(Public Pack)Agenda Document for Full Council, 25/11/2020 18:30

COUNCIL AGENDA

ANNUAL COUNCIL MEETING

Wednesday 25 November 2020

The Mayor – Councillor Daryl Brown Deputy Mayor – Councillor Mercy Umeh

ADDISON HAMMERSMITH RAVENSCOURT PARK BROADWAY

Adam Connell (L) Stephen Cowan (L) Jonathan Caleb-Landy (L) Rachel Leighton (L) PJ Murphy (L) Bora Kwon (L) Sue Fennimore (L) Patricia Quigley (L) Asif Siddique (L)

ASKEW MUNSTER SANDS END

Lisa Homan (L) Adronie Alford (C) Lucy Richardson (L) Rowan Ree (L) Alex Karmel (C) Ann Rosenberg (L) Rory Vaughan (L) Dominic Stanton (C) Matt Uberoi (L)

AVONMORE & NORTH END SHEPHERDS BUSH BROOK GREEN GREEN

David Morton (L) Daryl Brown (L) Andrew Jones (L) Rebecca Harvey (L) Larry Culhane (L) Natalia Perez (L) Fiona Smith (L) Zarar Qayyum (L) Mercy Umeh (L)

COLLEGE PARK & PALACE RIVERSIDE TOWN OLD OAK

Alexandra Sanderson (L) Amanda Lloyd-Harris (C) Andrew Brown (C) Wesley Harcourt (L) Donald Johnson (C) Belinda Donovan (C) Victoria Brocklebank- Fowler (C)

FULHAM BROADWAY PARSONS GREEN AND WORMHOLT AND WALHAM WHITE CITY

Ben Coleman (L) Matt Thorley (C) Colin Aherne (L) Sharon Holder (L) Mark Loveday (C) Sue Macmillan (L) Helen Rowbottom (L) Frances Stainton (C) Max Schmid (L)

FULHAM REACH

Iain Cassidy (L) Christabel Cooper (L) Guy Vincent (L)

SUMMONS

Councillors of the London Borough of Hammersmith & Fulham are requested to attend the Annual Meeting of the Council on Wednesday 25 November 2020

This meeting will be held remotely

Members of the public can watch the meeting live on YouTube: youtu.be/EycIKKoHB0U

The Council will meet at 6.30pm

17 November 2020 Kim Smith 3 Shortlands Chief Executive Hammersmith W6 London Borough of Hammersmith & Fulham

Annual Council Agenda 25 November 2020

Item Pages 1. ELECTION OF THE MAYOR

2. APOLOGIES FOR ABSENCE

3. ROLL CALL AND DECLARATIONS OF INTERESTS The Monitoring Officer will carry out a roll call of Councillors to confirm attendance. Councillors will have an opportunity to declare any interests.

If a Councillor has a disclosable pecuniary interest in a particular item, whether or not it is entered in the Authority’s register of interests, or any other significant interest which they consider should be declared in the public interest, they should declare the existence and, unless it is a sensitive interest as defined in the Member Code of Conduct, the nature of the interest at the commencement of the consideration of that item or as soon as it becomes apparent.

At meetings where members of the public are allowed to be in attendance and speak, any Councillor with a disclosable pecuniary interest or other significant interest may also make representations, give evidence or answer questions about the matter. The Councillor must then withdraw immediately from the meeting before the matter is discussed and any vote taken.

Where Members of the public are not allowed to be in attendance and speak, then the Councillor with a disclosable pecuniary interest should withdraw from the meeting whilst the matter is under consideration. Councillors who have declared other significant interests should also withdraw from the meeting if they consider their continued participation in the matter would not be reasonable in the circumstances and may give rise to a perception of a conflict of interest.

Councillors are not obliged to withdraw from the meeting where a dispensation to that effect has been obtained from the Standards Committee.

4. MINUTES 6 - 23 To approve the minutes of the meeting held on the 21st of October 2020.

5. MAYOR'S/CHIEF EXECUTIVE'S ANNOUNCEMENTS (IF ANY)

6. ITEMS FOR DISCUSSION AND COMMITTEE REPORTS

6.1 PARTY APPOINTMENTS FOR THE 2020-21 MUNICIPAL YEAR 24

6.2 APPOINTMENT BY THE LEADER OF THE DEPUTY LEADER AND 25 - 27 CABINET

6.3 ALLOCATION OF SEATS AND PROPORTIONALITY ON 28 - 33 COMMITTEES

6.4 APPOINTMENT OF CHAIRS AND COMMITTEE MEMBERSHIPS 34 - 38

6.5 MEMBERS' ALLOWANCES SCHEME 2020-21 (REVISIONS) 39 - 49

6.6 REVIEW OF THE CONSTITUTION 50 - 84

6.7 LEADER'S ANNUAL REPORT (VERBAL)

7. INFORMATION REPORTS - TO NOTE

7.1 COUNCIL CALENDAR 2020/21 (REVISIONS) 85 - 87

7.2 ANNUAL REPORT OF THE POLICY AND ACCOUNTABILITY 88 - 117 COMMITTEES 2019-20

7.3 SPECIAL URGENCY DECISIONS MONITORING REPORT 2019-20 118 - 143

7.4 PETITIONS MONITORING REPORT 2019-20 144 - 147

Agenda Item 4

COUNCIL MINUTES

ORDINARY COUNCIL MEETING

WEDNESDAY 21 OCTOBER 2020

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 6

PRESENT

The Mayor – Councillor Daryl Brown Deputy Mayor – Councillor Mercy Umeh

Councillors:

Colin Aherne Rebecca Harvey Ann Rosenberg Adronie Alford Lisa Homan Helen Rowbottom Victoria Brocklebank-Fowler Donald Johnson Alexandra Sanderson Andrew Brown Andrew Jones Max Schmid Jonathan Caleb-Landy Alex Karmel Asif Siddique Iain Cassidy Rachel Leighton Fiona Smith Ben Coleman Amanda Lloyd-Harris Frances Stainton Adam Connell Mark Loveday Dominic Stanton Christabel Cooper Sue Macmillan Matt Thorley Stephen Cowan David Morton Matt Uberoi Larry Culhane PJ Murphy Rory Vaughan Belinda Donovan Natalia Perez Guy Vincent Sue Fennimore Zarar Qayyum Wesley Harcourt Patricia Quigley Rowan Ree

1. APOLOGIES FOR ABSENCE

Apologies for absence were received from Councillors Sharon Holder, Bora Kwon, and Lucy Richardson.

Apologies for lateness were received from Councillor Max Schmid.

2. ROLL CALL AND DECLARATIONS OF INTERESTS

The Monitoring Officer carried out a roll call to confirm attendance. Attendance is listed above.

There were no declarations of interest.

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 7 3. MINUTES

RESOLVED That the minutes of the meeting held on the 15th of July 2020 were confirmed as an accurate record.

4. MAYOR'S ANNOUNCEMENTS

Queen’s Birthday Honours Lists 2020

The Mayor noted the Council’s congratulations to the following people who were recognised in the Queen’s Birthday Honours for their outstanding achievements.

 Sarah Jackson, the Headteacher and Founder of Parayhouse School in Hammersmith, who was awarded an MBE for services to children and young people with special educational needs.

 Zahid Bhatti, the Managing Chaplain at Her Majesty's Prison Wormwood Scrubs, who was awarded an MBE for services to Her Majesty's Prison and Probation Service during Covid-19.

 Lady Ruth Rogers, Co-Founder of The River Café, who was awarded a CBE for services to the culinary arts and charity.

 Jill Dawson, Safety Officer at Chelsea Football Club, who was awarded an MBE for services to Safety at Sporting Events.

 Manvir Hothi, Social Worker at Hammersmith and Fulham Council, who was awarded an MBE for services to Social Care particularly during the Covid-19 pandemic.

The Leader of the Council, Councillor Stephen Cowan, and Councillor Alex Karmel made speeches congratulating them.

Death of a former Councillor

The Mayor announced the death of former Councillor Leslie Wicks, who passed away on the 12th of August 2020. Mr Leslie Wicks was elected as a Labour Councillor for Starch Green ward in 1971 and 1974, and then for Coningham ward in 1978.

Councillors Wesley Harcourt, Adronie Alford, Stephen Cowan, and Andrew Brown made speeches in remembrance.

The Mayor led a minute of silence in his memory.

5. PUBLIC QUESTIONS (20 MINUTES)

5.1 Question 1 - Hammersmith Bridge (Reports and Surveys)

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 8

Question from Catherine Remy, Resident

"Given that no one can go over or under Hammersmith Bridge since its full closure, the bridge can no longer be deemed to be a security risk. Will the council now respond to GLA member Caroline Pigeon's FOI request of January 2018 and release the report that led to the initial closure of the bridge? In addition to this survey, will the council also make all Hammersmith Bridge surveys that have been carried out since 2014 publicly available? These surveys are paid for by the residents, the residents should have access to them."

Answer from Councillor Stephen Cowan, Leader of the Council

6.52pm – Thank you very much for your question Ms Remy, and thank you for your warm comments at the beginning. I appreciate that, I think everyone does.

“As you can imagine I don't get involved in freedom of information requests, they’re dealt with by an independent body ultimately, and prior to that the Council takes a view on where the requests come and fit with the legislation as I understand it.

That decision was made at the time, there hasn't been any review of that but I can assure you as and when it is reviewed as things move on then information is released. And I can further assure you that all information is currently being shared with the government task force who've now taken over Hammersmith Bridge and have been running the situation for the last six weeks. And indeed with Richmond Council and the Port of London Authority and others who are involved in helping us try and deal with this difficult situation.”

Supplementary question

“I was aware that the task force had access to these surveys but I wasn't aware that Richmond Council did. I don't know if you actually mentioned security clearance in your response or not because I couldn't actually hear it.”

Answer to the supplementary question

“The issue of security clearance was implied in my answer. That's assessed by officers and the freedom of information team and they do that with an assessment of the legislation. It is the case that Hammersmith Bridge has been a terrorist target on a number of occasions and clearly, as I understand it, the documents do make it very clear – and if you remember there were bombs planted on Hammersmith Bridge and they didn't collapse the bridge. Well these surveys are very specific in where they detail the weaknesses of the bridge. So the officials have made a judgment call on that. Whether it's the right judgment call is down to the legislation.

And clearly I haven't been involved with that and don't tend to get involved with it either but thank you for your question.” 5.2 Question 2 - Hammersmith Bridge (Cost)

Question from Paul Reynolds, Resident

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 9 “The completely new Millennium Bridge was regarded as wildly expensive at £30m (2020 prices) when it was fully completed, and estimates for a vehicular bridge less than £45m (2020 prices), so how can £163m be justified as a repair to an existing bridge – Hammersmith Bridge – even if the repairs are very substantial?”

Paul Reynolds was unable to attend so the following written response was sent.

Written response from Councillor Stephen Cowan, Leader of the Council

“Hammersmith Bridge is a 133-year-old, Grade II* Listed suspension structure built using 19th century technology and materials. It is riddled with corrosion that has seized up and fractured vital parts of the suspension mechanisms. Its refurbishment is extremely complex and will require a wide range of innovative custom-made parts and engineering solutions. Sadly, there is little direct comparison with building a modern structure on a clear site, such as the Millennium Bridge.”

5.3 Question 3 - Hammersmith Bridge (works planned for 2015)

Question from Alison Hancock, Resident

“H&F cabinet paper December 2014, stated that Bridge strengthening and repairs were due to commence in July 2015. Can the Council now provide residents with the reasons for the failure to commence work in 2015?”

Answer from Councillor Stephen Cowan, Leader of the Council

“Thank you very much for your question.

Actually, the work was set to take place and they discovered significant failings throughout the bridge. The Mayor of London at the time gave us £25 million for the bridge works to happen but it very quickly became evident as different parts of the bridge were peeled back that it was riddled with corrosion. And that corrosion, very likely given it was a suspension bridge, would have other detrimental effects throughout the suspension mechanism. So, it was determined instead that further works would go on investigating the bridge in order to deem that the works that were carried out were suitable.

And you are quite right to say that almost nothing could have happened until that point in 2015, and therefore the reason so many problems were with the bridge is because no one had ever checked it properly before for a very long period of time. And that's why the works didn't go ahead. And indeed, it's not just 2015, there were several points where they thought maybe we've now understood what's wrong with the bridge and we'd like to go ahead, and then new problems were discovered often with the use of new technology. But as soon as we started undoing the bolts and checking the suspension structure and looking at the bearings we couldn't believe what we found, and that's been the problem throughout.”

Supplementary question

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 10 “Six years to continually survey a bridge to me seems quite excessive, how do we know that this will not continue to happen and that we'll never get to mending this bridge?”

Answer to the supplementary question

“Essentially if you look at it it's the first suspension bridge to cross the Thames when it was opened in 1887 and it's a particularly unusual suspension bridge because the mechanisms are held in place by cast iron pedestals. If you look at the top of the bridge the bearings were meant to move the very peculiar chains left and right as different pressures were applied. Now all of that seized up within the previous 10 to 40 years and as a consequence when they began to peel that back two things happened which is there were new levels of complexity discovered and secondly the budget began to shoot up.

So very quickly, and I can't quite remember what date it was but I think it was around about 2017, the bridge was being talked as costing £40 million to fix. Now, as you will see later on if you wait for the debate, that's an astonishing amount of money. And even then things weren't conclusive. This is a bridge that would look at home in something like Chitty Chitty Bang Bang, it's not a modern bridge. It's made out of old materials. And the legal responsibility for Hammersmith & Fulham Council throughout, whichever administration has been in, is to understand the mechanisms and to maintain it. It's not to build replacement bridges – that would be someone else's call – and it's not to provide any other river crossings. It’s purely to maintain the bridge.

The reason it's cost so much money – and it's telling the task force is now what six, seven weeks since it was announced on what was meant to be a two-week task force – is because I think everyone's realizing the complexity of this issue.

If you talk to any of the world-class engineers that we have hired then you do get that knowledge and it is not something, really, that is easy to fix. And any council that's had, over the last 10 years, such huge budget cuts just didn't have £40 or indeed £163 million sitting around.

I would say at the same time as looking for capital money to spend on the bridge you had austerity introduced in 2010 by the Lib Dem / Conservative government and both Nick Clegg and David Cameron said it would be no consequences for it, it was good economics - well actually as we now see it was economically illiterate. But what it meant was local authorities up and down the country had both their capital and revenue accounts cut by significant amounts, and that too has been an issue – and is possibly the major issue as we come to fix it because we now have a plan to fix it, we just simply don't have the money.”

5.4 Question 4 - Update on Lannoy and Hartopp Redevelopment

Question from Jose Afonso, Resident

“Can the Council provide an update on its plans for the redevelopment of Lannoy & Hartopp Points?”

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 11 Jose Afonso was unable to attend so the following written response was sent.

Written response from Councillor Lisa Homan, Cabinet Member for Housing

“The council is demolishing Hartopp Point and Lannoy Point on the advice of structural experts following detailed and intrusive surveys of the buildings. These surveys highlighted serious concerns around the structural integrity and fire safety of the blocks. The advice was that the council should act as soon as practicably possible. Consequently, Cabinet approved the demolition of the blocks in April 2019.

The primary objective was to quickly and safely vacate the two tower blocks and, by February 2020, all residents from the 91 tenanted homes were rehoused and 21 leasehold interests were acquired.

Demolition contractors were appointed in March this year and started on site in June. Demolition work is ongoing with only minor delays as a result of COVID -19 restrictions and is due to be completed in February 2021, with the site cleared around April 2021.

The Council recently carried out a high-level capacity study to assess the opportunity to redevelop the Hartopp and Lannoy site, which identified the potential to deliver between 150 and 175 new homes. Appointments of architects and associated professional services will be completed by the end of the month and engagement with residents is expected to begin by the end of this year.

Following their appointment, the council will work with the architects to develop an engagement plan that actively involves residents and local stakeholders. To deliver a successful scheme that enhances the local area, residents will be involved in every stage of the design and delivery of the new homes and open space.

Based on current plans, it is anticipated that a planning application to be submitted in August 2021 with a start on site in Spring 2022. The timetable for construction is dependent on both design and the method of construction, but it is anticipated to take three years.”

6. ITEMS FOR DISCUSSION/COMMITTEE REPORTS

6.1 Review of the Constitution

7.01pm – The report and recommendations were formally moved for adoption by the Leader of the Council, Councillor Stephen Cowan.

The report and recommendations were then put to the vote:

FOR: UNANIMOUS AGAINST: 0 NOT VOTING: 0

The report and recommendations were declared CARRIED.

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 12 7.01pm – RESOLVED

1. That Council approved the updates to the terms of reference of the Pension Fund Sub-Committee as detailed in Appendix 1 of the report.

2. That Council approved the Departmental Registers of Authorities, reflecting changes to job titles and new legislation, as detailed in Appendix 2 of the report.

7. SPECIAL MOTIONS

7.1 Special Motion 1 - Protecting the Voice of our Communities in the Planning Process

7.02pm – Councillor Rachel Leighton moved, seconded by Councillor Andrew Jones, the special motion in their names.

“This Council notes:  The publication of the Government’s white paper, ‘Planning for the Future’ which sets out proposals on reforms to the Planning process.  That the overwhelming majority of applications are approved by local authority planning committees, with permission granted to 8 out of 10 applications in Hammersmith & Fulham.  That research by the LGA shows that there are existing planning permissions for more than one million homes that have yet to be started.

This Council notes, with grave concern, that these proposals, if enshrined in law, will:  Remove the right of Hammersmith and Fulham residents to object to applications near them.  Disempower our local community and hand power over to developers to do as they wish, bringing misery to residents across Hammersmith and Fulham.  Grant developers the automatic and absolute right to build on areas of land identified as ‘for growth’.  Remove Section 106 payments that are invaluable in supporting community infrastructure and to the building of affordable homes.  Set us back even further on achieving the levels of affordable housing so desperately needed for hard working families in Hammersmith and Fulham.  Lead to poor quality, inadequate and dangerous developments that will blight the lives of our residents and our beautiful streets for generations to come.

This Council believes:  That existing planning procedures allow for democratic development and give our local communities a voice and a say in the planning proposals that affect them.

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 13  That these proposals from the Tory government amount to a damaging and dangerous ‘Developers Charter’ and calls on the Government to abandon these proposals.

This Council resolves to call on the Government to withdraw their Developer’s Charter now and instead engage with local authorities constructively and provide the funding we need to build affordable housing fit for purpose and fit for the future.”

A speech on the special motion was made by Councillor Rachel Leighton for the Administration.

The following amendment was moved by Councillor Alex Karmel and seconded by Councillor Matt Thorley:

Delete all after:

“This Council notes: The publication of the Government’s white paper, ‘Planning for the Future’ which sets out proposals on reforms to the Planning process.”

Replace with:

“This Council resolves to call on the Government to engage with local authorities constructively.”

Speeches on the amendment were made by Councillors Alex Karmel, Matt Thorley, and Andrew Brown for the Opposition, and Councillors Matt Uberoi and Andrew Jones for the Administration.

The amendment was then put to the vote:

FOR: 11 AGAINST: 32 NOT VOTING: 0

The amendment was declared LOST.

A speech on the substantive motion was made by Councillor Andrew Brown for the Opposition. Councillor Rachel Leighton then made a speech summing up the debate before it was put to the vote:

FOR 32 AGAINST 0 NOT VOTING 11

The special motion was declared CARRIED.

7.36pm – RESOLVED

This Council notes:

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 14  The publication of the Government’s white paper, ‘Planning for the Future’ which sets out proposals on reforms to the Planning process.  That the overwhelming majority of applications are approved by local authority planning committees, with permission granted to 8 out of 10 applications in Hammersmith & Fulham.  That research by the LGA shows that there are existing planning permissions for more than one million homes that have yet to be started.

This Council believes:  That existing planning procedures allow for democratic development and give our local communities a voice and a say in the planning proposals that affect them.  That these proposals from the Tory government amount to a damaging and dangerous ‘Developers Charter’ and calls on the Government to abandon these proposals.

7.2 Special Motion 2 - Fixing the Government's Failed National Test and Trace System

7.37pm – Councillor Ben Coleman moved, seconded by Councillor Helen Rowbottom, the special motion in their names.

“This Council:

 Believes that a well functioning testing and tracing system is essential to combatting the Covid-19 pandemic.

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 15  Notes that in March 2020, the Director General of the World Health Organisation called on all countries to “test, test, test”, saying, “Without testing, cases cannot be isolated and the chain of infection will not be broken”.

 Regrets that from early on in the pandemic, rather than harness the longstanding expertise of local public health officials, local authorities and publicly funded laboratories, the government created a centralised testing system and outsourced much of it to private companies who are widely seen as having failed.

 Notes that the centralised test and trace system isn’t reaching enough people who have Covid.

 Regrets that as a result of failures in the national system, the government is now rationing tests, reducing the availability of test kits, cutting back on walk-in testing in favour of booked appointments, and making it harder to get appointments through 119 or online.

 Regrets that it took months of pressure from local council leaders before councils were brought more into the test and trace system and essential data on infected residents was shared with them.

 Notes that Hammersmith & Fulham Council has pushed the boundaries of what councils are able to do on testing and tracing: o It was the first council to test care home residents being discharged from hospital. o It was the first council to test all care staff, including asymptomatic ones, and ensure compliance by guaranteeing staff up to £200pw if they tested positive and had to self-isolate. o It is piloting an enhanced test and trace service which includes knocking on the doors of residents who the central system has failed to contact, encouraging them to self-isolate. o It was the first council to make welfare calls to residents who have Covid, supporting self-isolation and helping to identify sources of infection and target activity. o It communicates with residents more effectively than the government does – with only a day’s notice it got 650 people to turn up to a weekend walk-in testing centre at Westfield.

 Notes that the Chief Executive of Public Health England, Duncan Selbie, said on 31 July 2020: "Hammersmith and Fulham Council... moved early and fast to put an enhanced level of protection around social care ahead of national guidance and based on the strength of their local relationships and knowledge about what works.... They have much to be proud of and have undoubtedly saved lives."

 Notes that the Council has taken all of its extraordinary actions on testing and tracing despite Covid leaving a hole of at least £18m in its finances after the government broke its promise that councils would be fully funded for the financial impact of the pandemic.

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 16  Urges the government to recognise that the national system it has created has failed.

 Calls on the government to turn NHS Test and Trace into a locally led service, putting local authorities and local public health officials in the driving seat in the battle again coronavirus, with appropriate delegated powers and funding.”

Speeches on the special motion were made by Councillors Ben Coleman, Helen Rowbottom, Christabel Cooper, Patricia Quigley, and PJ Murphy for the Administration, and Councillor Andrew Brown, Amanda Lloyd-Harris, and Alex Karmel for the Opposition.

Councillor Ben Coleman made a speech summing up the debate before the motion was put to the vote:

FOR 32 AGAINST 0 NOT VOTING 11

The special motion was declared CARRIED.

8.16pm – RESOLVED

This Council:

 Believes that a well functioning testing and tracing system is essential to combatting the Covid-19 pandemic.

 Notes that in March 2020, the Director General of the World Health Organisation called on all countries to “test, test, test”, saying, “Without testing, cases cannot be isolated and the chain of infection will not be broken”.

 Notes that the centralised test and trace system isn’t reaching enough people who have Covid.

 Regrets that it took months of pressure from local council leaders before councils were brought more into the test and trace system and essential data on infected residents was shared with them.

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 17  Notes that Hammersmith & Fulham Council has pushed the boundaries of what councils are able to do on testing and tracing: o It was the first council to test care home residents being discharged from hospital. o It was the first council to test all care staff, including asymptomatic ones, and ensure compliance by guaranteeing staff up to £200pw if they tested positive and had to self-isolate. o It is piloting an enhanced test and trace service which includes knocking on the doors of residents who the central system has failed to contact, encouraging them to self-isolate. o It was the first council to make welfare calls to residents who have Covid, supporting self-isolation and helping to identify sources of infection and target activity. o It communicates with residents more effectively than the government does – with only a day’s notice it got 650 people to turn up to a weekend walk-in testing centre at Westfield.

 Urges the government to recognise that the national system it has created has failed.

7.3 Special Motion 3 - Hammersmith Bridge

8.16pm – Councillor Andrew Brown moved, seconded by Councillor Victoria Brocklebank-Fowler, the special motion in their names.

“This Council notes with dismay, the closure of Hammersmith Bridge in August to all traffic, including pedestrians and cyclists, as well as all river traffic under the bridge, in addition to the closure to motor vehicles in April 2019.

This Council recognises the immense impact that this full closure has had on those residents on both sides of the river whose lives are intertwined on both sides of the bridge, including school children, key workers and those receiving both emergency and long term treatment for serious health conditions such as heart attacks and cancer.

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 18 This Council further recognises the impact of the bridge closure on journey times, traffic congestion and decreasing air quality in Fulham, and other parts of London, including Putney, Mortlake, Chiswick and Chelsea.

This Council welcomes the Government’s decision to set up a Task Force to rescue Hammersmith and Fulham Council, and Transport for London from a situation that they were incapable of resolving.

This Council resolves to give Baroness Vere, Chair of the Task Force, and the Government, its full support to find solutions for the benefit of all residents, including residents of Fulham and in other boroughs who are suffering dreadfully, and are overwhelmingly calling for a temporary road bridge to relieve congestion across West and South West London.”

Speeches on the special motion were made by Councillors Andrew Brown and Victoria Brocklebank-Fowler for the Opposition.

The following amendment was moved by Councillor Rowan Ree and seconded by Councillor Jonathan Caleb-Landy:

“Delete all after “This council” in the first line and insert the following:

“notes with dismay, the closure of Hammersmith Bridge in August to all traffic, including pedestrians and cyclists, as well as all river traffic under the bridge, in addition to the closure to motor vehicles in April 2019. It recognises how these closures were a direct consequence of years of unchecked corrosion which caused the suspension mechanism to seize up and led to dangerous fractures in the cast iron pedestals that hold the suspension bridge in place.

The Council thanks the specialist, world-leading engineers for identifying these potentially catastrophic failures. It recognises their clear advice that the bridge needed to immediately close as it was at risk of collapsing into the Thames and the potential loss of life that this could have caused. In light of these warnings, this council agrees that the closure was the only responsible course of action.

This Council recognises the immense impact that this full closure has had on people whose lives are intertwined on both sides of the bridge, including school children, key workers and those receiving both emergency and long-term treatment for serious health conditions such as heart attacks and cancer. This Council further recognises the impact of the bridge closure on journey times, traffic congestion and air quality.

