(Public Pack)Agenda Document for Cabinet, 21/04/2015 14:00

Transcription

LONDON BOROUGH OF WALTHAM FOREST
CABINET
DAY/DATE/TIME
VENUE:
Tuesday, 21 April 2015
2.00 pm
COUNCIL CHAMBER - WALTHAM
FOREST TOWN HALL
CONTACT:
TEL./E-MAIL:
Debra Marlow,
Acting Democratic Services Team
Leader
Democratic Services
@LBWFDemocracy
020 8496 4211
[email protected]
Forest Road,
E17 4JF
Dear Member,
This is formal notice advising you of the above meeting. The Agenda is set out below.
Supplementary Items will be added only if the Chair considers them urgent.
Martin Esom
CHIEF EXECUTIVE
MEMBERSHIP:
Chair:
Councillor Chris Robbins (Council Leader)
Councillors:
Councillor Clyde Loakes
Deputy Leader
Councillor Liaquat Ali MBE JP
Portfolio Lead Member for Community Safety and
Cohesion
Councillor Angie Bean
Portfolio Lead Member for Adult Services
Councillor Clare Coghill
Portfolio Lead Member for Economic Growth and
High Streets
Councillor Ahsan Khan
Portfolio Lead Member for Health and Wellbeing
Councillor Khevyn Limbajee
Portfolio Lead Member for Housing
Councillor Mark Rusling
Portfolio Lead Member for Children and Young
People
Councillors and officers: if you are reading this on your tablet or laptop, the Council has saved
£11.20 on printing.
Speak to Democratic Services to learn more (contact details above).
i
The following councillors have been appointed by the Council to assist Cabinet in proposing,
formulating and advising upon Council policy under the guidance of the appropriate PortfolioHolder. These councillors are not Members of the Cabinet and do not have any voting rights
nor decision-making powers:
Councillor Naheed Asghar
Junior Lead Member
Councillor Sharon Waldron
Junior Lead Member
ii
Waltham Forest Council and Committee Meetings
All Council/Committee Meetings are held in public unless the business is exempt
in accordance with the requirements of the Local Government Act 1972.
Most meetings are held at Waltham Forest Town Hall which is an accessible
venue located in Forest Road E17 between Waltham Forest Magistrates Court
and Waltham Forest College. The nearest underground and railway station is
Walthamstow Central which is approximately 15 minutes’ walk away from the
Town Hall. Buses on routes 275 and 123 stop outside the building.
There is ample parking accommodation for visitors for meetings held at Waltham
Forest Town Hall including parking bays for people with disabilities.
From 3 January 2012 the Town Hall Complex site became a Permit/Pay and
Display facility. The following parking charges now apply between 8.30 am and
5.00 pm weekdays:
1 hour: £1.30
2 hours: £2.60
3 hours: £3.80
4 hours: £5.10
24 hours: £6.50
There is a ramped access to the building for wheelchair users and people with
mobility disabilities.
The Council Chamber and Committee Rooms are accessible by lift and are
located on the first floor of Waltham Forest Town Hall.
Induction loop facilities are available in most Meeting Rooms.
Electronic copies of agendas, reports and minutes are available on the Council’s
website. The link is http://democracy.walthamforest.gov.uk/
Contact officers listed on the agenda will be able to provide further information
about the meeting and deal with any requests for special facilities.
Contact details for report authors are shown on individual reports. Report
authors should be contacted prior to the meeting if further information on specific
reports is needed of if background documents are required.
iii
Reporting on Proceedings at Meetings
The Council is legally required to allow any person to film, record or report upon the
meeting (including live recording). We ask that people filming the meeting to focus on the
committee but it is possible that as a member of the public you may be filmed or recorded. The
Council does not control or process any personal data recorded by a member of the public or
press.
If you would prefer not to be filmed, we recommend you sit in the Upper Gallery where
there is less chance of being filmed.
The Mayor or Chair of the meeting has the discretion to halt any reporting if, in his/her view, this is
causing a general disturbance, for example through excessive use of flash photography or
intrusive camera equipment, or by the person reporting moving about the meeting room. In such
cases attendees may continue to observe the meeting, but not to report on it.
