Community Services Committee

Thursday 15 June 2017 at 7.30pm

There will be a presentation by Emma Warren, Curator of Chertsey Museum after the fire precautions

Council Chamber Runnymede Civic Centre, Addlestone

Members of the Committee

Councillors Miss M N Heath (Chairman), P J Waddell (Vice-Chairman), Mrs D V Clarke, Mrs M T Harnden, Miss D Khalique, N M King, S A Lewis, S M Mackay, B W Pitt and Mrs G Warner. AGENDA Notes:

1) Any report on the Agenda involving confidential information (as defined by section 100A(3) of the Local Government Act 1972) must be discussed in private. Any report involving exempt information (as defined by section 100I of the Local Government Act 1972), whether it appears in Part 1 or Part 2 below, may be discussed in private but only if the Committee so resolves.

2) The relevant 'background papers' are listed after each report in Part 1. Enquiries about any of the Agenda reports and background papers should be directed in the first instance to Miss C Pinnock, Democratic Services, Law and Governance Business Centre, Civic Centre, Station Road, Addlestone (Tel. Direct Line: 01932 425627). (Email: [email protected]).

3) Agendas and Minutes are available on a subscription basis. For details, please ring Mr B A Fleckney on 01932 425620. Agendas and Minutes for all the Council's Committees may also be viewed on www.runnymede.gov.uk. - 1 - V:\Agendas\Community Services Committee\2017\06\Community Services 150617 Agenda.doc

4) In the unlikely event of an alarm sounding, members of the public should leave the building immediately, either using the staircase leading from the public gallery or following other instructions as appropriate.

5) Filming, Audio-Recording, Photography, Tweeting and Blogging of Meetings

Members of the public are permitted to film, audio record, take photographs or make use of social media (tweet/blog) at Council and Committee meetings provided that this does not disturb the business of the meeting. If you wish to film a particular meeting, please liaise with the Council Officer listed on the front of the Agenda prior to the start of the meeting so that the Chairman is aware and those attending the meeting can be made aware of any filming taking place.

Filming should be limited to the formal meeting area and not extend to those in the public seating area. The Chairman will make the final decision on all matters of dispute in regard to the use of social media, audio-recording, photography and filming in the Committee meeting.

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LIST OF MATTERS FOR CONSIDERATION

PART I

Matters in respect of which reports have been made available for public inspection

Page

1. FIRE PRECAUTIONS 4

2. NOTIFICATION OF CHANGES TO COMMITTEE MEMBERSHIP 4

3. MINUTES 4

4. APOLOGIES FOR ABSENCE 4

5. DECLARATIONS OF INTEREST 4

6. HM QUEEN STATUE RUNNYMEDE PLEASURE GROUNDS 4

7. COMMUNITY DEVELOPMENT KEY PERFORMANCE/ACTIVITY 9 INDICATORS – QUARTER 4 2016/17

8. COMMUNITY DEVELOPMENT BUSINESS CENTRE PLAN 2017/18 – 10 UPDATE

9. COMMUNITY FIRST – UPDATE 12

10. PROMOTING WELLBEING IN OLDER PEOPLE STRATEGY 18

11. COMMUNITY ALARMS AND SURREY TELECARE STRATEGY 20

12. NON-EMERGENCY PATIENT TRANSPORT – UPDATE 23

13. APPOINTMENTS TO COMMUNITY SERVICES SUB GROUPS AND THE 30 OLDER PERSONS CHAMPION

14. CHERTSEY MEADS MANAGEMENT LIAISON GROUP MINUTES – 31 28 FEBRUARY 2017

15. EXCLUSION OF PRESS AND PUBLIC 31

PART II

Matters involving Exempt or Confidential Information in respect of which reports have not been made available for public inspection

a) Exempt Information

12. NON-EMERGENCY PATIENT TRANSPORT – UPDATE EXEMPT APPENDIX ‘1’

16. RUNNYMEDE AND SPELTHORNE CAB – UPDATE 32

17. MEALS AT HOME STAFFING – PROPOSED CHANGES (TO FOLLOW)

b) Confidential Information (No reports to be considered under this heading) - 3 - V:\Agendas\Community Services Committee\2017\06\Community Services 150617 Agenda.doc

1. FIRE PRECAUTIONS

The Chairman or a nominated Member of the Committee will read the Fire Precautions which set out the procedures to be followed in the event of fire or other emergency.

2. NOTIFICATION OF CHANGES TO COMMITTEE MEMBERSHIP

3. MINUTES

To confirm and sign, as a correct record, the Minutes of the meeting of the Committee held on 9 March 2017, previously circulated by email in April 2017 to all Members of the Council.

4. APOLOGIES FOR ABSENCE

5. DECLARATIONS OF INTEREST

If Members have an interest in an item please record the interest on the form circulated with this Agenda and hand it to the Legal Representative or Democratic Services Officer at the start of the meeting. A supply of the form will also be available from the Democratic Services Officer at meetings.

Members are advised to contact the Council’s Legal Section prior to the meeting if they wish to seek advice on a potential interest.

Members are reminded that a non pecuniary interest includes their appointment by the Council as the Council’s representative to an outside body and that this should be declared as should their membership of an outside body in their private capacity as a director, trustee, committee member or in another position of influence thereon.

Members who have previously declared interests which are recorded in the Minutes to be considered at this meeting need not repeat the declaration when attending the meeting. Members need take no further action unless the item in which they have an interest becomes the subject of debate, in which event the Member must leave the room if the interest is a disclosable pecuniary interest or if the interest could reasonably be regarded as so significant as to prejudice the Member’s judgement of the public interest.

6. HM QUEEN STATUE RUNNYMEDE PLEASURE GROUNDS (CHIEF EXECUTIVE)

Synopsis of report:

This report seeks Members’ agreement to arrangements to maintain and issue HM Queen Statue on the Runnymede Pleasure Grounds for ten years and for arrangements for the gifting of the statue for that period of time.

Recommendation: that the Committee

i) accepts the gift of the statue from Runnymede Magna Carta Legacy Limited subject to:-

a) the transfer of a sum of £25,000 to maintain and insure the statue.

b) the arrangement be in perpetuity; and

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ii) agrees to phase 2 works as set out in this report and in Appendix ‘A’; the full cost to be met by the Runnymede Magna Carta Legacy Ltd.

1. Context of report

1.1 Members first considered the potential gifting of a statue of HM Queen at a meeting of the Community Services Committee on 15th February, 2015. Approval was given for the erection of the statue and its surrounds. Subsequent to that report, the decision to accept the statue as a gift was called in by Overview and Scrutiny Committee and referred back to the Community Services Committee for re- consideration on 12th March, 2015.

The Committee resolved:-

i) to consider the points raised by Overview and Scrutiny Committee. (Those points were considered largely with the potential costs of maintenance and insurance);

ii) the latest information regarding the funding of the statue be acknowledged and accepted as a gift from Runnymede Magna Carta Legacy Limited (RMCLL);

iii) to establish a condition that the statue is only acceptable if Runnymede Magna Carta Legacy Ltd contribute insurance and maintenance costs for the first five years following installation at a cost currently calculated at £65,000 over five years;

iv) the Murdoch Wickham scheme be chosen and commit to phase 1 only with the possibility of further enhancement of ground works by the addition of phases 2, 3 and 4 at a later date and subject to further reports and approval by this Committee;

v) to note the scheme will be fully funded by Runnymede Magna Carta Legacy Limited with no contribution from either Runnymede Borough Council or the Runnymede Pleasure Gardens Trust;

vi) officers be authorised to submit the selected scheme to public consultation for a period of 14 days at the earliest opportunity; and

vii) officers be authorised to grant access for surveys and assessments in advance of the consultation period being concluded.

2. Report. The Site to date

2.1 The statue has been in place for two years. It has proved to be a popular attraction. The siting of the statue acts as a link between the Runnymede Meadows, riverside and the Pleasure Grounds.

2.2 The statue and stonework has not experienced any vandalism to date. There have been no maintenance costs and it is not expected that maintenance will be necessary (including jet washing) for a number of years.

2.3 Runnymede Magna Carta Legacy Limited have indicated that they wish to proceed with a revamped stage 2 to enhance the site and to agree a longer term arrangement for management of the site. - 5 - V:\Agendas\Community Services Committee\2017\06\Community Services 150617 Agenda.doc

3. Current Proposals (Phase 2)

3.1 Runnymede Magna Carta Legacy Limited have indicated that they would like to proceed with a second and final stage of development of the site. This is a scaled down version of previous plans which fits the budget of Runnymede Magna Carta Legacy Limited but completes the site in a fitting, enhancing and attractive style.

3.2 The plan is to provide a path from the monument to the river’s edge with a line of the kings and queens from 1066 to the present day. Originally, it was envisaged that a jetty would be built to link to the memorial. However, it is not possible for boats to moor in this position due to tides. Further stages in the original proposals included an avenue of trees to provide a walkway through the car parking area. This proposal has been dropped too due to budget constraints.

3.3 The revised proposals include changing the surface of the existing path between the car park and the statue from compacted crushed stone to York stone paving to match the existing statue surround. The scheme proposes a matching stone pathway to link to the car park. An illustrative diagram of the proposed scheme is given at Appendix ‘A’. All works would be funded by Runnymede Magna Carta Legacy Limited.

3.4 In terms of future arrangements, Runnymede Magna Carta Legacy Limited have set out the following arrangements for the Council to consider:-

i) That Runnymede Pleasure Grounds Trust hold the statue as a ‘gift’ in perpetuity.

ii) That Runnymede Magna Carta Legacy Limited donate £25,000 (in two tranches) to the Runnymede Pleasure Grounds Trust to cover insurance and maintenance costs for the first five years.

iii) That Runnymede Magna Carta Legacy Limited be allowed access to the site up to 3-4 occasions per annum to undertake various ceremonies/celebrations/commemorations and that approval be not unreasonably withheld.

4. Officers Comments and Financial Implications

4.1 The revised sum proposed, a donation of £25,000 from Runnymede Magna Carta Legacy Limited to the RPG Trust is substantially less than the amount first envisaged of £65,000. However, it will cover insurance costs (approximately £2,500 per annum) and leave a sum over to cover maintenance (£12,500) sufficient for the next five years (but see next paragraph).

4.2 As Members will be aware, the Council’s insurers, Zurich Municipal, declined to insure the statue when enquiries were made due to several combined factors which make it susceptible to theft - its material (bronze), in an open location, unguarded, close to M25, not high off the ground. The eventual insurance quote received by RMCLL came via a broker who admitted that it was difficult to value the statue and was on the basis of an All Risks repair or replace policy subject to a £2,500 excess fee for each loss based on a sum insured of £250,000 including Public Liability of £2m. If the Trust were to take on the insurance and maintenance responsibilities then Members should be aware that such a hefty excess payment will mean that most repairs will be at a cost to the Trust rather than being subject to an insurance claim. It should however be noted that the statue and stonework has not experienced any vandalism to date. - 6 - V:\Agendas\Community Services Committee\2017\06\Community Services 150617 Agenda.doc

4.3 Given Zurich Municipal’s original reluctance to insure the statue, taking on the statue as a gift will also need to be subject to the insurance company being willing to assign the current insurance contract over to the RPG Trust, or suitable alternative insurance arrangements being in place.

4.4 The question is what will happen beyond five years? Runnymede Magna Carta Legacy Limited’s Directors have indicated that their company will remain in place. However, there can be no guarantee that the company will be able to contribute further and for forward planning purposes, it is necessary for the Committee to think about maintenance and insurance costs for the future. It is likely that this will become an obligation for the RPG Trust and Members must decide whether this is acceptable.

5. Legal implications

5.1 The proposals set out above need to be considered against the backdrop of the legal status of the land and the legal restrictions which bind the Council as a result of that status. The Council is the Trustee of the Runnymede Pleasure Ground Charity (Reg Charity No. 305021) (RPG). RPG comprises a gift of land, which was made to the Egham Urban District Council in 1928 by a local individual. A further piece of land, which adjoins the RPG, was conveyed in 1938 to Egham UDC as an endowment for the benefit of the RPG. In essence this additional land is designed to be used to support the continued use of the RPG.

5.2 The 1928 conveyance declared that the RPG land would be held “upon Trust for the perpetual use thereof by the Public for the purpose of exercise and recreation as an Open Space”. There then follow Trust provisions “in particular” for parking, impromptu games and winter games. There are also provisions to the effect that the land (especially the river bank) should be used primarily for the benefit of motorists, which by implication the Council has always believed means that such land is to be used as a place of resort for motorists rather than a place on which motoring takes place. This interpretation has enabled parking provision to be provided at the RPG.

5.3 The 1928 conveyance contains no provision for endowing the land and it has been the Council’s view that the reference to Open Space is sufficient to infer that the land was acquired by the Egham UDC pursuant to powers contained in Section 9 of the Open Spaces Act 1906 (the 1906 Act). If this view is correct Section 10 of the 1906 Act provides that the Council:

“shall, subject to any conditions under which the estate…was so acquired –

a) hold and administer the open space...in Trust to allow, and with a view to, the enjoyment thereof by the public as an open space within the meaning of this Act and under proper control and regulation and for no other purpose; and

b) maintain and keep the open space …in a good and decent state… and may inclose it or keep it inclosed….and may drain, level, lay out… (etc)…and otherwise improve it and do all such works and things… (etc)…as may be requisite for the purposes aforesaid or any of them”.

5.4 Regulation can be achieved by passing byelaws under Section 15 of the 1906 Act and the Council has made byelaws to regulate behaviour at the RPG under this statutory provision.

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5.5 The current proposal involves the gifting of a number of physical items, comprising the statue and associated stonework, on the land and this will require the Council, as Trustee, to consider a number of legal issues. The first issue for the trustees to consider is whether it would be permissible for the Trust to accept the gift. Charities can receive a variety of gifts from donors. The most common example would be a gift of money but clearly it is open to donors to make gifts of real property such as land or physical objects. When considering whether to accept a gift the Trust will need to consider whether there are conditions attached to the gift which would create problems for the Trust. If the Trust is satisfied that there are no conditions which create problems it is then necessary to consider whether there are any practical issues associated with a gift which would have an adverse impact on the operation of the Trust. Examples of such issues would be that costs associated with ownership of the gift would place a burden on the operation of the Trust. Examples of such matters would be costs associated with maintaining the gift.

5.6 The final issue is whether the acceptance of the gift would in any way be contrary to the objects of the Trust. Given that the gift will occupy a relatively small area of Trust land it is unlikely that objects of the Trust will be adversely affected. The land remains available for use the purpose of exercise and recreation as an Open Space”.

5.7 The Trust needs to be clear on the question of ownership of the gift. The presumption in English law is that any gift made by one legal person to another legal person becomes the property of the recipient of the gift. The Trust will have to consider the ongoing maintenance costs associated with the gift. As indicated in the body of the report the donor of this gift is proposing to make a donation of a sum of money to cover costs associated with the maintenance of the gift. The financial donation will cover costs for a limited period of time but once those funds are exhausted the Trust will be responsible for all costs associated with the gift. The Trust will have to consider whether it has sufficient resources to meet such liabilities without adversely affecting its operation.

5.8 Given that works are necessary to make the gift, the construction of the additional stonework, the Trust will have to give consent for such works and will need to be a party to any contract for such works to ensure that it can control the works. It will need to be made clear in any such contract that the Trust will not be liable to pay for such works.

6. Conclusions

6.1 The HM Statue has enhanced the Runnymede Pleasure Grounds site and adds to its attraction. Runnymede Magna Carta Legacy Limited seeks an agreement with the Council in perpetuity but in financial terms, can only provide resources for maintenance and insurance for the next five years. After this time, this is an obligation which the RPG Trust is likely to have to bear.