The Council notes that Hammersmith Bridge facilitated 22,000 vehicle crossings a day, providing access from South West London and beyond to central London. It notes the importance of Hammersmith Bridge as a strategic piece of national infrastructure and recognises the pride Londoners have in this Grade II* Listed national historic landmark. This council reaffirms the importance of fully restoring Hammersmith Bridge and agrees that the government, rather than residents and businesses of Hammersmith & Fulham, should bear the full cost of the repairs, and the temporary river-crossing measures needed to mitigate the problems suffered by local people.

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 19

This Council welcomes the Government’s decision to set up a Task Force, announced on 9 September 2020, to work towards safely reopening Hammersmith Bridge. It notes the Secretary of State for Transport’s statement, given at the time, that he would “effectively take over this project”. This Council agrees it is important that the Taskforce takes all the necessary decisions and actions so it can work at pace to quickly deal with the problems suffered by local people. It resolves to give Baroness Vere, the Chair of the Task Force, and the Government, its full support to restore the bridge to its former fully functioning state.”

Speeches on the amendment were made by Councillors Rowan Ree, Jonathan Caleb-Landy, and Stephen Cowan for the Administration, and Councillors Andrew Brown, Matt Thorley, and Alex Karmel for the Opposition.

The amendment was then put to the vote:

FOR: UNANIMOUS AGAINST: 0 NOT VOTING: 0

The amendment was declared CARRIED.

Councillor Andrew Brown then made a speech on the amended motion summing up the debate before it was put to the vote:

FOR UNANIMOUS AGAINST 0 NOT VOTING 0

The special motion as amended was declared CARRIED.

9.04pm – RESOLVED

This Council notes with dismay, the closure of Hammersmith Bridge in August to all traffic, including pedestrians and cyclists, as well as all river traffic under the bridge, in addition to the closure to motor vehicles in April 2019. It recognises how these closures were a direct consequence of years of unchecked corrosion which caused the suspension mechanism to seize up and led to dangerous fractures in the cast iron pedestals that hold the suspension bridge in place.

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 20 recognises the impact of the bridge closure on journey times, traffic congestion and air quality.

7.4 Special Motion 4 - Air Pollution

9.04pm – Councillor Matt Thorley moved, seconded by Councillor Andrew Brown, the special motion in their names.

“This Council regrets the gridlock in the borough’s streets caused by the closure of Hammersmith Bridge, and the incompetence of the Mayor of London.

This Council further regrets that the London Borough of Hammersmith & Fulham is still not a member of the London Air Quality Network.

This Council recognises that only through better monitoring of air quality across the borough, can measures be effectively introduced and their impact assessed.

This Council supports the recent Clean Air Day initiative, earlier this month, and congratulates the residents of this borough for having one of the highest rates of electric car ownership in the country.

This Council further congratulates Shell and BP for installing some of the most advanced electric charging stations in the country, here in Hammersmith and Fulham.

This Council supports the on-street charging programme provided by Source London and the goal of having over 1,000 charging points by 2021, however regrets that the cost of on-street charging points is very uncompetitive and may act as a disincentive for residents to switch to electric vehicles.

This Council resolves to increase the parking permit discounts for hybrid and electric vehicles, including a cash-back incentive for fully electric vehicles and an

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 21 extension of the green vehicle discount scheme to businesses, car-clubs and market traders who are currently not eligible.”

Speeches on the special motion were made by Councillors Matt Thorley and Andrew Brown for the Opposition.

The following amendment was moved by Councillor Wesley Harcourt and seconded by Councillor Iain Cassidy:

“Delete all after “This Council…” in the first paragraph and insert:

“recognises the innovative system of air quality monitoring that is being introduced in the south of the borough.

This Council supported the recent Clean Air Day initiative, earlier this month, and congratulates the residents of this borough for having one of the highest rates of electric car ownership in the country.

This Council notes the on-street charging programme and the goal of having over 1,000 charging points by 2021

This Council is to be congratulated as the borough with most EV charging points including rapid and lamp column charging. This Council welcomes Shell and BP installing some of the most advanced electric charging stations in the country, here in Hammersmith and Fulham.

This Council recognises that enabling residents to replace fossil-fuel power cars with modern electric and hybrid cars is an important part of the strategy for decarbonising transport in the Borough. However, it is only one part this strategy and must work in tandem with other policies to reduce car use and enable active travel.

This Council also notes its other initiatives to reduce transport carbon emissions such as its No Idling policy, Parcels not Pollution initiative, the move towards emissions based parking charges, low traffic neighbourhoods and developments such as the Brackenbury and Hammersmith Grove parklets.”

Speeches on the amendment were made by Councillors Wesley Harcourt, Iain Cassidy, and Lisa Homan for the Administration.

The amendment was then put to the vote:

FOR: 32 AGAINST: 0 NOT VOTING: 11

The amendment was declared CARRIED.

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 22 The amended motion was then put to the vote:

FOR 32 AGAINST 0 NOT VOTING 11

The special motion as amended was declared CARRIED.

9.32pm – RESOLVED

This Council recognises the innovative system of air quality monitoring that is being introduced in the south of the borough.

This Council notes the on-street charging programme and the goal of having over 1,000 charging points by 2021

Meeting started: 6.30 pm Meeting ended: 9.32 pm

Mayor

______Minutes are subject to confirmation at the next meeting as a correct record of the proceedings and any amendments arising will be recorded in the minutes of that subsequent meeting.

Page 23 Agenda Item 6.1

London Borough of Hammersmith & Fulham

Report to: Full Council

Date: 25 November 2020

Subject: Party Appointments for the 2020/21 Municipal Year

Report of: The Leader of the Council - Councillor Stephen Cowan

Responsible Director: Kim Smith, Chief Executive

Summary

The Council is asked to note the following Party appointments that have been made for the Municipal Year 2020/21:

Administration

Leader Councillor Stephen Cowan Deputy Leader Councillor Sue Fennimore Chief Whip Councillor Colin Aherne Deputy Whips Councillors Mercy Umeh and Zarar Qayyum

Opposition

Leader Councillor Andrew Brown Deputy Leader Councillor Victoria Brocklebank-Fowler Opposition Whip Councillor Alex Karmel Opposition Deputy Whip Councillor Frances Stainton

Recommendation

That the appointments made by the Party Groups on the Council be noted.

Page 24 Agenda Item 6.2

London Borough of Hammersmith & Fulham

Report to: Full Council

Date: 25 November 2020

Subject: Appointment by the Leader of the Deputy Leader and Cabinet

Report of: The Leader of the Council - Councillor Stephen Cowan

Responsible Director: Kim Smith, Chief Executive

Summary

This report asks Council to note:  The composition and appointments made by the Leader to the Executive1.  The appointment of seven Assistants to the Cabinet and Lead Members/Champions assigned to support it.

The proposed Executive consists of a Leader, elected by the Council, a Deputy Leader and up to eight Cabinet Members appointed by the Leader.

The Executive has a duty to carry out all of the local authority’s functions which are not the responsibility of any other part of the local authority, whether by law or under the constitution.

Recommendations

1. That the Council is asked to note the appointments made by the Leader to the Executive, as set out below:

Executive Appointments Deputy Leader Councillor Sue Fennimore Cabinet Member for Children and Education Councillor Larry Culhane Cabinet Member for the Economy Councillor Andrew Jones Cabinet Member for the Environment Councillor Wesley Harcourt Cabinet Member for Finance and Councillor Max Schmid Commercial Services Cabinet Member for Health and Adult Social Councillor Ben Coleman Care

1 commonly referred to as ‘the Cabinet’ in Hammersmith & Fulham.

Page 25 Cabinet Member for Housing Councillor Lisa Homan Cabinet Member for Public Services Reform Councillor Adam Connell Cabinet Member for Strategy Councillor Sue Macmillan

2. That the Council is asked to note the appointment of seven Assistants to the Cabinet assigned to support the Cabinet and Lead Members/Champions as set out below.

Cabinet Assistants Assistant to Cabinet Councillor Christabel Cooper Assistant to Cabinet Councillor Guy Vincent Assistant to Cabinet Councillor Alex Sanderson Assistant to Cabinet Councillor Rebecca Harvey Assistant to Cabinet Councillor Patricia Quigley Assistant to Cabinet Councillor David Morton Assistant to Cabinet Councillor Jonathan Caleb- Landy

Lead Members and Champions Lead Member – Representative for the Councillor David Morton Armed Forces Community Lead Member for Refugees Councillor Rebecca Harvey Local Businesses Champion Councillor Guy Vincent Cycling Champion Councillor Iain Cassidy

Wards Affected: All

H&F Priorities Summary of how this report aligns to the H&F Priorities Taking pride in H&F Ensuring a high standard of governance across the Council.

Financial Impact

The recommendations in this report have no direct financial implications.

Page 26 The Special Responsibilities allowances can be met from existing budgets as set out in the separate report on Members Allowances.

Legal Implications

The Local Government Act 2000 requires the Council to have and maintain a Constitution. The Monitoring Officer is satisfied that the Council’s Constitution continues to fulfil its stated purposes, as set out in Article 1 of the Constitution.

Contact Officer(s):

Name: Kayode Adewumi Position: Head of Democratic Services Telephone: 07899661869 Email: [email protected]

Name: Andre Mark Position: Finance Business Partner Telephone: 020 8753 6729 Email: [email protected] Verified by Emily Hill, Director of Finance

Name: Rhian Davies Position: Director of Resources (Monitoring Officer) Telephone: 07717 450746 Email: [email protected]

Background Papers Used in Preparing This Report None.

Page 27 Agenda Item 6.3

London Borough of Hammersmith & Fulham

Report to: Full Council

Date: 25 November 2020

Subject: Allocation of Seats and Proportionality on Committees

Report of: The Leader of the Council - Councillor Stephen Cowan

Responsible Director: Rhian Davies, Monitoring Officer

Summary

The Council is required to confirm the proportional division of seats on the Standing Committees.

Recommendations

1. That the allocation of seats, as set out in Appendix 1, be noted.

Wards Affected: All

H&F Priorities Summary of how this report aligns to the H&F Priorities Taking pride in H&F Ensuring a high standard of governance across the Council.

Financial Impact

The cost of servicing these committees will be met through the existing budgets.

Legal Implications

The legal implications are set out in the body of the report.

Contact Officer(s):

Name: Kayode Adewumi Position: Head of Democratic Services Telephone: 07899661869 Email: [email protected]

Page 28 Name: Andre Mark Position: Finance Business Partner Telephone: 020 8753 6729 Email: [email protected] Verified by Emily Hill, Director of Finance

Name: Adesuwa Omoregie Position: Head of Law Telephone: 07717 450746 Email: [email protected]

Background papers used in preparing this report None.

DETAILED ANALYSIS

Allocation of Seats

1. Political Groups on the Council are formed in accordance with the Local Government (Committees and Political Groups) Regulations 1990 when two or more councillors notify the Chief Executive, as Proper Officer, of their wish to be treated as a group.

2. Section 15 (1) (b) of the Local Government and Housing Act 1989 (“the 1989 Act”) imposes a duty on the local authority to review the allocation of seats on the committees of the Council between the political groups at its annual meeting or as soon as possible thereafter. The Council may carry out such a review at any other time and may do so if requested by a political group.

3. In accordance with the 1989 Act the following principles apply to the allocation of seats:

(a) That not all the seats on the body to which appointments are being made are allocated to the same political group;

(b) That the majority of seats on each committee are allocated to a particular group if the number of persons belonging to that group is a majority of the authority’s membership;

(c) That, subject to (a) and (b), when allocating seats to a political group, the total number of their seats across all the ordinary committees of the Council, must reflect their proportion of the authority’s membership; and

(d) Subject to (a) to (c), that the number of seats on each committee is as far as possible in proportion to the group’s membership of the authority.

Page 29 4. Sub-committees, with the exception of the Licensing Sub-Committee, are also governed by the political balance rules, but it is not necessary to add up all the sub-committee seats and then allocate them in proportion. As far as this is practicable, the allocation of seats on each sub-committee should reflect the proportional representation of the political groups on the Council.

5. The 1989 Act requires that, once the Council has determined the allocation of committee places between the political groups, the Council must then appoint the nominees of the political groups to the committees.

6. The Cabinet, Health and Well Being Board and the Licensing Committee are not required to be proportional and so are outside of the political balance calculation.

7. It is open to the Council when carrying out a review to adopt some arrangement other than that prescribed by the Act and the Regulations. Notice of such a proposal would have to be given in the Summons, and a decision would need to be made with no one voting against it. The remainder of this report therefore assumes that the Council will not want an alternative arrangement to that prescribed by law.

Political proportionality

8. The political balance of the Council can be calculated by using the simple formula below (to two decimal places):

No. of Group Members x 100 / 46

9. Following the elections held on 3 May 2018, the political balance of the Council is set out in Table 1 below:

No of seats on the Council Proportionality Labour 35 76.09 Conservative 11 23.91 Total 46 100

PROPOSAL AND ISSUES

10. Following the Local Council Elections on 3 May 2018, and a by-election for Fulham Broadway in September 2019, the Labour and Conservative Groups hold, respectively, 35 and 11 of the 46 Council seats. The proportion by which seats on Committees should be allocated is 76.09% Majority Group and 23.91% Minority Group. This equates, on the basis of 86 committee seats, to 65 Majority Party and 21 Minority Party seats.

11. Membership of the Council’s Standing Committees (except the Licensing Committee and the Health and Well Being Board) and Sub-Committees is governed by the Local Government (Committees and Political Groups) Regulations 1990, as amended, which provides for Members of Standing

Page 30 Committees and Sub-Committees to be those whose names have been notified to the Chief Executive, who is the duly appointed proper officer for these purposes. The Chief Executive has the power to appoint to all Standing Committees (except the Licensing Committees) and Sub-Committees in accordance with any notification received under the Regulations.

12. Both political groups on the Council have to notify the Chief Executive of the names of the Members to serve on the Standing Committees, Sub- Committees and subsidiary bodies. A separate report on the Standing Committee memberships is set out later on the agenda.

REASONS FOR DECISION

13. The Local Government and Housing Act 1989 requires local authorities, where Members are divided into political groups, to review periodically the representation of the political groups on their Committees and Sub- Committees to ensure a political balance.

List of Appendices Appendix 1 - Allocation of Seats

Page 31 Appendix 1 Allocation of Seats and Proportionality

Seats are allocated with the following calculation:

푐표푢푛푐𝑖푙푙표푟푠 𝑖푛 푝표푙𝑖푡𝑖푐푎푙 푔푟표푢푝 ÷ 푡표푡푎푙 푛푢푚푏푒푟 표푓 푐표푢푛푐𝑖푙푙표푟푠 × 푠푒푎푡푠 표푛 푐표푚푚𝑖푡푡푒푒 = 푎푙푙표푐푎푡𝑖표푛 표푓 푠푒푎푡푠 (푟표푢푛푑푒푑 푡표 푛푒푎푟푒푠푡 푤ℎ표푙푒 푛푢푚푏푒푟)

Administration councillors (Labour): 35 Opposition councillors (Conservative): 11 Total number of councillors: 46

Committees Total Administration’s Opposition’s seats allocation allocation Planning and Development Control Committee 8 6 2

Appointments Panel (H&F) 5 4 1

Appointments Panel (Chief Exec) 12 9 3

Appointments Panel (Shared) 3 2 1

Audit and Pensions Committee 6 4 2 Standards Committee 6 4 2

Finance, Commercial Revenue and Contracts PAC 5 4 1

Community Safety and 5 4 1 Environment PAC Children and Education PAC 5 4 1

The Economy, Housing and the Arts PAC 5 4 1

Health, Inclusion and Social Care PAC 5 4 1

Public Services Reform PAC 5 4 1

Wormwood Scrubs Charitable Trust 3 2 1

Licensing Committee 12 9 3

Page 32 Joint Health Overview & Scrutiny Committee 1 1 0

Sub-Committees Total Administration’s Opposition’s seats allocation allocation Licensing Sub-Committee 3 2 1

Pension Fund Sub-Committee 4 3 1

Page 33 Agenda Item 6.4

London Borough of Hammersmith & Fulham

Report to: Full Council

Date: 25 November 2020

Subject: Party Appointments for the 2020/21 Municipal Year

Report of: The Leader of the Council - Councillor Stephen Cowan

Responsible Director: Kim Smith, Chief Executive

Summary

The Council is asked to appoint Members to the Regulatory, Policy and Accountability, and other Committees, set out in Appendix 1, to discharge the responsibilities for council functions as outlined in the constitution.

Recommendations

1. That the Council agrees the appointments of Chairs and Memberships of Regulatory, Policy and Accountability and other Committees under its Constitution for the Municipal Year 2020/21, as set out in Appendix 1.

2. This Council also notes their respective portfolios / terms of reference, as set out in the constitution.

Background papers used in preparing this report None.

List of Appendices Appendix 1 – Committee Memberships 2020-21

Page 34 Committee Memberships 2020-2021

NOTE: Changes to committee memberships are highlighted.

1. Planning and Development Control Committee (6:2)

Administration Councillors Opposition Councillors Rachel Leighton (Chair) Matt Thorley Rebecca Harvey (Vice Chair) Alex Karmel Colin Aherne Wesley Harcourt Natalia Perez Asif Siddique

2. Licensing Committee (9:3)

Administration Councillors Opposition Councillors Natalia Perez (Chair) Victoria Brocklebank-Fowler Fiona Smith (Vice Chair) Frances Stainton Colin Aherne Matt Thorley Wesley Harcourt Rachel Leighton David Morton Zarar Qayyum Matt Uberoi Asif Siddique

2.1 Licensing Sub-Committee (2:1)

Members for the above must be drawn from the full membership of the Licensing Committee.

3. Appointments Panels (H&F – 4:1, Chief Exec – 9:3) The membership requirements for the appointments panels are detailed in Part 3 of the Constitution.

4. Audit and Pensions Committee (4:2)

Administration Councillors Opposition Councillors Iain Cassidy (Chair) Matt Thorley Jonathan Caleb-Landy Alex Karmel Rowan Ree Alexandra Sanderson

Page 35 4.1 Pensions Sub-Committee (3:1) Members for the above must be drawn from the full membership of the Audit and Pensions Committee.

5. Standards Committee (4:2)

Administration Councillors Opposition Councillors Iain Cassidy Mark Loveday Jonathan Caleb-Landy Alex Karmel Rowan Ree Alex Sanderson

In May 2019 the Council appointed His Honour John Rylance, Dr Tom Babbedge and Ms Dilina Ostborn as Independent Persons for a fixed term of two years, renewable once.

6. Pensions Board

Administration Councillors Rory Vaughan (Chair) Bora Kwon

7. Health and Wellbeing Board

Administration Councillors Ben Coleman, Cabinet Member for Health and Adult Social Care (Chair) Lucy Richardson (Deputy) Larry Culhane, Cabinet Member for Children and Education Patricia Quigley (Deputy)

8. Wormwood Scrubs Charitable Trust Committee (2:1)

Administration Councillors Opposition Councillors Alexandra Sanderson (Chair) Belinda Donovan Helen Rowbottom

9. Commercial Revenue Committee (Sub-Committee of Cabinet)

Administration Councillors Max Schmid Adam Connell

Page 36 Policy and Accountability Committees Memberships

1. Children and Education Policy and Accountability Committee (4:1)

Administration Councillors Opposition Councillors Sharon Holder (Chair) Mark Loveday Lucy Richardson Alexandra Sanderson Asif Siddique

2. Community Safety and the Environment Policy and Accountability Committee (4:1)

Administration Councillors Opposition Councillors Bora Kwon (Chair) Victoria Brocklebank-Fowler Iain Cassidy David Morton Ann Rosenberg

3. The Economy, Housing and the Arts Policy and Accountability Committee (4:1)

Administration Councillors Opposition Councillors Rory Vaughan (Chair) Adronie Alford Helen Rowbottom Daryl Brown Ann Rosenberg

4. Finance, Commercial Revenue and Contracts Policy and Accountability Committee (4:1)

Administration Councillors Opposition Councillors Helen Rowbottom (Chair) Donald Johnson Patricia Quigley Fiona Smith Guy Vincent

5. Health, Inclusion and Social Care Policy and Accountability Committee (4:1)

Administration Councillors Opposition Councillors Lucy Richardson (Chair) Amanda Lloyd-Harris Jonathan Caleb-Landy Bora Kwon Mercy Umeh

Page 37

6. Public Services Reform Policy and Accountability Committee (4:1)

Administration Councillors Opposition Councillors Rowan Ree (Chair) Dominic Stanton Christabel Cooper Guy Vincent Zarar Qayyum

7. North West London Joint Health Overview & Scrutiny Committee

Administration Councillors Lucy Richardson (voting member) Patricia Quigley (substitute member)

Advisory Bodies Memberships

Note: The two bodies below, Adoption and Fostering Panel and Corporate Parenting Board, are advisory bodies only and have no legal decision-making powers.

1. Adoption and Fostering Panel

Administration Councillors Lucy Richardson

2. Corporate Parenting Board

Administration Councillors Opposition Councillors Larry Culhane (Chair) Mark Loveday Sue Fennimore Sharon Holder

Page 38 Agenda Item 6.5

London Borough of Hammersmith & Fulham

Report to: Full Council

Date: 25 November 2020

Subject: Members’ Allowances Scheme 2020-21 (Revision)

Report of: The Leader of the Council - Councillor Stephen Cowan

Responsible Director: Rhian Davies – Director of Resources

Summary

This report updates the Members’ Allowances Scheme approved by Council at its meeting on 26 February 2020.

Recommendation

1. That the revisions to the Members’ Allowances Scheme 2020/21 as set out in the report and attached as Appendix 1, be approved.

Wards Affected: All

H&F Priorities

Our Priorities Summary of how this report aligns to the H&F Priorities Creating a compassionate Freezing the allowance will ensure that scarce council resources are spent on other key priorities such as meeting the needs of the most vulnerable in society. Being ruthlessly financially In line with administration’s priorities, the Council efficient agreed in June 2014 to reduce the Special Responsibility Allowance by 10% and freeze the basic allowance at the 2014/15 level, both allowances will continue to be frozen in 2020/21. Taking pride in H&F H&F is one of the few London authorities to continuously freeze its allowances.

Financial Impact

Every councillor is entitled to a basic allowance of £8,940. Due to the responsibilities undertaken by some Councillors, they are also entitled to a Special Responsibility Allowance (SRA) ranging from £2,700 to £32,186.70. No councillor can claim two

Page 39 SRAs even if they hold two SRA posts. Expected costs for 2020/21 are set out below.

The forecast cost of Member allowances in 2020/21 is listed below.

Total Basic Allowance £411,240.00 Special Responsibility Allowance £375,713.10 TOTAL £786,953.10

The cost can be met from existing revenue budgets held for Members.

Legal Implications

Under Regulation 5 of the Local Authorities (Members’ Allowances) (England) Regulations 2003, the Council has the powers to agree the amount it pays its members. The proposals contained within the report are in line with the Local Government Act 2000 and appropriate regulations.

Contact Officers:

Name: Kayode Adewumi Position: Head of Governance Telephone: 07899661869 Email: [email protected]

Name: Andre Mark Position: Finance Business Partner Telephone: 020 8753 6729 Email: [email protected] Verified by Emily Hill, Director of Finance

Name: Adesuwa Omoregie Position: Head of Law Telephone: 07717 450746 Email: [email protected]

Background Papers Used in Preparing This Report None.

Page 40 DETAILED ANALYSIS

Proposals and Analysis of Options

1. Council approved the 2020/21 Members’ Allowances scheme at its meeting in February 2020. The Administration has created an additional Assistant to the Cabinet position which has been reflected in the updated scheme.

2. In June 2014, the Administration agreed to reduce the Special Responsibility Allowance (SRA) paid to Members by 10% and that under the scheme only one SRA will be paid to a Councillor in respect of duties undertaken. In line with Administration’s priorities, it is recommended that the basic and special responsibility allowances are frozen for the 2020/21 financial year and remain the same as the 2014/15 scheme. The dependent carers allowance would be adjusted in line with the London living wage.

3. The updated scheme will take effect from 25 November 2020.

Independent Remuneration Panel’s Report

4. The Council is formally required to undertake a review of its members’ allowances scheme each financial year. Any changes in allowances are required to take into account the recommendations of a local independent panel on remuneration for Councillors. Where a scheme includes a provision for an automatic uplift, the operation of this provision may only be relied on for a period of four years before reference must again be made to a local independent remunerator’s report and recommendations.

5. The Local Authorities (Members’ Allowances) (England) Regulations 2003 (‘the Regulations’) authorise the establishment by the London Councils independent remuneration panel to make recommendations in respect of the members’ allowances payable by London boroughs. Such a panel (‘the Panel’) was established and reported in 2001, 2003, 2006, 2010, 2014 and in January 2018. The Regulations requires a review of the scheme every four years as a minimum. A summary of their recommendations is attached at Appendix 2.

6. The Council has formally taken into account the recommendations of the Panel issued in January 2018. It was decided that the Council would continue to set its own Special Responsibility Allowance (SRA) in line with local conditions and retain its own basic rate allowance.

7. In line with the Panel’s recommendations:

 only one SRA is paid to a councillor in respect of duties with the same authority. Where a Councillor is entitled to two SRAs, he or she will be paid the highest allowance.

 the Council recognises the need for Dependent Carers payments to have regard to local circumstances and the nature of specialist care. The carer should be remunerated at not less than the London living wage hourly

Page 41 rate and payment should be made at a higher rate when specialist skills or care is required in order for the Member to attend and take part in meetings.

 The Council has an ongoing programme of member training and development and members are expected to participate.

8. Although the Panel did not recommend a Councillor allowance increase, it continued to recommend that members’ allowances be pegged to the annual local government pay settlement. Such pegging will ensure that councillors can receive annual increases which are in line with those received by staff.

9. The Panel recommended that Leaders should receive an allowance approximating the salary of a Member of Parliament but this recommendation has not been accepted by the Council. In 2014, the administration reduced SRA allowances by 10% and have frozen them each year since.

Review of Other Allowances

10. The current scheme has provision for a wide range of other allowances (see paragraphs 10 to 13 below).

Dependent Carer Allowance

11. Dependent carer allowance is payable in respect of expenses incurred for the care of a Councillor’s children or dependants in attending meetings of the authority, its Executive, Committees and Sub-Committees and in discharging the duties set out in paragraph 7 of the Regulations. The Panel had recommended payment to be set at the London living wage, and (on presentation of proof of expense) payment should be made at a higher rate when specialist nursing skills are required.