If the meeting votes to exclude the press and public during consideration of exempt or confidential
material then, in conjunction with this, all rights to report on the meeting are removed.
Anyone recording a meeting is asked to focus only on those actively participating, and is
requested not to put undue restrictions on the material produced so that it can be reused and
edited by other local people and organisations on a non-commercial basis.
If you have any questions please contact Democratic Services on 020 8496 3000 or at
[email protected]. Members of the press are asked to contact the
Communications Team on the above number or at [email protected], particularly if
you expect to use large equipment (including lighting).
Full details of the Council’s Protocol on the Reporting on Proceedings at Meetings by the Press
and Public are available on the Council’s website at http://bit.ly/11gxSfT.
iv
Disclosable Pecuniary Interests (DPI) are prescribed by the Relevant Authorities (Disclosable
Pecuniary Interests) Regulations 2012 as follows:
Interest
Description
Employment, office, trade,
profession or vocation
Any employment, office, trade, profession or vocation carried on for
profit or gain.
Sponsorship
Any payment or provision of any other financial benefit (other than from
the relevant authority) made or provided within the relevant period in
respect of any expenses incurred by a member in carrying out duties
as a member, or towards your election expenses.
This includes any payment or financial benefit from a trade union within
the meaning of the Trade Union and Labour Relations (Consolidation)
Act 1992
Contracts
Any contract which is made between the relevant person (or a body in
which the relevant person has a beneficial interest) and the relevant
authority—
(a)
under which goods or services are to be provided or works are
to be executed; and
(b)
which has not been fully discharged.
Land
Any beneficial interest in land which is within the area of the relevant
authority.
Licences
Any licence (alone or jointly with others) to occupy land in the area of
the relevant authority for a month or longer.
Corporate tenancies
Any tenancy where (to the member’s knowledge)—
(a)
the landlord is the relevant authority; and
(b)
the tenant is a body in which the relevant person has a
beneficial interest.
Securities
Any beneficial interest in securities of a body where—
(a)
that body (to the member’s knowledge) has a place of business
or land in the area of the relevant authority; and
(b)
either—
(i) the total nominal value of the securities exceeds £25,000
or one hundredth of the total issued share capital of that
body; or
(ii) (ii) if the share capital of that body is of more than one
class, the total nominal value of the shares of any one
class in which the relevant person has a beneficial
interest exceeds one hundredth of the total issued share
capital of that class.
A Member must disclose at meetings as a non-pecuniary interest:
•
•
•
•
•
•
Appointments made by the authority to any outside bodies (excluding joint committees with other
local authorities);
Membership of charities;
Membership of trade unions recognised by the authority;
Membership of lobbying or campaign groups;
Governorships at any educational institution in the borough;
Membership of voluntary organisations operating in the borough.
v
General Dispensation
In accordance with s33(2) of the Localism Act, 2011, the Monitoring Officer has granted dispensations to all
Councillors until the Annual General Meeting of Council in 2018.
The grounds for the dispensations are that:
 Granting the dispensation is in the interests of persons living in the authority’s area(s33(2)© of the
Localism Act 2011) by allowing their elected representatives to participate and vote on the Council’s
budget and council tax setting: and
 It is otherwise appropriate to grant a dispensation (s33(2)(e))
in that the dispensation will allow members to fully represent their constituents in respect of these important
matters.
vi
Monitoring Officer’s guidance on bias and pre-determination
The Council often has to make controversial decisions that affect people adversely and this can
place individual councillors in a difficult position. They are expected to represent the interests of
their constituents and political party and have strong views but it is also a well-established legal
principle that councillors who make these decisions must not be biased nor must they have predetermined the outcome of the decision. This is especially so in “quasi-judicial” decisions in
planning and licensing committees.
This Note seeks to provide guidance on what is legally permissible and when members may
participate in decisions. It should be read alongside the Code of Conduct.
Predisposition
Predisposition is lawful. The law is very clear that members may have strong views on a proposed
decision, and indeed may have expressed those views in public, and still participate in a decision.
This will include political views and manifesto commitments. The key issue is that the member
ensures that their predisposition does not prevent them from consideration of all the other factors
that are relevant to a decision, such as committee reports, supporting documents and the views of
objectors. In other words, the member retains an “open mind”.