6.2 Members must decide whether, given the situation, they are prepared to give changed authorisation to proceed with phase 2 and to accept the gift in perpetuity.

(To resolve)

Background papers Partly exempt correspondence held on RBC Outlook folders.

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7. COMMUNITY DEVELOPMENT KEY PERFORMANCE/ACTIVITY INDICATORS – QUARTER 4 2016/17 (COMMUNITY DEVELOPMENT)

Synopsis of report:

To advise Members of the final quarter’s performance of the Corporate KPI’s for services under this Committee in 2016/17.

Recommendation:

None. This report is for information.

1. Context of Report

1.1 The purpose of this report is to provide Members with the Quarter 4 2016/17 Key Performance/Activity results for the services under the remit of this Committee.

1.2 As part of the Performance Management Framework, quarterly performance reports are made to Corporate Management Committee on:-

● Financial Performance ● Corporate KPI Performance ● Projects Performance

2. Report

2.1 Within the Community Development Business Centre Plan, the following indicators were monitored in 2016/17. The actuals are also included where figures are collected quarterly.

Performance Indicator Actual 2016/17 Annual Target 2016/17 Numbers of young people attending Surrey Youth 325 (took place 500 Games Training in 1st quarter) Number of formal complaints related to the Business 3 0 Centre/Team Number of Community Alarm 1,538 1,500 Users Number of decisions investigated by the 0 0 ombudsman requiring a remedy by the Council Number of individual trips with the Community 50,117 54,750 Transport service

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Percentage of Careline calls answered within 60 99.96% 98.5% seconds

Number of community meals 36,787 43,000 delivered

2.2 The new promotion push on meals took place in the last quarter and there was an increase in the number of meals delivered. A booklet which went out with the Council tax information in March also highlighted all the services provided for older people and even if this does not lead to a substantial increase in use initially it does raise awareness of the services on offer.

2.3 The Surrey Youth Games figures for people signing up to the 2017 event was 391 which is an increase of 66 over the last year.

2.4 New transport contracts have been undertaken since the start of April which will have a positive impact on trips in the 2017/18 financial year.

2.5 Although not part of the official Corporate KPIs, Members are asked to note that to more than balance the 3 complaints received, the Community Development Business Centre received 22 compliments during 2016/17.

2.6 This item presents the opportunity for Members of the Committee to ask any questions relevant to the remit of this Committee. However, to ensure that Officers are able to give a full response, Members are reminded that advance written notice of any questions must be given to the Chairman, relevant departmental Corporate Head and Head of Strategy no less than 48 hours prior to the meeting.

2.7 Members are also asked to note that this report should be distinguished from committee specific reports and is a standard report submitted to all the service committees. The aim is to improve awareness of corporate performance and should be read in conjunction with this Committee’s business centre plan.

(For information)

Background Papers None stated.

8. COMMUNITY DEVELOPMENT BUSINESS CENTRE PLAN 2017/18 – UPDATE (COMMUNITY DEVELOPMENT)

Synopsis of report:

The Community Development Business Centre Plan was presented at the last meeting of this Committee in March 2017. Members requested that an update on the plan be provided to the Committee on a regular basis, along with timescales for delivery, where available.

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Recommendation(s):

None. This report is for information.

1. Context of report

1.1 The Community Development Business Centre Plan was approved at the meeting of this Committee in March 2017. The plan provided details of the Community Development departmental structure, services and priorities for the 2017/18 financial year.

1.2 Members requested that, in future, regular updates on progress against the Business Plan be provided along with some timescales on completion for the projects or initiatives where appropriate and/or available.

2. Report

2.1 The Community Development Business Plan covers a wide range of services and over the coming financial year there are a number of priorities that have been identified. Some of these will be delivered over the next 12 months and others are ongoing. Appendix ‘B’ provides details of all the priorities detailed in the plan, the current position and timescales for completion, where appropriate and/or available.

2.2 A brief overview of progress on the priorities is provided in this report but more detail is available in the Appendix. There are also some areas where work has yet to start or has only just recently commenced; these will be updated in future reports.

2.3 In the Green Space area work has been taking place on the business plan for Runnymede Pleasure Grounds. This is nearing completion and will be the subject of a report to this Committee when finalised. The new play areas at Marshall Place and Fernlands are progressing well and contractors have been appointed. A new inspection of cemetery memorials is due to start in June 2017.

2.4 The Community Development area has seen progress on a number of priorities. In May the St Ann’s Hill exhibition opened at the Museum. Surrey Youth Games training started in April 2017 with 391 taking part in training and 65 on the waiting list. The Playing Pitch Strategy consultants have been appointed and work has started on gathering the information for the strategy which will be reported to this Committee at the end of 2017 or early 2018. The Family Support Programme is continuing to work with families locally and referral levels are very good with all the co-coordinators at full capacity, this includes our first Syrian refugee family that arrived in March 2017.

2.5 In Community Services/Independent Living, the non-emergency patient transport contract has started and the South Coast Ambulance Services (SCAS) are now based at two of our social centres. An update on this work is elsewhere on this agenda. The Franklands Flyer bus service is continuing to grow in popularity with regular users of the service that goes to St Peters Hospital and Addlestone Town Centre. The Promotions Officer has completed campaigns to raise awareness of the community meals service, community halls and in the Independent Retirement Living sites there are plans to start luncheon clubs operating on a weekly basis. The start of the formal partnership with Surrey Heath has gone smoothly and joint working is going well. For example, the recent promotion of Community Meals across both Boroughs.

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2.6 The Safer Runnymede CCTV contracts with Elmbridge and Epsom have now finished. However, delays in transferring to their new providers meant we could continue to charge for the service into the new financial year. Merging of the alarms monitoring service with Surrey Heath is progressing; any new clients are automatically being added to the system and existing clients will be migrated over in the coming months. The Police Crime Commissioner funding for 2017/18 will be received in two instalments. The first has now been received and the second is due in September 2017. The Addlestone One phase one handover will see additional revenue streams in June/July 2017.

3. Resource implications

3.1 There are none identified as the priorities fall within the existing budgets for the services.

4. Legal implications

4.1 There are none identified.

(For Information)

Background papers None stated.

9. COMMUNITY FIRST – UPDATE (COMMUNITY DEVELOPMENT)

Synopsis of report:

At the meeting of Corporate Management Committee in January 2017, the funding for the Community First Initiative from the General Fund was set at £35,000 for 2017/18. As requested by Corporate Management Committee, and subsequently, full Council, this report details the business case and detailed work programme showing how the funds will be utilised in order to reduce the Multiple Deprivation Index in the borough.

Recommendation:

that the proposed Community First work programme for 2017/18 be endorsed

1. Context of report

1.1 The Community First Initiative was launched in 2013, focusing on the Council’s work in areas of relative deprivation. Annually there has been a budget of £100,000 provided in equal amounts from the General Fund and the Housing Revenue Account (HRA).

1.2 The targeted communities are Addlestone Bourneside and Addlestone North, Chertsey St Ann’s/Chertsey Meads, Englefield Green West and Egham Hythe. Each area has its own task group and action plan.

1.3 The initiative has made considerable headway in the targeted areas. Some of the successes include setting up the Englefield Green Hub, the Runnymede Job Club in Addlestone, Science Technology Engineering and Maths (STEM) project with local

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secondary schools, a high energy drinks initiative/campaign with Magna Carta school and improvements to the Pooley Green shopping parade.

1.4 The Index of Multiple Deprivation (IMD) shows that between 2010 and 2015 the areas covered have increased in their score. However, the rankings have been a bit more variable. The higher the ranking the more deprived the area; Chertsey St Ann’s has risen to 14th from 25th and Chertsey Meads from 86th to 49th but some areas such as Addlestone North have improved going from 30th to 43rd. In addition, the ranking of Englefield Green West as 22nd most deprived small area in Surrey is an improvement on the 2010 release. The improvements in ranking also coincide with the areas that have King’s Centre and Forest Estate Community Hubs, pump primed by the Community First budget.

1.5 Funding projects from the Community First budget can be split between the General Fund and Housing Revenue Account if working with identified housing residents or areas. If there is no impact on housing, then the funding will only come from the General Fund. Over the first three years the funding has been underspent although in the current financial year this is partly due to the apprenticeship scheme for Addlestone One not progressing, meaning a £25,000 underspend on the budget in 2015/16 and 2017/18.

1.6 During 2016/17 the actual expenditure on Community First initiatives totalled £59,659, of which £15,535 was funded from the Housing Revenue Account (HRA) and £44,124 from the General Fund (GF).

1.7 At the meeting of this Committee in January 2017, Members voted to keep the £50,000 budget from the General Fund. However, when the matter was later determined by the Housing Committee, it was agreed to reduce the Housing Revenue Account funding to £30,000 for 2017/18. Corporate Management Committee took a different view again and it was agreed that the General Fund contribution to the Community First budget would be reduced to £35,000 for 2017/18.

2. Report

2.1 Following Corporate Management Committee’s decision, total funding for the Community First initiative stood at £65,000 for 2017/18.

2.2 The recommendation was made to full Council in February 2017. The decision was that:

‘the budget from the General Fund for Community First in 2017/18 be set at £35,000, pending consideration of a business case and detailed work programme on how additional funds could be utilised in order to reduce the Multiple Deprivation Index in the borough, to be submitted to a meeting of the Community Services Committee and Housing Committee within the next three months, who may, if appropriate, make recommendations thereon.’

2.3 This report sets out the work programme for 2017/18.

2.4 The Community First initiative has over the last three years had a positive impact on the areas of deprivations in the borough. This has translated into some very positive outcomes for the areas targeted including:

• 35 people using the Runnymede Job Club with 13 people having found permanent jobs following help that had been provided.

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• The Science Technology Engineering and Maths (STEM) project saw students from the five local secondary schools, who may not have been interested in these subjects, take part in 30 hours of project work and deliver a presentation on their ideas. • Information has been produced on how to access dental services in areas where the numbers registered was low. • An activity booklet was produced with a range of free activities aimed at families on low incomes. • A high energy drinks film explaining the dangers was produced by Magna Carta school and has been sent out to all Surrey Secondary Schools. • 160 young people have taken part in 8 youth led social action projects. • An inter-generational photography competition has been organised. • Shed and freezer purchased for the national Tesco’s Foodshare initiative with St Paul’s Church, Addlestone used for community meals. • A speech and language pilot took place in conjunction with Royal Holloway University, and a further 3 year speech and language pilot with Health is in its second year. • Pooley Green Shopping Parade Traders Association was set up to improve the Pooley Green parade of shops with match funding from the Community First fund for a successful Surrey County Council shopping parade improvement bid. • A pilot community hub drop-in started in Chertsey at St Peter’s Church in February 2017 providing computer training for older people and ended at Easter. • Planning has already started with the Pooley Green Shopping Parade Traders Association, Egham Chamber of Commerce, Magna Carta School and the Hythe Community Task Group, for the very first Frog Island Fair in Egham Hythe, to start community engagement with residents, and promoting Runnymede Borough Council services • Fridge magnet for carers of people with dementia is being piloted for Dementia Awareness Week 2017 as part of the dementia friendly community’s initiative.

2.5 On 2 June 2017, the Forest Estate Community Hub Volunteers Group received the prestigious Queen’s Award for Voluntary Service 2017, the ‘MBE for volunteer groups’. This is a huge achievement and a testament to the commitment and support of the local community, including the participation of volunteers from Royal Holloway University who won a Queen’s Award in their own right.

2.6 The successes of the initiative have helped to develop more community cohesion in the areas targeted and the proposed projects for 2017/18 will aim to build on this work.

2.7 The provisional work programme for 2017/18, along with the expected outcomes of the projects, are detailed in the table below. This may be subject to change if additional projects do arise. Members are asked to note that currently the costs for some projects are only estimates.

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Project Outcome HRA/GF Cost Dementia Friendly This will promote dementia GF £3,900 Communities in awareness to local businesses Egham providing information on how they Hythe/Pooley Green can be involved. This project will include general information and training and link with the Pooley Green Shopping Parade Traders Association. Pooley Green The shopping parade has been GF £4,500 Camera suffering from anti-social behaviour (agreed i.e. fly tipping and the camera will April 2017) provide additional security and reassurance for the shop owners and residents. Frog Island Fair Community fair was held on Pooley Split £3,000 Green in May 2017 to improve local (agreed community cohesion. To be April 2017) organised by volunteers but there will be a need to fund equipment and activities for the day. Some funding has also come from County Councillor Yvonna Lay. Approximately 1,000 people attended Egham Hythe Drop Use of the Pop in café in Egham Split £3,900 In Hythe to run groups and activities requested by residents at the Frog Island Fair. 250 – 500 people Forest Estate The hub provides a number of Split £6,000 Community Hub regular activities i.e. cooking club events that need funding to cover the cost of staffing and equipment. New activities are proposed for this year and the budget will be used to cover these set up costs. 500 people plus Egham Hythe Clubs Including parent support groups, Split £5,100 activity groups, cookery sessions to (£1,500 reduce obesity, as the borough has agreed for the second highest child obesity headspace rates in the County in April 2017) War memorial Current memorial is in a poor GF £2,500 refurbishment/British condition and needs remedial work (agreed Legion plaque and re-hanging. April 2017) The new plaque is to recognise the Englefield Green Branch of the Royal British Legion gifting the building to the community

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Project Outcome HRA/GF Cost Dementia friendly This will promote dementia GF £6,000 community initiative awareness to local businesses in Addlestone providing information on how they can be involved. This project will include general information and training and link into the new Addlestone One development. 1,000 people plus Chertsey Meads If Chertsey Meads residents do not Split £10,000 Portacabin use the Chertsey Town hub the provision of a portacabin will be investigated on the Bridge Wharf housing development. There are discussions ongoing with A2 Dominion on a suitable site. Runnymede Continue to develop the training and Split £6,750 Upskilled workshops for unemployed people in Runnymede to obtain new skills. Logo competition being run with Magna Carta School. Runnymede Job Continue to support the job club Split £3,000 Club who provide advice and support to unemployed people in the Borough. On average 35 people use the job club each week. River Celebration Planning for an event in 2018 to GF £5,000 celebrate the events and activities that take place along the River Thames throughout the year. Particular focus on Egham Hythe and Chertsey area. 3,000 – 5,000 people plus Doorstep Sports Engaging with young people in Split £600 Club Gogmore Park to encourage them (agreed to take up sports activities. Also April 2017 filling a gap as the youth centre is as a pilot) currently not open. Up to 25 young people at each session. Englefield Green Funding towards the repair of the HRA £3,000 Hub Roof hub roof. Totals cost is £10,500. (agreed This will allow the back area of the April 2017) hub to be used.

Total Cost £63,250

2.8 The work programme provides a wide range of activities. The focus for 2017/18 is to look at developing capacity in Egham Hythe, Chertsey and Addlestone. In April the Officers’ panel met and agreed to funding for a number of projects as highlighted in the table. The total cost based on the current spend and estimates is £63,250, just under the £65,000 budget.