12. In line with the Panel’s recommendation, the Council recognises the need for dependent carers payments to have regard to local circumstances and the nature of specialist care. The carer should be remunerated at not less than the London living wage of £10.85 per hour and payment should be made at a higher rate when specialist skills or care is required to attend meetings.

Travel & Subsistence

13. Travel allowances are payable (at the same rates as employees) for duties undertaken away from the Town Hall when discharging duties under paragraph 8 of the Regulations. There will be no payment for intra-borough travel under this scheme, for example the use of public transport, car mileage or payment of a cycle allowance, unless a member requires assistance to discharge his or her duties due to ill health, disability or any other circumstances approved, in advance, by the Monitoring Officer. Taxis can be taken by Members who attend approved outside bodies and committee meetings out of the borough.

Page 42 Sickness, Maternity and Paternity Allowance

14. Where a Member is entitled to a Special Responsibility Allowance, it will continue to be paid in the case of sickness, maternity and paternity leave on the same terms as employees.

Reasons for Decision

15. The Council is required under the Local Government Act 2000 and the Local Authorities (Members’ Allowances) (England) Regulations 2003 to undertake an annual review of its Members’ Allowances scheme and approve any amendments to the scheme.

Equality Implications

16. The equalities implications of this decision have been considered to be neutral.

Implications verified by: Fawad Bhatti, Social Inclusion and Policy Manager – Tel: 07500103617

List of Appendices: Appendix 1 – Members’ Allowances Scheme 2020-21 Appendix 2 – Report of the Independent Panel - Recommendations of the Remuneration of Councillors in London 2018

Page 43 Appendix 1

Members’ Allowances Scheme 2020-21 Effective from 25 November 2020

This scheme is made in accordance with the Local Authorities (Members’ Allowances) (England) Regulations 2003 (“the Regulations”) for 2020/2021 and subsequent years. The allowances scheme has been prepared having regard to the report of the Independent Panel on the Remuneration of Councillors in London established by London Councils on behalf of all London Councils, co-authored by Sir Rodney Brooke CBE DL (Chair), Steve Bundred and Anne Watts CBE, and published in January 2018.

1. Basic Allowance

1.1 The Independent Remunerator’s report suggests a flat-rate basic allowance be paid to each member of the authority of £11,045 per annum to be paid in 12 monthly instalments on the 15th of each month.

1.2 The Council has taken into account the independent remunerator’s recommendation but has decided to retain its own basic rate allowance frozen at the 2008/09 level.

The basic rate allowance for all LBHF Councillors will therefore be:  £8,940 - to be paid in 12 monthly instalments on the 15th of each month.

Councillors only receive an allowance for the period of their term of office in cases where it is less than the whole financial year.

No. Basic Allowance Total All Councillors 46 £8,940 £411,240

2. Special Responsibility Allowances

2.1 Regard has been had to the recommendations in the independent remunerator’s report for differential banding in relation to the payment of special responsibility allowances (SRAs), but in line with Administration’s priorities, it has been decided to freeze the Council’s own scheme of SRAs at the same level approved for 2014/15 and not to follow the independent remunerator’s recommendations which would have proved considerably more costly to local council taxpayers.

2.2 The following Special Responsibility Allowances shall therefore be paid to Councillors holding the specified offices indicated:

Page 44 Position No SRA Entitlement Total SRA The Leader 1 £32,186.70 £32,186.70 Deputy Leader 1 £26,816.40 £26,816.40 Other Cabinet members 8 £21,454.20 £171,633.60 Chief Whip (where not a member of 1 £21,454.20 £21,454.20 Cabinet) Deputy Chief Whip (2) 2 £5,564.70 £11,129.40 Chair of Policy & Accountability 6 £5,564.70 £33,388.20 Committees Leader of the Opposition 1 £16,086.60 £16,086.60 Deputy Leader of the Opposition 1 £5,564.70 £5,564.70 Opposition Whip 1 £5,564.70 £5,564.70 Chair of Planning and Development 3* £5,564.70 £16,694.10 Control Committees, Audit and Pensions Committee, Licensing Committee, and *Councillor Member on Adoption and Fostering Panel (4) The Mayor 1 £10,729.80 £10,729.80 Deputy Mayor 1 £5,564.70 £5,564.70 Assistant to the Cabinet 7 £2,700.00 £18,900.00 Total 34 £375,713.10

*This portfolio holder receives only one SRA in respect of duties undertaken.

Councillors only receive an allowance for the period of their term of office in cases where it is less than the whole financial year. A Special Responsibility Allowance would cease where the SRA entitled post ceases to exist during year.

3. Other Allowances

Dependent Carer Allowance 3.1 Dependant carer allowance is payable in respect of expenses incurred for the care of a Councillor’s children or dependants in attending meetings of the authority, its Executive, Committees and Sub-Committees and in discharging the duties set out in paragraph 7 of the Regulations. a) £5.45 per half hour before 10 pm; £5.85 per half hour after 10 pm (not payable in respect of a member of the Councillor’s household).

Travel and Subsistence 3.2 Travel allowances are payable (at the same rates as employees) for duties undertaken away from the Town Halls when discharging duties under paragraph 8 of the Regulations. There will be no payment for intra-borough travel under this scheme unless where a member requires assistance to discharge his or her duties due to ill health, disability or other circumstances approved by the Monitoring Officer. Taxis can be taken by Members who attend approved outside bodies and committee meetings out of the borough

Public Transport a) Actual travel costs (second class only) will be reimbursed.

Page 45

Car mileage b) 45 pence per mile.

Subsistence c) Allowance payable at same rates and conditions as employees. Payment is only made for expenses incurred outside the Borough and is subject to a maximum of £5.00 per claim.

Sickness, maternity and paternity allowance d) Where a Member is entitled to a Special Responsibility Allowance, it will continue to be paid in the case of sickness, maternity and paternity leave on the same terms as employees.

4. Annual increase

4.1 The allowances in this scheme apply to the financial year 2020/21. All allowances have been frozen at the 2014/15 level.

5. Election to forego allowances

5.1 In accordance with the provisions of regulation 13, a Councillor may, by notice in writing to the Chief Executive, elect to forego any part, or all, of his or her entitlement to an allowance under this scheme.

6. Time limit for claims

6.1 The majority of allowances are payable monthly, but where allowances are the subject of claims, these claims should be made in the agreed form with the appropriate declaration within six months of the duty to which they relate.

7. Membership of more than one authority

7.1 A member may not receive allowances from more than one authority (within the meaning of the regulations) in respect of the same duties.

8. Non-entitlement to more than one SRA

8.1 A member shall not receive more than one SRA in respect of duties undertaken with the authority. Where a Councillor is entitled to two SRAs, he or she will be paid the highest allowance.

9. Pensions

9.1 No Members of the Council shall be entitled to membership of the Local Government Pension Scheme in accordance with Section 7 of the Superannuation Act 1972.

10. Allowances for co-opted members and independent members of The Audit, Pensions and Standards Committee

Page 46

Co-optees 10.1 Co-opted members shall be paid £504.00 per annum by equal monthly instalments of £42.00 on the 15th of each month.

10.2 Co-opted members shall be entitled to the same travel and dependent carer allowances as Councillors, but shall not be entitled to subsistence payments.

Independent Members 10.3 The London Borough of Hammersmith and Fulham shall pay an allowance to the appointed Independent Members at a flat rate allowance of £504 per annum payable by equal monthly instalments of £42.00 on the 15th of each month.

Page 47 Appendix 2

Report of the Independent Panel - Recommendations of the Remuneration of Councillors in London 2018

Level of Basic Allowance

We reluctantly accept that, in the current financial climate, it would be inappropriate to recommend a general increase in members’ allowances (beyond the annual updating). Pegging an annual increase to staff pay awards will ensure that councillors can receive annual increases which are in line with those received by staff. We therefore recommend that the Basic Allowance be set at £11,045. We believe that it remains sensible to frame recommendations which are common across London.

Special Responsibility Allowances

For the same reasons which prompt us to peg the Basic Allowance, we recommend that the special responsibility allowance for a Leader should be in accordance with our former recommendation, plus the subsequent local government staff pay awards, i.e. £57,085.

Interpretation of the Scheme

We reiterate our view that no more than 50% of councillors should receive a special responsibility allowance.

We also continue to believe that no member should receive more than one special responsibility allowance though we accept that there might exceptionally be special circumstances where allocation of more than one Special Responsibility Allowance might be justified, e.g. where members undertake a number of different time- consuming roles such as sitting on licensing hearings.

Training and Support

The responsibilities of councillors are substantial, extensive and complex. We have mentioned the Grenfell Tower tragedy as a chilling instance of those responsibilities. We believe that every borough should have an ongoing programme of member training and development and that members should be expected to participate.

We believe that members should be provided with logistical and clerical support to help them deal with their workload.

Barriers to being a councillor

 Allowance for care of dependents.

It is important that obstacles to becoming a councillor should be removed wherever possible. Child care costs can be a significant deterrent to service as a councillor. We repeat our strong view that in appropriate cases when they undertake their council duties, councillors should be entitled to claim an allowance for care of dependents.

Page 48

 Dependents’ carers’ allowance

The dependents’ carers’ allowance should be set at the London living wage but (on presentation of proof of expense) payment should be made at a higher rate when specialist nursing skills are required.

 Special Responsibility Allowances in the case of sickness, maternity and paternity leave

We also repeat our belief that members’ allowances schemes should allow the continuance of Special Responsibility Allowances in the case of sickness, maternity and paternity leave in the same terms that the council’s employees enjoy such benefits (that is to say, they follow the same policies).

Travel and Subsistence allowances

We continue to believe that the Basic Allowance should cover basic out-of-pocket expenses incurred by councillors, including intra-borough travel costs and expenses. The members’ allowances scheme should, however, provide for special circumstances, such as travel after late meetings or travel by councillors with disabilities. The scheme should enable councillors to claim travel expenses when their duties take them out of their home borough, including a bicycle allowance.

Allowances for Mayor or Civic Head

Many councils include the allowances for the mayor (or civic head) and deputy in their members’ allowance scheme. However these allowances do serve a rather different purpose from the ‘ordinary’ members’ allowances, since they are intended to enable the civic heads to perform a ceremonial role. There are separate statutory provisions (Sections 3 and 5 of the Local Government Act 1972) for such allowances and councils may find it convenient to use those provisions rather than to include the allowances in the members’ allowance scheme.

Update for inflation

We continue to recommend that for a period of four years the allowances we recommend should be updated annually in accordance with the headline figure in the annual local government pay settlement.

Page 49 Agenda Item 6.6

London Borough of Hammersmith & Fulham

Report to: Full Council

Date: 25 November 2020

Subject: Review of the Constitution

Report of: The Leader of the Council - Councillor Stephen Cowan

Responsible Director: Rhian Davies, Monitoring Officer

Summary

The Council’s Monitoring Officer is required to review the Council’s Constitution each year to ensure that its aims and principles are given full effect in accordance with Article 15 of the Constitution. A report on this subject is therefore included on the Annual Council Meeting agenda each year.

Recommendations

1. That the composition of the Cabinet set out below and the Cabinet Member and Lead Member Responsibilities and Portfolios outlined in Appendix 1, be noted.

2. That the creation of an additional Assistant to the Cabinet position assigned to support the Cabinet, be approved.

3. That subject to the approval of recommendations above, the Council’s Constitution be adopted for the 2020/21 Municipal Year.

Wards Affected: None

H&F Priorities Summary of how this report aligns to the H&F Priorities Taking pride in H&F Ensuring a high standard of governance across the Council.

Financial Impact

The recommendations in this report have no direct financial implications.

Page 50

The Special Responsibilities allowances can be met from existing budgets as set out in the separate report on Members Allowances.

Legal Implications

Contact Officers:

Name: Kayode Adewumi Position: Head of Democratic Services Telephone: 07899 661869 Email: [email protected]

Name: Andre Mark Position: Finance Business Partner Telephone: 020 8753 6729 Email: [email protected] Verified by Emily Hill, Director of Finance

Name: Adesuwa Omoregie Position: Head of Law Telephone: 07717 450746 Email: [email protected]

Background Papers Used in Preparing This Report The Council’s Constitution: www.lbhf.gov.uk/constitution

DETAILED ANALYSIS

Proposals and Analysis of Options

1. Each local authority is required to publish the arrangements it has made to discharge its functions in a ‘constitution’ prepared in accordance with Section 37 of the Local Government Act 2000. The Constitution sets out how the Council operates, how decisions are made and the procedures that are followed to ensure business is conducted in an efficient, transparent, and accountable manner. Some of the content of the Constitution is required by law, the remainder is for the Council itself to determine.

2. Annually the Constitution is reviewed to ensure it continues to promote timely, effective, transparent, and lawful decision making reflecting the arrangements Members have put in place for the running of the Council. The Constitution was last reviewed at the Full Council meeting on 21 October 2020.

Page 51

3. In-year amendments were approved by Council in relation to Council procedure rules and the Departmental Register of Authorities to reflect new legislative changes.

4. The Monitoring Officer has a duty to keep the Constitution under review and has delegated authority to amend the Constitution where there has been a change in law, job title, structure, rearrangement of job responsibilities or for general administrative convenience. All extensive changes to the Constitution, however, must be approved by Full Council.

Reasons for Decision

5. The Council’s Monitoring Officer is required to review the Council’s Constitution each year to ensure that its aims and principles are given full effect in accordance with Article 15 of the Constitution.

Proposals and Issues

Cabinet – Roles and Responsibilities

6. Council is requested to approve minor amendments to some of the Cabinet Portfolios to reflect new shared portfolio responsibilities. The Cabinet functions and responsibilities are attached as Appendix 1. The Cabinet (Executive) will consist of the following ten members:

LEADER DEPUTY LEADER CABINET MEMBER FOR CHILDREN AND EDUCATION CABINET MEMBER FOR THE ECONOMY CABINET MEMBER FOR THE ENVIRONMENT CABINET MEMBER FOR FINANCE AND COMMERCIAL SERVICES CABINET MEMBER FOR HEALTH AND ADULT SOCIAL CARE CABINET MEMBER FOR HOUSING CABINET MEMBER FOR STRATEGY CABINET MEMBER FOR PUBLIC SERVICES REFORM

Assistant to the Cabinet position

7. The Administration is proposing the creation of an additional Assistant to the Cabinet position to support the Cabinet. Some of the Assistant to Cabinet roles combine cross-cutting portfolios with shared responsibility across the Cabinet to develop, implement and monitor strategic policies and programmes.

Page 52

List of Appendices Appendix 1 – Cabinet functions and responsibilities

Page 53 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Executive Members Responsibilities and Portfolios

Leader of the Council

1. Introduction

1.1 The Leader of Hammersmith and Fulham Council is elected by the Full Council to provide clear and visible leadership and political accountability for the services and activities covered by their portfolio. The Leader is responsible for all executive functions of the Council and shall determine by means of schemes of delegation or otherwise how these functions are to be discharged.

1.2 The Leader has authority to discharge any executive function, or to decide to delegate any executive function to the Executive, or to any other Executive member in accordance with the Responsibilities and Portfolios of the Executive maintained in Part 3 of the Constitution, or to Officers, or to any other authority or any joint arrangements.

2. Scope of Portfolio

The portfolio covers the following areas:

2.1 Appointing to and removing from office up to nine Cabinet Members, one of whom shall be appointed Deputy Leader, Lead Members and Cabinet Assistants.

2.2 Ensuring collective deliberation with Cabinet Members.

2.3 Representing and acting as ambassador for the Authority and providing community leadership.

2.4 Fostering and supporting community resilience, including the networks of residents, organisations and businesses that support this.

2.5 Providing leadership and responsibility for ensuring the council’s vision and its six values are uppermost for the Council.

2.6 Overall responsibility for leading the Council’s response and recovery to Covid-19.

2.7 Strategic policy initiatives.

2.8 The provision of services in respect of electoral and other registration Services.

2.9 Reports from an independent person designated to investigate allegations of misconduct against the Council's Head of Paid Service.

Page 54 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

2.10 Appointing or nominating and where appropriate removing the Authority’s representatives on appropriate outside bodies, charitable organisations and Council-owned companies and subsidiaries.

2.11 The development, monitoring and implementation of the Authority's Communication Strategy and the provision of information regarding the Authority’s services.

2.12 Responsibility for ensuring that that the Council is responsive to the needs of local neighbourhoods and serves them well.

2.13 Subject to the Council’s Contract Standing Orders, the Leader may (under the “strong Leader model”) take any decision likely to incur savings or expenditure of more than £100,000 if they consider in all the circumstances that it is impracticable to defer the decision until the next scheduled meeting of the Executive (Cabinet). Any such decision shall be taken in compliance with the Access to Information Procedure Rules.

2.14 Ensuring the delivery of greater value services that seek to improve outcomes and customer services.

2.15 Promotion of democracy and public engagement.

3. Delegated Powers

Urgent Decisions

3.1 By virtue of section 15(9) of the Local Government Act 2000, the Leader may exercise any Executive Function which has been delegated to the Cabinet or to an individual Cabinet Member or to an Officer.

3.2 By convention, the Leader will only exercise such powers where: (a) Deferring the decision until the next meeting of Cabinet would carry such unreasonable risk of damage to the authority or its area that it would be unreasonable to defer the decision until the next meeting of Cabinet.

(b) An Officer possessing a delegated power has referred the matter to the Leader for determination.

Page 55 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Deputy Leader

1. Scope of Portfolio

1.1 In the absence of the Leader, those areas assigned to the Leader, except with regard to those areas/powers specifically reserved for decision to the Council itself.

1.2 Representing the Council's views on matters of corporate or strategic policy and any other matters which are within these terms of reference.

1.3 Ensuring the Council's compliance with all relevant UK and EU legislation.

1.4 Ensuring the effectiveness of the Authority’s procedures to secure public access to information and open government, including procedures relating to petitions, deputations and other representations.

1.5 Responsible for providing leadership on covid-19 response and recovery for all matters within this portfolio.

2. Community Safety

2.1 The development, monitoring and implementation of the Council’s policies and powers in relation to reducing crime and anti-social behaviour.

2.2 The development, monitoring and implementation of the Authority’s element of the borough Crime and Disorder Reduction Strategy in conjunction with Police and other Agencies.

2.3 Responsibility for ensuring the parks constabulary, Neighbourhood Wardens and other enforcement officers concerned with tackling anti-social behaviour perform well and work alongside the Metropolitan Police.

2.4 Responsibility for ensuring the effective running and establishment of Neighbourhood Watch Groups in the borough, working in partnership with the Metropolitan Police.

2.5 Policy and strategy for the Community Safety division.

2.6 Working with all agencies to ensure enforcement services are effective in reducing crime and anti-social behaviour including:  All forms of criminal behaviour;  Litter;  “Clean Sweep” - Tackling “Grot Spots”;  Dog fouling;  Graffiti;  Street drinking; and  Street scene enforcement.

Page 56 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

2.7 Taking action to reduce fear of crime.

3. Member Development

3.1 Advising on Councillors’ training and development needs in relation to their representative roles, and liaison with the Director of Finance in respect of appropriate provision.

3.2 Informing Councillors of appropriate conferences and seminars, and making arrangements for them to attend such events.

4 Social Inclusion

4.1 The development and implementation of the Authority's Third Sector strategy, including the promotion of social enterprises that promote community development.

4.2 Developing and leading approaches to ensure that all residents have increasing access to opportunity across the social, cultural, political and economic life of the borough.

4.3 Delivering community and cultural events that promote social inclusion and community cohesion.

4.4 Developing strategic approaches to reduce inequalities around health, education and employment outcomes, access to services, participation in civic life and ensuring compliance with all legal equalities duties.

4.5 Developing strategic policies and actions to reduce poverty and social injustice.

4.6 The development and implementation of strategies to address the threat of extremism, including the Prevent Strategy.

4.7 Act as the Lead Member for women and girls.

5 Improving Communications

5.1 Working across the council to develop effective strategies that improve all the council’s communications.

5.2 Ensuring customer satisfaction and clear communication is seen as central to everything everyone working at the council says and does, ensuring all staff and contractors are better equipped to listen to, understand and respond to the concerns of residents and that all written communication meets set standards.

Page 57 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

6. Functions shared with the Cabinet Member for Children and Education

6.1 The implementation and monitoring of projects and services in relation to the borough’s Youth Offending Team and youth justice matters.

6.2 Youth services and its encouragement of other services to young people.

6.3 Sports activities for children and young people.

6.4 Determining applications for financial assistance from the Voluntary Sector and Community Organisations within the Borough that fall within the portfolio.

7. Functions shared with the Cabinet Member for the Economy

7.1 The promotion of employment, economic development, training, work experience, and other forms of support which the Authority can target to meet the needs of unemployed people within the Borough.

7.2 The development, monitoring and implementation of the Authority's responses to Government initiatives and programmes in respect of unemployed people in the Borough.

7.3 Promotion of an entrepreneurial culture in schools, colleges and promoting tomorrow’s entrepreneur.

7.4 Determining applications and the approval of grants and loans to firms, community and voluntary organisations, charities and trusts for the purposes of economic development (excluding children and education) within the borough.

8. Function shared with the Cabinet Member for Housing

8.1 To develop policies and programme to tackle homelessness and support vulnerable people to secure and maintain living in safe and suitable accommodation.

8.2 Responsibility for anti-social behaviour on Housing land.

9. Function shared with the Cabinet Member for Strategy

9.1 Representing the Council's views on matters of corporate or strategic policy and any other matters which are within these terms of reference.

9.2 Developing approaches to ensure that all residents have increasing access to opportunity across the social, cultural, political, and economic life of the borough.

9.3 Ensuring the council’s discussions with residents lead to policy development which reflects and is informed by genuine local concerns in line with the council’s commitment to doing things with residents rather than to them.

Page 58 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

9.4 Ensuring that council staff and contractors consistently deliver any commitments they make to residents and local businesses in a timely manner.

9.5 In consultation with the relevant portfolio holder, the planning, implementation and review of public consultation and community engagement initiatives relating to strategic, borough-wide issues and the impact of the Council’s representation on external organisations.

9.6 To establish appropriate forums for liaising and co-operating with and supporting amenity groups operating within the borough.

9.7 Fostering and supporting community resilience, including the networks of residents, organisations and businesses that support this.

10. Function shared with the Cabinet Member for Health and Adult Social Care

10.1 The development, monitoring and implementation of drug and alcohol policies.

11. Functions shared with the Cabinet Member for Public Services Reform

11.1 Ensuring resident and business satisfaction is measured and improved, including encouraging and rewarding staff ideas for improving resident satisfaction.

11.2 The development, implementation and monitoring of the Authority's Annual Local Performance/ Corporate Plan including the setting of corporate targets for achievement, together with the setting of targets for individual services provided by the Authority, and the monitoring of risk management registers.

12 Function shared with the Cabinet Member for the Environment and the Cabinet Member for Housing

12.1 To ensure that neighbourhood wardens tackle anti-social behaviour.

Note: The Deputy Leader is responsible for:

In conjunction with the Leader, the Cabinet Member for the Environment and the Cabinet Member for the Economy: The Strategic Director of Environment

In conjunction with the Cabinet Member for Finance and Commercial Services: The Director of Finance The Director of Resources

Page 59 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Cabinet Member for Health and Adult Social Care

Scope of portfolio

1. Adult Social Care and Community Health:

1.1 The Authority's policies and strategic plans relating to Adult Social Services, and Supporting People Programme for specialist Housing Support.

1.2 Responsibility for providing leadership on covid-19 response and recovery for all matters within this portfolio.

1.3 Chairing the Health & Wellbeing Board.

1.4 Meeting the Authority's statutory functions under The Care Act, NHS and Community Care Act 1990, Immigration and Asylum Act 1999, Health Act 2006 and other appropriate legislation.

1.5 Ensuring that the needs of vulnerable adults are met.

1.6 Determining applications for financial assistance for community and voluntary organisations within the borough that fall within this portfolio.

1.7 Developing and monitoring service provision in respect of residential facilities, provided for older people, the chronically sick, disabled people, people with learning disabilities, people affected by HIV/Aids and people with mental health needs.

1.8 The administration of the AIDS Support Grant, Social Care Reform Grant and Strokes Grant.

1.9 The development of joint and partnership working, including joint commissioning of services with the CCGs and Trusts for the provision of social and health care.

1.10 Representing the Council's views on matters of corporate or strategic policy and special projects.

1.11 The development, monitoring and implementation of the Authority’s strategy in respect of better government for older people and people with disabilities.

1.12 The development of policies and strategies to retain and enhance high quality GP, other primary, community and acute health care services, including at Charing Cross Hospital and Milson Road Health Centre.

1.13 To act as Lead Member for physical, mental health and well-being.

1.14 Responsibility for commissioning and contracting effective and efficient services across social care which can achieve real outcomes for residents and service users.

Page 60 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

2. Public Health

2.1 The promotion of health education and public awareness of health issues within the borough, and implementation and monitoring of projects and services in relation to public health provision.

2.2 The commissioning and contracting of local authority public health services within the borough, joint commissioning with partner organisations, and monitoring that these contracts are managed effectively.

2.3 Consultation with the agencies and voluntary organisations concerned with public health matters in the borough and encouraging and supporting the development of such organisations.

2.4 The establishment of partnerships and other forms of collaborative working with the Health Authorities to develop and monitor joint programmes and other projects and services relating to public health provision and education within the borough.

3. Strategic Corporate Policies and Programmes

3.1 To develop, implement and monitor strategic corporate policies and programmes.

4. Function shared with the Deputy Leader

4.1 The development, monitoring and implementation of drug and alcohol policies.

5. Function shared with the Cabinet Member for Children and Education

5.1 Community transport services.

Note: The Cabinet Member for Health and Adult Social Care is responsible for:

In conjunction with the Leader and the Cabinet Member for Public Services Reform: The Strategic Director for Social Care The Director of Public Health

Page 61 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Cabinet Member for Public Services Reform

Scope of portfolio

1. Public Services Reform Services functions:

1.1 To drive innovation and change across the organisation in line with the Vision, Business Plan and strategies so that the outcomes our residents receive are better quality, better value and continuously improve so they are consistently high quality and fit for the modern age.

1.2 To drive an enabling corporate centre to support fundamental systems reform through research and innovation, assurance, business intelligence and the development and effective operation of the council’s major programmes and projects and efficiencies and service reform. To lead improvements in organisational culture and behaviours, to disrupt the status quo, and build new alliances with organisations across the public, private and third sector to achieve the objectives set out in 1.1.

1.3 To implement strategies that help our teams have better: capabilities, motivation levels, and strategies and work practices so that Hammersmith & Fulham stands out as the best, most effective council anywhere.