Section 25 of the Localism Act 2011 confirms this position by providing that a decision will not be
unlawful because of an allegation of bias or pre-determination “just because” a member has done
anything that would indicate what view they may take in relation to a matter relevant to a decision.
However, if a member has done something more than indicate a view on a decision, this may be
unlawful bias or predetermination so it is important that advice is sought where this may be the
case.
Pre-determination / Bias
Pre-determination and bias are unlawful and can make a decision unlawful. Pre-determination
means having a “closed mind”. In other words, a member has made his/her mind up on a decision
before considering or hearing all the relevant evidence.
Bias can also arise from a member’s relationships or interests, as well as their state of mind. The
Code of Conduct’s requirement to declare interests and withdraw from meetings prevents most
obvious forms of bias, e.g. not deciding your own planning application. However, members may
also consider that a “non-pecuniary interest” under the Code also gives rise to a risk of what is
called apparent bias. The legal test is: “whether the fair-minded and informed observer, having
considered the facts, would conclude that there was a real possibility that the tribunal was biased’.
A fair minded observer takes an objective and balanced view of the situation but Members who
think that they have a relationship or interest that may raise a possibility of bias, should seek legal
advice.
This is a complex area and this note should be read as general guidance only. Members who
need advice on individual decisions, should contact the Monitoring Officer and / or the legal
advisor for their committee.
vii
AGENDA
1.
APOLOGIES FOR ABSENCE
2.
DECLARATIONS OF INTEREST
Members are required to declare any pecuniary or non-pecuniary interests they or
their spouse/partner may have in any matter which is to be considered at this meeting.
Interests are defined on the inside cover of this agenda.
3.
MINUTES OF CABINET
(Pages 9 18)
REFERENCES FROM OVERVIEW AND SCRUTINY MANAGEMENT
COMMITTEE
CALL-IN REQUESTS
If any.
DECISION REPORTS
4.
REDEFINING FAMILIES - CHILDREN'S CENTRES
(Pages 19 32)
5.
ADOPTION OF LOCAL FLOOD RISK MANAGEMENT STRATEGY
(Pages 33 100)
6.
LOCAL
GROWTH
FUND:
PROGRAMME - 2015 - 2017
7.
LEARNING DISABILITIES, SUPPORTED LIVING SPOT PURCHASE (Pages 125 FRAMEWORK/ SELECT LIST PERMISSION TO TENDER
156)
8.
HEALTHY WEIGHT STRATEGY 2015 - 2020
HOUSING
DEVELOPMENT (Pages 101 124)
(Pages 157 210)
CONFIDENTIAL AND/OR EXEMPT REPORTS NOT TO BE
DISCLOSED TO THE PRESS AND PUBLIC
Cabinet may pass a resolution to exclude the press and public from the meeting
during consideration of the following item(s) in accordance with Section 100 (A) of the
Local Government Act 1972 as amended, on the grounds that it/they would involve the
likely disclosure of exempt information as defined in the relevant paragraph(s) of
Schedule 12A of the Act.
9.
AWARD OF A CONTRACT FOR THE ADULT SUBSTANCE MISUSE (Pages 211 SERVICE
242)
ix
10.
AWARD OF CONTRACT FOR THE PROVISION OF SECURITY AND (Pages 243 SAFETY SYSTEMS REPAIRS, MAINTENANCE, SUPPLY AND 268)
INSTALLATION SERVICES FRAMEWORK
REPORTS TO COUNCIL
PERFORMANCE MONITORING REPORTS
11.