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3. Resource implications

3.1 At the meeting of this Committee in January 2017, Members were advised that in order to contribute to the Council’s revenue reduction targets it was proposed to reduce the General Fund Community First budget by £20,000. This recommendation was based on the need for the Council to make revenue reductions and reflected previous spend patterns. Members stressed that it was not a lack of progress that had resulted in past underspends, more a case that Officers and lead Members in the areas of deprivation in the borough had facilitated significant improvements to the quality of life of residents in an understated way. On referral, Corporate Management Committee did not support the request to maintain the budget at prior levels, as General Fund budgets had to be curtailed where possible. However, Corporate Management Committee considered that a £20,000 reduction in the General Fund budget for Community First for 2017/18 was too great. Therefore, Members agreed a £15,000 reduction for 2017/18 so that the budget would be set at £35,000, pending a report back to Corporate Management Committee within the next three months on how the funds would be utilised.

3.2 Whilst the total cost of the proposed projects for 2017/18 as set out above fall within the overall combined GF/HRA budget of £65,000, in many cases the split of the costs between the HRA and GF budgets has yet to be determined as they are assessed on a case by case basis. In order to be classified expenditure attributable to the HRA, the project must fulfil certain criteria. An example of possible uses of the HRA fund are:

• Tenant engagement • Activities for children and young people as diversions for anti-social behaviour and to improve behaviour • Invest in skills for tenants so they can engage and improve their employability so they can pay their rent/bills • Events on the estates with partners delivering activities/services

On assessment, should any of the projects not fulfil the above requirements it will be deemed to be a cost to the GF.

3.3 If, after assessment, the General Fund budget of £35,000 controlled by this Committee looks like it may be exceeded, any further projects will either not proceed or will be deferred to the following year. Alternative sources of funding will also be explored. If, for any reason, a project is so deferred but is of particular importance, Officers will submit a full report to this Committee to request additional funding.

4. Legal implications

4.1 There are no identified legal implications.

5. Equality Implications

5.1 There are no identified equality implications.

(To resolve)

Background papers Community First Reports January 2017 Task Group Action Plans Presentation to the 9th March 2017 Community Services Committee

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10. PROMOTING WELLBEING IN OLDER PEOPLE STRATEGY (COMMUNITY DEVELOPMENT)

Synopsis of report:

In the Community Development Business Plan one of the priorities for 2017 is to produce a wellbeing strategy for older people from 2017 to 2020. The aim of the strategy is to pull together all the internal and external factors that have an impact on the services available for older people in the Borough and develop from this an action plan. The action plan focuses on the services the Council already offers or is planning to and the work being carried out with partners.

Recommendations:

(i) The Committee approves the new strategy; and

(ii) A review of the strategy action plan takes place on an annual basis with a report on progress made to the Community Services Committee.

1. Context of report

1.1 Across the country there is a recognition that an ageing population is going to put more pressure on services for older people. Over recent years there have been a number of significant changes in legislation with for example the Care Act 2014 placing an emphasis on integrating health and care services.

1.2 In Runnymede we operate a number of services that are provided specifically for older people. The new strategy looks at how this links into the broader objectives of partners including the local Clinical Commissioning Group (CCG) and Adult Social Care (ASC).

1.3 The emphasis on prevention is one that the Council is fully supportive of. Our services allow individuals to remain independent, prevent ill health, provide information and advice, promote wellbeing and provides accommodation options.

2. Report

2.1 The strategy has been developed as an internally focused document and is attached at Appendix ‘C’. Some of the key issues identified have been highlighted in this report.

2.2 In Runnymede we know that the ASC locality team has over 1700 regular users of their services and many of these people are on our recently introduced vulnerable people’s data base. We also know that there are many other older people who don’t access our services and through working with partners we can help to identify them and provide both information and access to services as required.

2.3 With an ageing population the number of people over the age of 65 is due to increase significantly over the next 20 years. Within the local CCG area we know one in six residents is over 65 and this is likely to increase to one in four. The over 65’s also account for almost half of all hospital spells and take up 63% of bed space. Finding ways to keep older people out of hospital, healthy and independent are therefore key objectives for all the agencies locally.

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2.4 Most older people now have higher expectations about the services they are provided and many wish to stay in their homes as long as possible. There is a very mixed demographic of older people with many older people over the age of 55 still active and possibly carers but at the other extreme a growing number of frail elderly.

2.5 The strategy identifies the work of the CCG and ASC, identifies the key themes of the Surrey Health and Wellbeing Strategy, Better Care Fund in North West Surrey, the Joint Strategic Needs Assessment and a number of other groups and strategies that impact on older people. When looking at the themes there are a number that are shared across all the agencies notably:

• Keeping the elderly healthy and independent • Increase in the numbers with dementia who require care and support • Reduce the number of hospital admissions • Support carers • Reduce the delay in discharging people from hospital • Look at supported housing models • Increase the range of community activities and services

2.6 In developing the strategy, consultation took place internally and with external statutory partners to ensure that we identified the key drivers for the other service providers. The voluntary sector also provides an important role and they link in with a number of the priorities in the action plan.

2.7 In section 6 of the strategy there is a list of the achievements that have been delivered by the Council over the last three years. These include the introduction of new health and fitness programmes, two outdoor gyms, Homesafe, tea packs and the Living and Ageing Well Week. A number of these projects were funded through the use of the Personalisation and Prevention Partnership funding that has now finished. The range of improvements and new services is broad and the aim will be to further develop our services over the three years of the strategy using existing budgets or external funding if available.

2.8 In section 7 of the strategy the strategic objectives are identified that incorporate those shared by other partners:

• Supporting people to remain independent, safe and as well as possible • Preventing or reducing social isolation • Supporting the reduction of dehydration and/or malnutrition • Supporting people with dementia to live well and remain as well and as independent as possible • Providing information, advice and support to enable people to make informed choices, including improvements to our website • Supporting carers to continue with their caring responsibilities and avoid carer breakdown

2.9 Details of the services we currently offer are also included in section 7 of the strategy along with information on how we propose to raise awareness of services we provide and how we can work effectively with partners.

2.10 The action plan details the priorities for the 2017/18 financial year. This will be reviewed annually and reported to this Committee. The priorities have also been linked back to the strategic objectives through a numbering key in the action plan.

3. Resource implications

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3.1 There are no additional resource implications identified as the strategy is building on work that is ongoing or on projects that have been planned for this year, for which funding or resources have been allocated.

4. Legal implications

4.1 These are covered by the Equality Implications in the following section.

5. Equality Implications

5.1 The Council has a public sector equality duty under the Equality Act 2010. Section 149 of the Act provides that we must have due regard to the need to;

a) eliminate discrimination harassment victimisation and other conduct prohibited by the Act

b) to advance equality of opportunity

c) foster good relations between persons who share a relevant protected characteristic and persons who do not share protected characteristics.

5.2 In the formulation of this strategy, the Council has considered the impact the Strategy may have on anyone with a protected characteristic. It is acknowledged that there may be a negative impact on the protected characteristics of Age, Sex, Race and Disability. However, an EIA screening has been undertaken (attached at Appendix ‘D’), and it was concluded that a Full Impact Assessment was not required. Amongst other factors, the regular reviews and consultation with user groups would assist in mitigating any negative impact the Strategy may have.

(To resolve)

Background papers None stated.

11. COMMUNITY ALARMS AND SURREY TELECARE STRATEGY (COMMUNITY DEVELOPMENT)

Synopsis of report:

To provide an update on the Community Alarm & Telecare service provided by RBC following changes to the Surrey Telecare Strategy

Recommendation(s):

the introduction of a free 6 week period to new customers who meet specific criteria be approved

1. Context of report

1.1 Since 2014, Borough and District Councils (B&D) have been working in partnership with Surrey County Council (SCC) in providing Community Alarm and Telecare services, following the inception of the Surrey Telecare Strategy.

1.2 The strategy brought many new approaches to the way in which services would be delivered and funded. - 20 - V:\Agendas\Community Services Committee\2017\06\Community Services 150617 Agenda.doc

1.3 However, as part of an SCC review of the use of technology in providing social care services, and against the backdrop of needing to find savings due to the budget deficit within Adult Social Care, the strategy as delivered for three years, has ended, to be replaced by an alternative model of joint working between SCC and B&D Councils.

1.4 As a result, there are a number of changes that have resulted, which the Community Alarm service has had to adapt towards, or which is currently working to remodel the service, its charges etc. in order to remain competitive commercially.

2. Report

2.1 The introduction of the Surrey Telecare Strategy in 2014, saw major investment into telecare technology by SCC, with B&D Councils working in partnership in delivering the services.

2.2 Telecare is the generic term given for additional sensors and detectors that can be attached to a community alarm unit within an individual’s home and which provide support to the individual in living independently whilst also providing the reassurance of a response in the event of an emergency due to the fact the Telecare sensors are linked to a 24/7 monitoring centre and are able to activate a response immediately, without the person needing to be the trigger.

2.3 Telecare peripherals include environmental sensors such as smoke detectors, Co2 Detectors, Flood Sensors and Extreme Temperature Sensors, as well as sensors to support the person, including Falls Detectors, Bed and Chair Sensors, Medication Dispensers and others.

2.4 The Telecare Strategy allowed any resident of Surrey who required Telecare within their home, to have access to it free of charge, with the individual only needing to pay the weekly Community Alarm rental fee (currently £4.90 per week in Runnymede).

2.5 In addition, for those who Adult Social Care identified as requiring the service but who either were classified as critical/substantial in regard to their levels of need or who had financial difficulty in paying for the service, the service was able to be funded by Adult Social Care as part of an individual’s package of Care.

2.6 The introduction of the free Telecare offering resulted in a large uptake in a range of sensors amongst Runnymede residents. This pattern was replicated across the County.

2.7 The Telecare Strategy includes a payment of approximately £17,000 to each Council in anticipation of 120 installations of Community Alarm and Telecare equipment over the year, with a subsequent payment of approximately £75 for every installation over the 120 figure.

2.8 Finally, the Telecare Strategy continued with the longstanding arrangement known as the “CAT” scheme, whereby individuals who had been discharged from Hospital or who had been victims of crime, in particular distraction burglary, were able to receive a Community Alarm service free of charge for the first 12 weeks. The 12 week charge to the B&Ds was paid by SCC.

2.9 However, in the face of financial pressures and also consideration of other approaches to the use of technology, the Telecare Strategy as it has been known has ended and SCC are working with B&Ds to put in place a possible two year - 21 - V:\Agendas\Community Services Committee\2017\06\Community Services 150617 Agenda.doc

agreement to provide Telecare to high risk residents, who Adult Social Care would fund the service for. All other referrals, charging structures etc. are now for B&D Councils to determine, in what is likely to be a more competitive market place going forward.

2.10 Each of the three key components (Telecare, ‘CAT’ and grant funding), have been removed. Therefore, B&D Councils are now working together to create a charging model for Telecare that would be consistent across the County, strengthening the position of Council services collectively.

2.11 The grant funding will also no longer be paid to B&D Councils. However, for Runnymede, given that the continuation of the funding was always to be agreed throughout the Strategy period, it was never budgeted as a source of grant income but instead received as a source of additional income to the authority that could be reinvested into services at a later point.

2.12 The final element is the removal of the free 12 week offer to residents who had been discharged from hospital or who were victims of crime. This is felt to be a harmful change in that the free offer resulted in residents, risk free, being able to try before they commit to the service and was an incentive that enabled B&D Councils to meet and engage with vulnerable residents and to offer a range of support services as well as signpost to others, far more than just provide a free Community Alarm.

2.13 To give an indication of the volume of referrals received via the CAT scheme, in 2016/17, 170 referrals were received with residents able to access the free 12 week offer. Service was provided to all 170 with only 28 services ending after the free period or during it. This means a customer retention rate of 83.5%.

2.14 With regard to the CAT scheme, looking to the future, B&D Councils are in agreement that such an offer should be continued in order to continue to attract referrals and new customers, and to support some of each Borough or District’s most vulnerable residents.

2.15 However, with the cost of offering such a scheme now falling at the feet of the B&D Councils, it is felt by Officers that a 6 week trial period is appropriate; a view shared by 9 out of 11 authorities.

2.16 The introduction of such a scheme in Runnymede, if calculated against the weekly service charge, would mean a loss of income of £29.40 per referral. However, to not offer it may mean a reduction in referrals which when considered together with the retention rate displayed above, could result in a far significant reduction in income to RBC. There are no additional costs in having such an offer that would increase the £29.40 per referral.

2.17 In deciding if 6 weeks would be sufficient to ensure the rate of referral and the retention of customers, there are two reasons why it is felt appropriate to offer a free 6 week period. Firstly, there is no evidence that offering 6 weeks will have a lesser impact than if a free 12 week period were introduced. Secondly, as the second most expensive provider across the Surrey B&D’s, should the landscape become increasingly commercially competitive, there may be a requirement to look at other offers, to review the weekly fee etc. Therefore, we should not put all of our potential opportunities into one free trial offer.

2.18 If the proposed offer is approved, Officers will continue to monitor uptake against the 6 weeks’ offer as part of an on-going review and update this Committee accordingly. - 22 - V:\Agendas\Community Services Committee\2017\06\Community Services 150617 Agenda.doc

3. Resource implications

3.1 On the basis of the previous year’s numbers, this policy would result in the Council foregoing approximately £5,000 of income that will be offset by the budgeted for additional income arising from the new clients signing up to the service.

4. Legal implications

4.1 There are none identified.

5. Equality implications

5.1 This policy has a positive effect for those clients of Telecare and the Community Alarms Service with the protected characteristics of age and disability. Clients with other protected characteristics may also benefit but this data is not readily available.

6. Conclusion

6.1 Members are therefore being asked to support the introduction of a free 6 week offer for new customers to the Community Alarm and Telecare service, who have been referred as a result of a recent discharge from hospital, or as a recent victim of crime.

(To resolve)

Background Papers None stated.

12. NON-EMERGENCY PATIENT TRANSPORT – UPDATE (COMMUNITY DEVELOPMENT)

Synopsis of report:

To provide:

1) an update on the provision of non-emergency transport services as a sub-contractor to South Central Ambulance Service;

2) an overview of the agreement between RBC and SCAS with regard to the leasing of premises and parking at Woodham & New Haw Centre and Manor Farm Centre; and

3) an update on the operational delivery of the above agreement following correspondence received from residents

Recommendation(s):

None. This report is for information.

1. Context of report

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1.1 In 2015, North West Surrey Clinical Commissioning Group commenced the procurement of a Non-Emergency Patient Transport service in Surrey on behalf of all CCG areas, excluding Surrey Downs CCG.

1.2 As part of the tender specification, it was a requirement that 10% of journeys were undertaken by Community Transport Operators, who could express an interest to participate in the contract as a sub-contractor. RBC’s Community Transport service expressed an interest in operating as part of the contract.

1.3 Between 2015 and 2017, The Community Transport service worked with all bidders in providing information, costings etc. to be submitted as part of individual bids, and also worked with other interested Community Transport services in agreeing a consistent delivery model, core standards etc.

1.4 South Coast Ambulance Service (SCAS), were awarded the contract for Non- Emergency Patient Transport (NEPT) in Surrey. Since the contract was awarded, Officers have worked with the ambulance trust in agreeing future ways of working, contracts, etc.

1.5 In September 2016, Corporate Management Committee approved a supplementary estimate to procure a vehicle and recruit staff to work on this contract.

1.6 On 1 April 2017, the NEPT contract commenced and has been rolled out across Surrey, with RBC’s sub-contractor role commencing on 8 May 2017.

1.7 In addition, through the transport related meetings and conversations with SCAS, it was identified that SCAS had been unable to identify suitable premises within Surrey from which they could operate the service. As a result they were looking for a number of smaller sites across the County to use as hub depots.

1.8 The opportunity was taken to offer facilities at Woodham & New Haw Centre and Manor Farm Centre for SCAS to lease. In addition, working on behalf of the Community Services Partnership, a premises was also identified in Camberley.