1.4 Strategic responsibility for Co-production

2. Improving the Council’s Ability to Deliver High Quality Services and Manage People

2.1 Responsibility for providing leadership on covid-19 response and recovery for all matters within this portfolio.

2.2 Responsibility for oversight of all the Council’s management structures, behaviours, and work practices with the aim of developing a culture of continuous improvement.

2.3 Developing, monitoring and implementing strategies to optimise the council’s management and work practices.

2.4 Identifying weak or failing services and working with officers to lead and support improvements.

2.5 Challenging and promoting the development of talent schemes; to grow our own talent, becoming more efficient as an organisation; and driving down the need for agency spend and recruitment overheads.

2.6 Implementing the use of incentives and other mechanisms for recording excellence.

2.7 Responsibility for oversight all human resources policies including:  Systemic change programmes

Page 62 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

 Reward and remuneration  Employee Relations  Resourcing and recruitment  Employee engagement and development  Organisation development  Organisation design and establishment  Wellbeing

2.8 The Council’s customer care and complaints policies. Ensuring that complaints are managed in an effective and timely fashion and that complaints are treated as an opportunity to learn and improve.

2.9 Working across the council to develop effective strategies that improve all the council’s internal communications.

3. Functions shared with the Deputy Leader

3.1 The development, implementation and monitoring of the Authority's Annual Local Performance/ Corporate Plan including the setting of corporate targets for achievement, together with the setting of targets for individual services provided by the Authority, and the monitoring of risk management registers.

3.2 Ensuring resident and business satisfaction is measured and improved, including encouraging and rewarding staff ideas for improving resident satisfaction.

4. Functions shared with the Cabinet Member for Strategy

4.1 Responsibility for connecting the Authority’s continuous improvement and cultural change agenda with residents and communities – so that the voice of residents helps to lead reform.

5 Functions shared with the Cabinet Member for Finance and Commercial Services

5.1 Consider all requests for management consultants.

5.2 Ensure effective information management systems, procedures and training are in place, and that the Council complies with all legal controls over access to and management of its information.

5.3 To continually improve residents’ access to and experience of Council services by developing strategy, infrastructure, processes and culture around resident contacts.

6. Functions shared with the Cabinet Member for the Environment

6.1 To continually improve residents’ access to and experience of Council services by developing strategy, infrastructure, processes and culture around resident contacts.

Page 63 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Note: The Cabinet Member for Public Services Reform is responsible for:

In conjunction with the Deputy Leader and the Cabinet Member for Finance: The Director for Resources The Director of Finance

Page 64 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Cabinet Member for the Economy

1. Scope of portfolio

1.1 Responsibility for ensuring that the Authority’s Value ‘Building Shared Prosperity” is uppermost in all Council regeneration and economic proposals.

1.2 Responsibility for the renewal and regeneration of the most deprived parts of Hammersmith & Fulham.

1.3 Responsibility for providing leadership on covid-19 response and recovery for all matters within this portfolio.

1.4 Developing policies and programmes to eradicate physical, economic and social deprivation.

1.5 To champion the development of local small businesses and to promote business start-ups.

1.6 To work with Local Enterprise Partnerships (LEPs) to support local businesses.

1.7 To remove barriers that small firms may face when attempting to secure Council contracts.

1.8 To oversee the allocation of Section 106 and Community Infrastructure Levy monies to projects, ensuring that this is consistent with their prescribed uses, the community’s interests and the Council’s priorities.

1.9 Monitoring the local employment situation and developing and implementing appropriate action in relation to the encouragement, promotion and development of employment training opportunities and services.

1.10 Establishing and maintaining effective working partnerships with small businesses in pursuance of the Council’s Industrial Strategy.

1.11 The development, monitoring and implementation of the Authority's regeneration strategy and associated bidding processes.

1.12 The development, monitoring and implementation of the Authority's strategic policy and operational matters relating to the European Union.

1.13 Determining the Authority’s response to matters affecting residents which are the responsibility of third parties.

1.14 Compulsory purchase of land for planning purposes.

1.15 Development of strategies in relation to the future of the West Kensington and Gibbs Green estates and the surrounding regeneration area.

Page 65 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

1.16 Development of housing policy to support the building of new homes which will act as a catalyst for regeneration.

1.17 To formulate and implement policies likely to promote the development, preservation and enhancement of culture, heritage and tourism within the borough for the benefit of residents and visitors alike.

1.18 The Authority’s arts strategy.

1.19 To promote and assist the provision of good quality theatre, museum and other cultural facilities within the borough.

2. Functions shared with the Deputy Leader

2.1 The promotion of employment, economic development, training, work experience, and other forms of support which the Authority can target to meet the needs of unemployed people within the Borough.

2.2 The development, monitoring and implementation of the Authority's responses to Government initiatives and programmes in respect of unemployed people in the Borough.

2.3 Promotion of an entrepreneurial culture in schools, colleges and promoting tomorrow’s entrepreneur.

2.4. Determining applications and the approval of grants and loans to firms, community and voluntary organisations, charities and trusts for the purposes of economic development (excluding children and education) within the borough.

3. Functions shared with the Cabinet Member for Housing

3.1 Compulsory purchase of land for housing purposes.

4. Functions shared with the Cabinet Member for the Environment

4.1 Compulsory purchase of land for planning purposes

5. Functions shared with the Cabinet Member for Finance and Commercial Services

5.1 Ensuring that the Council’s procurement of goods and services delivers added local value for residents, businesses and the third sector.

5.2 Developing strategies and practices that improve the Council’s ability to procure locally sourced, value for money goods and services.

Page 66 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

5.3 Ensuring the Council acts as a responsible corporate citizen towards small businesses.

6. Functions shared with the Cabinet Member for Children and Education

6.1 The Council's relationship with services for young people offering support and career guidance (or any successor service).

6.2 Ensuring opportunities for all by developing economic and social opportunities for disadvantaged young people, including excluded children and care leavers.

Note: The Cabinet Member for The Economy is responsible for:

In conjunction with the Leader and the Cabinet Member for Housing: The Strategic Director of the Economy

In conjunction with the Leader, Deputy Leader and the Cabinet Member for the Environment: The Strategic Director for the Environment

Page 67 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Cabinet Member for Strategy

Scope of portfolio

1. Strategy functions:

1.1 Responsibility for ensuring that the Authority’s Values ‘doing things with residents, not to them’ and ‘taking pride in Hammersmith and Fulham’ are uppermost in all Council strategy development, service delivery and service excellence – so that residents are at the heart of everything we do.

1.2 Responsibility for providing leadership on covid-19 response and recovery for all matters within this portfolio.

1.3 Responsibility for establishing ward chairs and supporting them to empower local communities. Working with ward chairs to reform the council from the grass-roots up and making best use of the direct and indirect powers that will be embodied within the ward chairs position.

1.4 Providing direction and agreeing budgets that reflect the levels of need in each ward.

1.5 Responsibility for creating a new dialogue between council officers and residents which better values resident voice, time, contribution, and resources.

1.6 Developing policy formation in public by leading working parties, establishing commissions, public policy hearings, co-production and other resident-led engagement.

1.7 Consideration of how learning from members’ casework can feed into more agile and responsive ways of working and policy formation and ultimately ensuring residents’ voices are heard and acted on.

1.8 Improving the interaction between the council and outside bodies to enhance engagement with residents.

1.9 Responsibility for resident and community consultation and engagement, ensuring consultation activities across the council (including meetings with residents’ groups) support the delivery of Administration priorities

1.10 Responsibility for introducing and expanding modes of engagement with residents whether social media, digital, virtual or face to face in order to keep abreast of innovative and popular communication channels, particularly those which are community-led.

1.11 Responsibility for resident and community engagement, particularly co- ordinating high-profile corporate campaigns on Council key issues.

Page 68 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

1.12 To develop strategies to better work with the public on policy development and address issues of public concern.

1.13 To work with policy and accountability committee (PAC) chairs to co-ordinate policy development and implementation.

1.14 To support and co-ordinate the establishment and successful running of ward panels with the relevant lead member.

1.15 The content and production of the Authority's Community Strategy.

2. Parks and heritage functions

2.1 Exercising the Council’s functions in relation to parks and open spaces, including the provision of entertainment, sports, leisure, grounds maintenance and the development of parks and open spaces generally.

2.2 Policy, planning and strategy for parks and open spaces.

2.3 To formulate and implement policies likely to promote the development, preservation and enhancement of parks within the borough for the benefit of residents and visitors alike.

2.4 Monitoring of the policy, management and development of Fulham Palace.

2.5 To establish and review appropriate mechanisms for the organisation and management of appropriate entertainments and events in parks and open spaces, including fireworks displays.

3. Functions shared with the Cabinet Member for Public Services Reform

3.1 Responsibility for connecting the Authority’s continuous improvement and cultural change agenda with residents and communities so that the voice of residents helps to lead reform.

4. Functions shared with the Deputy Leader

4.1 Representing the Council's views on matters of corporate or strategic policy and any other matters which are within these terms of reference.

4.2 Developing approaches to ensure that all residents have increasing access to opportunity across the social, cultural, political, and economic life of the borough.

4.3 Ensuring the council’s discussions with residents lead to policy development which reflects and is informed by genuine local concerns in line with the council’s commitment to doing things with residents rather than to them.

4.4 Ensuring that council staff and contractors consistently deliver any commitments they make to residents and local businesses in a timely manner.

Page 69 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

4.5 In consultation with the relevant portfolio holder, the planning, implementation and review of public consultation and community engagement initiatives relating to strategic, borough-wide issues and the impact of the Council’s representation on external organisations.

4.6 To establish appropriate forums for liaising and co-operating with and supporting amenity groups operating within the borough.

4.7 Fostering and supporting community resilience, including the networks of residents, organisations and businesses that support this.

Note: The Cabinet Member for Strategy is responsible for:

In conjunction with the Deputy Leader and the Cabinet Member for Finance: The Director for Resources

In conjunction with the Deputy Leader and the Cabinet Member for the Environment: The Strategic Director for the Environment

Page 70 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Cabinet Member for Finance and Commercial Services

1. Scope of portfolio

1.1 The Authority's capital and revenue budgets, including the medium-term financial strategy, annual proposals on the Council Tax base, Council Tax levels and budget allocations between departments.

1.2 Responsibility for the monitoring of revenue and capital budgets and ensuring there are robust financial management systems.

1.3 Responsibility for providing leadership on covid-19 response and recovery for all matters within this portfolio.

1.4 Responsibility for Pension Fund management.

1.5 Responsibility for Treasury Management.

1.6 Probity and financial monitoring.

1.7 Preparation of annual accounts.

1.8 Responsibility for managing the Council’s non-housing property, including acquisitions and disposals, and facilities management.

1.9 Responsibility for the Council's Corporate Procurement Strategy and the implementation of the National Procurement Strategy.

1.10 Responsibility for procurement in accordance with the Council’s social and economic value procurement policy.

1.11 Responsibility for the Strategic Partners for Information Technology.

1.12 The strategic implementation of the Authority's digital strategy and Information Technology Strategy and the achievement of the Government's targets for electronic service delivery.

1.13 Responsibility for the monitoring and effective delivery of Shared Service Programme and other joint working initiatives.

1.14 Representing the Council's views on strategic policies related to Shared Service Corporate Services and any other matters which fall within the Shared Services Corporate Services remit.

1.15 Responsibility for Council's contract processes, including approval of changes to the Council's Contracts Standing Orders and Approved List of Contractors, ensuring services are in compliance with EU Procurement Directives and Legislation in relation to service provision.

1.16 Responsibility for the financial arrangements for contract management.

Page 71 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

1.17 Working across the Council to consider innovative approaches to generating revenue from commercial ventures.

2. Commercial Revenue Generation

2.1 Responsibility for working across the Council to maximise new sources of income generation from the commercial sector.

2.2 Generating new revenue and practices that do not entail raising new charges and fines that target residents or local businesses.

2.3 Agreeing and monitoring annual revenue generation targets.

3. Function shared with the Cabinet Member for the Economy

Supporting Small Business Procurement 3.1 Ensuring that the Council’s procurement of goods and services delivers added local value for residents, businesses and the third sector.

3.2 Developing strategies and practices that improve the Council’s ability to procure locally sourced, value for money goods and services.

3.3 Ensuring the Council acts as a responsible corporate citizen towards small businesses.

4. Functions shared with the Cabinet Member for Housing

4.1 For the purposes of estimate preparation, monitoring and control and staffing/industrial relations issues, the Cabinet Member for Finance is responsible for all non-housing budgets and (in conjunction with the Cabinet Member for Housing) for all housing budgets.

5. Functions shared with the Cabinet Member for Public Services Reform

5.1 Consider all requests for management consultants.

5.2 Ensure effective information management systems, procedures and training are in place, and that the Council complies with all legal controls over access to and management of its information.

5.3 To continually improve residents’ access to and experience of Council services by developing strategy, infrastructure, processes and culture around resident contacts.

6. Functions shared with the Cabinet Member for the Environment

6.1 Ensuring, in consultation with the relevant Cabinet Member, that adequate performance and quality is obtained from all Council contracts let, and on

Page 72 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

those services provided by the Authority, that services are delivered to ensure client and resident satisfaction.

Note: The Cabinet Member for Finance and Commercial Services is responsible for:

In conjunction with the Leader and Cabinet Member for Public Services Reform: The Director of Finance The Director of Resources

Page 73 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Cabinet Member for Children and Education

Scope of portfolio

1. Children’s Services functions:

1.1 The role of Director of Children’s Services as designated under Section 19(1) of the Children Act 2004 and described as follows in statutory guidance: (a) education services - the authority's functions in its capacity as education authority, except those excluded under Section 18(3) of the Act (namely certain functions relating to education, higher education and adult education); (b) social services - the authority's social services functions within the meaning of the Local Authorities Social Services Act 1970 insofar as they relate to children, and the authority's functions in relation to children and young people leaving care; (c) health services - any health-related functions exercised on behalf of a National Health Service body under Section 75 of the Health Act 2006 insofar as they relate to children; and (d) inter-agency co-operation - the arrangements for the Children's Trust and safeguarding duties set out in the Children Act 2004, in particular leading and building arrangements for inter-agency co-operation."

1.2 The above functions incorporate: (a) The Council's role as 'corporate parent', including assistance to young people up to 24 years who have been looked after 13 weeks beyond their 16th birthday, where circumstances justify.

(b) Fostering and adoption services.

(d) Locality Family Support Services.

(e) Children's Centres.

(f) Setting the overall direction in relation to the Council's funding of, and support to, schools.

(g) Children’s Services asset management.

(h) The Council's interest in nursery and 'early years' education, learning out of school hours and subsidised and unsubsidised childcare.

(i) Commissioning and providing services to young people with disabilities in transition to adulthood.

(j) Community Budgeting including the Troubled Families Programme (the

Page 74 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Shared Services Family Recovery Programme).

(k) Care Proceeding review.

(l) The development, implementation and monitoring of the Authority’s early years’ strategy.

(m) Ensuring that the needs of vulnerable children (including young carers) are met.

(n) Partnership working with the National Health Service to promote the interests of children and their families, including decision-making on such matters at the Health and Wellbeing Board.

(o) As 'Young People's Champion' furthering the Council’s commitment to the involvement of young people in decision-making processes where appropriate.

1.3 Responsibility for providing leadership on covid-19 response and recovery for all matters within this portfolio.

2. Social Services functions:

2.1 Meeting the Authority's statutory functions in relation to children under the Children Act 1989, NHS and Community Care Act 1990, Immigration and Asylum Act 1999 and other appropriate legislation.

2.2 The Council's responsibilities towards unaccompanied asylum-seeking children;

2.3 The Council's regulatory duties in relation to children's social services;

2.4 Ensuring that families with social care needs experience a 'joined-up' service;

2.5 Developing and monitoring service provision in respect of residential facilities, provided for the care of children.

2.6 Responsibility for commissioning and contracting effective and efficient services across children’s services which can achieve real outcomes for residents and service users.

3. Education functions:

3.1 Local schools, including improving education attainment across all state funded schools and the provision of schools of choice;

3.2 Plans for new educational provision in the Borough (including academies and free schools);

Page 75 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

3.3 Schools asset management;

3.4 The Council's consultation arrangements with schools, governors, parents and others;

3.5 Special education needs (SEN) and education for the talented and gifted;

3.6 The Council's interest in school admission and exclusion appeals, including the making of arrangements to determine appeals;

3.7 Adult and community education;

3.8 Links to industry and business, through education business partnerships and the Young People's Learning Agency;

3.9 Appointments to school governing bodies;

3.10 The Council's interests in wider educational provision, including provision by the independent sector;

3.11 The implementation of the Schools Capital investment programme;

3.12 The Council’s responsibility for policy and operation of the Council’s Education transport operation.

3.13 The Council's relationship with services for young people offering support and career guidance (or any successor service).

4. Functions shared with Deputy Leader

4.1 The implementation and monitoring of projects and services in relation to the borough’s Youth Offending Team and youth justice matters.

4.2 Youth services and its encouragement of other services to young people.

4.3 Fostering and supporting community resilience where it relates to young people, and the networks of residents, organisations and businesses that support this.

4.4 Sports activities for children and young people in schools.

4.5 Determining applications for financial assistance from the Voluntary Sector and Community Organisations within the Borough that fall within this portfolio.

5. Function shared with the Cabinet Member for Health and Adult Social Care

5.1 Community transport services.

6. Function shared with the Cabinet Member for the Environment

Page 76 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

6.1 The Authority’s sports strategy.

7. Functions shared with the Cabinet Member for Economy

7.1 The Council's relationship with services for young people offering support with entrepreneurial activity and career guidance (or any successor service).

7.2 Ensuring opportunities for all by developing economic and social opportunities for disadvantaged young people, including excluded children and care leavers.

Note: The Cabinet Member for Children and Education is responsible for:

In conjunction with the Leader and the Deputy Leader: The Director for Children’s Services

Page 77 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Cabinet Member for the Environment

Scope of portfolio

1. Environment functions:

1.1 The implementation of the authority's planning policies.

1.2 Policy and service implementation in respect of building control, street lighting, waste disposal and recycling, sewerage, buildings maintenance, controlled parking (except administration of permits) and parking enforcement.

1.3 The preparation and consideration of environmental improvement schemes including responsibility for policies relating to the Council’s value ‘rising to the challenge of climate and ecological emergency’.

1.4 Responsibility for providing leadership on covid-19 response and recovery for all matters within this portfolio.

1.5 The authority’s local Transport Plan and Borough Spending Plan.

1.6 Ensuring, in consultation with the relevant Cabinet Member, that adequate performance and quality is obtained from all Council contracts let, and on those services provided by the Authority, that services are delivered to ensure client and resident satisfaction.

1.7 The Authority's powers and duties under all relevant legislation pertaining to building control.

1.8 The inclusion of buildings in the List of Buildings of Special Architectural or Historic Interest.

1.9 The exercise of the Authority's functions under Part II of the London Buildings Act (Amendment) Act 1939 in relation to the naming and numbering of streets and buildings.

1.10 The maintenance and management of the Borough's roads, river walls, draw docks, all subways, bridges including Hammersmith Bridge, and other civil engineering structures.

1.11 Policy and service implementation in relation to parking control.

1.12 Strategic land use, economic and transport planning, including oversight of Local Plan and related documents and processes.

1.13 The consideration of briefs for development proposals, including proposals by Cabinet Members for land subject to disposal for private development.

Page 78 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

2. Resident Services functions:

2.1 Policy and operational matters in relation to the Council’s Residents Services programme to provide high quality telephone, internet and face to face access to a range of services from time to time assigned to the Residents Services Department.

2.2 Policy and service implementation in respect of public conveniences.

2.3 Policy and operational matters in relation to libraries, hiring of civic halls and facilities.

3. Street Scene functions

3.1 Policy, service implementation and enforcement in respect of street cleansing, refuse collection, recycling, consumer protection, trading standards, street trading, environmental health and public safety, corporate health and safety, pest control, food safety and contaminated land.

3.2 The issuing of notices and enforcement requirements as set out in the Environmental Protection Act.

3.3 Implementation of the Council’s Licensing and Gambling Policies.

3.4 Policy and service implementation in respect of mortuary, burial, cremation and Coroner services.

3.5 The exercise of duties of the Council with respect to Emergency Planning and business continuity services.

4. Functions shared with the Cabinet Member for Housing

4.1 Responsibility to ensure that the neighbourhood wardens tackle anti-social behaviour.

5. Functions shared with the Cabinet Member for the Economy

5.1 Compulsory purchase of land for planning purposes.

6. Functions shared with the Cabinet Member for Children and Education

6.1 The Authority’s sports strategy.

7. Functions shared with the Cabinet Member for the Finance and Commercial Services

7.1 Ensuring, in consultation with the relevant Cabinet Member, that adequate performance and quality is obtained from all Council contracts let, and on those services provided by the Authority, that services are delivered to ensure client and resident satisfaction.

Page 79 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

8 Function shared with the Cabinet Member for Housing and the Deputy Leader

8.1 To ensure that neighbourhood wardens tackle anti-social behaviour.

9 Functions shared with the Cabinet Member for Public Services Reform

9.1 To continually improve residents’ access to and experience of Council services by developing strategy, infrastructure, processes and culture around resident contacts.

Note: The Cabinet Member for the Environment is responsible for:

In conjunction with the Leader, the Deputy Leader and the Cabinet Member for the Economy: The Strategic Director for the Environment

Page 80 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Cabinet Member for Housing

1. Scope of portfolio

1.1 Exercising the Authority's powers and duties as a local housing authority, including new or unallocated housing and associated functions.

1.2 The Authority's powers and duties in relation to declaring renewal areas and clearance areas.

1.3 Responsibility for providing leadership on covid-19 response and recovery for all matters within this portfolio.

1.4 Housing land and property assets and, where appropriate, declaration of them as surplus to requirements.

1.5 The Authority's powers and duties in relation to private sector housing (including energy conservation).

1.6 All aspects of housing services, housing policy and the housing programme and any other new or unallocated housing and associated functions.

1.7 The Housing Revenue Account (HRA) housing strategy, policy and forward programme through its business plan, Housing Investment Programme Strategy and other policy documents.

1.8 The level of rents and charges for property and services within the Housing Revenue Account and for any other property and services within the General Fund.

1.9 The disposal of individual void properties within the agreed criteria.

1.10 Determining annual allocations in respect of the Housing Investment Programme including:  Conversion and modernisation of Council housing;  Registered Social Landlords  Assistance for new build and rehabilitation schemes;  Home loans and improvement grants;  Housing stock, including acquisition and improvement;  Clearance areas and compulsory purchase of property;  Housing development programme; and  Renewal areas and area improvement.

1.11 The Council's powers and duties in relation to energy conservation, in public sector housing.

1.12 The development, monitoring and implementation of the Authority's responses to Government initiatives and programmes in respect of housing.

Page 81 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

1.13 Strategic overview and development of policies to improve the private rented housing sector.

2. Functions shared with the Cabinet Member for the Economy

2.1 Compulsory purchase of land for housing purposes.

3. Functions shared with the Deputy Leader

3.1 To develop policies and programme to tackle homelessness and support people to secure and maintain living in safe and suitable accommodation.

3.2 Responsibility for anti-social behaviour on Housing land.

4. Functions shared with the Cabinet Member for the Environment and the Deputy Leader

4.1 To ensure that neighbourhood wardens tackle anti-social behaviour.

5. Functions shared with the Cabinet Member for Finance and Commercial Services

5.1 For the purposes of estimate preparation, monitoring and control and staffing/industrial relations issues, the Cabinet Member for Finance is responsible for all non-housing budgets and (in conjunction with the Cabinet Member for Housing) for all housing budgets.

Note: The Cabinet Member for Housing is responsible for:

In conjunction with the Leader and the Cabinet Member for the Economy: The Strategic Director of the Economy

Page 82 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

Representative for the Armed Forces

This post-holder will work directly with the Deputy Leader to: 1.1 Seek to achieve the Gold Award in the Defence Employer Recognition Scheme by continuing to support, enhance and develop the offer under the Armed Forces Covenant. 1.2 Support and assist the Royal British Legion and other voluntary organisations in recognising the work and sacrifice of armed forces personnel defending the UK, its interest and way of life. 1.3 Promote remembrance and commemorative events.

Local Businesses Champion

The post-holder will work with the Cabinet Member for the Economy to champion the business sector and ensure small businesses have a strong voice within LBHF to: 1.1 Develop and pilot policy initiatives that benefit local businesses and the borough’s economy. 1.2 Help build a consensus between business people and the council on the council’s support (policies and approach) needed for enterprise and businesses to start up, thrive and grow in the borough, and to champion support for businesses within the council. 1.3 Work to ensure the borough’s commercial centres and high streets are competitive and commercially beneficial places to locate to. 1.4 To be a further identifiable point of contact for borough businesses on council matters. 1.5 Monitor the performance of the Economic Development and Procurement teams in supporting these objectives.

Cycling Champion

This post-holder will be working directly with the Cabinet Member for the Environment to: 1.1 Act as the ‘public face’ of cycling and pedestrian interests in the borough, representing the Council at community events, such as the opening of cycle routes and facilities, opening of play streets, 20mph consultation within the borough and at London-wide and national events. 1.2 Work with Cabinet Members, the Chief Executive and Directors (particularly in services leading on environment and transport) to ensure cyclists’ and pedestrians’ needs are taken into account in their activities. 1.3 Ensure that the Council works in a joined-up way, making the connections between cycling, pedestrians and health, well-being, tackling obesity, social inclusion, air quality and education.

Page 83 Appendix 1 – Cabinet and Lead Member Responsibilities and Portfolios

1.4 Liaise with the borough’s cycling, pedestrian and motorist interest groups and other community groups on relevant issues. 1.5 Work with Transport for London, the police, residents’ associations, and community groups such as Action on Disability, and H&F Cyclists to reduce and, as far as possible, eliminate conflicts between cyclists and pedestrians.

Lead Member for Refugees

The post holder will work with the Leader, Deputy Leader, relevant Cabinet Members, Chief Executive, Directors, and other officers to:

1.1 Ensure unaccompanied child refugees, refugees and asylum seekers have access to services and their needs are taken into account when developing council policies as a compassionate council.

1.2 Take pride in Hammersmith & Fulham, and work in a joined-up way – making connections between unaccompanied child refugees, refugees and asylum seekers, charities, local community groups and residents; and work towards becoming a borough of sanctuary.

1.3 Liaise with the borough’s unaccompanied child refugees, refugees and asylum seekers, interest groups such as charities, educational establishments, and other community groups on relevant issues, doing things with residents and not to them.