MONTHLY FINANCIAL MONITORING REPORT
(Pages 269 280)
PLEASE NOTE THAT THE AGENDA IS AVAILABLE IN ELECTRONIC FORMAT ON THE
COUNCIL’S WEBSITE VIA THE FOLLOWING LINK:
http://democracy.walthamforest.gov.uk/
IF YOU REQUIRE A HARD COPY OF ANY OF THE ABOVE REPORTS,
please contact
Debra Marlow, Acting Democratic Services Team Leader
on
020 8496 4211
[email protected]
x
Agenda Item 3
MINUTES OF THE CABINET
17 March 2015 at 2pm
PRESENT:
Chair:
Cabinet Members:
Councillor Chris Robbins
Council Leader
Councillor Clyde Loakes
Councillor Liaquat Ali MBE
JP
Deputy Leader
Portfolio Lead Member for
Community Safety and
Cohesion
Adult Services
Economic Growth and High
Streets
Health and Wellbeing
Housing
Children and Young People
Junior Lead Member
Junior Lead Member
Councillor Angie Bean
Councillor Clare Coghill
Councillor Ahsan Khan
Councillor Khevyn Limbajee
Councillor Mark Rusling
Councillor Naheed Asghar
Councillor Sharon Waldron
(Junior Cabinet Members are appointed by the Leader to assist Cabinet in proposing,
formulating and advising upon Council policy under the guidance of the appropriate Portfolio
Holder. These Councillors are not Members of the Cabinet and do not have any voting
rights nor decision-making powers.)
Councillors in Attendance:
Councillor Kastriot Berberi
Councillor Sally Littlejohn
Councillor Gerry Lyons
Officers in Attendance:
Rhona Cadenhead
Assistant Chief Executive
Daniel Fenwick
Director of Governance
Michele Moloney
Director of Commissioning and Neighbourhoods
John Turnbull
Director of Finance
Debra Marlow
Acting Democratic Services Team Leader
Terry Borkett
Assistant Director, Financial Planning
Martin Esom
Chief Executive
Page 11
Ken Jones
Senior Housing Adviser
David Levy
Assistant Director, Procurement & Commissioning
Una MacCarthy
Head of Resident Insight and Performance
Darren Newman
Head of Strategic Commissioning
1.
APOLOGIES FOR ABSENCE
Apologies were received from Linzi Roberts-Egan and Althea Loderick.
2.
DECLARATIONS OF INTEREST
There were no declarations of interest.
3.
MINUTES OF CABINET
The minutes of the meeting held on Tuesday 10th February were agreed and signed
by the Chair as an accurate record of the same.
Cabinet was delighted to receive the good news that £41 million had been received
from the Greater London Authority for housing. This will dramatically improve the
area from Blackhorse Lane to Leyton and will be an excellent development for the
Borough. Cllr Khevyn Limbajee indicated that the Borough will be transformed with
at least 2000 new homes of which 600 will be affordable housing. These homes will
benefit from the fantastic transport links recognised by the Mayor of London as being
some of the best in London. Thanks go to Ascham Homes and Ken Jones for their
excellent work and also to Cllr Clare Coghill for the close collaborative working in this
regard.
Unfortunately, the news from the CQC Report in respect of Whipps cross Hospital
was not good. The Inspectors had inspected 8 areas with a finding that 6 were
inadequate and 2 needed further improvement. Of major concern was the fact that
further improvements had been required through a previous inspection and these
improvements had simply not been delivered.
The Local Clinical Commissioning Group has been working very hard and has drawn
attention to many of the concerns highlighted through the inspection. The Whipps
Cross site is in need of a strategic vision given the fact that it predates the NHS (built
in 1903) and is simply not fit for purpose. The concern noted by Cabinet is that local
people will lose faith in the health provision at Whipps and will seek to be treated
elsewhere.
The Council will now be acting to turn this situation around with a cross party,
rigorous campaign to fight and save the hospital. Cabinet noted the urgent need to
reassure the public that current standards will start to improve immediately and that
action will start now to drive the recommendations for improvement. Urgent action
will be taken to stabilise staffing at Whipps Cross to improve morale. The whole
concern needs complete overhaul and redevelopment and this will be the immediate
and intensive campaign of the Council. The Chair stressed that this must be the case
Page 12
for the good of the residents of Waltham Forest and that action can be delivered
immediately in three headings:
1. Immediate action to deliver basic standards of care with work to drive the
improvements required in the CQC Report as of now.
2. Immediate action to stabilise staffing at the hospital to ensure that staff are
valued and supported on every level.
3. The development of a long term plan to fix the financial situation of Barts
Health NHS Trust and to establish a new hospital at Whipps Cross.