2. Report

Patient Transport Services

2.1 Officers had worked with North West Surrey Clinical Commissioning Group and with bidders for the NEPT over a period of two years, in response to an opportunity to operate as a sub-contractor.

2.2 RBC’s Community Transport service expressed an interest in operating as a sub- contractor, together with four other Community Transport operators across Surrey.

2.3 Following the award of the contract to SCAS, the group of CT Operators have worked closely with them, agreeing models of service delivery, charges, requirements of services, the resources required to deliver the contract and overseeing all this, a contract agreement.

2.4 Taking each of the above, with regard to requirements, CT Operators are programmed to provide transport to individuals assessed by the Ambulance Trust through the bookings process as being low/medium acuity. This means that in delivering transport, there will not be the requirement to support individuals with complex medical requirements, to operate with the use of stretchers etc. Instead, the service will provide transport to both ambulance passengers and wheelchair users. - 24 - V:\Agendas\Community Services Committee\2017\06\Community Services 150617 Agenda.doc

2.5 Having agreed this, it effectively means that the service to be provided is consistent with the type of transport already provided to residents of the borough through the standard CT service.

2.6 A model of service delivery has been agreed between SCAS and the CT operators. It has been agreed that RBC will provide services between 8:00am and 6:00pm Monday to Friday, excluding bank holidays. The service will be provided using a single person crew, meaning there is no Passenger Assistant to work with the Driver.

2.7 All journeys are booked and allocated to CT operators directly by SCAS. There is no administrative requirement of RBC in undertaking the sub-contractor role. Journey schedules will be relayed to the Driver directly via an app on a smart phone, with Drivers updating the coordinating office on progress directly via the smartphone.

2.8 Having an electronic device within the vehicle to which journey schedules are relayed, means that the schedule is updated in real time so that the service responds flexibly to transport demands, which alter constantly depending on changes to appointment times, the time at which an appointment ends etc.

2.9 The sub-contractor function is not only restricted to the borough in which the CT provider operates, i.e. journeys undertaken by RBC would not only be within Runnymede Borough. Instead, journeys could be undertaken across Surrey and into neighbouring counties and London Boroughs as required.

2.10 Working with SCAS and other CT Operators, an hourly rate was agreed, meaning that RBC will be paid a sum per day for delivering services. Details are given in Exempt Appendix ‘1’.

2.11 In order to deliver the contract, RBC has had to procure a new vehicle at a cost of £38,000 and also recruit two part time Community Transport Drivers for a combined total of 50 hours per week. This equates to a cost of £35,363 per annum including on costs.

2.12 In addition, other costs focus on the operation of a vehicle, Servicing and MOT’s, unplanned maintenance and repairs, vehicle insurance, road fund licence and the purchase of vehicle fuel. In addition, annual leave and sickness cover for staff have been factored into the hourly rate and therefore the annual charge.

2.13 A contract has been agreed and signed by the authority for a period of five years from 1 April 2017, with the option of an additional two years thereafter. This reflects the main NEPT contract that SCAS has with the Clinical Commissioning Groups.

2.14 Within the contract, there is a clause that allows SCAS to terminate the agreement with RBC as a sub-contractor after the first year, on one month’s notice. However, given the requirement for such a relationship with CT Operators within the main contract, this is unlikely to happen and in reality only would if there was a significant reduction in the number of passenger movements. In addition, the agreement includes the usual clauses that would allow SCAS to terminate for poor performance or on other ‘fault’ grounds.

2.15 The NEPT contract commenced in April 2017, with RBC starting as a sub- contracting partner on May 8th 2017. Whilst delivery of the contract is therefore in its early stages, the initial signs are positive and there is good support from the development of an effective working relationship between RBC and SCAS. - 25 - V:\Agendas\Community Services Committee\2017\06\Community Services 150617 Agenda.doc

Leasing of Premises to SCAS

2.16 Whilst the initial involvement with the NEPT and with SCAS was in relation to the transport function outlined above, other opportunities for partnership working with SCAS have been identified and in one case achieved, this being the leasing of premises to SCAS for them to operate satellite transport hubs, at both Woodham & New Haw Centre and Manor Farm Centre.

2.17 As the back story to how this opportunity was identified and realized, it was the intention of SCAS to have two regional bases within Surrey from which their services would be operated, one in Dorking and the other in the Woking area. However, in both areas, SCAS had difficulty in identifying suitable premises and therefore, at a time when the commencement date for the contract was looming ever closer, were in a position whereby no premises had been confirmed.

2.18 This issue became known to RBC Officers through general discussion at one of the SCAS/CT Operator update meetings in early 2017. As a result, following discussion with senior management, an invitation to consider leasing facilities at RBC sites was made.

2.19 Following this, the Community Services Manager together with the Corporate Head for Housing and Community Development, met with SCAS officers and took them on a tour of potential borough sites owned by RBC. These included the Orchard Centre in Chertsey (the area vacated by Age UK Runnymede and Spelthorne), Egham Hythe Centre, premises at Ottershaw Memorial Fields, as well as Woodham & New Haw Centre in Amis Avenue, New Haw and Manor Farm Centre, in Manor Farm Lane, Egham.

2.20 SCAS expressed a clear interest in the two day centre sites, partly due to the facilities they were able to offer and partly due to the location of both sites. Their requirements were for provision for 15 vehicles and associated staff at Woodham & New Haw Centre and 4 vehicles and associated staff at Manor Farm Centre.

2.21 From this point, officers worked with SCAS in confirming their requirements ahead of the signing of the lease. An overview of what has been provided at each site is as follows:

Woodham & New Haw Centre

• Parking for 15 Ambulances • 2 rooms within the Day Centre that were at the time unused • 1 additional office built within the footprint of Woodham & New Haw Centre • Access to use of WC and other communal facilities

Manor Farm Centre

• Parking for 4 Ambulances • 1 room within the Day Centre building that at the time was under-utilised • Access to use of WC and other communal facilities

2.22 One of the clear impacts of such an agreement would be the availability of staff parking, and it was agreed that SCAS staff could park their vehicles within the grounds of the car park, on the basis that staff cars would be parked in the bays vacated by the Ambulances.

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2.23 Leasing additional parking space was not an option due to the fact it would have had a significant impact on others who drive to each of the Centres to access services, activities etc.

2.24 The lease for each site is for a term of seven years with a break option after 31 March 2022, to reflect the term of the NEPT contract with the authority.

2.25 The purpose of entering into such an agreement was to generate a supplementary source of income, in order to reduce the overall cost of providing Day Centres in the Borough. Details are given in Exempt Appendix ‘1’.

About SCAS Service

2.26 The NEPT contract requires service provision from 6:30am until midnight. However, midnight is an aspirational cut of point based on the principle of having evening surgery and appointments and is not necessarily happening at present. This service is to be provided seven days a week.

2.27 Over the course of the day, Ambulances are on a rota to work in varying numbers at varying times, in order to meet demand. Peak time generally covers 8am until 7pm with a lesser requirement for vehicles outside of these hours.

2.28 Observations of the deployment of the Ambulance fleet from the two Day Centres, suggests that at most 75% of the vehicles are operational at any one time.

Initial Issues Identified

2.29 The commencement of the lease agreement at Manor Farm Centre has been a smooth process with no impact felt by the Centre itself, its service users or by local residents, whilst SCAS are pleased with how the arrangements have progressed.

2.30 At Woodham & New Haw Centre, in the first week of the lease agreement, it was identified quickly that there were a number of impacts and teething problems that would need to be addressed in order for the arrangements to prove successful.

2.31 SCAS management and staff delivering their services were generally happy with their new base and were very appreciative of the welcome extended to them by the staff at Woodham & New Haw Centre and by the working relationship that had started to be formed.

2.32 The only issue that SCAS identified was the allocation of parking provision, as with no dedicated or marked parking area, the arrangement was proving difficult given that the centre and its car park is used by many others during the day, Monday to Friday and also on Thursday and Sunday evenings when the building is hired to a local community group, to which a large number of people attend.

2.33 However, the parking issue experienced by SCAS was mirrored by an issue experienced by the Centre, in that service users Monday to Friday were finding it difficult to park at the centre and that on some days the loss of 15 parking spaces was felt harder than initially anticipated.

2.34 Some of the ambulances that are deployed from the Woodham & New Haw Centre, have the requirement of a two person crew. As a result, there is an increase in the number of staff vehicles travelling to the Centre and who require parking. As a result, initially this resulted in additional SCAS staff vehicles parking off site, most likely in Amis Avenue and other surrounding roads.

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2.35 Other small issues were jointly identified by officers and by SCAS but these were generally manageable whilst waiting to be resolved.

2.36 As a result of the parking issues above, the result was that both employees of SCAS and some of the service users of the Centre were parking off site on Amis Avenue and Copthall Way. There are no parking restrictions on either road within close proximity of the Centre and therefore whilst legally there was nothing to stop this from taking place, it resulted in a number of complaints from local residents who were experiencing vehicles previously unseen now parking outside their houses.

2.37 This was not the only issue or concern raised by local residents, particularly of Amis Avenue. Concerns were raised in regards to the number of vehicles now travelling on Amis Avenue and concerns as to the speed and safe driving of vehicles.

2.38 Some residents felt that RBC should have consulted with them as to how it intended to use its Day Centre site, or at least notified residents of the intention. This is something that could have been done and in hindsight notifying residents of the intention could have been considered the correct approach. However, notification could have resulted in the same position as has been experienced recently with some residents and therefore achieved very little.

2.39 A call received from a local resident highlighted that the issue for her as a resident living in close proximity to the Day Centre, was not the use of the Day Centre premises by SCAS, but by building work at the top of Amis Avenue which had been ongoing for over a year and which had impacted local residents greatly.

2.40 There was a misunderstanding of the fact that the contractor undertaking at least some of the work, was a part of Runnymede Borough Council and therefore by association, the work undertaken with SCAS heightened the existing tension towards the authority.

2.41 In a not too dissimilar way to above, some comments were made in respect of the lease agreement with SCAS but against the fact that individuals were unhappy with the Centre being hired to other users during the evenings and weekends. This issue has been raised previously and again it is felt that a cumulative impact resulted in residents making contact to air their frustration.

2.42 Finally, an issue was raised relating to the volume of traffic that was now using Amis Avenue, with the staff of SCAS and the ambulances themselves cited as the main reason. The resident was unhappy that what was once considered a quiet cul de sac now resembled a main road.

Work Undertaken to Address the Issues Identified

2.43 Recognising the value of the lease agreement to the Centres and to RBC, officers set about trying to address the issues to the satisfaction of all who experienced an impact in the first couple of weeks.

2.44 Initially, scoping work to identify how the capacity of the car park at Woodham & New Haw Centre could be increased was undertaken, following which contractors were arranged to be on site within two weeks to undertake the identified works. In relation to the commencement of the contract, these works commenced at week five, demonstrating the prompt and decisive action taken.

2.45 Addressing the car park at Woodham & New Haw Centre resolved a number of the issues highlighted, including ensuring there was enough parking provision for users of the centre, providing allocated parking to SCAS vehicles, to ensure that SCAS - 28 - V:\Agendas\Community Services Committee\2017\06\Community Services 150617 Agenda.doc

employees could park their vehicles on site in the allocated bays only (both one and two person crews) and in doing so, reducing the number of vehicles that were parked in Amis Avenue and other areas, in the hope that the concerns of residents were addressed.

2.46 Considering that the footprint of the car park was not extended, the result was possibly better than anticipated with the marking of an additional 19 parking spaces, and a net increase of 14 parking spaces being achieved. As a result, the impact on the car park by leasing to SCAS is now only 1 space.

2.47 Since this work has been completed, residents of Amis Avenue have not been in contact to discuss the issue further and to evidence the success of the work undertaken, one resident, who was understandably wanting both an explanation of the activity based at the Centre and details of how we intended to resolve the issues identified wrote to say that the situation had improved.

2.48 The Manager of Woodham & New Haw Centre has also provided feedback saying that both the users of the Centre and staff at SCAS are happy with the work undertaken. She has reported no incidents of vehicles being unable to park.

2.49 From the comments and representations made by residents, there is one area that is unable to be addressed by Officers. This is dis-satisfaction with the number of vehicles now using Amis Avenue as a result of the combined activity at Woodham & New Haw Centre.

3. Policy framework implications

3.1 Entering into agreement to operate as a sub-contractor to SCAS in providing non- emergency patient transport was highlighted in the 2016/2017 Community Development Business Plan as a potential opportunity.

3.2 The leasing of premises at two of the three Day Centres to SCAS was included in the 2017/2018 Community Development Business Plan as something that was hoped to be realised.

4. Resource implications

4.1 The resources required to undertake the sub-contracting function with SCAS in providing transport, both capital and revenue was approved by Corporate Management Committee in September 2016.

4.2 The gross revenue anticipated to be realised through operating as a sub-contractor to the Non-Emergency Patient Transport contract and the premises lease agreement per annum is detailed in Exempt Appendix ‘1’. This has been made on the assumption that the contract operates for five years. Whilst some costs identified are fixed and others variable, such as fuel costs etc. it is anticipated that a healthy net operating surplus in delivering the service per annum will be generated. In addition, SCAS will pay a percentage of utility costs. Members are asked to note that once the leases have been registered with the Land Registry, their monetary value will be in the public domain.

4.3 Works to the car park at Woodham & New Haw Centre were felt to be an important investment both to preserve the lease and to ensure that the services provided by RBC at the centre continued to be accessible to residents.

5. Legal implications

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5.1 The legal issues are dealt with in the body of the report.

6. Conclusions

6.1 The partnership with SCAS is an opportunity for Community Services to continue to make use of its assets, to develop its range of services and to create additional income streams to the authority.

6.2 In taking the opportunities presented, there have been some initial teething problems that are important to recognise and learn from, but which have been addressed speedily and considerately in attempts to address the individual issues of a number of stakeholders, including local residents.

6.3 It is hoped that now the teething problems have been addressed, that the relationship with SCAS continues to grow and that a long term professional relationship is reached and maintained.

(For information)

Background papers None stated.

13. APPOINTMENTS TO COMMUNITY SERVICES SUB-GROUPS AND RELATED INITIATIVES (LAW AND GOVERNANCE)

THE COMMITTEE IS ASKED to consider the following appointments to the Community Services Sub-Groups and one related body for the Municipal Year 2017/18:-

1. Two Officers to serve on the Cabrera Trust Management Committee. The Management Committee comprises the three Virginia Water Councillors ex officio, and two Officers acting as the Honorary Secretary and Honorary Treasurer for the Trust. The term of these appointments runs from the end of the Cabrera Trust’s Annual General Meeting in 2017 to the end of the said same meeting in 2018. The Group meets twice a year (scheduled dates are 20 July 2017 and 11 January 2018) and the retiring Officer appointees are the Corporate Head of Resources and the Head of Community Development. Both have confirmed they are willing to carry on in their respective roles, subject to Committee approval.

2. Two Members to serve on the Chertsey Meads Management Liaison Group. The Constitution of the Group provides that the meetings of the Liaison Group shall be chaired by a Member of the Council representing the Community Services Committee, and the other Member need not be a member of this Committee. In the past, Members have agreed that it is appropriate to appoint a Member representing one of the Chertsey or Addlestone Wards. The Group meets twice a year (scheduled dates are 5 September 2017 and 27 February 2018). There is also an annual litter pick in the Spring and site visit in the Summer (this year 11 July 2017). The retiring Members are Councillors D A Cotty and M G Nuti. It is understood that both Members are happy to continue.