1.4 Act as a public face for unaccompanied child refugees, refugees and asylum seekers interests in the borough; and represent the council at community events, within the borough and at London-wide and national events.

1.5 Seek to improve the lives of unaccompanied child refugees, refugees and asylum seekers in areas including: social inclusion, housing, well-being, education and career development, and reduce poverty and social injustice.

1.6 Review and monitor the Council’s achievements in resettling vulnerable refugee families through the Syria Resettlement Program; and the care provided by Children’s Services to unaccompanied child asylum seekers and child refugees, and other programs of support.

1.7 Ensure advice and support is available for people who come from abroad to live in the borough.

Page 84 Agenda Item 7.1

London Borough of Hammersmith & Fulham

Report to: Full Council

Date: 25 November 2020

Subject: Council Calendar 2020/21 (Revisions)

Report of: Councillor Stephen Cowan, The Leader of the Council

Responsible Director: Rhian Davies, Director of Resources

Summary

The Council is asked to note the revisions to the Council Calendar that have been made for the 2020/21 Municipal Year.

Recommendation

That Council note the revisions to the Council Calendar for the 2020/21 Municipal Year.

List of Appendices

Appendix 1 – Council Calendar 2020/21

Page 85

Page 86 Council Calendar of meetings 2020/21

NOVEMBER DECEMBER JANUARY FEBRUARY MARCH APRIL MAY

2020 2021 Political Political Monday 1 Cabinet 1 Cabinet 3 BANK HOLDAY Cabinet Cabinet

Tuesday 1 APSC PFSC 2 PADC 2 PADC 4

Wednesday 2 H&WB 3 3 Pensions Sub 5

Thursday 3 4 4 1 6

BANK HOLDAY Friday 4 1 BANK HOLIDAY 5 5 2 7 New Year's day Good Friday Political Political BANK HOLDAY Political Monday 7 Cabinet 4 Cabinet 8 H&WB 8 5 10 Cabinet Cabinet Cabinet Easter Monday Cabinet Tuesday 8 PADC 5 9 9 6 11

Wednesday 9 WSCT 6 10 Pensions Board 10 7 12 CG

Thursday 10 7 11 11 8 13 Eid al-fitr

Friday 11 8 12 12 9 14 LG Monday 14 11 15 15 APSC 12 17 Shavuot

Tuesday 15 12 PADC 16 16 CEPAC 13 Ramadan 18

Wednesday 16 13 CG 17 CG 17 WSCT 14 Baisaikhi 19 Annual Council

Thursday 17 14 18 18 15 20

Friday 18 15 19 19 16 21

Political Monday 21 18 LG 22 LG 22 PSRPAC 19 Cabinet 24 Cabinet Tuesday 22 19 PSRPAC 23 23 EHAPAC 20 PADC 25

Wednesday 25 Full Council 23 20 Full Council 24 Budget Council 24 21 H&WB 26

Thursday 26 24 21 CSEPAC 25 25 22 27

Friday 27 25 BANK HOLIDAY 26 Purim 26 23 28 Christmas Day 22

Monday 30 28 BANK HOLIDAY 25 EHAPAC 29 CSEPAC 26 31 BANK HOLIDAY

Tuesday 29 26 HISCPAC 30 HISCPAC 27 LG AGM

Wednesday 30 27 CEPAC 31 FCRCPAC 28

Thursday 31 28 FCRCPAC 29

Friday 29 30

Key APSC Audit and Pensions Committee

CEPAC Children and Education PAC

CSEPAC Community Safety and the Environment PAC EHAPAC The Economy, Housing and the Arts PAC FCRCPAC Finance, Commercial Revenue and Contracts PAC HISCPAC Health, Inclusion and Social Care PAC HWBB Health and Well Being Board PADC Planning and Development Control Committee PSRPAC Public Services Reform PAC WSCT Wormwood Scrubs Charitable Trust

LG Labour Group meeting CG Conservative Group meeting

Page 87 Agenda Item 7.2

London Borough of Hammersmith & Fulham

Report to: Full Council

Date: 25 November 2020

Subject: Annual Report of the Policy and Accountability Committees 2019/20

Report of: The Policy and Accountability Committee Chairs

Responsible Director: Kim Smith, Chief Executive

Summary

The Chairs of the Policy and Accountability Committees present the annual report of the activities of the scrutiny function in Hammersmith & Fulham.

The report attached at Appendix 1 outlines the activities of the Policy and Accountability Committees during the 2019/20 municipal year.

Recommendation

1. That the Annual Report of the Policy and Accountability Committees 2019/20, be received and noted.

Wards Affected: None

H&F Priorities Summary of how this report aligns to the H&F Priorities Taking pride in H&F Ensuring a high standard of governance across the Council.

Contact Officers:

Name: David Abbott Position: Head of Governance Telephone: 07776 672877 Email: [email protected]

Page 88 Background Papers Used in Preparing This Report None.

List of Appendices Appendix 1 – Annual Report of the Policy and Accountability Committees 2019/20

Page 89 Appendix 1 – Annual Report of the PAC Chairs 2019/20

Annual Report of the Policy and Accountability Committees 2019/20

Policy and Accountability Committees (PACs) were an innovation introduced by the Council’s new administration following the election in May 2014. They implemented the following commitment made by the administration in its manifesto:

“We will open up council decision-making and policy-making by setting up new Policy and Accountability Committees, cutting all but the statutory scrutiny committees. Each new Policy and Accountability Committee will have sufficient support to hold the administration to account and take a full part in developing policy. We will give residents and users’ groups co-opted roles on the relevant Policy and Accountability Committees”.

As agreed by Full Council in July 2014, PACs have the following key responsibilities:  To hold the Cabinet to account  To be a critical friend to the Executive and to challenge the assumptions behind the policies and actions of the Council and other local service providers  To amplify the voice and concerns of residents and to give them a mechanism to comment on, participate in, and determine Council policy  To improve the Council’s services by listening to residents and user groups  To scrutinise decisions made by partner organisations in the interest of the residents of the Borough  To be independent of party politics and ensure an informed evidence-based approach to policy development

There are six Policy and Accountability Committees:  Children and Education  Community Safety and Environment  The Economy, Housing and the Arts  Finance, Commercial Revenue and Contracts  Health, Inclusion and Social Care  Public Services Reform

Now in their sixth year, the PACs have continued to deliver engaging work programmes and have given residents the opportunity to be heard on the issues that matter to them. The following pages give an overview of the work of the PACs in 2019-20.

Page 90 Appendix 1 – Annual Report of the PAC Chairs 2019/20

Children and Education Policy and Accountability Committee

Membership

Councillors Sharon Holder (Chair) Lucy Richardson Alexandra Sanderson Asif Siddique Mark Loveday

Co-optees Eleanor Allen, London Diocesan Board for Schools Nandini Ganesh, Parentsactive Representative Nadia Taylor, Parent Governor Representative Matt Jenkins, Teacher Representative

The Committee was supported throughout the year by Councillor Larry Culhane (Cabinet Member for Children and Education), Jacqui McShannon (Director for Children’s Services), and officers across Children’s Services.

Chair’s introduction

The challenges for schools, their staff and pupils in the 2019/20 academic year has been unprecedented. Dominated by COVID-19 along with schools adapting to new ways of working and financial management. Supported behind the scenes by the dedication and outstanding performance of children and education officers and staff.

I would like to give a particular thank you to Jacqui McShannon, Jan Parnell, Bev Sharpe, Mandy Lawson, Sarah Bright, Jo Pymont and Tony Burton who have worked collaboratively with Headteachers to keep schools open. Furthermore, thank you to committee members who have taken their responsibility for scrutiny so seriously.

— Councillor Sharon Holder, Chair of the Children and Education Policy and Accountability Committee

The committee covers a vast range of services aimed at children and families in the borough including education, children’s social services, safeguarding, child protection, children in care, and services for children and young people with special educational needs. Below are some of the key issues that the committee looked at in the 2019-20 municipal year.

Page 91 Appendix 1 – Annual Report of the PAC Chairs 2019/20

Children’s Services Response to the Covid-19 Pandemic

This year has been dominated by the Covid-19 pandemic. At the July meeting the Committee invited the Children’s Social Care, Education, Special Educational Needs or Disabilities (SEND), Commissioning, and Family Support teams to talk about how they responded to the pandemic and its impacts, what they learned in the first few months, and the challenges for them going forward.

At the meeting, the Director of Children’s Services, Jacqui McShannon, said how proud she was of Children’s Services officers who showed initiative, courage and determination – and a real child centred approach – when responding to the pandemic and its impacts on children and families in the borough. Members also learned that the Council had been committed to co-production during the pandemic and had worked closely with the Youth Council, care leavers, parents and carers. She highlighted the collaboration that had taken place across the whole Children’s economy, noting that H&F’s partnerships (including schools, safeguarding, the police, and commissioned services) had not just stood up but had come together in dynamic and committed ways.

At the following meeting in September the Committee heard from Dr Nicola Lang, H&F’s Director of Public Health, on the national Covid-19 study from Public Health England that five of H&F’s primary schools were taking part in. The schools were selected because over three quarters of the pupils were of black and minority ethnic origin. Members heard how Public Health England commended the borough on the speed that it signed up schools to the study and that the study contributed to the national evidence which informed the thinking of the National Medical Officer and national policy going forward.

The Formation of the Gangs, Violence & Exploitation Unit

In September the Committee was given a briefing on the formation of the newly established Gangs, Violence & Exploitation Unit. The Unit had been set up in response to an increase in serious youth violence, largely attributed to organised gang activity, in the past 18 months. The unit consisted of gangs workers, anti-social behaviour coordinators, police officers, and analytical and research capacity. It’s goals were to keep people safe, prevent young people from being victimised and exploited by organised criminals, and tackle the fear of crime in the wider community.

Outcome of the Joint Local Area Special Educational Needs or Disabilities (SEND) Inspection

At its meeting in June the Committee received the outcome of the Joint Local Area Inspection for children with special educational needs or disabilities conducted by Ofsted and the Care Quality Commission. The inspection was focussed on three key areas - effective identification, assessing and meeting needs, and improving outcomes. The report was clear that 'outcomes had improved' and there had been a 'sea change' since the implementation of sovereign arrangements.

Page 92 Appendix 1 – Annual Report of the PAC Chairs 2019/20

The inspection highlighted the fact that moving away from the shared services arrangements enabled the service to be redesigned based on feedback from parents. And educational outcomes for children with special educational needs or disabilities were very strong – the borough had good special schools and pupils were well supported in mainstream schools.

The inspection also highlighted the strong partnership with Parentsactive, who are also represented on the Committee. They had been very effective in holding the Council and the CCG to account and co-producing services.

An action plan had been put in place to address the areas for development and the Committee will continue to monitor progress.

H&F’s Youth Council and Youth Take Over Challenge Day

The Committee continued to work closely with the Youth Mayor and Youth Council. The Chair of the Committee regularly attended Youth Council meetings and the Committee received updates on their work – both on engagement with young people during the Covid-19 pandemic and on their Youth Take Over Challenge Day held in 2019.

In January 2020 Scarlett Knowles (the Youth Mayor), Ozan Erder, and Mariam Ali (members of the Youth Council) gave a presentation on Youth Take Over Challenge Day. The Youth Council wanted to use the opportunity to educate young people on the issues that they felt were important (including protecting the environment and knife crime) - and give some advice on what they could do to help. They also gathered feedback on the work they were doing, and what other agencies like the Police, Health Services, and the Council were doing for young people.

In total 130 young people at the event and the Youth Council got a lot of valuable feedback from them. Members got a real insight into the concerns and priorities of young people in the borough including:  That young people felt there wasn’t enough accessible information for them.  Schools weren’t putting enough focus on Personal, Social and Health Education (PSHE) sessions. PHSE didn't have a broad enough curriculum that was relevant to a diverse group of young people.  Mental health needed to be talked about more. Many young people weren’t confident enough to tell anyone about the problems they faced.  A more diverse group of young people needed to tell their stories – including LGBTQ+ young people, young people with disabilities etc.

The Children’s Services Medium Term Financial Strategy

In January the Committee scrutinised the Children’s Services budget for the coming year. The budget reflected the department’s vision:  To improve the lives and life chances of our children and young people.

Page 93 Appendix 1 – Annual Report of the PAC Chairs 2019/20

 Early intervention in order to give the best start in life and to promote wellbeing.  To ensure children and young people are protected from harm and that all children have access to an excellent education and achieve their potential.

Jacqui McShannon, the Director of Children’s Services highlighted a number of key achievements for the department in 2019/20, despite the challenging financial environment including:  Consolidating the new sovereign service.  Getting a ‘good’ rating from Ofsted for services to children in need of help, protection, care, leaving care, and fostering and adoption.  Excellent performance in all education phases and a strong collegiate approach.

Members learned that the Council was investing an additional £5.5m in Family Services to meet the demand from increases in the looked after children population and the increasing complexity of needs.

The Committee discussed the challenges for 2020/21, including:  Increasing numbers of looked after children (264 at present). Officers were carrying out a peer review to understand if that was down to differences in practice or if it was due to the demographics of the borough.  Further demand growth for travel care and support – due to increasing numbers of children with Education, Health and Care Plans (EHCPs).  An increasingly complex and challenging commissioning landscape.

Launch of the H&F Teaching Commission

In November the Committee hosted the launch of the H&F Teaching Commission – a working group led by local residents and education professionals who were focussed on developing policy recommendations to the Council and stakeholders in the education sector on how to recruit and retain the best teachers and school staff in the borough.

The Commission was being led by Denise Fox, Headteacher of Fulham Cross Girls’ Girls School

The Committee also considered:  Children’s Services priorities for 2019/20  Ofsted’s Inspection of Children’s Services  Supporting young people’s emotional wellbeing in H&F during lockdown and beyond  The return to school efforts following the initial pandemic lockdown in March  Integrated 2.5-Year-Old Health and Development Checks

Page 94 Appendix 1 – Annual Report of the PAC Chairs 2019/20

Community Safety and Environment Policy and Accountability Committee

Membership

Councillor Bora Kwon (Chair) Councillor Iain Cassidy Councillor David Morton Councillor Ann Rosenberg Councillor Victoria Brocklebank-Fowler

The Committee was supported throughout the year by Councillors Wesley Harcourt (Cabinet Member for the Environment), Sue Fennimore (Deputy Leader) and Councillor Ben Coleman (Cabinet Member for Health and Adult Social Care)

Introduction from the Chair

It has been a difficult year for all with the coronavirus pandemic throwing unexpected and unprecedented challenges to the residents of the borough. The way we work, get around and the importance of our public spaces has all changed throughout the year and the committee has played an important role in scrutinising and reviewing the decisions and actions taken by the Council during the pandemic.

The committee has also been looking at the measures the Council is taking to implement the Healthier Streets principles and address the climate emergency to improve air quality and safer walking and transport in the borough. The committee has kept a close eye on Hammersmith Bridge and will continue to monitor the progress of its funding and essential repairs, recognising the huge impact the closure has had on our residents and community.

- Councillor Bora Kwon, Chair of the Community Safety Environment Policy and Accountability Committee

This Committee covers a portfolio of wide and varied areas within the Council, listed below is a section of the important topics that the Committee had considered during the last municipal year.

Hammersmith Bridge

Hammersmith Bridge received a lot of public interest and was brought to the Committee twice. Members considered the Council’s plan to fully restore Hammersmith Bridge – noting a brief history of the bridge, including a sketch of the original drawings. It was noted that between 2015 to the current date the Council and Transport for London (TfL) had undertaken £5.35 million of works so far, including weekly safety checks.

Page 95 Appendix 1 – Annual Report of the PAC Chairs 2019/20

At the September Committee, members considered the reasons why the Bridge was closed to pedestrians, cyclists and river traffic on 13th August 2020. The Leader sent two letters to the Prime Minister, seeking the government’s engagement and financial support. The secretary of state announced a taskforce to review the engineers plans on 9th September 2020 and the first meeting was held on 16th September 2020. The Council was working in collaboration with the government and TfL to re-open the bridge and restoring it to its former Victorian splendour as soon as possible.

Members discussed the current condition of the bridge and what measures had been put into place to establish the extent of the damage. Funding plans, timescales for the refurbishment of the bridge, proposals for temporary bridge and options for ferry service were also discussed.

Many residents raised concerns around the accessibility, safety of alternate walking and cycling routes and longer journey times to school and work due to the full closure of the bridge and made further suggestions to be factored in as part of the review for this item.

Safer Cycle Pathway and A4 Cycle Highway

A detailed report and presentation was brought to the Committee for consideration. Members were briefed on the Council’s proposals on safer cycle pathway, including a cycle highway alongside the A4. It was noted that the Council welcomed the opportunity to engage with residents, businesses and disabled groups to feed into the design process before it was finalised. To achieve this resident, working groups and drop-in sessions for all stakeholders would be arranged.

The Committee discussed the proposals of the new design which aimed to meet the needs of disabled and less mobile residents as well as businesses in the borough. The Safer Cycle Pathway would also be designed to improve the environment and protect the high numbers of pedestrians in the borough. Whilst members agreed with the worthy objectives of the proposals – feedback was provided on the concerns relating to the potential traffic implications along Hammersmith Road, as a result of safer cycle pathway and developments in the Olympia area. The Committee asked that this be considered as part of the review.

Many residents were broadly in favour of the scheme and provided feedback on why they supported the implementation of segregated cycle routes across London. Additionally, it was considered that motorised traffic needed to be discouraged to reduce air pollution and if safer cycle lanes were introduced, some of the pollution would evaporate as more people would use cycling as an option for transport. However, some residents were not in favour of the TfL segregated cycle routes and felt that the scheme was flawed. Issues relating to the speed of cyclists, the location of bus stops and how these would impact pedestrians were all raised as key areas of concern.

Page 96 Appendix 1 – Annual Report of the PAC Chairs 2019/20

Further comments and areas for improvements were provided to officers for consideration to find a solution to the concerns raised at the meeting and to meet the needs of residents.

The Council’s Budget

The Committee discussed the Medium-Term Financial Strategy at the turn of the calendar year, looking at budget pressures council departments were under due to a reduction in central government funding. Despite this however the Committee were pleased to hear that plans were in place to combat these pressures.

Parking Enforcement in the Borough

The Committee considered a presentation which provided an overview of parking within the borough. It was noted that the Parking & Transport Policy team monitored and reviewed parking policies to ensure that they met the needs of the local community. Officers noted the different parking zone reviews, highlighting that the Council was considering the concerns raised by local residents.

The Committee heard resident concerns around match day parking, particularly in Zone T. Residents felt that as a solution restricting parking for non-residents up to 2 hours before a match would be fitting for residents, businesses and schools.

The Chair was pleased to hear about the work carried out by the Council Officers in relation to parking in the borough and fully supported the idea of co-production with residents. Members were keen to work with residents on future proposals and felt that it was important that all residents’ views were heard to find a suitable outcome going forward.

The Committee also heard two deputations from the same group of residents, relating to the PCN moving traffic yellow box junction at Bagley’s Lane and resident concerns relating to the closure of Harwood Terrace. As a result, the Chair noted that an Extraordinary meeting would be held on 10th February at 7pm to provide residents an opportunity to raise their concerns in further detail. This also allowed officers the time to address specific concerns raised at this meeting.

Harwood Terrace Closure

The Committee considered a presentation setting out the context for the Harwood Terrace experimental closure, the reasons for the closure, and a number of potential options that would help resolve the issues felt by residents.

The Committee was keen to listen and understand how residents were being affected by the Closure of Harwood Terrace and hoped that the Council could work together with residents on a solution.

A number of residents wanted the Council to consider a broader, more ‘holistic’

Page 97 Appendix 1 – Annual Report of the PAC Chairs 2019/20 look at the issue of traffic in the borough and suggested a number of potential solutions. The Chair proposed that residents formed a working group to work with the Council to come up with an initial solution by the next Cabinet meeting in March 2020. This was agreed and several residents volunteered for the group

Parks and Open Spaces in the Borough

The Committee considered a report that outlined the actions taken by the Council in parks and open spaces in response to the Covid-19 pandemic. Following the reopening of parks on 27th March 2020. The Committee was pleased to hear the measures implemented by the Council to ensure that parks were managed in a safe way.

The Committee also considered: - An Overview of the Work of the Prevent Team - Food Allergies and our Role in their Control - Temporary Cycle Lanes - Police and Crime Commission

Page 98 Appendix 1 – Annual Report of the PAC Chairs 2019/20

The Economy, Housing and the Arts Policy and Accountability Committee

Membership

Councillor Rory Vaughan (Chair) Councillor Alan De’Ath replaced by Councillor Helen Rowbottom (January 2020) Councillor Rowan Ree Councillor Ann Rosenberg Councillor Adronie Alford

The Committee was supported throughout the year by Councillors Lisa Homan (Cabinet Member for Housing) and Andrew Jones (Cabinet Member for the Economy).

Chair’s Introduction

The Economy, Housing and the Arts PAC has continued to cover the broad range of issues within its remit during 2019-20 despite the limitations resulting from the COVID-19 pandemic. These are covered in more detail in the report below, but have ranged from scrutinising the new housing repairs and maintenance model to receiving an update and providing comments on the work of the Council’s Arts Commission; from continuing to look at the housing department’s Fire Safety work to considering how the Economy Department as a whole reacted to COVID-19 – which included diverse issues such as the Council’s support for business and rough sleepers. The work on repairs was particularly notable, as the PAC’s comments were subsequently incorporated in the Council Cabinet’s consideration of that issue. And importantly, residents have also continued to play an important part in the PAC’s work through their contributions on a number of the items it has tackled. I would like to thank them, my fellow PAC members and all of the officers and others who have played a part in this year’s work.

- Councillor Rory Vaughan, Chair of the Economy, Housing and the Arts Policy and Accountability Committee

On the following pages is a selection of the priority areas that the Committee considered during the 2019-20 municipal year. It is noteworthy that due to a By- Election, General Election and the Pandemic, three of the Committee’s meetings were cancelled.

Fire Safety Update

The Committee considered a report which provided an update on the work undertaken to improve fire safety across Council Housing. The Committee learnt that the Council had developed a clear strategic approach to improving fire safety. Details

Page 99 Appendix 1 – Annual Report of the PAC Chairs 2019/20 were provided on the three main strands of the strategy which were: H&F Fire Safety Plus, Compliance Based Asset Management and the recommendations arising from The Hackitt Review.

As well as hearing about the actions the Council had already taken, such as the introduction of specialised teams, installation of firefighting lifts, new fire doors and a raft of other measures; the Committee heard about the engagement which had been undertaken with residents and the London Fire Brigade. Officers provided an update on the work of the Fire Safety Action Resident Groups and the bi-monthly meetings with the Fire Brigade which exchanged local intelligence on the fire safety programme, lift entrapment, fire incidents and initiatives around vulnerable persons.

During the course of discussions, the Committee underlined the importance of involving those residents which lived in Council accommodation, including tower blocks, as they were most conversant with local issues. Cllr Homan confirmed that leaseholders were not being charged for the Fire Safety Plus works and the Council had a temporary amnesty in place relating to ‘unlicensed’ works undertaken within leaseholder properties without permission, however this has now ended.

Affordable Housing Delivery Strategy - Verbal Update

The Committee considered a presentation which set out the current work train and the emerging strategy. The Committee noted the change in council policy from focusing mainly on paying down debt to being both prudent and delivering growth and affordable housing.

As well as discussing the Council’s strategic approach to development through the Asset and Growth Strategy and Schools Renewal programme, the Committee examined the innovative ways new housing could be delivered and the projected numbers of market rent properties which were in the pipeline.

Concluding the item, the Committee noted the Administrations’ aim was to deliver 1500 additional units over the next 5 years and to use to S106 agreements innovatively, linking these to employment opportunities and apprenticeships.

A Long-Term Repairs And Maintenance Model For Hammersmith And Fulham – October 2019

The Committee considered a detailed report which set out the framework and timetable for the procurement, implementation and mobilisation of the long-term model for repairs and maintenance service.

The Committee were informed about the key priorities of the long-term model and the significant progress which had been made in transforming its housing repairs service since the launch of the new repairs model in April 2019. An overview of current performance was provided, as were details of the Hammersmith and Fulham Maintenance Team and the operation of the new in-house Customer Service Centre.

Page 100 Appendix 1 – Annual Report of the PAC Chairs 2019/20

Committee Members asked a series of broad and far reaching questions. Residents were also permitted to raise concerns (through the Chair) and some of the issues included: whether the new model would incorporate a code of conduct for how staff should relate to residents and the language that should be used. Whether there was a process for caretakers to phone in repairs, as well as what call monitoring was being conducted. Further topics included: how the TUPE process worked and the access channels to the contact centre.

Concluding the item, the Chair confirmed the meeting had provided a good opportunity to learn about the new interim model, proposals and had given residents an opportunity to air their views. Summarising the discussions, the Chair and Committee agreed to submit the following comments to 7 October 2019 Cabinet:

 The Committee welcomed the Interim Service Model which had been introduced, which they felt was an improvement on the previous MITIE arrangements. However, the Committee acknowledged it was still early days and they noted that some tenants and residents who had attended the meeting had been nervous about how the longer-term model would work given that the interim arrangements had only been in place for a short time. However, there was evidence service improvements had been made.  The Committee agreed the Interim Service Model had enabled good resident involvement to date through working parties, which the Committee expected would continue.  The Committee were encouraged that data on first time repairs showed this was on target. The Committee confirmed that, going forward, it would want to monitor the quality of works, as well as overall resident satisfaction levels.  The Committee hoped the Authority would continue to work with residents to provide a strong oversight of the repairs and maintenance service through resident working groups and future PAC meetings.

Rough Sleeping, Homelessness and Sheltered Housing Updates

The Committee were provided with an overview on Rough Sleeping, Implementing the Homelessness Reduction Act 2018,Temporary Accommodation and Sheltered Housing.

Rough Sleeping Details were provided on the causes and scale of the problem, as well as what steps the Council was currently taking to address the issue. The Committee noted that the majority of rough sleeper services (accommodation and out-reach services), would be recommissioned in 2020/21 and Officers would continue to deliver better value for money, better outcomes and improved services to residents.

Homelessness

Page 101 Appendix 1 – Annual Report of the PAC Chairs 2019/20

The Committee were provided details on the Council’s statutory duties to help residents before they became homeless i.e. they had nowhere to live, but were not rough sleeping. The update included information on The Homelessness Reduction Act 2017 (‘The Act’), the number of people seeking homelessness assistance, the preventative work which officers were doing, as well as the new duty to refer (which put the onus on public sector organisations to let the Local Authority know if anyone was at risk of becoming homeless.) Officers also highlighted the improvements which had been brought about by the new customer contact centre based at 145 King Street, the introduction of a new online self-assessment tool, upskilling and an improved customer service experience.