The full report will be discussed at the meeting of the Health and Wellbeing Board on
Thursday, 26th March, 2015 at 12.30pm.
4.
FINAL SCHOOL BUDGET SHARES FOR 2015-2016
Councillor Mark Rusling introduced the report to Cabinet detailing the school funding
arrangements and the agreed factor rates which were agreed by the Schools Forum
in February, 2015. The final formula is complicated. There is a final outturn of
£241,473 million taking into account the Dedicated Schools Grant funding for 201516.
Cabinet agreed to receive the report. There were no further questions.
Cabinet NOTED the individual budget shares and allocations calculated for the
maintained schools, academies and private, voluntary and independent (PVI)
settings, in line with the local funding factors as set out in the appendices to the
report.
5.
PUBLIC HOUSES SUPPLEMENTARY PLANNING DOCUMENT
Councillor Clare Coghill presented the report noting that the consultation document
had been to Cabinet previously. This has been a very comprehensive piece of work
to ensure the protection of existing Public Houses which are very valuable assets
within the community.
Cabinet noted the importance of ensuring that businesses wishing to invest and
redevelop in the Borough were clear in the need to consult with the Council. Such
consultation is crucial to ensure the protection of Public Houses which provide an
important mix of use.
It was noted that The Antelope PH in Church Road is currently occupied by squatters
and this is being investigated.
Cabinet:


ADOPTED the Public Houses Supplementary Planning Document (as set out
in Appendix A to the report) as part of the Council’s Local Plan.
DELEGATED any further non-material alterations to the Public Houses
Supplementary Planning Document to the Acting Director of Regeneration
and Growth in consultation with the Portfolio Lead for Economic Growth and
High Streets.
Page 13
6.
DOMESTIC VIOLENCE SERVICES REQUEST TO TENDER
Councillor Ali presented the reports to Cabinet setting out the recommendations to
agree the tender exercise to re-commission specialist refuge services to support the
victims of domestic abuse in the Borough.
The proposed contract period is for 3 years with an option to extend for 2 years
which will ensure the safety and wellbeing of families in need.
Cabinet:
AGREED the tender exercise to re-commission specialist refuge services to support
victims of domestic violence and their children and DELEGATED authority for the
award of the contract to the Deputy Chief Executive Families.
APPROVED the re-focusing of refuge services towards non-culturally specific
provision for victims and children who are assessed as high risk.
APPROVED the re-commissioning of a specialist refuge service for women at risk of
forced marriage.
The proposed contract period is three years with an option to extend for two years
but is subject to available funding and contracts awarded will have break clauses
subject to funding.
AGREED the tender exercise to commission services to support victims, children
and the perpetrators of domestic violence and DELEGATED authority for the award
of the contract to the Deputy Chief Executive, Families.
The proposed contract period is three years with an option to extend for two years
but is subject to available funding and contracts awarded will have break clauses
subject to funding.
7.
PROPOSED SCHOOL ADMISSION ARRANGEMENTS 2016/17
Councillor Mark Rusling presented the report to Cabinet recommending the approval
of the admission arrangements for community and voluntary controlled schools in
Waltham Forest for 2016-17.
There are two main changes with a small number of schools opting out.
This involves the addition of a further oversubscription criterion to give priority to
children of staff in specific circumstances. Namely where the member of staff has
been employed in the school for more than two years at the time the school
admission application is made and/or the member of staff is recruited to fill a vacant
post for which there is a demonstrable skill shortage.
Cabinet APPROVED the admission arrangements for community and voluntary
controlled schools in Waltham Forest for 2016-2017.
Page 14
8.
WALTHAMSTOW HIGH STREET FUND PROJECTS
Councillor Coghill presented the report to Cabinet setting out the Walthamstow High
Street Fund Project and detailing the very successful partnership which has
developed with the Greater London Authority and Mayor of London which has
brought a funding allocation of £670k to the Borough.
This will seek to support the night time economy in Walthamstow town centre
expanding on the development of the cinema complex to develop an area of
outstanding vibrancy. This will also include the market space area which needs to
be revived to cater for a “twilight scene”. Councillor Coghill thanked Lucy Shomali
and her team for the excellent work involved in this project.
Cabinet:



9.