3. The appointment of an Older Persons Champion. Members are asked to note that when this was considered in November 2009 by the former Housing and Community Services Committee it was agreed that the duties associated with the post should be tailored, where possible, to accommodate the availability of the appointee. The retiring Member is Councillor Mrs G Warner, who has indicated that she is happy to continue.

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(To resolve)

Background Papers None.

14. CHERTSEY MEADS MANAGEMENT LIAISON GROUP MINUTES – 2017 (LAW AND GOVERNANCE)

Attached at Appendix ‘E’ are the Minutes of the meeting of the Management Liaison Group held on 2017.

(For information)

Background Papers None.

15. EXCLUSION OF PRESS AND PUBLIC

OFFICERS' RECOMMENDATION that -

the press and public be excluded from the meeting during discussion of the following reports under Section 100A(4) of the Local Government Act 1972 on the grounds that the reports in question would be likely to involve disclosure of exempt information of the description specified in paragraphs 1 and 3 of Part 1 of Schedule 12A of the Act.

(To resolve)

PART II

Matters involving Exempt or Confidential Information in respect of which reports have not been made available for public inspection

a) Exempt Information Paras

12. NON-EMERGENCY PATIENT TRANSPORT – UPDATE EXEMPT APPENDIX ‘1’ 3

16. RUNNYMEDE AND SPELTHORNE CAB – UPDATE 1 and 3

17. MEALS AT HOME STAFFING – PROPOSED CHANGES (TO FOLLOW) 1 and 3

b) Confidential Information (No reports to be considered under this heading)

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Community Services Committee

Thursday 15 June 2017

Appendices Appendix Report Page no.

A HM Queen Statue - Plan 2

B Community Development 3 Business Centre Plan

C Promoting Wellbeing in Older 18 People Strategy – Draft Strategy

D Promoting Wellbeing in Older People Strategy – Equality Impact 34 Assessment

E Chertsey Meads Management 39 Liaison Group – Minutes 28 February 2017

1 Appendix 'A'

Legend

Existing tree

Proposed tree

Public realm

Existing car park

RIVER THAMES

Queen Elizabeth Statue

Scoutmoor Yorkstone Paving

Moselden Yorkstone inlaid timeline stones and Scoutmoor Yorkstone timeline

Scoutmoor Yorkstone engraved plaques

Scoutmoor Yorkstone bench

Scale 1:200 N 0 2 4 8 12m

Appendix 'A' Magna Carta 800th Anniversary Landscape Plan The Tithe Barn, Bradbourne House, East Malling, Kent, ME19 6DZ Client: Crest Nicholson Drawn by: JM 01732 752780 murdochwickham.com Date: June 2017 | Scale: 1:200 @ A1 1403/016

2 Appendix 'B'

Priority – Green Space Current Position Timescale Continue work to support an increase in the Expressions of interest from potential events Ongoing throughout the year number of activities in parks and open spaces have been received; new ones include:

• Living and Ageing well week launch in September 2017 • Silent Summer Screens – 3 film events in July, August and September at Victory Park • Two new regular fitness classes • Seven Xplorer sessions for children have been organised during the school holidays at Victory Park and Ottershaw Memorial Park Identify additional income streams from Additional income to date has been £2,900 Ongoing throughout the year parks and open spaces to increase income for the temporary use of a car park for by £5,000 storage Continue work on plans to refurbish Market Research consultant’s report has Report to Community Services June 2017 Runnymede Pleasure Grounds (if the project been completed assessing potential visitor and then on to Corporate Management for a is approved by the Council) numbers and income for the site should the decision on funding Summer 2017. Public redevelopment take place consultation to follow. Planning application to be submitted for late 2017 Options on how the development might proceed and a full business case will be presented to Community Services Committee in June 2017 To install a new play space at Marshall Place Further consultation undertaken with local Work to start on site in June and completion open space by Summer 2017 residents and contract has been awarded scheduled for July 2017 To install a new play space at Fernlands Contract tender submissions returned 12 May Further public consultation in June/July open space by the end of 2017 and being assessed followed by contract being awarded. Project completion scheduled for November/December 2017 To install additional play equipment for older Initial consultation has taken place with young Further consultation to follow and children at Kings Lane open space people in the area to determine the type of specification to be drawn up. Target for facilities that would be required at the site installation, November

Appendix 'B' 3 To create an Ottershaw SANGS Woodland Approval received for a temporary SANGS 1st phase of substantive works to start on site Trail Project Officer to be funded from SANGS by July 2017 with a target installation of monies. Appointment to be made by June information boards. Way markers and improvements in accessibility by December Some minor works completed on site but the 2017 new Project Officer will be able to deliver project more effectively To re-let the play are inspection and Initial internal discussions taken place, but Specification to be reviewed and updated by maintenance contract limited progress to date. Current contractor end of August 2017 has been temporarily retained. Tender contract – Sept/Oct 2017 Award contract – by end of December 2017 Continue the digital mapping of the Council’s Good progress with trees at 75% of sites Ongoing over the next 1 – 2 years. Once all trees in 2017 plotted. Further progress in digitally trees are plotted areas will be zoned recording and mapping these is reliant on according to hazard ratings and future tree GIS staff availability inspection regime programmed accordingly To introduce a formal inspection of cemetery Contractor has been appointed to carry out Start June 2017 - memorials in closed memorials the work but cannot start until faculty churchyards and larger memorials in (permission) confirmed by Diocese. cemeteries dealt with by the end of Indications are that this is imminent. December 2017 Transfer to the Council of a parcel of land Discussions have taken place with the land Transfer to take place later in 2017. The land adjacent to Thorpe Cemetery which will owner, Cemex, and the landscaping works can then be laid out for cemetery use provide an extension to the cemetery needed prior to transfer are being completed by them

4

Priority – Community Development Current Position Timescales Deliver year three of the family support The first Syrian refugee family has been Ongoing review throughout the year of the programme. Work with 104 families across settled in Runnymede numbers on the programme both Runnymede and Surrey Heath. Include any Syrian Refugees settled locally into the All co-ordinators are at full capacity and there A report on progress will be presented to the work plan is a waiting list of families September 2017 Committee Chertsey Museum will have four new St Ann’s Hill exhibition was installed in May New exhibitions to be installed in September exhibitions, work with 80 schools and deliver 2017 2017 exhibition, February 2018 River a range of activities and events for the Exhibition general public to attend Sessions with schools continue to be delivered both at the Museum and within the Information on 2017/18 schools programme school settings will go out in June2017 Start planning for the WW1 2018 exhibition Items for the exhibition have already been Exhibition to open in 2018, date to be requested and work to develop the exhibition confirmed will take place during 2017 Start planning for the 2018 River Celebration A film company has been employed to carry Chertsey Museum exhibition February 2018 out filming on the river over the year. This will form part of the exhibition at Chertsey Museum and filming has already started

Planning for other events has begun including pond dipping, showing the film at local events, and linking with local rowing clubs Review of Community Halls to determine Yet to start Completion October 2017 opportunities to improve usage and income levels. Delivery of the Health and Wellbeing Task The group meets on a quarterly basis Committee report on progress in January Group action plan based on the priorities of 2018 the Runnymede Sustainable Community Strategy, and unmet needs identified in the community

5 Production of a Leisure/Community Work on the playing pitch strategy has Consultants to gather information from June Development and Playing Pitch Strategy in started with a consultant appointed in May to November with a strategy developed by 2017 2017 the end of 2017 and a report to Committee in early 2018

Information for the Leisure strategy has Completion for early 2018 started to be collated with an on line survey Production of an Older Peoples Strategy in The strategy has been drafted and has been Committee approval in June 2017 2017 to the Corporate Leadership Team for comment in May 2017 Surrey Youth Games training and event Training started in April 2017. 340 signed up Event takes place the weekend of the 17/18 2016. To encourage 300+ children and young for the sports, including hockey, netball, June people to take part in the training and 170 swimming, cricket, football, boxing and table participants in the multi sports event tennis Junior Citizen will run in November 2017 with Planning the event has started Event takes place in November 2017 all year 6 pupils, approximately 700 attending from every primary school in Runnymede The four task group work in target wards with Regular quarterly meetings are taking place Report on progress during the year to the meetings and action plans continuing to be with the latest meetings taking place in committee in January 2018 developed based on local need, working with April/May 2017 a range of partners in the specific local areas and implementation of Runnymede Upskilled, the employment and skills scheme Co-ordination and management of the A full list of possible projects for the year has Committee report in June 2017 with the list of Community First initiative Utilising the been produced. This may be subject to projects. An outturn report will be provided in £35,000 allocation on projects that have an change if new initiatives are identified for January 2018 impact on the local community through which funding is required existing or new activities Continue to provide a range of activities for Active 50+ initiative has been signed up for Ongoing throughout 2017 with a target of 459 older people with the Active 50+, swimming, second year. As at May 2017 for the sports participants in the year. Numbers who have healthy walks and walking sports sessions that had run, 90 people had taken taken part to May 2017 are as follows: part in Swimming, Running, Badminton, Bowls, Dance, Cricket, Golf, Boccia, Walking Sports and Dragon Boating

6 Living and Ageing Well Week aims to Planning for the event has started Event to take place in September 2017 continue building awareness of services and advice for over 55’s living in RBC Christmas carol concert in the park Planning work not yet started but the event December 2017 will take place in Addlestone

7

Priority – Community Current Position Timescales Services/Independent Living Continue with development of hospital based The number of homesafe referrals in Ongoing throughout 2017/2018 Homesafe service 2016/2017 was 108. The use of the service continues to be pushed through hospitals

Funding has in principle been agreed for 2017/2018 with North West Surrey CCG and therefore the intention is to continue to operate the service in the coming year Hydration and Nutrition Project Nutrition and Hydration week in 2017 was in Hydration campaign – July/August 2017 March and therefore we were not ready to undertake a campaign. We are planning of Nutrition and Hydration Awareness Week – operating a hydration focussed campaign in 12th – 18th March 2018 July and August and then looking to run a further campaign coinciding with the national awareness week in early 2018 Non-Emergency Passenger Transport The contract with SCAS has been signed and Ongoing – contract is for five years minimum Contract transport provision commenced on May 8th 2017 following the successful recruitment and training of staff and also the procurement of a vehicle specifically for the purpose of the contract

An agreement has also been signed with SCAS, leasing premises to them over the term of the contract at both Manor Farm and WNH Centre, bringing in a supplementary income Service Promotion and Marketing Services have been rebranded and literature August 2017 printed and disseminated across the Borough. Next stages will be to develop the branding into posters, display banners and

8 into templates so that one off activities, events etc. can be advertised in a consistent format Ongoing Staff will ensure that Community Services literature remains visible and prominent across the Borough by refilling holders etc. at community buildings etc August 2017 Working with colleagues in communications, opportunities to create further email banners etc. will be considered

New livery for Community Transport vehicles June 2017 will also be designed and rolled out across vehicles over a gradual period

A small group of staff is looking at the Commencing May 2017, to be completed branding and marketing of the Franklands August 2017 Drive bus service, working in partnership with Surrey County Council, Paragon Housing and Accent Peerless Promotion and Outreach Officer Post A plan of a series of campaigns has been set Ongoing for the one year duration of the post for the twelve months of the post with the immediate campaigns following

The Meals at Home promotion took place in A committee report will be brought to March 2017 and there was an uptake in the Community Services Committee, evaluating number of meals delivered 375 on January the success of the role and outlining any and 716 on February potential to continue with the post on a longer term basis. This is expected to be in The post has led in the use and development November 2017 of social media by RBC and this has resulted in an increase in traffic through to Community Services pages on the RBC website

9 The role is also beginning to make contact with voluntary and community organisations, church and other faith groups, RBC and private Sheltered Housing schemes etc. to promote services to groups and individuals

Contact has been made in regards to undertaking outreach surgeries in local libraries

The next campaigns being undertaken are GPS and the hire of Halls and Day Centre buildings as venues Adult Social Care Referral Portal No progress to date To be confirmed

Evening Community Meal Service No progress has been made at present, To be confirmed however the development of this service requires strong Adult Social Care buy in and conversations in regards to this will be held. There is also the opportunity to operate this as a partnership service with Surrey Heath Borough Council in order to make it financially viable Launch CareCall Service This service is not able to be developed or N/A marketed due to the unavailability of resources within Safer Runnymede to deliver the service

Should circumstances change, together with Safer Runnymede the service will be re- launched if viable Vulnerable People Database There are currently 2,375 people listed on the Ongoing vulnerable people database, associate with RBC

10 Further work is required to ensure that all day centre clients and sheltered housing residents are listed and to ensure that those who leave services are removed, to ensure the system remains accurate Potential Delivery of School Bus Service The contract was awarded to First Buses so N/A no further action required Spot Purchase of Day Care Services Discussions are due to take place with Adult Committee report in November 2017 Social Care on options for spot purchasing in May Review of Day Care Services A business plan setting out the future options Committee report in November 2017 for and direction of services is currently being written and is intended to be brought to Community Services Committee in November 2017

The Business Plan will incorporate the loss of SLA funding from SCC in 2018/2019 and set out the potential to receive funding through spot purchasing of services by Adult Social Care and also private funders, for services provided to those with medium to high level support needs Changes to Provision of Sheltered Housing The removal of housing related support by September 2017 SCC in IRL’s was deferred until after the May election. However, an initial consultation meeting between Borough and District Councils and SCC has confirmed that it is highly likely that Housing Related Support funding will be removed, however the timescales of this are currently more unclear

Together with colleagues in Housing, a November 2017 review of the existing RBC Sheltered Housing provision will be undertaken, both in

11 response to the likely loss of funding and also to ensure that the levels and kinds of housing meet the needs of older residents Review Out Of Hours Service in IRL Schemes The existing out of hours service will be November 2017 reviewed alongside the wider Sheltered Housing review

In the event of the loss of Housing Related Support, out of hours support will be a key area reviewed in order to reduce the cost of delivering services to residents Further Development of Franklands Flyer The service commenced in February 2017 Ongoing until February 2018 and RBC has been awarded a contract for one year initially. During this time, consideration will be given to the needs of residents in the Strawberry Fields development and services adjusted to ensure need is met and to increase patronage on the service provided

RBC will be required to bid in a tender November 2017 process for the subsequent years of funding to deliver the service and therefore will need to apply and meet the requirements of SCC’s Dynamic Purchasing System for public bus services

Consideration will be given ahead of any November 2017 future tender as to how Addlestone One could part support any future service, with transport being adjusted or increased to serve Addlestone Town Centre

12 Commuter Services As above as a commuter service has been Ongoing until February 2017 incorporated into the franklands service into Woking. However, there is low level success, possibly as a result of the delivery set up, route etc

Consideration may be given in future to other No Timescale at present commuter services for Runnymede residents, alongside increased occupancy of the Longcross development Pay us Once Project This is a long term project that does not No Timescale at present currently feature in the priority list for the service area

There is the potential that such a service will not be required should spot purchasing of services etc. mean that payment for services will increasingly be via invoice and not in cash Departmental Training Plan A departmental training matrix is in place for Ongoing all roles within Community Services that contains core training that needs to be undertaken. Training against this matrix needs to be arranged for and undertaken by all staff

Managers will be planning four service June 2017 training days and will agree the courses that will be covered on these days in the near future

A complete review of induction processes for August 2017 all staff roles and also of Safeguarding related training will be undertaken

13 IRL Lunch Clubs Lunch clubs have been trialled as taster days at all RBC Sheltered Housing schemes and with a few private residential schemes. This has been led by the Promotions and Outreach Officer as part of the Meals at Home marketing campaign