Temporary Accommodation Details were provided on the duty to provide temporary accommodation, as well the increase in numbers and the number of families in temporary accommodation / breakfast accommodation. The Committee were pleased to learn that the Council had been able to reduce the number of families using temporary accommodation by 15% since April 2018, which bucked the pan-London trend. As such, Hammersmith and Fulham was deemed to be a beacon Authority for its work in this area. Details were also provided on the Temporary Accommodation Delivery Board and also TA Reduction Working Group which had been established in 2018/19.

Sheltered Housing An overview was provided on the Sheltered Housing Service. The Committee welcomed the significant amount of resident engagement work that had been conducted and noted an active Residents Sheltered Housing Forum met every two months.

Concluding the item, the Chair said the report illustrated the large amount of positive work which was being done and the Committee looked forward to revisiting and scrutinising the work which had been done in the future.

Proposed Changes To The Council's Housing Allocation Scheme

The Committee considered a report which set out six proposed changes to the scheme, which sought to ensure those residents with the greatest need were prioritised for the right housing solution.

In particular, the Committee welcomed the introduction of a new online digital (housing allocation) platform and the improvements which included: greater transparency, the incorporation of automation, texting, emailing, and automatic notifications for particular cohorts, such as disabled families, waiting on adapted properties.

The Committee endorsed all six of the report’s recommendations.

The Economy - Recovery Overview & Lessons Learnt

Page 102 Appendix 1 – Annual Report of the PAC Chairs 2019/20

Officers provided a comprehensive overview of the measures taken by the Economy Department to mitigate the impacts of Covid-19 on the department during the initial ‘response’ phase, those lessons learnt to date, and those plans currently being implemented by services during the transition from response to ‘recovery’ phase.

The Committee was pleased to see the business continuity planning which had been done (with ratings 1 to 4) and in a lot of key functions, many were operating at level 2 and then moved to level 1 (an equivalent pre-Covid service) after 6 April 2020, which was testament to the hard work of officers. The Committee welcomed the work by officers and Councillor Guy Vincent in their roles supporting the business aspects, especially in disseminating the emergency grant funding to local businesses. And finally, the Committee commended the work which had been done on rough sleeping and assisting residents to access temporary / emergency accommodation.

The Committee confirmed it would revisit the topic at a future meeting.

Progress report on Upstream

This item set out the progress on Upstream’s work since it last reported to the Policy Accountability Committee (PAC) in September 2018.

The Committee learnt that Upstream supported the arrival of key anchor companies and helped galvanise and build relationships with the science, tech and creative businesses whose engagement was critical to the delivery of the Industrial Strategy. Asking about the progress which had been made, the Committee noted that Upstream supported science, tech and creative businesses through initiatives and events, and welcomed the news that through its convening and connecting capabilities, Upstream had helped stimulate the ecosystem in H&F.

Arts Commission Update

The Committee were provided with an update on the work of the Commission, noting the progress which had been made, notwithstanding the challenging circumstances in which it was operating.

The Chair explained the Committee hoped to see working with children and promoting young people, the issues surrounding venues / supporting music and the impact of Covid-19 and the recovery from that for our arts institutions and community arts (in the Commissions’ report). Further points which the Committee were keen to see incorporated were improving and promoting the Council’s online offerings for the arts and enhancing overall access and engagement. Concluding, the Chair explained the Committee looked forward to considering the Arts Commission’s report early in the new year.

The Committee also discussed the Medium-Term Financial Strategy and the Financial Plan for Council Homes 2020/21 in January 2020.

Page 103 Appendix 1 – Annual Report of the PAC Chairs 2019/20

Finance, Commercial Revenue and Contracts Policy and Accountability Committee

Membership

Councillors PJ Murphy (Chair) Patricia Quigley Fiona Smith Guy Vincent Donald Johnson

Co-optees Tony Boys Erik Hohenstein Chris Littmoden Judith Worthy

The Committee was supported throughout the year by Councillor Max Schmid (Cabinet Member for Finance, Commercial Revenue and Contracts), Councillor Andrew Jones (Cabinet Member for the Economy), Emily Hill (Director of Finance), and officers across the Council.

Chair’s introduction

This has been an extremely difficult time for councils across the country and I would like to thank all officers for the work they have put into ensuring our finances are in the best possible state.

The contribution and advice given by the coop-tees has provided an additional insight and challenge to the committee which has been of significant benefit. They embody the belief that residents and councils working alongside each other can make real differences and we owe them a debt of thanks.

I would like to additionally thank the contribution of our former Strategic Director of Finance and Governance, Hitesh Jolapara. Whilst he left some 9 months ago his impact continues to be felt by the legacy he left behind. Whilst we miss him, and his sartorial elegance, Emily Hill has more than filled his shoes.

- Councillor PJ Murphy, Chair of the Finance, Commercial Revenue and Contracts Policy and Accountability Committee

The committee covers a wide range of areas including setting and monitoring of the corporate budget, the development of long-term savings plans, oversight of finance

Page 104 Appendix 1 – Annual Report of the PAC Chairs 2019/20 and use of resources, performance management, the Council’s communication strategy, and the procurement and management of IT services. Below are some of the key issues that the committee looked at in the 2019-20 municipal year.

Financial Impact of COVID-19 on the Council

In July the Director of Finance gave the Committee an update on the Council’s financial position as it supported residents, communities and businesses through the Covid-19 pandemic. Members learned that a net adverse impact of £18.3 million was being forecast based on the best estimate of costs, revenue losses and government funding. If the government did not fully fund the work undertaken during the Covid-19 pandemic it would pose a significant financial risk to the Council, and Council’s across the Country.

It is a matter of regret that whilst billions of pounds have been lost by the non- delivery of PPI, track and trace, fraud and management / PR consultancy fees the Councils’ Covid costs have not, as promised been fully reimbursed. Councils have been the first line of defence in the current crisis but remain funded as a Cinderella service.

Review of Termination of the Conditional Land Sale Agreement

In October the Committee received a report reviewing the Leader's decision in 2019 terminating the Conditional Land Sale Agreement which the Council entered into with Capital & Counties Properties PLC in January 2013. The principal reason for the termination was to stop the demolition and redevelopment of the West Kensington and Gibbs Green estates as part of the Earls Court master plan, ending a decade of uncertainty for the residents of the estates. Termination required the council to write off £5.9m of historic projects costs against the Housing Revenue Account and £200,000 of historic General Fund costs.

Members were informed that the original contract was not index linked so the deal would have bankrupted the Council if it had gone ahead. The Committee was keen for the lessons learned to inform future decisions and recommended establishing a task force to review the buyback decision and circumstances behind it.

Previous council leaders who were in charge at the time of the contract’s design and implementation were invited to attend the committee to give their view. Regrettably they declined to respond, however they will be invited to share their thoughts with the task force.

2020 Medium Term Financial Strategy

In January the Committee considered the Council’s 2020/21 budget proposals. Members were informed that Government grant funding would increase by £3.6m from 2019/20 to 2020/21 as a result of the Government’s pre-election spending

Page 105 Appendix 1 – Annual Report of the PAC Chairs 2019/20 round but this followed a decade of grant cuts with overall funding reducing by £68m from 2010/11 to 2020/21 – a real terms funding cut of 54%.

The Committee expressed concerns about the Government’s proposed ‘fair funding review’ in 2020/21 which was likely to redistribute funds away from inner city areas. There were also ongoing challenges due to the continued high levels of inflation in the social care market and the government’s continued failure to propose a long- term funding solution to social care funding.

Civic Campus Programme Updates

Throughout the year the Committee has been monitoring the progress of the Civic Campus Programme and Development of West King Street. The development includes a new cinema, new genuinely affordable homes and a revitalised civic campus at the western end of King Street. The Civic Campus itself will include start- up space for the borough’s entrepreneurs, homework space for local schoolchildren, and the transformation of Grade II-listed Hammersmith Town Hall into a modern public building at the heart of the community.

The Committee has been monitoring the schedule and finances of the project as it progresses, with updates at most meetings. At the latest update in October the Councillors were informed that the programme was developing as planned and the current budget was forecasting an underspend. The decant had been completed and while Covid-19 had caused some brief delays, they had not affected the overall programme delivery dates.

Section 106 Agreements

Throughout the year the Committee has been monitoring the Council’s Section 106 Agreement balances. The agreements represent money received from obligations negotiated on over 230 individual developments across the borough. In September officers reported the total current and expected future funds stood at £180m. Members learned that the funds were supporting the Council’s green agenda, helping to mitigate the challenges the Council was facing as a result of Covid-19, and supporting programmes for residents to acquire new skills and gain better quality employment.

The Council’s Financial Reserves

The shortfall in Government Covid funding has naturally affected our reserve position which now stand at £80.1m with a commitment to add to the reserves in the next budget. Reserves are critical to all councils and across the country they are being depleted as councils access them to top up Government shortfalls. The committee was pleased to see the focus on our reserves and steps taken to ensure we have robust reserves for future councils’ financial security.

The committee also considered the following items:

Page 106 Appendix 1 – Annual Report of the PAC Chairs 2019/20

 West King Street Renewal Updates  Building Homes and Communities Strategy  Tech-Tonic Programme Delivery Update - Desktop Strategy & Solution  Brexit Impact Report  Managing Adult Social Care services and finances during Covid-19

Page 107 Appendix 1 – Annual Report of the PAC Chairs 2019/20

Health, Inclusion and Social Care Policy and Accountability Committee

Membership

Councillors Lucy Richardson (Chair) Jonathan Caleb-Landy Amanda Lloyd-Harris Bora Kwon (Vice Chair) Mercy Umeh

Co-optees Victoria Brignell - Action On Disability Jim Grealy - Save Our Hospitals Keith Mallinson Roy Margolis Jen Nightingale (stood down, August 2020)

The Committee was supported throughout the year by Councillor Ben Coleman (Cabinet Member for Health and Adult Social Care), Councillor Patricia Quigley (Cabinet Assistant), and Councillor Sue Fennimore (Deputy Leader).

Chair’s Introduction

The period of the report covers June 2019 to date and in this year of unprecedented challenge the work of the Committee in scrutinising the NHS in partnership with residents and community organisations is more crucial than ever before. In these critical times with limited funding the council has been forced to find innovative solutions. The nature of the pandemic meant that work has needed to be completed at a fast pace resulting in gruelling work schedules for everyone. The committee noted the outstandingly innovative work from our officers working alongside NHS colleagues and community groups of residents. Close collaborative ways of working have emerged between the council and the NHS (Imperial and the CCG) overcoming previous bureaucratic barriers and acting at pace. This has saved many lives and is a gleam of hope in a bleak time.

The following highlights represent a selection of reports and issues that were considered by members during the municipal year 2019-20. Some of these issues have been considered throughout the year and continue to be monitored, such as the development of a single CCG body and the future of the Royal Brompton Hospital. These broadly align with priorities that members identified at the beginning of the year. The Committee also focused on a broad range of topics which included mental health, the provision of inclusive employment services and proposals to redevelop local palliative care services across West London.

Page 108 Appendix 1 – Annual Report of the PAC Chairs 2019/20

- Councillor Lucy Richardson, Chair of the Health, Inclusion and Social Care Policy and Accountability Committee

Clinical Commissioning Groups: Merger and the Case for Change

The proposal to merge the North West London clinical commissioning groups was met with significant challenge across most of the North West London local authorities, including H&F. The NWL Collaborative of CCGs had intended to advocate for an earlier date to merge with prevailing views supporting a quicker resolution. The PAC worked closely with the Cabinet Member of Health and Social Care, and, the North West London Joint Health and Overview and Scrutiny Committee to raise significant concerns about the proposed timetable and sought a more measured approach. The case for change lacked critical details such as what the reconfiguration of CCGs could look like and whether this would fully reflect the local demography of the different parts of north west London and facilitate democratic accountability. It was felt that proposals for the merger had been flawed and inadequate and that consultation and engagement had been equally insufficient.

Following consideration of feedback and changes to the current financial situation of the NWL CCGs, the governing bodies of the NWL CCGs considered and agreed a recommendation to seek a more prolonged process to consider a merger for the later date of April 2021.

In September 2020, the members of the governing bodies were asked to vote in two parts. In the first part, they were asked to consider whether the CCGs should merge into a single entity. Seven of the eight CCGs voted in favour of the merger, with dissension from West London CCG. In the second part, the CCGs were asked if they were happy with the trajectory of the constitution. Five CCGs (Brent, Ealing, H&F, Hounslow and West London) voted against, and the remaining three (Central, Harrow and Hillingdon) voted in favour.

Currently, H&F CCG remains a statutory body with local accountability while the process of refining the NWL merged CCG body’s draft constitution continues. The PAC welcomed this news and the opportunity to engage with what they hoped would be a transparent and accountable process that was expected to shape the future of CCGs in North West London.

The Pembridge Hospice and proposals to change local palliative care provision

The Committee were first informed of a decision to suspend all admissions into the in-patient beds of The Pembridge Hospice in December 2018. This was monitored by the Committee during several meetings. Staffing levels at the Hospice had been maintained and provision for day patients continued, so it remained open in all other respects throughout. The lack of an experienced, lead palliative care consultant meant that other provisions would remain closed until one could be appointed.

Page 109 Appendix 1 – Annual Report of the PAC Chairs 2019/20

An independent review was commissioned, undertaken by Penny Hansford and published in June 2019, setting out three options. Earlier this year the PAC sought to engage with the CCG at a third meeting in January. The Committee sought to clarify and gain further insight into the four scenarios offered by the CCG as part of their engagement work on changes to local palliative care services. Working with the Cabinet Member for Health and Social Care a detailed response was submitted as part of the engagement.

The pandemic has meant that there is currently a hiatus regarding the future of Pembridge hospice and the engagement work has not move forward. The Pembridge Hospice is currently being utilised as part of the Covid-19 response.

Inclusive Employment

The issue of inclusive employment had been an area of significant interest for the Committee featuring in the members long-term work programme. Despite cancelled meetings and delay, members were able to consider this at their meeting in March 2020. Exploring the socio-economic factors formed a critical part of understanding how the Council could improve its current offer to find and support young people in inclusive work placements. The connection between the business community, employers and education providers, together with a recognition that the Council occupied a pivotal co-ordination role required a nuanced approached with a move away from siloed working practices.

In September 2020, the Committee received evidence and contributions from several sources including Project Search, Imperial College Healthcare NHS Trust and Chelsea and Westminster NHS Hospital Trust with the aim of comparing methodologies and exploring what resources could be shared and developed. The social and economic benefit of ensuring inclusive employment opportunities was clearly demonstrated in the positive outcomes and experiences of young people that gone through a supported employment placement. This was for many a life changing experience which offered a pathway to independent and productive lives.

The Committee worked closely with officers across Adult Social Care and The Economy Department to formulate four key actions:

1. To establish a scrutiny task force to contribute to the development of a Council wide strategy on inclusive employment. 2. To understand more the views and experiences of parents, carers and young people in relation to inclusive employment. 3. To recognise the importance of the social and economic value of supporting young people as they seek to lead independent lives and to identify the benefits of this for both the community and the Council. 4. To identify a senior officer in Economy & P&T, as a subset of the Industrial Strategy work, who would be able to.

The challenge was to identify barriers and to understand what would benefit businesses and develop the currently weak employment brokerage function with employers and a more robust internal strategy for inclusive employment. The Council has offered its own supported internship programme for approximately 6 years

Page 110 Appendix 1 – Annual Report of the PAC Chairs 2019/20 focusing providing employment experience within the council and partnering with local businesses such as L’Oreal. The committee explored the existing pathways from these internships to employment. It also looked at how the council can use existing resources and relationships to carve more jobs for people with disabilities within the council and become a beacon of good practice within the borough. The Council economy department is committed to developing business relationships to enable employers to develop more inclusive employment opportunities spring boarded by initiatives such as H&F Inclusive employment Brilliant for Business Awards.

A Cabinet report was planned which outlined the Council’s industrial strategy to ensure a more inclusive strategic approach and the Committee looks forward to monitoring and contributing to the development of this crucial work.

Imperial College Healthcare NHS Trust – Draft Quality Accounts 2019-20

Due to Covid-19 members considered this item virtually via email comments rather than a formal scrutiny meeting. NHS England and NHS Improvement revised the timetable for the submission of this year’s Quality Accounts which meant that our response was submitted on 22 May 2020.

This has been an unprecedented time and the Trust’s staff at all levels have shown great leadership and commitment to supporting local people and engaging with partners. We are impressed by much in the report especially:  Those areas where the Trust is performing above average against national indicators [Paediatrics, Cardiac Care];  The achievement of Good outcomes on all the services audited by CQC this year; and  The achievement of Outstanding ratings in the recent CQC Audits.

There were also several areas that the Committee highlighted which members believe would benefit from further attention. Clearly the Trust’s attention has been focused on the COVID 19 crisis and it has made a massive commitment to manage the new situation.

Going forward, this will impact on Trust performance at every level and it may be worth revisiting the improvement targets and consider adjustments. Potential refinement of several key areas will need to be addressed such as the treatment backlog which is likely to result on greater pressures on the system. Staff have worked remarkably hard, under enormous pressure facing a serious and uncompromising threat to their own health and that of their families, friends and neighbours. When the pandemic finally retreats, staff who may already be physically and nervously exhausted, will face an enormous deferred treatment backlog. The trust will need to develop a support programme for very tired staff. Assessing lessons learned will need a critical viewpoint to distinguish improvements that can be mainstreamed, for example, a significant improvement in collaborative working and faster decision making, from improvements that are the product of significant extra resources combined with a significant reduction in demand.

Page 111 Appendix 1 – Annual Report of the PAC Chairs 2019/20

The Royal Brompton Hospital

Proposals had been submitted by Kings Health partners to move most of the services from the Royal Brompton Trust (RBH) to a site on the St Thomas hospital campus (part of Guys and St Thomas NHS Foundation Trust). This would involve the transfer of congenital paediatric heart surgery services. NSHE have already confirmed that RBH can no longer meet the service specification and standards for this service. A proposed joint bid (Imperial College Healthcare NHS Trust; and Chelsea and Westminster Hospital NHS Foundation Trust) was submitted to provide similar services without moving them out of the NW London area. Both proposals are being evaluated by NHS England. The removal of children’s heart services from RBH could potentially result in the loss of a longstanding and much needed local facility.

To date, there has been no indication from NHS England about the outcome of the bids and a further update is to be provided at the 4 November 2020 meeting of the Committee.

Healthwatch

The Committee worked with Central and North West Healthwatch on several areas such the CCG merger proposals, receiving invaluable support on areas of engagement and consultation with residents, monitoring the provision of primary and acute healthcare services and ensuring that members of the Committee were kept informed of health developments across north west London. In January 2020, the Committee welcomed a report on the work undertaken by Healthwatch exploring the impact of digitised health service provision on young people, how these might be perceived and the potential for inequalities in health outcomes .

In April 2020 a new provider was appointed to deliver Healthwatch services (Healthwatch Your Voice H&F) in the borough. This coincided with the start of the pandemic and the Committee look forward to working with the new provider by building on previous areas of engagement and help to develop innovative and creative ways in which we can monitor and support health services for residents.

At the time of completing the Annual Report for 2019/20, England has just entered a second lockdown period for four weeks to address a second and significant increase in Covid-19 infections. The Committee is aware that the demands of dealing with the immense challenges presented by the continuing pandemic requires high level collaboration, innovation and determination. We wholeheartedly support our NHS colleagues in doing all that they can to protect our residents and communities, but we will also continue in our commitment to hold to account and independently scrutinise as necessary. Critical mistakes and missed opportunities such as the lack of a fully functioning test and trace system, a decimated NHS following decades of underfunding and a lack of accountability from national government has led to a perfect storm in which our most vulnerable communities are exposed and at risk.

Page 112 Appendix 1 – Annual Report of the PAC Chairs 2019/20

Public Services Reform Policy and Accountability Committee

Membership

Councillor Rowan Ree (Chair) Councillor Christabel Cooper Councillor Guy Vincent Councillor Zarar Qayyum Councillor Dominic Stanton

The Committee was supported throughout the year by Councillor Adam Connell (Cabinet Member for Public Services Reform), Lisa Redfern (Strategic Director of Social Care), Rhian Davies (Director of Resources), Emily Hill (Director of Finance), and officers across the Council.

Chair’s introduction

In all organisations there can be a tendency to go with the grain or do things the way they have always been done. I see the role of the Public Services Reform Committee as being, if not blue-sky thinking, then at least to offer a fresh perspective on how the council operates.

In examining the Resident Experience and Access Programme the committee has considered the plans to improve the process through which residents interact with the council when they need to access services. While, in our review of zero-based budgeting we have been able to scrutinise how the council is squeezing efficiencies from its services while operating within highly challenging financial constraints.

The council prides itself on doing things with residents rather than to them, and the pioneering work on co-production and resident-led commissions are prime examples of this. It was fascinating to look back over the development of these initiatives, and make suggestions for future developments.

Few events will have had as big an impact on the way that the council operates than the Covid-19 outbreak and Brexit. The committee was able to consider the council’s response to these devastating developments, and provide valuable input to maintain resilience and effective ways of working.

As a committee we have also sought to contribute ideas to support the council’s efforts to work as efficiently and effectively as possible. We heard from experts and officers about how we could utilise the opportunities provided by technological developments. We also highlighted the weaknesses in proposals to introduce a directly elected mayor for the borough.

Page 113 Appendix 1 – Annual Report of the PAC Chairs 2019/20

I would like to take this opportunity to thank everyone who has contributed to the committee’s work this year, from Cllr Connell our cabinet member, to the officers who have drafted thought provoking papers for discussion and expertly interpreted my (not always clear) comments. I would also like to give special thanks to David Abbott, who has kept the committee running like clockwork and always manages to make me sound smarter than I am in the minutes.

- Councillor Rowan Ree, Chair of the Public Services Reform Policy and Accountability Committee

The committee covers a wide range of areas including business intelligence, policy and performance, the Council’s continuous improvement and cultural change agenda, organisational transformation, and human resources and development functions. Below are some of the key issues that the committee looked at in the 2019-20 municipal year.

Covid-19 response and recovery

In July the Committee invited Linda Jackson, Director of Covid-19 Response and Recovery, to report on the Covid-19 pandemic response and recovery work. She informed the committee that H&F was early to step-up its response at the beginning of March and she was tasked by the Chief Executive to set up internal response structures focussed on three main areas:  Residents and the community  Workforce resilience  Partnerships and the economic response

The Committee learned about the innovative approach the Council took to community response – setting up the H&F Community Aid Network (CAN), a network of volunteers who worked seven days a week to support over 9000 people in the borough who were shielding with food and other essentials.

The following achievements were also highlighted:  The Council had put a tracing and prevention programme in place in addition to the national ‘track and trace’ scheme.  Public Health England had been very complementary of the borough’s approach – particularly the use of automation, delivery of PPE, and early closing residential homes early.

Co-production in Hammersmith & Fulham

In July the Committee received an update on the implementation of co-production across the Council following the recommendations from the Disabled People’s Commission report. They also discussed the impact of the Covid-19 pandemic on this work, some of the barriers to progressing co-production, and areas of work in development.

Page 114 Appendix 1 – Annual Report of the PAC Chairs 2019/20

Members learned that, from the beginning of the pandemic, H&F had taken action to ensure disabled people were supported. The Council had sent communications to reassure people receiving care that there would be no reduction in support, PPE would be available to carers, and restrictions on direct payments would be loosened.

The co-production team had worked closely with mutual aid groups who provided a wide range of practical support to residents who were shielding or self-isolating, and they would also be helping to develop the action plan for the recovery.

Despite the pandemic there had been an acceleration of co-production across the Council. The key areas of focus going forward were:  How to embed co-production across the Council  Exploring different ways of working with and engaging residents  Building strength and resilience in the community and voluntary sector

Digital Innovation – The ‘Council of the Future’ with techUK

In September the Committee welcomed Georgina Maratheftis, Head of Local Public Services at TechUK (the UK’s trade body for the technology industry), to discuss their ‘Council of the Future’ guide and the ways in which the Council could use technology to improve services.

The Committee discussed the ways in which the pandemic had been a multiplier for technology adoption and innovation – rapidly shifting to remote working and greater delivery of services online.

The Committee also learned about the Local Digital Declaration, a joint endeavour initiated by the UK Ministry for Housing, Communities and Local Government (MHCLG), the Government Digital Service (GDS) that expressed an ambition for local public services in the internet age to:  design services that best meet the needs of citizens  challenge the technology market to offer the flexible tools and services we need  protect citizens’ privacy and security  deliver better value for money

The Council was encouraged to:  Be a digital champion and empower digital leadership at the executive level  Use data to make informed decisions  Sign up to the local digital declaration  Spearhead a culture of innovation  Decide the outcomes you want to achieve, and then determine the tech solution that best achieves this, rather than choosing new technology for the sake of it.

Page 115 Appendix 1 – Annual Report of the PAC Chairs 2019/20

The Resident Experience and Access Programme

Continuing the Committee’s focus on digital innovation, in September members were briefed on the Council’s Resident Experience and Access Programme, a flagship initiative for driving transformation, improved access, reliability and quality across all front-line services.

Members learned that H&F was delivering around 30 percent of services digitally and the goal was to increase this to 60 percent and above over the next five years to realise savings of £9m.

The Zero-Based Budgeting and Efficiency Programme

In January the Committee considered the Council’s innovative Zero-Based Budgeting and Efficiency programme. The programme was initiated to address the projected scale of savings required over the medium term (around £50m between 2020-24) and the need to improve the capability and capacity of the Council to achieve this.

The programme’s main aims were:  To establish and mainstream a system and culture for zero based budgeting  To deliver a high-quality service review programme and significantly uplift the level of deliverable savings proposals for consideration in the annual budget setting process  To develop a corporate strategy, priorities and pipeline for delivering the full scale of savings needed over the medium term.

Members learned that around half of the Council’s services had used the zero-based budgeting process at the time and this would continue to grow as more services looked ahead to the next budget cycle.

