40% * * * responsive to neighbourhood to continue living in their neighbourhood*

40 Headline Subsidiary outcome Indicator Baseline Target Target Target outcome (number) 06/07 07/08 08/09

% of residents who know how to get in touch * * * with the council if they need to* 83.90% Developmental: Review of neighbourhood * * * partnership structures including the way needs and improve their delivery N/A (mandatory) service providers link in to these, % of residents who believe that the council acts on the concerns of local residents Reduce social isolation and Developmental: Indicator around sense of * * * N/A increase the sense of belonging belonging % involved in any local groups, activities or 16.5% formal gps, * * * events over the past twelve months* 22.9% informal networks % who feel lonely living in this neighbourhood 19.50% * * * · % BME BME 25.4% · % Older people* Aged 65+ 21.5%

Note on stronger outcome framework: The starred indicators in this table arise from the social capital survey which will next be carried out in 2008. These indicators will be reviewed over the coming months in line with the development of the new sustainable community strategy, the reconfiguration of the Community Empowerment Network and the creation of a stronger communities commissioning group. This will enable us to develop a coherent and informed set of indicators for this element of the LAA at the six-month meeting with GOL. Hence, the indicators listed above may be subject to change.

We also envisage that there will be some indicators in this block for which targets will not be set. While measurement is valuable for information and research purposes, given the strong influence of external factors we feel that it may not be appropriate to set targets for all indicators. We will fully explore options while further developing this block.

41 Funding

Safer and stronger communities Locally pooled 2006/07 2007/08 2008/09 NRF (safer) £658,692 £840,971 tbc NRF (stronger) £446,500 £446,500 tbc SSCF: Antisocial behaviour grant and £4,465,000 £446500 tbc building safer communities SSCF: Neighbourhood management £285,000 £243,200 tbc pathfinder SSCF: Neighbourhood element £392,160 £420,485 tbc Aligned SSCF: Drug strategy partnership grant SSCF: CEN funding SSCF: ASB trailblazer Intensive parenting programme

42 Economic Development and Enterprise

Camden is a highly polarised borough with huge variations in levels of worklessness and economic activity and enterprise. Camden has a unique labour market potentially offering two jobs per resident, yet nearly 31% of residents of working age are workless in deprived areas, almost a quarter of residents have no or low qualifications and 80% of the local jobs are taken by non-residents.

The priorities for the LAA in this area are tackling worklessness, increasing entrepreneurial activity and inward investment and the promotion of business growth and sustainability. The LAA will seek to achieve these aims through:

 The development of partnership working – building upon the objectives of the Camden Employment and Training Forum and linking these to enterprise outcomes

 The development of specific approaches to tackling supply-side barriers to employment for job seekers allowance and incapacity benefit claimants

 Seeking opportunities for innovation following the restructure of JobCentrePlus and the Learning and Skills Council

 Providing volunteering opportunities as a stepping stone back to employment for the long-term unemployed

The crosscutting theme of tackling worklessness aims to deliver targeted supply-side, demand-side and brokerage interventions to get residents from disadvantaged groups into sustained employment.

Approach

Camden’s local labour market

Camden has a thriving and nationally significant (around 1% of UK GDP) local economy and associated labour market, but significant numbers of individuals are excluded from the opportunities that it generates. Therefore, the challenge is to make Camden’s economy perform better, through increasing competitiveness and entrepreneurial activity while ensuring that greater numbers of people from excluded groups contribute to and benefit from Camden’s economy and labour market.

Camden as a business location

Developing the economic conditions for successful business and inward investment will be a key theme. Camden currently has a number of approaches to area management within our commercial centres, including business improvement districts, town centre management and business forums. The LAA will seek to build on these models to ensure coherence between the approaches.

Camden’s business competitiveness

It is also possible to provide services directly to businesses or entrepreneurs, aimed at improving their competitiveness. Such services often fall under the umbrella term of

43 ‘business support’. The types of business support services that we are keen to see delivered through the LAA include general business support and tailored support to Small and Medium Enterprises (SMEs).

Cross-cutting issues

Cross-cutting linkages between worklessness and tackling inequality are:

 Unemployment is significantly higher among Camden’s disadvantaged groups, and activity within the LAA will be focused on client groups including BME communities, lone parents, people on benefits and people living in the most deprived areas or in temporary accommodation.