It is intended that within the RBC schemes, Ongoing the lunch clubs will be trialled with only a few residents taking up the service initially, but in the hope that the popularity of the service will increase over time when it is viewed more as a social event for residents than an opportunity to have a meal Social Trips & Outings In advance of the campaign period for the July 2017 Community Transport service, led by the Promotions and Outreach officer, a programme of social trips will be created and publicised to all Community Transport members and other residents

The intention is to run a programme of trips October 2017 initially over the summer months, to gauge both viability and popularity Voluntary and Community Sector Group This is a service that will be jointly planned Travel and Vehicle Hire Scheme and launched across the Community Services Partnership with Surrey Heath Borough Council

It is hoped that by early 2018 a fully January 2018 functioning group travel and vehicle hire service will be marketed and have some take up from within the voluntary and community sector

14 Review of delivery model for Community SCC’s change in policy and funding in June 2017 Alarm and Telecare service relation to community alarms and telecare has meant that a new model of service delivery is going to have to be planned. However, this is not possible until the final outcome of changes from SCC have been received

In addition, RBC will be looking to be a Ongoing leading partner with SCC in the undertaking of trials of other technology, including telehealth as it looks to imbed itself with the wider approach to the use of technology in adult social care and health

A meeting with an officer at SCC in relation to this has been held together with Safer Runnymede with relationships strengthened in this area and positive conversation held with regard to future opportunities

15

Priority – Safer Runnymede Current Position Timescales Continue to promote and develop the GPS Linked to the work of the promotions officer Campaign planned for May 2017 Location Service to local residents and outside and there are currently 35 users of the the Borough service. There are also 35 lone worker users

Continue to develop the Carecall service The service is also being offered in Surrey To be confirmed identifying new opportunities to sell the service Heath but shortage of resources means that both within and outside the Borough it will not be promoted in the near future

Identify any opportunities to assist Spelthorne Offered the Spelthorne Police station a Due to be in place May/June 2017 Borough Council in the development of the terminal to monitor images. Work on this is existing CCTV system progressing with the Police where the local inspector is very supportive of the project

Identify any opportunities to assist partners at Discussions ongoing with existing partners No set timescales Ashford and St.Peters NHS Trust, and Thorpe Park in the development and expansion of existing CCTV systems

Take on the alarm monitoring for Surrey Heath Progressing well with new clients going onto Full integration by September 2017 Borough Council the Safer Runnymede system

Identify opportunities to develop a new CCTV Discussions are continuing with existing and No set timescales system for Wentworth Golf Club, Enterprise potential new customers Group. for Integra Business Park Egham and TASIS

16 Identify opportunities to develop a new ANPR Still under consideration No set timescales system for Esher Place Estate, Esher, Surrey

Continue to work closely with the developers The service will be expanded as the site is Completion of main phases by January 2018 of the new Addlestone One development, handed over. Discussions with individual expanding the current service and offering clients on the scheme will take place once monitoring options to the retailers on the confirmed development

Work with the Police and Police Crime Funding has been received for 2017/18 Complete Commissioner (PCC) on funding of the CCTV service for future years. Up to £60,000 confirmed for 2017/18

17 Appendix 'C'

RUNNYMEDE BOROUGH COUNCIL

Housing & Community Development

D R A F T

PROMOTING WELLBEING in OLDER PEOPLE STRATEGY

Approved:

Review due:

Appendix 'C'

18 1. Executive Summary

This strategy sets out the national and local context, our progress and our objectives.

In promoting well-being and independence, supporting prevention of ill health and early intervention, provision of information and advice and supporting the development of accommodation options we are committed to strengthening collaborative working and to playing a key role in the development of more innovative services. By aligning our shared priorities with Health and Social Care colleagues, we anticipate improvement to the range and quality of our services and income generation to enable reinvestment in continuous improvement.

Our objective is to enable older people to live in an environment that promotes personal safety, social engagement and activity, maximises wellbeing and reduces the ill effects of social isolation and the adverse impacts of ageing.

Our achievements include the re-launch of the new Meals at Home service, the launch of our innovative Homesafe service for patients on discharge from hospital, our successful GPS Location service, management of our affordable Independent Retirement Living (IRL) accommodation and provision of a range of services for older people.

We are going to continue working with Surrey Heath to reduce the overall cost of delivering services for older people by providing jointly managed services, new transport services, enhanced community alarm and telecare services and an innovative, commercial approach to developing new opportunities.

A key theme of this strategy is our response to the need to be more creative about how our services are provided and funded and our desire to work innovatively with our partners to achieve these outcomes.

2. Introduction

2.1 One of the four Corporate Themes in Runnymede Borough Council’s Corporate Business Plan is Supporting Local People. To achieve this, Runnymede’s aspiration is to facilitate local services to work more closely together in order to maximise resources and opportunities.

2.2 This strategy sets out our vision for older people in Runnymede to 2020. It highlights our recent, key achievements and our plans to further develop community services for older people. For the purpose of this strategy ‘older people’ generally refers to those over 55.

2.3 We face great demographic pressures presented by an ageing population. There are unprecedented financial challenges and radical changes in the national policy context which are reforming the entire health and social care

19 system. Legislation, Government policy and associated funding reform will have far-reaching impacts while offering opportunities to review and further improve the way we deliver services.

2.4 Our focus is on supporting older people to continue to live fulfilling lives in their own homes. Our specific aim is to prevent, reduce and postpone the need for care and hospital services. We will continue to look for new and innovative ways of providing services in collaboration with Social Care, Health, Clinical Commissioning and other partners.

3. Population

3.1 It is well documented that the UK population is projected to continue ageing. The number of people aged 85 and over in the UK (1.4 million in 2012) is predicted to double in the next 20 years and nearly treble in the next 30. Almost all major diseases are common with increasing age, so it is anticipated that the proportion with chronic conditions and multiple disabilities will also increase. The number of people affected by dementia is set to double in the next 20 years.

3.2 The current proportion of older people is slightly higher in Surrey than in England, reflecting the longer life expectancies in Surrey compared with England as a whole. In Surrey the proportion of the population aged over 65 is projected to increase from 17.8% in 2012 to 24.9% in 2037. The proportion of people over 85 is projected to more than double from 2.7% to 5.8% over the same period (Source: Office for National Statistics). In the area covered by the North West Surrey Clinical Commissioning Group (CCG), one in 6 residents are aged 65 years and older. By 2025 the proportion of people 85 years and older will increase by 43%.

3.3 There continues to be delays with discharge from hospital, as widely reported in the media. In Surrey over 65s accounted for 4 out of 10 hospital spells yet 63% of beds were occupied by them (2011 census).

3.4 Runnymede Locality had over 1700 regular elderly service users and 650 carers open to the team in February 2016.

3.5 Evidence shows that residents of our sheltered schemes and visitors to our Social Centres have increasing and more complex support needs, including dementia. It is timely to consider the appropriateness of our services and to plan for the provision of more flexible and responsive services.

4. Background

4.1 People’s resources, aspirations and needs vary enormously, but most older people now have higher expectations for their leisure, social, education and housing opportunities than in the past. Research shows that most older people want to stay in their own home for as long as possible. While the ageing

20 population will include a growing number of frail elderly and people with complex needs, there will also be growing numbers of active elderly, many of whom will be carers.

4.2 The Care Act 2014 establishes the principle of wellbeing to shape assessments and delivery of services. It also drives integration of health and care services including health related services such as housing. Care Act assessments will equip Social Care with extensive knowledge of the current and projected needs of older people and their carers. Housing can have a significant impact on health and wellbeing, affecting people’s ability to live healthy, full and active lives, and to participate in their local communities. The Care Act explicitly recognises the role of housing in the provision of care and independent living and requires Runnymede to cooperate with other relevant partners in relation to care and support functions and preventative services with the aim of integrating services. We are also required, under the Act, to cooperate with partners to safeguard adults and prevent abuse and neglect wherever possible.

4.3 Nationally, under the Transformation agenda there has been a shift in the balance of care of older people to primary care and community services, while Clinical Commissioning sets a new context for the delivery of health and social care; coupled with a challenging economic climate for the foreseeable future. There is a strategic shift to investment in community preventative services and indications of projected need suggest that there will be increasing demand for more flexible and diverse services, tailored to the needs of individuals. The volume of services delivered to people in their own homes in the community is likely to continue to rise.

4.4 North West Surrey Clinical Commissioning Group’s Strategic Commissioning Plan priorities for the elderly include rehabilitation and proactive care and support in the community to avoid hospitalisation. The CCG’s proposed model of care puts the patient, under the care of their GP surgery, at the heart of a wrapped around approach to integrated care including community services.

4.5 These themes are echoed in Surrey’s Health and Wellbeing Strategy which aims to achieve the following outcomes:

• Older adults will stay healthier and independent for longer

• Older adults will have a good experience of care and support

• More older adults with dementia will have access to care and support

• Older adults will experience hospital admission only when needed and will be supported to return home as soon as possible

• Older carers will be supported to live a fulfilling life outside caring.

21 The action plan of Runnymede Health and Wellbeing Task Group aims to reflect these objectives and those of the North West Surrey CCG Prevention Plan.

4.6 A number of the North West Surrey Better Care Fund key performance indicators are also relevant to this strategy. For example:

• A reduction in all cause non elective emergency admissions in people aged 75 or over

• A reduction in delayed discharges from hospital and a reduction in readmission rates

• An avoidance or reduction where appropriate in escalation of domiciliary care packages.

4.7 Surrey’s Joint Strategic Needs Assessment provides information on the health and wellbeing needs of the population and how this changes over time. It’s evidence underpins the Health and Wellbeing Strategy and, in turn, all other commissioning strategies and will inform the planned delivery of services in this strategy.

4.8 The Adult Social Care Directorate Strategy sets out the vision and broad direction for Adult Social Care around a personalised, more preventative, community-based care and support system, underpinned throughout by a collaborative approach with health and other partners. For older people the commissioning intentions include:

• Continue to plan for the transition to the Better Care Fund

• Continue expanding schemes for hospital avoidance and supporting people when they return home after discharge including transport home

• Review the most effective models for supported housing with a view to offering a new recommended model

• Build extra capacity within communities to ensure greater availability of community activities and services

• Development of a Market Position Statement for future re-tendering and commissioning of the care and support element of Extra Care housing

• Work with Health and other partners locally on the priorities identified as part of Living and Ageing Well to support older people to make good decisions in terms of hydration and nutrition, preventing falls, reducing social isolation and increasing physical activity. Mechanisms to achieve this include promotion of Dementia Friendly Surrey, Living and Ageing Well and the Surrey Hubs.

22 4.9 SCC’s Personalisation Prevention and Partnership (PPP) fund was established to recognise the discretionary work of the districts/boroughs. This funding ends in March 2017. With the transition to the Better Care Fund we are working with Health and Social Care partners to meet shared strategic objectives.

4.10 The Government is seeking to reduce the cost to the benefit bill of supported housing and is currently consulting on its future funding. These changes are likely to have a significant impact on the existing supported housing of a range of providers and may affect the future viability of some services. Additionally SCC are seeking to make changes to the way that they fund Housing Related Support, which is likely to result in reductions in funding to a range of supported housing services including sheltered housing and community alarm services.

4.11 Living and Ageing Well in Surrey brings together SCC, district and borough councils and partners in health, the voluntary, community and faith organisations. RBC supports the Ageing Well pledges which aim to create healthy and vibrant communities fit for a population with more older people than ever before.

4.12 In line with SCC’s Carers Strategy, Runnymede adopted an Action Plan for Carers in 2015 and this will influence our future work with older people and those who care for them.

4.13 Appropriate housing, with support as required, can enable people to remain at home as a preferable and less costly alternative to residential care. Helping people to choose the right housing options can help to prevent falls, prevent hospital admissions and readmissions, reduce the need for care and support, improve wellbeing and help maintain independence at home. There is potential for greater use of telecare and other new technologies to support independence and reduce care costs; and an imperative to make best use of the housing stock, with aids and adaptations, and flexible, tailored support as appropriate. SCC’s Accommodation with Care and Support Strategy also identifies the need for additional Extra Care provision in the county.

4.14 The Disabled Facilities Grant (DFG) is a mandatory entitlement administered by Housing authorities through the Better Care Fund. Collaboration between Health, Housing and Adult Social Care is crucial to the effective delivery of these grants. The Council’s Care and Repair service provides support through DFGs and discretionary grants and loans and offers free advice on safety and improvement measures to home owners and people renting privately.

4.15 It is evident from the context outlined above that it is necessary and desirable for Runnymede to cooperate increasingly closely with Health, Social Care and other partners in planning and delivering services that promote our shared strategic objectives and demonstrate joined-up thinking. This strategy responds to the economic climate, rising expectations of customers, projected demographics and the emphasis on prevention and wellbeing.

23 4.16 The key related Corporate Priorities for Runnymede Borough Council to this strategy as found in the Corporate Business Plan 2016-2020 are:

• To expand our care/prevention services in order to help relieve pressures on the NHS and create additional income for the Council. • To continue supporting and improving the quality of lives for our vulnerable/deprived individuals. • To continue to support the improvement of local leisure activities.

5. Consultation

Consultation took place with both internal and external statutory stakeholders. This included staff within the Housing and Community Development teams across a number of service areas, Surrey County Council Adult Social Care including commissioning, Public Health and the Clinical Commissioning Group.

6. Achievements

This strategy builds on our recent achievements. These include:

 Stay Active, Stay Fit, Stay Healthy programme – which has included swimming, healthy walks, walking basketball and others.

 Over 37,700 nutritiously balance community meals delivered and the new choice based meals service launched in early 2017.

 Launch of optional tea service, offering access to two daily meals.

 Two new free to access outdoor Gyms in parks in Addlestone and Egham.

 99.95% of Community Alarm calls (33,502) in 2016/2017 answered within 60 seconds dealing with a range of issues including dealing with emergency situations..

 The new Carecall service introduced in 2015 provides a daily call to vulnerable adults from staff at Safer Runnymede.

 6.3% of Community Alarm users have some provision of telecare installed within their homes.

 We have launched a GPS location service that has 35 active users and links the device wearer with our 24 hour monitoring centre, offering the confidence of help whenever needed and with notable successes in locating individuals.

24  Launch of the Homesafe service offering immediate access to 48 hours of community support services for patients on discharge from hospital including community alarm, Meals at Home, daily well being call and key safe.

 Additional staff introduced into our Social Centres for older people to increase the range of activities and number of people taking part.

 In 2016/17 there were 34 DFG’s enabling clients to stay in their homes and 28 discretionary grants to make clients homes safe. Funding from the Home Improvement Agency (HIA) was £595,000 in 2016/17.

 Beomonds IRL scheme refurbished in 2015 to provide a much improved facility for residents.

 The Museum reminiscence project continues to be delivered across the Borough in IRL schemes and care homes. The Museum runs a dementia café on a monthly basis which also caters for carers.

 We offered Safer Driving with Age sessions with an approved driving instructor for those who need reassurance or advice on their driving.

 Living and Ageing Well Week offered over 66 activities during the week and over 700 people attended in 2016.

 Community safety events aimed at older people and professionals working with older people including fraud, internet safety and domestic abuse.

 The Wellbeing Centre at Manor Farm is available to partner agencies to meet with those with a diagnosis of dementia etc in a confidential environment. It is fitted out with a range of telecare equipment and also provides a space for groups to meet.

 Inaugural intergenerational projects e.g. photography group and the community garden in Englefield Green at the Hub in 2016.

 All the service marketing information has been rebranded in 2017.