The Impact of Brexit

In September 2019 the Committee was briefed about the potential impacts of Brexit on the borough and the mitigating actions being planned or developed. Members and officers discussed:  The Settled Status Scheme that would safeguard the rights of EU nationals living in the UK and what the Council was doing to support it – including publicity for the scheme, offering a free document verification and scanning service, and an offer of free advice in the Law Centre and H&F Citizen's Advice.  The workforce impact – a major risk for the Council, particularly in the areas of construction & development and social care.  The supply chain impact – with key concerns being the supply of medicines and food.  The funding impact and the wider economic impacts – even small increases in inflation would add significant sums to the Council's wage bill, adding further challenges to an already difficult financial environment.

Page 116 Appendix 1 – Annual Report of the PAC Chairs 2019/20

The Committee also considered the following items:  An introduction to the new Public Services Reform Department  The Process and Implications of Introducing a Directly Elected Mayor in H&F  Resident-Led Commissions  Reducing Agency Spend  The H&F Way  'Our People' Workforce Updates  Workforce Opportunities  2020 Medium Term Financial Strategy

Page 117 Agenda Item 7.3

London Borough of Hammersmith & Fulham

Report to: Full Council

Date: 25 November 2020

Subject: Special Urgency Decisions – Monitoring Report

Report of: Councillor Stephen Cowan, The Leader of the Council

Responsible Director: Rhian Davies, Director of Resources

Summary

This report presents details of decisions taken by the Leader under the urgency provisions of the Constitution. The report covers the period 4 May 2019 to 11 November 2020.

Recommendation

1. That Council notes the decisions taken by the Leader under the urgency provisions attached as Appendix 1.

Wards Affected: All

H&F Priorities Summary of how this report aligns to the H&F Priorities Doing things with residents Openness and transparency is a key feature of the and not to them Administration’s policy.

Financial Impact

There are no direct financial implications.

Legal Implications

The legal implications are contained within the body of the report

Contact Officer:

Name: Kayode Adewumi

Page 118 Position: Head of Democratic Services Telephone: 07899 661869 Email: [email protected]

Background Papers Used in Preparing This Report None.

DETAILED ANALYSIS

1. 19 general exception and 3 special urgency decisions were taken by the Leader under the urgency provisions.

General Exception Decisions

2. If a matter which is likely to be a Key Decision has not been included in the Key Decisions list, then subject to Rule 17 (Special Urgency), the decision may still be taken if:

(a) the proper officer has informed the Chair of a relevant Policy and Accountability Committee, or if there is no such person, each member of that Committee, in writing, by notice, of the matter about which the decision is to be made and the reason why the matter should be classified as urgent; (b) the proper officer has made copies of that notice available to the public at the offices of the Council and on the Council’s website, stating why the requirements of Rule 13 cannot be complied with; and (c) at least 5 clear days have elapsed since the proper officer complied with (b).

Where such a decision is taken collectively, it must be taken in public.

3. 19 reports were taken undertaken under this procedure.

Special Urgency Decisions

4. Under Rule 17, the Leader or Cabinet can take a decision where the item has not been published on the Key decision list or where officers request that Call in be waivered due to the urgency of the decision.

5. This type of decision can only be taken if the decision maker (if an individual), or the Chair of the body making the decision:

a. obtains the agreement of the Chair of the relevant Policy and Accountability Committee, and the Mayor that it is reasonable to treat it as an urgent matter.

Page 119 b. obtains the agreement of the Mayor to waive the call-in so that the decision can be implemented with immediate effect. c. the proper officer makes available at Hammersmith Town Hall and on the Council’s website a notice setting out why the decision is urgent and cannot reasonably be deferred.

6. Three decisions were taken where the item was not placed on the Key Decision List.  Termination of Conditional Land Sale Agreement – Earl’s Court  Covid-19 Response - Delegated Powers  Emergency Works Hammersmith Bridge – Temperature Control System

7. The Mayor waived the Call-In period for the above 3 decisions due to their urgency.

Reasons for Paper

8. The Leader is required to submit reports to the Council on Executive decisions taken using the urgency procedure. The reports must include the number of decisions so taken and a summary of the matters in respect of which those decisions are taken.

List of Appendices

Appendix 1 – List of Urgent Executive Decisions made by the Leader

Page 120 Appendix 1 – List of Urgent Executive Decisions made by the Leader (4 May 2019 to 11 November 2020)

1. APPROVAL FOR THE USE OF GRANT AWARDED FOR THE SUPPORTING FAMILIES AGAINST YOUTH CRIME PROJECT IN HAMMERSMITH AND FULHAM

Status – Open Report

Summary of Report – This report seeks the approval of the Leader to deliver the Supporting Families Against Youth Crime (SFAYC) initiative across Hammersmith and Fulham using the grant of £360,000 awarded by the central government.

Recommendations – That the Leader in consultation with the Director of Children Services, approves: 1. A waiver under Contract Standing Orders (CSO) 3.1 in relation to the competition requirement set out in CSO 10.2 on the grounds that this is in the council’s overall interest. 2. The direct award of the following contracts for the provision of the SFAYC project for a fixed term of 12 months from the start date: i. direct award of contract to Key4Life (a charity working in Hammersmith and Fulham) with a total annual contract value of £49,000 for the 12 months duration of the project. ii. direct award of contract to Wipers Youth ( a community interest company working in Hammersmith and Fulham) with a total annual contract value of £22,000 for the 12 months duration of the project. iii. direct award of contract to Violence Intervention Project (a charity working in Hammersmith and Fulham) with a total annual contract value £90,000 for the 12 months duration of the project 3. Note the external recruitment of a Contextual Safeguarding Co-ordinator on a fixed term contract for the duration of the project. The Co-ordinator role involves project managing; project evaluation and performance data returns to the MHCLG; and working with partners to ensure that data on young people at risk is shared and put in place a targeted range of interventions for each young person and their family. 4. Note that the Council and CVS partners have been given £360,000 to jointly deliver a project that work with young people at risk and families to reduce offending and crime up to March 2020.

Reasons for urgency: The Council will be subjected to a Troubled Families Spot Check by the Ministry for Housing Communities and Local Government (MHCLG) between May and June 2019 and we would want to show that we have started delivering the Supporting Families Against Youth Crime (SFAYC) initiative for which the Council and CVS have been granted £360,000 to deliver in Hammersmith and Fulham. The grant was awarded in March 2019 by the MHCLG as part of the Troubled Families programme.

Date – 10/05/19

Page 121 2. PROCUREMENT STRATEGY IN RELATION TO HOUSING CAPITAL PROGRAMME - FIRE SAFETY WORKS

Status: Open Report

Summary of Report – This report seeks to update a previous Cabinet decision made in September 2018 to use third party providers for essential fire safety works as part of the Housing Capital Programme. The preferred method of delivering these essential services is now through the Council’s newly developed in-house repairs service team.

Recommendations – It is recommended that the Leader of the Council: 1. Approves an update to the Business Case and Procurement Strategy for the Housing Capital Programme to 31st March 2020 as agreed in September 2018 in respect of programmed fire safety works, by agreeing an allocation of the fire safety works to the Council’s in-house repairs team rather than seek external contractors. 2. Approves the transfer of £6m of the capital budget for the works set out in Appendix 1 (being £20m for the period from 17th April 2019 to 31st March 2020) to the Council’s in-house repairs service, H&F Maintenance.

Reasons for urgency: The decision is urgent in order to enable works to commence 17 April 2019 as the in- house service commences.

Date – 10/05/19

3. TRAVEL CARE AND SUPPORT - JACK TIZARD AWARD REPORT

Status: Open Report with exempt appendix

Summary of Report – This report seeks approval to direct award a call-off contract to CT Plus for the provision of a mini-bus service to Jack Tizard School under Lot 1 of the Framework and is forecasted to deliver savings

Recommendations – It is recommended that the Leader: 1. Approves the direct award of a call off contract to CT Plus for a mini-bus service to Jack Tizard School for a period of 3 years from 28 May 2019 to 27 May 2022 with the option to extend for up to 2 years. 2. Delegates the decision to extend the proposed contract with CT Plus following the initial term of three years to the Director of Children Services in conjunction with the Cabinet Member for Children and Education subject to satisfactory performance reviews.

Reasons for urgency: The Travel Care and Support Service met with Procurement in November 2018 to review the options available. Based on the initial advice it was intended to vary the main framework contract using a delegated authority approved in the original award

Page 122 report in 2017 which had been included for this purpose. A Directors Award Report was drafted and legal were engaged for comments. They reviewed the recommendations however felt that these did not fully meet the regulations for a contract variation as not all the safe harbours were satisfied in full. They subsequently recommended issuing a call off contract from the main framework procured in 2017 which would achieve the same outcome and would be the safest option. Regrettably, working through these options has delayed the governance processes considerably resulting in this Leader Urgency Decision Report.

Date – 14/05/19

4. EXTENSION OF VIOLENCE AGAINST WOMEN & GIRLS SERVICES

Status: Open Report

Summary of Report – This report recommends extending the contract for its final year. During this extension period the services will be reviewed and a new commissioning model for April 2020 onwards developed. The extension will enable the council to commission an independent review of the current service which will help us develop a business case for a future service model designed around the needs of LBHF service users.

Recommendations – It is recommended that the Leader: 1. Approves the extension of the contract period in respect of the contract with Standing Together Against Domestic Violence for the provision of the Coordination Service, for a duration of one (1) year, for a total sum of £50,000; 2. Approves the extension of the contract period in respect of the contact with Angelou Partnership for the provision of Integrated Support Services for a duration of one (1) year, at a total value of £233,319.

Reasons for urgency: The decision to extend report was drafted based on this decision being delegated to relevant Cabinet Member(s), as was the provision when the original Cabinet Decision was made in 2015. This provision is no longer available. The current contract expired on 30th March 2019 and an urgent decision is required to extend the current arrangements for a further year, which will be the final year of the current service delivery arrangements.

Date – 14/05/19

5. REPORT REQUESTING EXTENSIONS TO TWO CATERING CONTRACTS SERVING SCHOOLS MEALS IN PRIMARY AND SECONDARY SCHOOLS ACROSS H&F

Status: Open Report with exempt appendices

Page 123 Summary of Report – This report seeks the approval of an extension to the contracts for both Lot 1 and Lot 2 to enable officers to work in collaboration with schools to develop a new school meals strategy. The report also seeks approval to formalise existing financial commitments made to maintained schools to provide top- up funding as well as to formalise the Adult School Meals payments and Employer Contribution Pension Liabilities.

Recommendations – It is recommended that the Leader approves: 1. A contract extension of 13 months to the current Lot 1 provider, Interserve Catering Services Limited up until 31st July 2020, (the end of the 2019/20 academic year) at an overall annual contract value of £2.8 million1. 2. A contract extension of 13 months to the current Lot 2 provider, Cater Link Limited up until 31st July 2020, (the end of the 2019/20 academic year) at an overall annual contract value of £440,0002, with approval to extend for the final 11 months as set out in the contract, if required. 3. Payments to the following five maintained schools for the top-up meals funding as detailed in the finance section of this report for the 2016/17, 2017/18 and 2018/19 financial years totalling £225,000 and as set out in the table below:

School 16/17 17/18 18/19 Total Funding Source (£000) (£000) (£000) (£000) DSG – (Dedicated Schools Grant) Bayonne Nursery School 11 11 11 33 Early Years DSG James Lee Nursery School 11 11 11 33 Early Years DSG Vanessa Nursery School 27 27 54 Early Years DSG Randolph Beresford 25 25 50 Early Years DSG Nursery School Jack Tizard School 27.5 27.5 55 Central Services DSG Total: (£000) 22 101.5 101.5 225

4. Provision to make top up funding payments for the 2019/20 financial year for the following four maintained nurseries subject to:  School Forum approval and agreement.  Agreement with schools over total schools’ budgets 19/20.

School 19/20 Funding Source (£000) DSG – (Dedicated Schools Grant) Bayonne Nursery School 11 Early Years DSG James Lee Nursery School 11 Early Years DSG Vanessa Nursery School 27 Early Years DSG Randolph Beresford 25 Early Years DSG Nursery School

1 The contract costs are borne by the School Delegated budgets and not Local Authority budgets except for the specific contributions referenced in 2.3 and 2.5. The contract costs are subject to variation in view of fluctuating meal volumes and contractual indexation increases. 2 The contract costs are borne by the School Delegated budgets and not Local Authority budgets except for the specific contributions referenced in 2.3 and 2.5. The contract costs are subject to variation in view of fluctuating meal volumes and contractual indexation increases.

Page 124 Total: (£000) 74

5. Payment to Interserve Catering Services Limited for Adult School Meals 3 at £70,000 per annum for the 2019/20 financial year only. 6. That the Authority make initial payments for the increase in LGPS Employer Pension Contribution Liabilities to each provider as detailed in the contract and then recharges these amounts to the relevant schools. Specific amounts and estimates are provided at section 12 of this report.

Reasons for urgency: This report seeks an Urgent Leader’s Decision to enable contracts to be extended and critical services maintained beyond June 2019.

Date – 15/05/19

6. TACKLING FOOD POVERTY IN OUR SCHOOLS

Status: Open Report with exempt appendices

Summary of Report – This report seeks approval for investment in three initiatives that seek to address food poverty in Hammersmith and Fulham. These are:  Funding and commissioning of support to facilitate a high-quality breakfast club offer in each of the borough’s primary schools, building on existing provision but making this free to parents;  Investment in a pilot for the provision of a universal free school meal offer in two of the borough’s secondary schools – Woodlane High School in White City and Fulham College Boys in Fulham - to test the efficacy of such an offer at secondary level; and  Provide support to galvanise schools, parents, businesses and social innovators to develop new solutions to food poverty. This will prototype a range of projects, providing a menu of activity which individual schools and their partners can take forward.

budget and approvals for investment in primary school breakfast clubs and free school meal pilot in two of the boroughs' secondary schools.

Recommendations – It is recommended that the Leader of the Council: 1. Approves a total budget of £2,587,214 profiled over four years to fund investment to support primary school breakfast club provision; 2. Approves a budget to fund investment in a USFM pilot in two of the borough’s secondary schools. 3. Approves a budget to support the development of an innovation process focused on new, school-based solutions to food poverty and to support overall project management of the breakfast club provision and USFM pilot. 4. Allocates funding of £1,963,188 of s106 funding to fund the first two years’ costs related to the above budgets.

3 These charges are subject to variation in view of fluctuating meal volumes

Page 125 5. Notes that the Strategic Director for the Economy will seek to identify the additional required funding of £1,752,514 for years three and four and a further Cabinet approval will be required at that stage. 6. Notes that the Strategic Director for the Economy will look to identify funding for continued provision of the breakfast club service and/ or ensure this is self- financing from April 2023. 7. Approves the procurement strategy set out at exempt appendix B for the commissioning of a strategic partner to support and enhance the primary school breakfast club offer and delegates authority for awarding the contract to the Director for Children’s Services and the Strategic Director for the Economy in consultation with the Cabinet Member for the Economy and the Arts, and the Cabinet Member for Children’s Services. 8. Agrees to waive the requirements under Contract Standing Order (CSO) 8.11.1 for a procurement strategy in relation to the procurement competition to identify an organisation to undertake the evaluation of the USFM pilot and to procure this provider by way of an open tender process, and delegates the award of a contract for the evaluation to the Strategic Director for Children’s Services and the Strategic Director for the Economy in consultation with the Cabinet Member for the Economy and the Arts and the Cabinet Member for Children’s Services. 9. Notes that budget for a universal free school meal pilot includes provision for an expert advisor to the Council on the preparation of the procurement documentation and strategic advice on the management of an evaluator for the UFSM pilot, and delegates the award of a contract for this to the Director for Children’s Services and the Strategic Director for the Economy in consultation with the Cabinet Member for the Economy and the Arts, and the Cabinet Member for Children’s Services. 10. Notes that the budget for the innovation process and project management includes provision for a service design expert to support schools and community partners to develop innovative ideas for the service, and delegates the award of a contract for this to the Director for Children’s Services and the Strategic Director for the Economy in consultation with the Cabinet Member for the Economy and the Arts, and the Cabinet Member for Children’s Services. 11. That the Leader of the Council approves a variation to the existing school meals contract with Cater Link Ltd that commenced 6 June 2016 and which has recently been extended by way of a separate report to 31 July 2020. The recommendation to vary this contract is to facilitate the universal free school meals pilot at Fulham College Boys School and is required to reflect the change in pricing structure. 12. That Cabinet delegates authority to the Strategic Director for Economy Department and the Director for Children Services to agree in consultation with the Cabinet Member for the Economy and the Arts and the Cabinet Member for Children’s Services, how the total budget of £3,715,602 is spent to further the strategic objectives of reducing food poverty set out in the report, varying this when there are good operational or procurement reasons and the total budget is contained within the agreed budget envelope.

Reasons for urgency:

Page 126 This decision is urgent because there would not be enough time to commission a support provider to support the breakfast club offer by September 2019 or make necessary arrangements for the mobilisation of the free school meals pilot by January 2020 if this decision was delayed until July Cabinet. This would delay the benefit to schools, parents and children of the breakfast club provision and free lunch pilot unnecessarily.

Date – 07/06/19

7. PROCUREMENT STRATEGY AND BUSINESS CASE IN RESPECT OF TELEPHONY FOR DUTY NUMBERS 2019/2020

Status: Open Report with exempt appendix

Summary of Report – this report seeks approval for the necessary decisions to implement a strategy where teams use a software-based phone and a headset to take duty calls instead of desk phones.

Recommendations – It is recommended that the Leader: 1. Approves the total funds required over 7 years for the Telephony Duty Number strategy as set out in the exempt appendix. 2. Approves the spend for one-off costs and 1st year support to be funded from existing budget from Programmes as set out in the exempt appendix. 3. Notes that the spend for on-going annual support from year 2 onwards will be met by operational efficiencies. 4. Approves a waiver of the requirement to have an approved Business Case and Procurement Strategy set out in Contract Standing Order (`CSO`) 8.12 for the purchase of softphone software licences on the grounds that this is in the overall interests of the Council. 5. Approve the purchase of up to 700 Openscape Personal Edition software licences and ongoing support for up to 7years by way of a call-off contract from the RB Kensington & Chelsea framework for network services for the purchase of mobile phones and desk phones with British Telecom plc, and delegate authority to the Strategic Director for Finance and Governance, in consultation with the Chief Information Officer and the Cabinet Member for Finance and Commercial Services to select the BT sub-contractor that will fulfil the Council’s requirement. 6. To approve the waiver of CSOs 10.2 (table 10.2a) of the requirement to seek competitive bids in respect of the purchase of headsets, on the basis that it is in the council’s overall interest to make a direct award. 7. To delegate authority to the Strategic Director for Finance and Governance, in consultation with the Chief Information Officer and the Cabinet Member for Finance and Commercial Services, to make a direct award to Vodaphone for the purchase of suitable headsets at a value of approximately £45,000 following a quotation exercise.

Reasons for urgency: The recommended solution needs to be in place before teams begin to decant as part of the West King Street Regeneration programme in June 2019. For business

Page 127 continuity purposes, staff need appropriate telephony in place and a decision needs to be taken before the next Cabinet meeting to purchase the required products.

Date: 07/06/19

8. ADOPTION REGIONALISATION - ADOPT LONDON WEST REGIONAL ADOPTION AGENCY

Status: Open Report

Summary of Report – This report seeks approval for Hammersmith and Fulham Council to go forward with the plan to join the Adopt London West Regional Adoption Agency (RAA) in response to the Department for Education’s (DfE) paper on Regional Adoption Agencies in 2016, requiring local authorities to form RAAs by 2020. Regionalising adoption services is also reinforced through amendments to the primary legislation introduced via the Education and Adoption Act 2016. Adopt London West is the coming together of the adoption services of the London boroughs of Brent, Ealing, Hammersmith and Fulham, and Hounslow to form a Regional Adoption Agency.

Recommendations – It is recommended that the Leader: 1. Approves Hammersmith and Fulham Council entering into a regional adoption arrangement, to be known as Adopt London West, with four participating authorities (Brent, Hounslow, Ealing, and Hammersmith and Fulham) identified in this report, and that special guardianship support is included in this arrangement from the outset. 2. Approves London Borough of Ealing hosting Adopt London West. 3. Delegate to the London Borough of Ealing, as host of Adopt West London, the following statutory functions of the Council: (a) the recruitment of persons as prospective adopters; (b) the assessment of prospective adopters' suitability to adopt a child; (c) the approval of prospective adopters as suitable to adopt a child; (d) decisions as to whether a particular child should be placed for adoption with a particular prospective adopter; (e) the provision of adoption support services (with the exception of the services listed in paragraph 4.5.5 of the report), (f) guardianship support services. 4. Delegates authority to the Director of Children’s Services, in consultation with the Cabinet Member for Children and Education, to take whatever steps are necessary to implement the decisions in this report including but not limited to approving any agreements between the Councils

Reasons for urgency: Central government policy requires that all Adoption services be delivered through Regional Adoption Agencies (RAA) by 2020. Local authorities that have not done so by the set period will be directed to do so by the government

Page 128 Hammersmith & Fulham and partner authorities proposed to form the Adopt London West RAA. Partner local authorities have received approval from their Council to join the RAA and are awaiting Hammersmith & Fulham’s decision.

Date: 08/07/19

9. CONTRACT EXTENSION OF MANAGED SERVICES PROVIDER FOR THE PROVISION OF AGENCY WORKERS

Status: Open Report

Summary of Report – The current contract for managed service provider (MSP) for temporary agency resource was awarded to Pertemps Limited with effect from 1st July 2016 for an initial period of 2 years with the option of extending on 1st July 2018 for one year and also on 1st July 2019 for a further one year, providing for a maximum contract period of four years. This report provides the business case for exercising the option to extend for the second one-year period to 30th June 2020 and in so doing continue with the MSP arrangement for agency workers with Pertemps Limited.

Recommendations – It is recommended that the Leader: 1. Approves that the option be exercised to extend the term of the contract for provision of managed service for temporary agency resource with Pertemps Limited for a period of 12 months from 1st July 2019 to 30th June 2020 with continuation of the rates as stipulated under the Framework and detailed within the Cabinet Decision 7th March 2016. 2. Approves the modification of the terms under the Agreement to include the following below commitment: a. Over the next 12 months, Pertemps Limited to transfer a minimum of £50,000 into a fund derived from Pertemps Apprenticeship Levy to benefit LBHF by directly supporting SMEs within the borough to provide up to 15 annual apprenticeships. b. Notes and ratifies the decision to extend the term of the contract with Pertemps Limited from 1st July 2018 to 30th June 2019.

Reasons for urgency: Requirement to extend the Council’s current contract for temporary agency resource with Pertemps Limited for a final one-year extension period to 30th June 2020.

Date: 08/07/19

10. HARTOPP POINT AND LANNOY POINT – APPOINTMENT OF PROJECT MANAGEMENT SERVICES FOR DEMOLITION

Status: Open Report

Summary of Report – This report sets out the procurement strategy and contract award process for the appointment of a lead consultant to Project Manage the

Page 129 demolition of Hartopp Point and Lannoy Point. The Lead Consultant will provide Project management, Employer’s Agent, CDM, structural and engineering services to the Council. The Estimated cost of these is £127,500.

Recommendations – The Leader is recommended to: 1. Approve a waiver of the requirements of paragraph 8 of Contract Standing Orders for a Business Case and Procurement Strategy to be approved for all procurements in excess of £100,000 on the basis that this is in the Council’s overall interests, in relation to the procurement of a project manager and Employer’s Agent and for the project to demolition of Hartopp Point and Lannoy Point blocks. 2. Approve the procurement as described in section 5 of this report for a lead consultant to act as an Employer’s Agent and provide project management, CDM, structural, engineering and other ancillary services for the project to demolition of Hartopp Point and Lannoy Point blocks, using the London Construction Programme’s Dynamic Purchasing System for Construction, Estates and Property Professional Services. 3. Delegate to the Strategic Director of the Economy Department authority to award a contract to a supplier to provide the services described in the report. 4. Note that the estimated budget for the proposed contract is £127,500. 5. Approve the Council entering into the required Access agreement for use of the London Construction Programme’s Dynamic Purchasing System, for this and for any future procurements at a cost of 2% of the value of each awarded contract. 6. Note that the budget for this contract was included in the HRA capital budget report approved by Cabinet on 1st July 2019 and was also included in 29th April 2019 Cabinet report authorising the demolition of the two blocks.

Reasons for urgency: To ensure Hartopp Point and Lannoy Point blocks are demolished by December 2020, in line with 29th April 2019 Cabinet decision following identification of serious structural defects, immediate appointment of a specialist company to project manage the demolition project, act as an Employer’s Agent and provide services such as Quantity Surveying would ensure Ruthlessly Financially Efficient delivery of the project. There is no expertise within the Council to project manage a complex demolition of this type.

Date: 11/07/19

11. AUTHORITY TO WAIVE THE CONTRACT STANDING ORDERS AND AWARD A CONTRACT TO ST MUNGO’S TO DELIVER A ROUGH SLEEPER NAVIGATOR SERVICE

Status: Open Report

Summary of Report – This report seeks approval for the award of a 12-month contract to St Mungo’s from 1 August 2019 at a total cost of £131,953 funded by the

Page 130 Ministry of Housing, Communities and Local Government (MHCLG) Rapid Rehousing Pathway funding. The service will help contribute to the Council’s policy objective to end rough sleeping in the borough and improve outcomes for vulnerable residents. Approval is also sought for a waiver of the Contract Standing Order requirement to seek competitive bids.

Recommendations – It is recommended that the Leader: 1. Approves a waiver under CSO 3.1 of the requirement to seek competitive bids under CSO 10.2 and 11.2 on the basis that this is in the Council’s overall interest, as this will ensure better outcomes for residents. 2. Approves a direct contract award of a 12-month contract to St Mungo’s for the provision of a Rough Sleeper Navigator Service from 1 August 2019 at a total cost of £131,953.

Reasons for urgency: Funding secured from MHCLG to deliver a rough sleeper navigator service. Funding was only confirmed in late May 2019 and the new service has to be mobilised by 1 August 2019.

Date: 23/07/19

12. PROCUREMENT STRATEGY AND BUSINESS CASE FOR THE PROVISION OF EARLY INTERVENTION LINK WORKER SUPPORT SERVICES FOR CHILDREN AND YOUNG PEOPLE

Status: Open Report

Summary of Report – This report seeks approval of a procurement strategy for the provision of early intervention link worker support for children and young people aged 8-18.