 There is a strong correlation between health and employment. Improving an individuals employment prospects also improves their health. This in turn lessens the burden on the health service. Camden’s largest economically inactive group are those unemployed due to long-term illness and claiming incapacity benefit and this is a negative cycle that we need to turn around. Residents affected by mental health issues will also be an area for future work.

 Unemployment is significantly higher among people living in social housing than those in other tenure groups, with very high levels of worklessness being experienced by people who are homeless. In a recent survey of households in temporary accommodation in Camden 93% of respondents were not in employment. The Housing and Employment Working Group, which includes representatives from Camden RSLs and the department of housing and adult social care, will work with us to develop specific interventions which target workless social housing tenants and homeless households.

Tackling worklessness

The following themes will be explored in more detail to form the basis of the approach to tackling worklessness as part of the on-going LAA development process.

Targeting priority groups

The LAA will build on the emerging Training and Employment Strategy and develop specific proposals to target priority groups of workless residents as shown in the outcomes framework. We will employ consistent approaches where appropriate and will also explore the linkages that exist between tackling worklessness among the client groups and working across the other three blocks of the LAA.

Targeting supply-side barriers

In targeting particular client groups we will develop specific approaches to tackle the barriers that we know are faced by the above groups in Camden, including: affordable childcare, ill health, low or no skills and qualifications and knowledge of available services.

44 Targeting gaps in provision

Through our work with “Camden Working3” we know that there are a number of areas that we will seek to improve through the LAA, including: outreach services, information advice and guidance services, benefits advice, customised pre-employment training, vocational training and job brokerage services.

Targeting demand-side interventions

In working with employers we will build on the Training and Employment Strategy to deliver the following demand-side interventions, including:

. Ensuring training and job brokerage services are responsive to employer needs . Increase business uptake of existing training and employment service provision . Make the business case for local recruitment . Building on the success of the King’s Cross working initiative in order to employ more of Camden’s residents in Europe’s largest construction and area renewal programme . Engage with corporate social responsibility agenda . Utilise Camden’s demand-side levers, including local procurement and S106 negotiations . Create local employment opportunities through supporting supply chain networks

We will continue to refine this approach through the on-going development of the LAA and the implementation of the Camden Training and Employment Strategy.

Outcomes Framework

The specific, measurable outcomes that we will seek to deliver through the EDE block are shown in Table 4 below. These will be subject to further review as the block develops.

3 Camden Working is a new jobs service founded by Camden Council and the LDA that finds real jobs for Camden residents 45 Table 4a: Economic Development and Enterprise – Worklessness outcomes

Headline Subsidiary outcomes Indicator Baseline Target Target Target outcome (Number) 2006/07 2007/08 2008/09 Reducing Reduce overall unemployment Claimant unemployment rate Worklessness rate 5.30% 5.00% 4.50% 4.00% Increase overall employment Employment rate rate 65% 65.30% 65.60% 66.00% Reduce overall economically Inactivity rate inactive rate 30.60% 30.00% 29.50% 29.00% Reduce benefit levels in Reduction in JSA numbers as a Camden percentage of the JSA population in 8.7% TBC by JC+ TBC by JC+ TBC by JC+ Camden Reduction in IB numbers as a percentage of the IB population in Camden 4.0% TBC by JC+ TBC by JC+ TBC by JC+

Developmental: Actual stretch target on JSA/IB TBD TBD TBD TBD Reducing worklessness Reduce the unemployment rate in the inequality by targeting priority most deprived neighbourhoods (Top 8-10 8.10% 7.25% 6.50% 6.00% groups unemployed wards?) Reduce the unemployment rate among young people (16-24) / unemployment 11.00% 10.50% 10.00% 9.50% monthly count? Increase the BME employment rate 49.30% 49.60% 50.00% 50.50% Increase the lone parent employment rate See CYP LPSA2 See CYP LPSA2 See CYP LPSA2 See CYP LPSA2 Developmental Indicator: Unemployment rate amongst BME groups - not currently TBD TBD TBD TBD measured Increase skills and training (Reduce) The % of residents/WAP with amongst Camden residents to low (below level 2) or no qualifications TBC by LC LSC TBC by LC LSC TBC by LC LSC TBC by LC LSC reduce the barriers to (Increase) The % of WAP with level 2, 3 employment and above qualifications TBC by LC LSC TBC by LC LSC TBC by LC LSC TBC by LC LSC (Reduce) The % of young people Not In Education Employment or Training (NEET) See CYP LPSA2 See CYP LPSA2 See CYP LPSA2 See CYP LPSA2