7. Strategic Outcomes

Given the context, it is imperative that our strategic response is robust and innovative in delivering objectives which are shared by Health and Adult Social Care partners in accordance with our customers’ needs and desires. In developing the services, consideration will always be given to achieving one of a number of key outcomes including:

• Supporting people to remain independent, safe and as well as possible

• Preventing or reducing social isolation

25 • Supporting the reduction of dehydration and/or malnutrition

• Supporting people with dementia to live well and remain as well and as independent as possible

• Providing information, advice and support to enable people to make informed choices, including improvements to our website

• Supporting carers to continue with their caring responsibilities and avoid carer breakdown.

The proposed development of our core services is outlined as follows:

Community Alarms and Telecare

The Community Alarm service will continue to provide a range of alarm and telecare solutions to residents in order to promote independence and support people living independently in their own homes, while providing support and when necessary an emergency response at the touch of a button. The Community Alarm service will lead in regards to the use of new technologies to support residents and will work to provide personalised solutions to individuals in order to meet their own needs. With the availability of equipment, our own alarm monitoring facility through Safer Runnymede and the technical knowledge of staff, opportunities to provide new services will be explored and introduced whenever possible.

Meals at Home

The Meals at Home service will continue to work to reduce dehydration and malnutrition amongst some of the Borough’s most vulnerable residents, by providing a range of meal options, including hot lunch time meals and tea services. Using the resources available, the service will look to develop other meal options where there is a need. The service was re-launched with new vans and a wider choice for residents through the selection of personalised menus and catering for a range of dietary and cultural requirements. The Meals service will also look to support other voluntary and community organisations, housing associations etc. to provide meal solutions to the residents who they support on a daily basis.

Community Transport

Community Transport will continue to support residents by access to a range of services, activities and amenities within the Borough and in neighbouring areas, enabling residents to continue to play an active part within their local community, in doing so reducing social isolation and providing support in living independently. The service will develop the availability of its door to door service to provide residents with greater opportunity to travel, while also looking to develop tailored services to enable groups of people to travel together for purposes such as shopping or to participate in social trips or activities, thus reducing isolation. Community Transport will also continue to support voluntary and community organisations providing services to the

26 residents of, or that are based within, Runnymede borough aiding access to the range of services, activities, networks and social groups that play an important role in the lives of individuals at risk of social isolation and in enabling people to continue to live independently. Additional vehicles will be provided for any new contracts or services that may be developed.

Independent Retirement Living

The Independent Retirement Living schemes will continue to provide safe, secure and friendly homes to older residents of the Borough, providing support and reassurance in people continuing to live active, independent lives. Both through the design of the buildings and the coordination of a range of social activities, the schemes provide opportunities for residents to come together to form friendships, foster relationships and reduce social isolation. We plan to explore options for accommodating those with higher needs, who in order to live independently, require more on site support from both staff based at the scheme and the potential use of equipment such as Telecare etc. and who require greater levels of care support including personal care and domiciliary care. It is hoped that this can be achieved through working with Adult Social Care to provide a tiered IRL structure, allowing residents to continue to live in the schemes as their level of need increases.

Social Centres for Older People

Our Social Centres will develop the range of activities and services to ensure that they continue to meet the needs of older residents while providing a safe, welcoming and friendly environment for people to meet and benefit from the company of others - so reducing feelings of isolation. The activities and services will focus on promoting physical and mental well-being, supporting people in living independently by keeping both body and mind active. We will continue to look for opportunities to develop the offering, to cater for those with higher level physical needs and those with cognitive impairments and to provide an inclusive facility for all. Given that those with greater levels of need often have carers also in need of support, it is envisaged that services in the future will also support carers and assist in the avoidance of carer breakdown. Finally, it is hoped that the Social Centres can become hubs for the community, offering access to other services and also information and advice, providing a one stop shop for residents, their carers and others on a wide range of topics. This will be achieved through working with both statutory providers and voluntary and community organisations.

GPS Location Service

The continuing development of our GPS Location service will support residents of Runnymede and across the County in living independently and remaining active within their local community who may require support and/or reassurance for any one of a number of possible reasons. The service will continue to develop to not only benefit those with dementia, but also others who have different support needs and requirements. The service will not be restricted by age or reason for needing the service, but will look to provide tailored solutions to enable more residents to

27 confidently live active, independent lives. One area of proposed development is the range of devices that meets the need of the individual, while able to be worn discreetly.

Green Spaces/Sport and Health

The parks and open spaces in the Borough provide opportunities to take part in a range of recreational activities. This includes formal sports activity such as tennis, bowls and cricket to informal walks and outdoor gyms. There are also 12 allotment sites with 540 plots in total available to rent. The sport and health development work covers all ages but the focus on older people in recent years has seen the introduction of healthy walks, swimming and walking basketball and the new active 50+ programme in partnership with Achieve Lifestyle who operate the two leisure centres and run an extensive GP referral service and wellbeing activities for older people.

We are re-providing the Egham Leisure Centre, which will include a new 8 lane swimming pool, gym, spa, sports hall and studios. The Centre will cater for all ages and for people with disabilities. It is due to open in early 2019.

Access to Information, Marketing and Use of Services

In order to ensure that the range of services available are accessible and promoted to potential beneficiaries, their next of kin, carers etc, marketing and branding will continue to be developed across a range of platforms and formats targeting all stakeholders. Work has started to update Runnymede’s website and promote the services using the new literature. A range of options to make a request or a referral will be offered so these can be dealt with more quickly and efficiently. Improvements to the website will also include information about and links to partner organisations.

Partnership Working

We will continue to work with our partners in both the statutory and voluntary sector to provide better outcomes for our residents and also identify opportunities to grow our services.

Since July 2014 RBC has been working in partnership with Surrey Heath Borough Council. Our new joint staffing structure commenced in April 2017. The partnership will provide a range of services for older people in a cost effective and consistent manner across a larger geographical area.

There is also a significant amount of partnership working with the voluntary sector including CAB and Voluntary Support North Surrey. We will continue to develop these partnerships and take new opportunities as resources allow.

The Local Joint Commissioning Group includes the North West Surrey CCG, Adult Social Care and Borough representatives from Spelthorne, Woking, Elmbridge and Runnymede. The group has been looking at how all the agencies can work more effectively across the whole CCG area and has discussed for example how funding is allocated across the area and the setting up of the new locality hubs.

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8. Action Plan

We aim to meet the strategic objectives above by delivering on a wide range of initiatives:

Priority Actions Timescales/Strategic Outcomes Response to closure of Work to ensure existing services April 2017 Age UK Runnymede and can be provided by RBC or Spelthorne others, including voluntary 1, 2, 5 groups. Meals at Home Promotion of the new service Promotional campaign including some target marketing. March and April 2017

Possible evening meal option to 3 be introduced.

Increased take up of the service. Develop Homesafe Promote to Police and hospices. Ongoing service Continue to develop 1, 6 relationships with ASC and hospital discharge staff.

Through partnership with Surrey Heath

Increase the take up of the service.

Secure funding from CCG. Transport contracts and Identify opportunities to take on Ongoing users new contracts as and when appropriate and increase the 1, 2, 4 number of general users

Surrey Heath New partnership went live in Start April 2017 Partnership April 2017. 1, 2, 3, 4, 5, 6 New staff structure in place.

Expand community alarm monitoring opportunities across the 2 boroughs.

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Hydration and nutrition Promote hydration and nutrition Ongoing for older people. 3 Develop a referral process with ASC and CCG.

Link with community meals. Non emergency patient Work in partnership with SCAS April 2017 transport in providing non-emergency patients transport. 1, 6 Provide bases in both Runnymede and Surrey Heath for vehicles and staff.

Generate income for the service. Improve the links Community Halls Manager to Ongoing in early 2017 between Community provide support to the Centres Halls and Social Centres for hires, maintenance etc. 2, 4

Enhanced care in Social Work with ASC on identifying September 2017 Centres and IRL individuals with additional care needs. Review the impact of 1, 4, 6 this need and evaluate potential options.

Home Improvement Review the HIA and DFG Report in early 2017 Agency function in the light of the findings of the Foundations 1, 4, 5, 6 commissioned report into models of delivery across Surrey. Vulnerable person data Continue to manage the date Ongoing base base for use in an emergency. 1, 3, 6

Independent Retirement Review the Housing Revenue Ongoing in early 2017 Living Account IRL housing schemes to assess suitability of purpose and 1 best use of the asset in view of projected need and demand.

SCC Accommodation Liaise with SCC and CCG on Ongoing with Care and Support promoting affordable housing for Strategy an ageing population with a 1 range of needs.

30 Surrey County Council Partnership working to identify From February 2017 funding future funding models for supported housing, community 1, 2, 5, 6 services, Home Improvement Agency and Handyperson service. Liaise with SCC on consultation with tenants on the proposed changes to Housing Related Support funding. Wellbeing Prescribing Introduce a pilot scheme in early May 2017 2017. 1, 2, 5, 6 Extend the scheme subject to CCG funding and GP take up of the scheme. Active at 50 + initiative Promotion of activities for the Second year to run second year of the project. throughout 2017

Sport England funding to 1, 2 develop 8 sports and activities.

Work with National Governing Bodies, delivery agents and local clubs. Sports activities Ensure activities currently Complete provided (swimming etc.) are sustainable after PPP funding 1, 2 ceases. Living and Ageing Well Promote independence & reduce September 2017 Week social isolation and improve mental wellbeing in older adults. 1, 2, 4, 5, 6

Operation of transport to Successfully awarded the Ashford contract the Ashford and Ashford hub transport contract. starts summer 2017. Weybridge Locality Hubs Look into a bid for Weybridge 1 contract with Elmbridge Borough Council. Community Alarms Continue to work with SCC and Ongoing in 2017 other partners on the development of the use of 1, 4, 6 community alarm and telecare equipment, including the development of new technologies and to consider new service opportunities. Support Carers Identify unmet need (for example Ongoing in 2017

31 through Social Centres) and promote services. 6 Promote independence Launch of the Chertsey Hub, Ongoing & reduce social isolation targeting older people living in and improve mental poverty. 1, 2, 6 wellbeing in older adults. Look at running sessions to promote digital inclusion. Support for people with Implement Dementia dementia Friendly Communities in May 2017 Addlestone and Egham Hythe. Take part in national Dementia 4 Awareness Week.

Safeguarding of A new safeguarding policy has June 2017 vulnerable adults been drafted for signing off. 1 Promote lunch clubs in Promotions and Outreach Officer May/June 2017 the IRL’s has carried out tastings in the IRL’s to promote the option of 2, 3 lunch clubs.

Numbering key

1. Supporting people to remain independent, safe and as well as possible

2. Preventing or reducing social isolation

3. Supporting the reduction of dehydration and/or malnutrition

4. Supporting people with dementia to live well and remain as well and as independent as possible

5. Providing information, advice and support to enable people to make informed choices, including improvements to our website

6. Supporting carers to continue with their caring responsibilities and avoid carer breakdown.

This action plan will be reviewed on an annual basis.

32 9. Equalities

The Council has a public sector equality duty under the Equality Act 2010. Section 149 of the Act provides that we must have due regard to the need to; (a) Eliminate discrimination harassment victimisation and other conduct prohibited by the Act (b) To advance equality of opportunity (c) Foster good relations between persons who share a relevant protected characteristic and persons who do not share protected characteristics.

In the formulation of this Strategy the Council has considered the impact the Strategy may have on anyone with protected characteristic. It is acknowledged that there may be a negative impact on people with the protected characteristics of Age, Sex, Race and Disability however an Equality Impact Assessment screening has been undertaken and it was concluded that a Full Impact Assessment was not required and that on- going monitoring, regular reviews and consultation with service users would assist in mitigating any negative impact the Strategy may have.

33 Appendix 'D' EQUALITY SCREENING

Equality Impact Assessment guidance should be considered when completing this form.

POLICY/FUNCTION/ACTIVITY LEAD OFFICER Promoting Wellbeing in Older People Strategy Chris Hunt

A. What is the aim of this policy, function or activity? Why is it needed? What is it hoped to achieve and how will it be ensured it works as intended? Does it affect service users, employees or the wider community? This policy replaces the Older People’s Integrated Strategy 2008. The Strategy sets out how the Council aims to support older people in the Borough to stay in their own homes and live fulfilling lives and specifically how its services can help prevent, reduce and postpone the need for care and hospital services. The Strategy has been prepared with due regard to the requirements of the Care Act 2014, including the promotion of wellbeing, the provision of preventative services and the duty to safeguard.

The Strategy covers services for older people who for these purposes are generally those over the age of 55. Apart from the age criteria for the services outlined in the Strategy, most of the opportunities are available to all residents of the borough for example community alarms, Meals at Home, community transport etc. Applications for Independent Retirement Living accommodation is dealt with in accordance with the published Allocations Scheme. Ensuring access for those most in need of the services, including people with care and support needs, is a key priority.

B. Is this policy, function or activity relevant to equality? Does the policy relate to an area in which there are known inequalities, or where different groups have different needs or experience? Remember, it may be relevant because there are opportunities to promote equality and greater access, not just potential for adverse impacts or unlawful discrimination. The Council has a duty to eliminate unlawful discrimination, harassment and victimisation; advance equality of opportunity and foster good relations. The objective of encouraging wellbeing and independence promotes equality and greater access to services for older people.

The Protected Characteristics that may be affected by this Strategy are Age, Sex, Race and Disability.

The Strategy has been informed by the Joint Strategic Needs Assessment (JSNA) which looks at current and future health and social care needs in Surrey and informs the joint Health and Wellbeing Strategy. The JSNA is continuously updated using data from Surrey-i.

The JSNA data shows that 17% of the Runnymede population was aged over 65 years in 2013. Projections in the JSNA indicate that the demand for services for older people in Surrey will continue to rise over the next 25 years, as illustrated:

34 Appendix 'D'

Projected Increase in Population of Older Persons 2013 to 2033 (ONS)

Age Group Runnymede 55 - 64 29% 65 - 74 39% 75 - 84 41% 85 + 117% Total 55 + 43%

Figures from the General Household Survey 2007 show that 54 % of over 65s living alone are male, while 91% of over 65s living alone are female. The projected growth by age and gender is as follows:

Population aged 65 and over by age and gender, projected to 2030 (source: POPPI)

2015 2025 Males aged 65-69 5,900 7,000 Males aged 85+ 900 1,300 Total males 65 and over 6,800 8,300 Females aged 65-84 6,700 7,600 Females aged 85+ 1,400 2,000 Total females 65 and over 8,100 9,600

The 2011 census Ethnicity Profile of Runnymede residents aged over 65 years is as follows:

Black/ All Mixed/ Asian/ Asian/ All African/ other multiple Asian Asian other Caribbean/ Other All

White: white ethnic British: British: Asian Black ethnic non British groups group Indian Pakistani groups British group white

Surrey 92.5% 4.8% 0.3% 0.7% 0.3% 0.8% 0.2% 0.3% 2.7%

Runnymede 91.5% 5.9% 0.5% 0.8% 0.1% 0.8% 0.2% 0.3% 2.7%

The proportion of older people from a variety of ethnic groups is set to increase:

People aged 65 and over by age and ethnic group, year 2011

White Mixed Asian/ Black/ Other Asian African/ Ethnic British Caribbean/ Group Black British People aged 65-74 6,371 31 158 18 30 People aged 75-84 4,695 31 58 9 10 People aged 85 and over 2,043 3 10 0 1 Total population aged 65 and over 13,109 65 226 27 41

35

While the SHMA notes an 81% increase in the Runnymede and Spelthorne Housing Market Area in the percentage change the in non-White (British/Irish) population between 2001-11, all BME groups are currently considerably younger than the White (British/Irish) group with people from a mixed background being particularly likely to be aged under 15 when compared with any other group. The proportions of older persons are 26% of White; British/Irish people age 60 or over compared with all BME groups showing proportions of no more than 10%. Further monitoring of these trends will form part of on-going reviews.