Recommendations – That the Leader: 1. Approves the procurement strategy for the provision of early intervention link worker support for children and young people for a period of up to 4 years (delivered over five financial years) at a maximum contract value of £999,000, funded from s106 and/or reserves. 2. Delegates the contract award decision to the Director of Children’s Services in consultation with the Cabinet Member for Children and Education. 3. Notes the Director of Children’s Services and Strategic Director of Finance and Governance will provide an update on this provision to relevant cabinet members in January 2021. 4. Approves the allocation of £559,680 of s106 funds to fund the expected costs of the current contract and the first year of the new contract in 2020/21. 5. Notes that the funding of £845,000 for 2021/22 to 2024/25 has not yet been identified and will need to be identified by the Director of Children’s Services, in consultation with the Strategic Director for the Economy department and the Strategic Director of Finance and Governance and will be subject to a further Cabinet decision.

Page 131

Reasons for urgency: A decision is required under urgency to allow a procurement exercise, so services can begin before the new academic year commences.

Date: 30/07/19

13. HAMMERSMITH & FULHAM'S RESPONSE TO THE CLIMATE EMERGENCY

Status: Open Report

Summary of Report – This report proposes a rapid and resourced response to this emergency through three linked workstreams: the establishment of a dedicated Climate Change Unit; the development of a ‘zero carbon strategy’; and the launch of an independent, resident-led commission into climate change.

Recommendations – 1. That the council adopt a target to reduce net greenhouse gas emissions to zero by 2030 and undertakes a full carbon audit to inform our activities and strategy. 2. That the council establish a dedicated corporate Climate Change Unit tasked with developing and enacting policies to achieve this target including undertaking a full carbon audit. 3. That the council launch an independent commission on climate change, drawing on local and expert knowledge to develop boroughwide action to reduce net carbon emissions. 4. Following this that the council develop a ‘zero carbon strategy’ outlining its route to net zero emissions by 2030.

Reasons for urgency: An urgent decision is needed to expedite the council's expanding work to address climate change and biodiversity loss, as expressed in the 'climate emergency' special motion tabled for Full Council on 17th July 2019. Urgency is required in recognition of the need for swift action entailed in the declaration of this emergency.

Date: 14/08/19

14. DIRECT AWARD OF A CONTRACT FOR A YOUNG PEOPLE'S SEXUAL HEALTH AND SUBSTANCE MISUSE WELLBEING SERVICE

Status: Open Report with Exempt Appendix

Summary of Report – This report seeks approval to provide prevention services and access to drug treatment for young people. There is significant clinical and safeguarding risk without the availability of care planned drug treatment for children and young people.

Page 132 Recommendations – 1. That the Leader and Cabinet Member for Health and Adult Social Care grant a waiver from the usual tendering requirements of Contract Standing Orders (CSO) on the grounds of extreme urgency and because this is in the Council’s overall interests, as provided for in CSO 3, in relation to the Young People’s Wellbeing Service. 2. That the Leader approves a direct award of contract to Turning Point from the date of agreement by the Leader (subject to expiry of call-in period) to 31 March 2021 at the contract price set out in the exempt appendix.

Reasons for urgency: There is a need for a specialist drug treatment for young people in Hammersmith and Fulham. To enable an even greater focus on this area, a new drug treatment service for young people has been commissioned via a specialist agency – Turning Point.

Date: 09/10/19

15. TERMINATION OF CONDITIONAL LAND SALE AGREEMENT – EARL’S COURT

This report was not subject to public notice and call-in

Status: Open Report with exempt appendices

Summary of Report – The Council and Delancey have agreed to terminate the CLSA as between the Council and ECPL subject to and immediately following Delancey’s acquisition of the shares in EC Group Holdings Limited. Termination of the CLSA will involve: the Council returning to ECPL the money received under the CLSA amounting to £74.6m; removing ECPL’s option over the West Kensington and Gibbs Green Estates; the Council re-purchasing the Gibbs Green School Site and 11 Farm Lane, which were transferred to ECPL under the CLSA for £15m (the price paid by ECPL for these properties). If the acquisition of the entire issued share capital in EC Group Holdings Limited by ECIH does not complete, the CLSA will continue.

Recommendations: That the Leader: 1. Approves: 1.1. the Council entering into the Conditional Agreement which obliges the Council to enter, and Earls Court Investments Limited to procure that ECPL and EC Properties LP Limited shall enter the Termination Deed; 1.2. and the Termination Deed which will end the Conditional Land Sale Agreement as between ECPL and the Council (and notes the Council will return £74.6m (plus £14.92m VAT) received in respect of West Kensington and Gibbs Green Estates (increasing to £89,500,000 (plus VAT) if the December 2019 advance payment under the CLSA is received by the Council before termination)); and

Page 133 1.3. the acquisition of 11 Farm Lane and the former Gibbs Green School by the General Fund for a combined £15m and under general powers to acquire land under section 120 of Local Government Act 1972,

Recommendation 1.2 and 1.3 are subject to Earls Court Investments Limited acquiring the entire issued share capital of EC Group Holdings Limited.

2. Notes the acquisition of 11 Farm Lane and the former Gibbs Green School provides value for money and is supported by formal Red Book RICS valuations undertaken by an external property consultant. 3. Approves a General Fund capital budget of £15.74m to cover the acquisition and Stamp Duty Land Tax (SDLT) costs, to be funded by borrowing, represented by an increase in the Council’s capital financing requirement. 4. Approves a short-term General Fund budget of up to £80,000 for site security and management costs for 11 Farm Lane, to be funded from the Corporate Demands and Pressures Reserve. 5. Approves the use of the Corporate Demands and Pressures Reserve to fund £200,000 of abortive disposal costs associated with the General Fund. 6. Delegates authority to the Strategic Director of Finance and Governance, in consultation with the Strategic Director of the Economy Department and Cabinet Member for Finance and Commercial Services to approve the necessary budget and funding for any SDLT be payable in respect of the of the returning of the Estates. 7. Notes that £5.9m of abortive disposal costs to 31 October 2019 attributable to the HRA will be written off against the reserve already set aside for abortive costs for various HRA housing development and regeneration schemes. 8. Notes that costs from 1 November 2019 to conclude the Termination of the CLSA will be written off against reserves. 9. Notes that officers will seek to minimise further spend against existing project budgets and following the termination of the CLSA will seek a further decision for a transitional/ wind down budget to bring the current project to an orderly end.

Reasons for urgency: The report/decision is urgent as the it authorises the council to enter into a contract. The approval of the report and signing of the contract is crucially linked to exchange of contracts between Delancey and CapCo. Exchange of contracts between Delancey and CapCo is commercially sensitive and confidential until contracts have been exchanged and the timing of is outside of the council’s control. As the council does not have control of the timing or process, the Council’s decision could not be taken under the standard Cabinet or Urgency Sub-Committee arrangements.

Date: 15/11/19

16. HAMMERSMITH BRIDGE OPTIONS REPORT

Status: Open Report with exempt appendix

Page 134 Summary of Report – This report recommends the progression of one option out of three and Transport for London (TfL) have committed funding for this work including the cost of insurance for the works. The funding committed is £25 million. The Council will be required to purchase additional insurance for some advanced works on the pedestals that will significantly reduce the refurbishment works programme. The cost of this will be reimbursed as part of the £25m indicated above, however as the Council will be the principal insured party, this report is seeking approval to place the insurance contract.

Recommendations – The Leader is recommended to approve:

1. The option recommended as a result of the feasibility report which is to restore Hammersmith Bridge to its previous level of operation of allowing motor traffic up to 7.5 tonnes and two single decker buses in each direction (and future proofed for heavier electric buses) subject to funds being made available to carry out the works. 2. That the Council enter into an agreement with TfL for it to carry out preliminary works on all four pedestals to investigate micro cracks found and for the development of a concept design for more major works. 3. A waiver of the provisions of Contract Standing Order 10 (pursuant to CSO 3) concerning the usual tendering requirements for services contracts, in relation to the requirement to purchase specialist construction insurance for the preliminary works, on the grounds that the nature of the services to be provided have been investigated and demonstrated to be such that a departure from CSO 10 is justifiable. 4. The award of contracts for the purchase of specialist construction insurance contracts for the preliminary works by means of an Owner Controlled Insurance Programme (OCIP) placed by the Council’s insurance brokers, Marsh JLT Specialty Ltd, on the Council’s behalf, at a total cost £139,206.48. 5. A waiver of the usual requirements of contract standing order 19.5.1 (pursuant to CSO3) for contracts worth in excess of £100,000 to be sealed as a deed, to enable the contracts referred to in the previous recommendation to be entered into by the issue of a policy document in accordance with standard industry practice, on the grounds that this is in the overall interest of the Council.

Reasons for urgency: The bridge is a key transport link to and from the borough. In addition, there is an impact on local businesses from its closure, so its restoration is a key priority.

Date: 07/11/19

17. COVID-19 RESPONSE - DELEGATED POWERS

This report was not subject to public notice and call-in

Status: Open Report

Page 135

Summary of Report – This report seeks approval to delegate powers to the Chief Executive and approve a succession plan for the Leadership of the Council.

Recommendations – 1. That the Chief Executive, or any person acting in that role, be given the power to approve expenditure of up to £2m (Revenue or Capital). 2. That the Leader of the Council approves the succession plan for the Leadership of the Council. 3. That recommendations 1 and 2 be subject to review by the Leader by the 1st of September 2020.

Reasons for urgency: The recommendations in this report are urgent as they enable the Council to act quickly, efficiently and proactively during the COVID-19 outbreak to ensure critical services are delivered for the health, safety and general welfare of the residents of the borough.

Date: 06/04/20

18. CONTRACT AWARD REPORT: ELECTRICAL SERVICING AND WORKS

Status: Open Report with exempt appendix

Summary of Report – This report recommends awarding a contract for Electrical servicing and works for the Council's housing stock.

Recommendations – It is recommended that the Leader: 1. Approves the award of the Electrical servicing and works contract for five years to 31st July 2025 with a provision to extend for up to two 12-month periods, to AJS Limited for the value of £14,716,000 (consisting of estimated spend for variable volume work, priced against bespoke prices and a discounted Schedule of Rates). 2. agrees the award of a reserve contract to Openview Security Solutions Limited. 3. notes that the award of the contract cannot be made until the conclusion of the S.20 consultation referred to in section 5 of the report. 4. agrees that for 2020/21, the part-year costs of this contract of £1.979m are funded from the following sources:  existing revenue budgets within the Housing Revenue Account (£0.739m),  the capitalised repairs budget within the housing capital programme (£1.240m) 5. agrees that from 2021/22 onwards, the full-year costs of this contract of £2.968m are funded from the following sources:  existing revenue budgets within the Housing Revenue Account (£1.108m),  the capitalised repairs budget within the housing capital programme (£1.860m)

Reasons for urgency:

Page 136 The evaluation of the contract bids has been carried out and there is a need to urgently proceed to contract award, in order to maximise the period of mobilisation before the contract starts on 1st August 2020. There are major mobilisation activities that need to commence straightaway: namely the mobilisation of an IT interface between the Council’s housing management system and the contractor’s system, and the delivery of a TUPE transfer of staff between contractors. Any delay to mobilisation threatens service continuity beyond 1st August 2020 of what is a statutory service.

Date: 20/05/20

19. CONTRACT AWARD REPORT: GAS SERVICING AND MAINTENANCE

Status: Open Report with exempt appendix

Summary of Report – This report recommends awarding a contract for Gas servicing and maintenance for the Council's housing stock.

Recommendations – It is recommended that the Leader: 1. Approves the award of the Gas servicing and maintenance contract for five years to 31st July 2025 with a provision to extend for up to two 12 month periods, to Morgan Sindall Property Services Limited, for the value of £29.5m (consisting of a fixed fee of £14.5m for domestic servicing and communal maintenance, plus £15m of estimated spend for variable volume investment work, including the installation of new boilers, priced against bespoke prices and a discounted Schedule of Rates). 2. Agrees the award of a reserve contract to K&T Heating Services Limited. 3. Notes that the award of contract cannot be made until the conclusion of the S.20 consultation referred to in section 5 of the report. 4. Agrees that for 2020/21, the part-year costs of these contracts of £3.931m plus one-off mobilisation costs of £0.190m are funded from the following sources:  the Housing Revenue Account General Reserve for the one-off mobilisation costs (£0.190m) and part-year contract costs (£0.047m)  existing revenue budgets within the Housing Revenue Account (£1.788m),  the boiler installation, capitalised repairs and unallocated budget within the housing capital programme (up to £1.646m),  revenue savings of £0.450m from a savings plan which is currently being developed for the Housing Revenue Account and which requires total savings of £1.633m in 2020/21 rising to £2.622m per annum from 2021/22 onwards (note that this is in addition to the existing savings plan previously approved at Cabinet in February 2020 which requires savings of £0.5m in 2020/21 rising to £4m per annum from 2023/24 onwards).

Page 137 5. Agrees that from 2021/22 onwards, the full-year costs of these contracts of £5.896m are funded from the following sources:  existing revenue budgets within the Housing Revenue Account (£2.682m),  the boiler installation, capitalised repairs and unallocated budget within the housing capital programme (up to £2.469m),  revenue savings of £0.745m from a savings plan which is currently being developed for the Housing Revenue Account and which requires total savings of £1.633m in 2020/21 rising to £2.622m per annum from 2021/22 onwards (note that this is in addition to the existing savings plan previously approved at Cabinet in February 2020 which requires savings of £0.5m in 2020/21 rising to £4m per annum from 2023/24 onwards). 6. Agrees that if the required level of savings cannot be delivered for either or both 2020/21 and 2021/22 onwards, that the HRA General Reserves are used to fund any shortfall up to £0.450m for 2020/21 (in addition to the £0.047m required for part-year contract costs) and up to £0.745m for 2021/22 onwards for the term of the contract.

Reasons for urgency: The evaluation of the contract bids has been carried out and there is a need to urgently proceed to contract award, in order to maximise the period of mobilisation before the contract starts on 1st August 2020. There are major mobilisation activities that need to commence straightaway: namely the mobilisation of an IT interface between the Council’s housing management system and the contractor’s system, and the delivery of a TUPE transfer of staff between contractors. Any delay to mobilisation threatens service continuity beyond 1st August 2020 of what is a statutory service.

Date: 20/05/20

20. CONTRACT AWARD REPORT: RESPONSIVE REPAIRS AND VOIDS

Status: Open Report with exempt appendix

Summary of Report – This report recommends awarding contracts for the repair and maintenance of the Council's housing stock following a competitive procurement exercise.

Recommendations – It is recommended that the Leader: 1. Agrees the award of the following repairs and maintenance contractors to the following contractors: a) Contract for Lot 1, Housing Repairs and Maintenance Contract, for the North of the borough (NW10, W12, W10 and W3) for five years to 31st July 2025 with a provision to extend for up to two 12 month periods, to Morgan Sindall Property Services, for the value of £12,863,000 (consisting of a fixed fee of £9,246,000 representing a Price Per Property, Contract Overheads and first year Mobilisation costs, plus an estimated £3,617,000 of out of

Page 138 scope works priced against bespoke rates and a discounted Schedule of Rates),. b) Contract for Lot 2, Housing Repairs and Maintenance Contract, for the Centre of the borough (W11, W6, W4 and W14) for five years to 31st July 2025 with a provision to extend for up to two 12 month periods, to DW contractors, for the value of £15,445,000 (consisting of a fixed fee of £10,990,000 representing a Price Per Property, Contract Overheads and first year Mobilisation costs, plus an estimated £4,455,000 of out of scope works priced against bespoke rates and a discounted Schedule of Rates),. c) Contract for Lot 3, Housing Repairs and Maintenance Contract, for the South of the borough (SW6 and SW10) for five years to 31st July 2025 with a provision to extend for up to two 12 month periods, to Mears, for the value of £14,732,000 (consisting of a fixed fee of £10,096,000 representing a Price Per Property, Contract Overheads and first year Mobilisation costs, plus an estimated £4,636,000 of out of scope works priced against bespoke rates and a discounted Schedule of Rates),. d) The award of a reserve contract to Mears for Lot 1, Housing Repairs and Maintenance Contract, for the North of the borough (NW10, W12, W10 and W3) e) The award of a reserve contract to Morgan Sindall for Lot 2, Housing Repairs and Maintenance Contract, for the Centre of the borough (W11, W6, W4 and W14) f) The award of a reserve contract to DW contractors for Lot 3, Housing Repairs and Maintenance Contract, for the South of the borough (SW6 and SW10) 3. Notes that the award of contract cannot be made until the conclusion of the S.20 consultation referred to in section 5 of the report 4. Agrees that for 2020/21, the part-year costs of these contracts of £5.699m plus one-off mobilisation costs of £0.295m are funded from the following sources:  the Housing Revenue Account General Reserve for the one-off mobilisation costs (£0.295m) and part-year contract costs (£0.068m)  existing revenue budgets within the Housing Revenue Account (£4.315m),  the capitalised repairs budget within the housing capital programme (£0.133m),  additional revenue savings of £1.183m from a savings plan to mitigate the additional contract costs which is currently being developed. 5. Agrees that from 2021/22 onwards, the full-year costs of these contracts of £8.549m are funded from the following sources:  existing revenue budgets within the Housing Revenue Account (£6.472m),  the capitalised repairs budget within the housing capital programme (£0.200m),  additional annual revenue savings of £1.877m from a savings plan which is currently being developed.

Page 139 6. Agrees that if the required level of compensating savings cannot be delivered for either or both 2020/21 and 2021/22 onwards, that the HRA General Reserves are used to fund any shortfall up to £1.183m for 2020/21 (in addition to the £0.068m required for part-year contract costs) and up to £1.877m for 2021/22 onwards for the term of the contract.

Date: 20/05/20

21. H&F DEDICATED GANGS, VIOLENCE & EXPLOITATION UNIT

Status: Open Report

Summary of Report – The report seeks approval to introduce a multi-agency Gangs, Violence and Exploitation Unit to tackle gang related offending in H&F.

Recommendations – 1. To approve the creation of the Council’s first Gangs, Violence & Exploitation Unit. 2. To approve entering into a contractual funding agreement with the Metropolitan Police under s92 of the Police Act 1996. 3. To approve the one-off allocation of £737,000 in section 106 funding towards the new Unit for 2020/21 (from s.106 funding already agreed for the purposes of community safety).

Reasons for urgency: The impact of Covid-19 brings both challenges and opportunities that need to be urgently addressed. The lockdown brought significant decreases in the levels of crime but there are concerns, as the lockdown is eased, that levels of violent crime and anti-social behaviour, often a precursor to more violent incidents, will return to their pre-Covid levels. The council, as highlighted in the Annual Report 2020/21, is determined to improve safety on our street and to crack down on gang activity and youth violence.

Date: 10/06/20

Page 140 22. EMERGENCY WORKS HAMMERSMITH BRIDGE – TEMPERATURE CONTROL SYSTEM

Status: Open Report

Summary of Report – Due to a micro-fracture extending on the north east pedestal of the bridge after excessive high temperatures there is need to install a temperature control system to manage the temperatures of the chain deck supports to reduce any further extensions of the current micro-fractures and support efforts on stabilisation of the bridge.

Recommendations - 1. To approve a capital budget of £420,000 for the installation of a bespoke temperature control system to manage chain temperature. 2. To approve that the works are carried out by the Council’s highways term contractor for Highways Bridges and Structures, FM Conway. 3. To approve that the estimated 2020/21 maintenance costs of £244,000 are funded from the council’s unallocated revenue contingency budget. Future year costs, estimated at £417,000 per annum, will need to be considered within the 2021/22 budget process.

Reasons for urgency: Hammersmith Bridge has been closed because of an extension of a previous fracture. By controlling chain temperatures, it will be possible to control the stresses on the chains and thus the stress on the cast iron deviator saddles. Controlling chain temperature is key asset in reducing any further fractures and an essential first step to being able to reopen the bridge to pedestrians and cyclists.

Date: 01/09/20

Page 141 Chief Executive urgent decision:

SUPPORT TO PROVIDERS OF SOCIAL CARE (Notice and call-in given)

Status: Open Report with exempt appendix

Summary of Report – Urgent decision under local Covid-19 governance arrangements to support social care providers to ensure continued market delivery in line with government guidance.

Recommendations – 1. To make an urgent decision under the H&F governance arrangements for Covid-19 to ensure business continuity of social care providers and continued delivery of care for H&F residents. 2. To agree the budgetary provision of Covid-19 additional support to providers of social care services at a total cost of £738,642, for April – June 2020, to be funded from COVID-19 emergency local government grant funding 3. To authorise the payment to all providers of residential and nursing care placements of an above-budget inflationary increase as an increase of 5% on agreed weekly rates for a period of 3 months, without the need to make a business case for an inflationary increase (where this applies), and for individual care contracts to be varied accordingly. 4. To note that support for other categories of commissioned care provision is being considered on a case by case basis and this support can include benefits in kind. 5. To authorise the strategic director of social care to determine the distribution to providers of the remaining budget at paragraph 3 above (after expenditure against paragraph 3), as necessary, following consideration of the circumstances surrounding each service and to recommend the appropriate Covid-19 measure(s) to be implemented by providers accordingly. 6. Note and ratify that an urgent payment of £35,526.87 has been made to Chiswick Nursing Centre and an urgent payment of £46,382.17 has been made to Nazareth to support the homes in their response to Covid-19 pandemic pursuant to paragraphs 3 and 5 above. The payment was made from the budget of £738,642 sought above.

Date: 29/05/20

FUTURE OF PAN-LONDON MORTUARY MANAGEMENT

Status: Open Report with exempt appendix

Summary of Report - This report seeks urgent approval to sign an inter-authority legal agreement which commits London local authorities to fund the temporary mortuary provision up to March 2021 and to pay the Council’s proportion of the Pan

Page 142 London mortality management costs into the London Borough of Camden’s sinking fund by close of business on Friday, 4 September 2020.

Recommendations - 1. Appendix 1 to this report is not for publication on the basis that it contains information relating to the financial or business affairs of any particular person (including the authority holding that information) as set out in paragraph 3 of Schedule 12A of the Local Government Act 1972 (as amended). 2. That approval be granted to sign an inter-authority legal agreement which commits all London local authorities to fund the temporary mortuary provision up to March 2021. 3. That the Council’s proportion of the Pan London mortality management costs as set out in Appendix 1 be paid into the London Borough of Camden’s sinking fund by close of business on Friday, 4 September 2020.

Date: 03/09/20

Page 143 Agenda Item 7.4

London Borough of Hammersmith & Fulham

Report to: Full Council

Date: 25 November 2020

Subject: Petitions Monitoring Report

Report of: Councillor Stephen Cowan, The Leader of the Council

Responsible Director: Rhian Davies, Director of Resources

Summary

This report outlines the operation of the Council’s Petitions Scheme over the 2019/20 Municipal Year.

Recommendation

1. That the operation of the Council’s Petitions Scheme be noted.

Wards Affected: All

H&F Priorities Summary of how this report aligns to the H&F Priorities Doing things with residents The Council’s petitions scheme offers an important and not to them route for residents to take part in the democratic process.

Contact Officer:

Name: Kayode Adewumi Position: Head of Democratic Services Telephone: 07899 661869 Email: [email protected]

Background Papers Used in Preparing This Report None.

Page 144

DETAILED ANALYSIS

The Council’s Petitions Scheme was approved by the Council under the provisions of Section 11(1) of the Local Democracy, Economic Development and Construction Act 2009. It incorporates procedures to comply with the requirement under the act for the Council to set up an e-petitions scheme.

The Council welcomes paper petitions, petitions submitted via e-mail, or e-petitions submitted through the e-petitions portal on the Council’s website. All petitions and petition responses are recorded on the Council’s e-petition portal: http://democracy.lbhf.gov.uk/mgEPetitionListDisplay.aspx?bcr=1

In the table below you can see how different petitions will be considered based on the number of signatures they attract.

Minimum number Type of petition Decision maker of signatories

5,000 Council debate The Full Council

Calling a director Policy and Accountability 2,000 to give evidence Committee

250 Cabinet debate The Cabinet

Petitions to 100 The relevant Cabinet Member Cabinet Members

The relevant officer, in consultation Below 100 Officer petition with the appropriate Cabinet Member

The petitions scheme is available in full on the Council’s website: https://www.lbhf.gov.uk/councillors-and-democracy/councillors-committees-and- decisions/take-part-democratic-process

Appendix 1 contains a summary of all petitions received during 2020/21, including the subject of the petitions, where the petition was submitted, the number of signatures they received, and a link to the Council’s response.

Overall the petitions scheme has continued to operate well in 2020/21, offering an important route for residents to express their views to the Council and take part in the democratic process.

List of appendices: Appendix 1 – Summary of Petitions received in 2019/20

Page 145 Appendix 1 – Summary of petitions received in 2019/20

No Petition Subject Date Submitted No of Response Received to Signatures 1 Traffic Calming on 9th Relevant 49 Officers Hestercombe September officers in addressed the Avenue, Fulham 2019 consultation issues raised. with the Cabinet Details can be Member for found here the Environment 2 Solo Motorcycle 27th Relevant 8 Officers bay on Chaldon September officers in addressed the Road 2019 consultation issues raised. with the Cabinet Details can be Member for found here the Environment 3 Reopen Harwood 23rd Cabinet on 438 Cabinet Terrace December 2nd March addressed the 2019 2020 issues raised.

Details can be found: http://democracy. lbhf.gov.uk/ieList Documents.aspx ?CId=116&MId= 6589&Ver=4

4 Close Harwood 14th Cabinet on 263 Cabinet Terrace January 2nd March Addressed the 2020 2020 issues raised.

Details can be found: http://democracy. lbhf.gov.uk/ieList Documents.aspx ?CId=116&MId= 6589&Ver=4

5 Protection of Public 2nd March Cabinet 187 Letter from Health 2020 Member for Cabinet member Health and to petition Adult Social organiser Care Details can be found here

Page 146 6 Halt Disease 28th April Relevant 15 Officers transmission works 2020 officers in addressed the inflicted on consultation issues raised. occupants at home with the Cabinet Details can be Member for found here the Environment 7 Stop Through- 19th June Cabinet 173 Letter from Traffic on the West 2020 Member for Cabinet member of Wandsworth the to petition Bridge Environment organiser

Details can be found here

8 Provide Citizen 26th June Relevant 2 Officers Education in 2020 officers in addressed the Community Clubs consultation issues raised. with the Cabinet Details can be Member for found here Children and Education 9 Oppose Further 30th Relevant 57 Officers Building September officers in addressed the Development of 2020 consultation issues raised. Lillie square with the Cabinet Details can be Member for found here Housing 10 Keep 25th July Cabinet 107 Response Hammersmith 2020 Member for outstanding Bridge Car Free the Environment 11 More Pedestrian 29th August Relevant 2 Response Crossing on 2020 officers in outstanding Uxbridge Road consultation with the Cabinet Member for the Environment

Page 147