Developmental Indicator: Post 16 qualifications target TBD TBD TBD TBD

46 Table 4b: Economic Development and Enterprise – Enterprise outcomes

4Headline Subsidiary outcomes Indicator Baseline Target Target Target outcome (Number) 2006/07 2007/08 2008/09 Increase To increase total Total VAT registrations 2000 13% (Current Entrepreneurial entrepreneurial activity Inner London Activity (LEGI) amongst the local population 10% (registrations Average) including amongst as a % of total 11% 12% disadvantaged groups (those stock) running or preparing to run a business) (Year 1) Total Entrepreneur Activity (TEA) rate (Those running or preparing to run a 7.5% 8.0% 8.5% 9.0% business) TEA rate in Enterprise Wards to national This should be a This should be a 6.3% average (Year 1) target based on a target based on a move towards the move towards the Should this more national average national average accurately reflect of that year. The of that year. The the national baseline figure baseline figure average of the represents 90.5% represents 90.5% target year (e.g. of the national of the national 100% of national average therefore average therefore average for 5.7% this figure should this figure should 2008/09) represent a step represent a step towards 100% of towards 100% of national average national average (e.g. 96.8%) (e.g. 93.6%)

Developmental: TEA rate of Baseline figure TBD TBD LEGI suggests Bangladeshis, Black African, and BME not available via achieving a figure groups in enterprise wards (Year 1) LEGI due to of 5% insignificance of sample size.

4 The following outcomes and indicators were formed as part of Camden’s LEGI bid and can only be seen now as aspirational due to the lack of funding. However they are still important and will re-activated when funding becomes available – possibly from future LEGI or successful LDA bids. As a priority we would seek to increase enterprise activity, business growth and inward investment in enterprise areas and amongst disadvantaged groups. The targets shown (in grey) are based on LEGI funding assumptions will be confirmed and addressed in line with the available resources by the 6-month LAA refresh scheduled for September 2006. 47 Headline Subsidiary outcomes Indicator Baseline Target Target Target outcome (Number) 2006/07 2007/08 2008/09 TEA rate of women in enterprise wards 3.15% 3.50% 3.80% 4.1% Net change in business stock 2.74% 0% Decline in net 1% increase in 4.1% (registrations – deregistration) (ONS) change of stock net change of (proxy_ 1% Decline (net as a percentage stock as a 2% increase in change of stock, of total stock percentage of net change of as a percentage total stock stock as a of total stock). (Current inner percentage of London average). total stock.

Increase Inward To attract appropriate inward First branches opened in targeted Investment (LEGI) investors particularly in EA Camden EA Wards - 3 11 16 wards surrounding Kings Cross, making use of local Foreign enterprises opened in targeted labour resources. Camden EA wards - 1 2 3 Overall employment rate See See See See Worklessness for Worklessness for Worklessness for Worklessness for detailed targets detailed targets detailed targets detailed targets

Business Growth and To support the sustainable Net change in business stock 1% Decline (net Sustainability (LEGI) growth, and reduce the (registrations – deregistration) (ONS) change of stock, unnecessary failure, of locally as a percentage 0% Decline 1% increase 2% increase owned business of total stock).

Total Entrepreneur Activity (TEA) rate 7.5% (those running or preparing to run a 8% 8.50% 9% business) Business failure rates 11.4% (De- registrations as a percentage of 11% 10.50% 11.0% total business stock).

48 Funding

Economic Development and Enterprise Locally pooled 2006/07 2007/08 2008/09 NRF £878,256 £1,121,295 Aligned Jobcentre Plus - European Social Fund Co-Financing City Fringe Pathways to Jobs Programme Kings Cross -Finsbury Park Area Programme LABGI (possible year 2)

Measurement

At present, unemployment rates for BME groups cannot be measured using existing measurement systems and techniques and requires some additional work to establish an accurate baseline and method for measuring this group for future years. The same problem also applies to TEA rates amongst BME groups and a separate GEM study will be commissioned to develop a baseline for this indicator.

Partnership development

Camden is currently investigating which outcomes can be shared with Islington to better support business and promote entrepreneurial activity in the King’s Cross development area. The LAA team is also in dialogue with other strategic partners who operate at a wider level to investigate the possibility of aligning regional funding streams into the Camden LAA.

The local pooling of LAA resources will allow Camden to commission services in a more joined up way. For example, focus on the complete journey to sustained employment and encourage a client focussed, partnership approach whereby partners work together to provide a continuous service to the individual.