The Strategic Housing Market Assessment (SHMA), 2015 notes that it is likely that the age profile will heavily impact upon the numbers of people with a long term health problem or disability (LTHPD), as older people tend to be more likely to have a LTHPD. For example some 79% of people aged 85 and over have a LTHPD. In applying this information to the demographic projection, it is estimated that the number of people with a LTHPD will increase by around 10,100 (a 39% increase). The vast majority of this increase (84%) is expected to be in age groups aged 65 and over.

Projected Increase in incidence of disability in Runnymede residents 2013 to 2033 (Source: POPPI)

Disability 2013 2033 % increase Dementia 1056 1873 77% Mobility problems 2690 4444 65%

There is projected to be a 75% increase in dementia prevalence in the 65+ population in Surrey.

The usage of the services offered by the Council includes 36,000 community meals delivered, 40,000 transport trips, 1538 community alarm users and over 100,000 social centre visits annually.

The services provided are continually being redesigned and promoted to ensure they cater for the needs of as many of the age group as possible and awareness continues to be raised. There continues to be partnership working with Surrey County Council and the Clinical Commissioning Group to identify gaps in provision and users are consulted on how services and access to them could be improved and equalities promoted.

The greatest risk of adversely affecting people with protected characteristics is thought to be in relation to race/language where older people in this category are set to increase. On going monitoring and reviews will analyse this trend and enable us to make informed decisions about our services and access to them, for example if there is an emerging need for services for Asian elders and/or literature in Asian, or other, languages. The growth projected in the number of very elderly/frail and disabled service users also poses challenges for the future and this will also be regularly reviewed and the Strategy refreshed accordingly. A corresponding increase in the number of Carers is to be anticipated and on-going reviews will also consider how we will promote equality by catering for the growing need for respite care, activities and support. Regular review will help mitigate any disadvantage inadvertently caused by the Strategy and help us tailor delivery of the Strategy to promote equality opportunities, eliminate discrimination and foster good relations between those who share and those who do not share Protected Characteristics.

36

It will be increasingly important to consult service users and prospective users from minority ethnic groups, disabled people, their Carers and other people with Protected Characteristics. This consultation will promote equality and inform the regular and on-going review of the delivery of the Strategy.

Our services already cater for some of our most vulnerable residents for example Community Meals which not only provides a healthy hot meal daily also helps to reduce social isolation where people may lack mobility and are unable to access other services.

The increase in the numbers of older people with higher needs means that the marketing will need to be reviewed on a regular basis in particular to get to the hard to reach groups and those who may have concerns that our services do not cater for them.

When considering how we promote our services we also need to consider that many older people have limited access to web based systems, there may be sensory impairments and religious/cultural issues. To overcome some of these we have tried to target the families of the older people to ensure they are aware of the services on offer with the booklet that went out with council tax bills. In the Community Meals dietary requirements can be catered for.

Most of the services in this Strategy are discretionary but the Council is committed to working with partners to ensure the older people in the Borough are provided with a selection of services, choice and individuals maintain their independence as long as possible.

The outputs of our services are monitored through corporate and local KPI’s which show the number of users and these can be measured on a weekly, monthly or annual basis. The impact of our services can be shown in this take up and over time a reduction or later entry to the higher needs services.

If the policy, function or activity is considered to be relevant to equality then a full Equality Impact Assessment must be carried out.

C. If the policy, function or activity is not considered to be relevant to equality, what are the reasons for this conclusion? What evidence has been used to make this decision? A simple statement of ‘no relevance’ or ‘no data’ is not sufficient.

There are no potential unlawful discrimination issues identified in the aims and objectives of this Strategy and a full assessment is not considered necessary. However as there is currently limited evidence of how the delivery of this Strategy will impact current or potential service users with Protected Characteristics, the introduction of on-going monitoring and review will assist in mitigating any negative impact found to occur.

The Action Plan has been developed to ensure that the services and activities provided cater for all that need them. Some may be more applicable to some people than others for example marketing of GPS is targeted to benefit dementia sufferers. The centre activities are available to all except for those with the higher needs that could not be safely catered for; and even for

37 these individuals steps are being taken to enable us to provide enhanced services in the future.

Delivery of the services and communication of the Strategy with involve liaison with key partners in Health and Social Care as well as voluntary and other organisations and service users.

This screening assessment will need to be referred to the Equality Group for challenge before sign-off.

Date completed: Sign-off by senior manager: Chris Hunt

38 Appendix 'E' Runnymede Borough Council

CHERTSEY MEADS MANAGEMENT LIAISON GROUP

28 February 2017 at 7.30pm

Members of the Group present: Councillor D A Cotty Runnymede Borough Council Councillor M G Nuti Runnymede Borough Council Mr G Drake Chertsey Society Mrs K Drury Honorary Warden Mr H W Evans Surrey Bird Club Mrs F Harmer Honorary Warden Mrs J Hearne Chertsey Meads Residents’ Representative Mrs H Lane Surrey Wildlife Trust Mrs L Lee Local Horse Riders Representative Mrs C Longman Mead Lane Residents' Representative Mr D Mead Chertsey Agricultural Association Mr C J Norman Honorary Warden Mr J O’Gorman Mead Lane Residents’ Representative Mrs T A Stevens Honorary Warden Mrs A Teasdale Hamm Court Residents’ Representative Mr D Turner Chertsey Agricultural Association Mr D Wheeler Chertsey Meads Residents’ Representative

Members of the Group absent: Mrs M Buck Hamm Court Residents’ Representative Dr J Denton Invertebrates Expert Ms I Girvan Surrey Wildlife Trust Mr G James Sustrans Mrs M Nichols Chertsey Society Mr B Phillips Surrey Botanical Society Mrs S Ritchie Dog Walkers Representative

Representative from the Environment Agency

Advisory members of the Group present: Mr P Winfield Community Services Manager, Green Space Runnymede Borough Council

Advisory members of the Group absent: Mr C Dulley Open Space and Allotments Manager, Runnymede Borough Council

Appendix 'E'

V:\Minutes\Community Services Sub-Groups\Chertsey Meads MLG\2017\28.02.17 Minutes.doc 39

1. FIRE PRECAUTIONS Action

The Chairman read out the Fire Precautions which set out the procedures to be followed in the event of fire or other emergency.

2. MINUTES

The Minutes of the meeting of the group, held on 6 September 2016, were confirmed and signed as a correct record.

3. APOLOGIES FOR ABSENCE

Apologies were received from Mr C Dulley, Dr J Denton, Mrs M Nichols, Mr B Phillips and Mrs S Ritchie.

4. MEMBERSHIP OF THE CHERTSEY MEADS MANAGEMENT LIAISON GROUP

Three new members were welcomed to the Group. These were Mrs Lorraine Lee, local horse riders representative, Mr J O’Gorman, a Mead Lane resident and Mr D Turner, the second Chertsey Agricultural Association representative.

The current vacancies for a representative from The Conservation Volunteers and the Environment Agency were noted.

The Group was advised that since the last meeting, Mrs Boater had Miss Pinnock retired but still wished to be kept informed by receiving the minutes. The Group wanted to thank her for her valuable contribution over the years and as one of the longest serving members and wished her a happy retirement. Miss Pinnock would write to her on behalf of the Group.

It was agreed to review the membership of the Group by reducing the number of Sustrans representatives to one for the time being, unless another volunteer came forward. It was understood that Mr James had been contacted and he was still interested in matters relating to cycling and would keep a watching brief.

Resolved that -

the Constitution and membership lists be updated accordingly Miss Pinnock and circulated with these Minutes.

5. IMPROVING ACCESS TO THE MEADS

Members discussed a proposal which had originated from Mrs Boater Mr Winfield to improve access to the Meads from Meadowlands. The suggestion was to replace the gallows gate barrier with something which allowed bicycles, push chairs and mobility scooters access via a safe route avoiding Woburn Hill. The Group supported this option agreeing that SANGS funding would be appropriate for this purpose.

Members discussed other access issues and Mr Winfield agreed to Mr Winfield contact Surrey County Council’s Rights of Way Officer again with [reported to SCC regard to the overgrown areas of the public footpath. It had been on 6 March 2017] observed that in places residents in Meadowlands had encroached onto the area.

V:\Minutes\Community Services Sub-Groups\Chertsey Meads MLG\2017\28.02.17 Minutes.doc 40 Resolved that – Action

if sufficient SANGS money becomes available, to pursue improved Mr Winfield access to the Meads via Meadowlands as appropriate, in consultation with local residents and the relevant site owners

6. ACTIONS FROM THE LAST MEETING

Tree Screen

The Group was disappointed to learn that funding from Veolia would Mr Winfield not be forthcoming for the tree screen. Mr Winfield agreed to give Mrs [completed 6 Hearne a list of permitted tree species so that she could pursue March 2017] potential options.

Mr Winfield reported that a contribution of £1,500 from National Grid was expected shortly. However, as the tree screen would cost £9,000, this had been allocated to another project in the borough. In the meantime, it was agreed to keep the tree screen on the agenda as it was still important to pursue if possible. One possible solution was to use Willow branches resulting from planned pollarding and this would be explored later in the year.

Fly Tipping

The Group noted that the person responsible for the case of fly tipping at the Meads, as previously reported, had been convicted of 9 offences, fined and sentenced to 200 hours community service. It was a step forward although members would have liked Runnymede to have been awarded compensation to cover the cost of removing the tipped material, including asbestos. Some members of the Group reported that fly tipping continued to be a problem, especially in the second car park.

Electricity Pylons

Mr Winfield reported that Officers had looked into the sets of pylons on the Meads and had contacted the relevant utility companies. Unfortunately, the cost of undergrounding, re-routing or other arrangements was prohibitive. The Group accepted this.

Overstay Mooring

With regard to the problems with over stay moorers, it was agreed to Mr Dulley investigate the possibility of introducing new by-laws, as Spelthorne had done, for a long term solution and to report progress to the next meeting. The issue of whether a particular vessel was licensed and/or known to the Environment Agency was discussed along with other anti- social behaviour matters.

Boardwalk

The new boardwalk across the Meads had been installed. It was Ms Harper agreed that an interpretation board for bird species found in reed beds would be a welcome addition.

7. Management and Maintenance

Annual Work Programme

V:\Minutes\Community Services Sub-Groups\Chertsey Meads MLG\2017\28.02.17 Minutes.doc 41 Mr Winfield took the group through the work programme, highlighting Action the tasks scheduled to take place in 2017/18. The plan was divided into the following features: - grassland, wetland, woodland/hedgerows, trees and scrub, open water and bankside, public use, liaison and monitoring. Some of the new plans included removal of some invasive snowberry bushes, cutting back scrub, thinning and coppicing and shaping the hedgerow. Members were interested in the removal of Nuttal’s Waterweed and pollarding to open up the river, thus encouraging more wildlife but were surprised that tackling the Himalayan Balsam was not included and asked for it to be added, despite the known difficulties of eradicating it altogether. Surrey Wildlife Trust were looking at how to deal with it in catchments from the top of the river course as it spread downstream. The Group thought that enlisting volunteers for another Himalayan Balsam ‘pull’ would support the plan to encourage volunteers.

Mr Winfield would update the Group on costings for the plan in due Mr Winfield course.

Trees on St George’s College Land

Mr Winfield was pleased to report that the new Grounds Manager, Mr Rob Deacock, at St George’s College was making progress with his plans to bulk fell some of the poplars on their side of the Bourne. This would open up the river bank and encourage a return of the Dodder. It was suggested that Mr Deacock be invited to join the group. It was agreed his enthusiasm would be an asset.

[since the meeting, Mr Deacock, has agreed to join the group. With the agreement of the Chairman the Constitution now includes a St George’s College representative.]

Height Barrier Insurance Payment

The Group was pleased to note a successful claim of £6,120 had been secured to off-set the cost of the most recent repair to the height barrier. The person who had caused the damage freely volunteered his guilt and was fully co-operative.

Tree Work

A recent inspection had concluded that no works were necessary to the tree reported at the last meeting but that it would be monitored. Other minor works were noted.

Dog Running

The Group discussed the continuing problem of dogs being run behind vehicles on the Meads, usually at dusk. The people involved were not very approachable and some found their behaviour intimidating. There were also concerns about the welfare of children raised. Mr Winfield urged the Group, particularly those who lived on the Meads to report everything they witnessed either to himself, Mr Dulley or the Council’s Community Safety Officer and to give as much detail as possible. To date he only had two reports and more evidence was needed. Mr Mr Winfield Winfield would ask the latter to discuss some specific issues with residents.

V:\Minutes\Community Services Sub-Groups\Chertsey Meads MLG\2017\28.02.17 Minutes.doc 42 8. EVENTS Action

Chertsey Show

This years’ show would take place on 12 and 13 August 2017 and the application to use Chertsey Meads was in the process of being submitted. It was hoped that the threat of a traveller incursion would not be repeated this year. The Chairman thanked the organisers for having dealt with the situation that arose in 2016 effectively. The same waiting restrictions would apply in 2017 and arrangements for this were in hand. Mr Turner would be writing to all residents again about the arrangements and highlighting the free car parking on site for displaced residents. The show was as popular as ever, oversubscribed in some areas, so unfortunately there was little leeway to increase the area for vintage cars which was raised. The group commented that since the Co-op had opened at the top of Mead Lane, traffic congestion was worse owing to their deliveries and an increased number of cars which also applied to the business premises opposite. Mr Winfield agreed to Mr Winfield pass these concerns on to the appropriate departments such as Planning Enforcement and Parking.

Litter Pick

The litter pick was due to take place on Sunday 5 March, linking with the Great British Spring Clean. Another event was taking place in the afternoon of the same day at Gogmore Farm in Chertsey. Members commented that publicity for the Great British Spring Clean nationally had been poor but locally it was better. The Council’s Communications team had assisted with the press release and poster which was appreciated.

[ the event was successfully attended by approximately 50 volunteers and a picture of this year’s treasures is included with these minutes.]

Site Visit

A date of Thursday 8 June 2017 was agreed for the annual site visit, Mr Winfield meeting in the second car park at 7pm. Mr Deacock would also be invited.

9. Any Other Business

Issues about security and gatherings of unwanted visitors in the second car park were discussed. This was very worrying and the Group expressed their concern for residents. Mr Norman agreed to raise the issue at the next Community Safety Partnership and Mr Winfield repeated the message about the importance of reporting incidents which would feed into the Joint Action Group which the Police attended. The prospect of getting an additional CCTV camera in the second car park was remote owing to financial and practical issues, which had been discussed with Safer Runnymede. It was suggested that residents might want to arrange their own CCTV with signage. Closing the second car park at night whilst desirable was not thought practical judging from experience elsewhere, but could be considered.

A white van had been seen on the Meads removing wooden stakes.

The group wished to have noted their appreciation of Mr Dulley, who they felt was always very helpful and responded to queries efficiently V:\Minutes\Community Services Sub-Groups\Chertsey Meads MLG\2017\28.02.17 Minutes.doc 43 and in a timely manner. Action

10. DATES OF FUTURE MEETINGS

Members noted that the next two meetings were scheduled to take place on Tuesday 5 September 2017 and Tuesday 27 February 2018 both at 7.30pm, to be held at the Civic Centre in Addlestone.

Chairman

The meeting ended at 9.20pm

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