AGREED the Walthamstow High Street Fund Project (value of £1.34m)
NOTED that in principle the funding allocation from the GLA of £670,000
towards the project, and
AGREED to accept the allocation subject to signing of a grant agreement with
the GLA.
SUSTAINABLE PROCUREMENT POLICY
Councillor Coghill presented the report of Dave Levy to Cabinet recommending the
approval of the refreshed Sustainable Procurement Policy. Councillor Coghill
extended her thanks to the officers involved in producing the Policy which will ensure
the Council’s commitment towards sustainability in the way it procures goods
services and works, particularly, the need to make the best possible use of local
contractors.
Cabinet:
APROVED the refreshed Sustainable Procurement Policy for implementation.
10.
HOUSING ALLOCATIONS SCHEME
Councillor Limbajee presented the report of Nick Powell to Cabinet introducing the
Councils Housing Allocations Scheme which sets out how housing applicants are
prioritised for social housing in the Borough.
Cllr Limbajee highlighted the fact that London is currently going through a housing
crisis with demand far exceeding available housing provision.
LBWF have a very ambitious programme to develop 12,000 new homes over the
period of five years.
Due to the number of people waiting to be housed totalling in the region of 15,000
there is a need for the Council to look again at the allocations procedure.
The main changes are contained within the report at paragraphs 3.2.1 to 3.2.6 in
bold. This includes an extended residency test of four years rather than two and to
award extra priority to applicants who are making a community contribution by
working, volunteering, fostering or who were previously in HM Armed Forces or are
Page 15
in training that will lead to employment. The rules in relation to sharing have also
been amended together with the increased use of “transfer led lettings”.
It was acknowledged by the Chair that the criteria with the most impact would be the
residency test. There were no further questions.
Cabinet:


11.
APPROVED the proposed major changes to the Waltham Forest Allocations
Scheme as set out in the report.
DELEGATED any further minor technical changes to the Allocations Scheme
to the Special Housing Adviser in consultation with the Portfolio Lead for
Housing (as per Appendix 1).
NEW HOMES BONUS FUNDING ALLOCATION FOR REGENERATION
PROJECTS
Councillor Clare Coghill was delighted to present this report to Cabinet which
detailed that the NHB top slice allocation for April 2015 to March 2017 is £1,294,340.
This funding is secured for the Borough through a bidding process which is
coordinated by London Councils on behalf of the London LEP.
There will be significant investment in Highams Park and South Leytonstone to
improve the physical environment through shop front and public realm
improvements. There will also be a tremendous opportunity to attract new business
and development into the Black Horse Lane area.
Money will be received to include both a housing and business focus demonstrating
a new era for the Borough.
Councillor Coghill gave thanks to Lucy Shomali and her team in developing this
work.
Cabinet:
NOTED the overall NHB allocation of £1,294,340 from the London LEP and
APPROVED the allocation of this funding to:
 Improvements to the physical environment of Highams Park through shop
front and public realm improvements (£100,000)
 Improvements to the physical environment of South Leytonstone through
shop front and public realm improvements (£500,000)
 Measures to support residents into work through job brokerage (£514,340)
 A feasibility analysis into the establishment of a cluster of creative industry
work spaces in Blackhorse lane (£80,000), and
 Management and contingency for the projects (£100,000)
12.
DEFERRED PAYMENTS POLICY UPDATE FOR THE CARE ACT 2014
Councillor Angie Bean presented this report to Cabinet which explains the proposed
changes to the Deferred Payment Policy brought about by the Care Act 2014
requesting that implementation be from 1st April, 2015.
Page 16
This will allow clients who enter residential care to enter into a deferred payment
agreement with the Council rather than have to sell their property to cover their fees.
It will be possible to defer payments until death with property remaining in client
ownership and payments realised at a later date.
Cabinet:



13.
APPROVED the new Deferred Payment policy
AGREED that the Council will charge compound interest on the deferred
payment amounts and on administrative charges as set out in the scheme.
The interest rate chargeable will be the nationally set maximum interest rates
plus 0.15% as permitted under the regulations. This will be updated every six
months in line with national publications.
DELEGATED authority to the Deputy Chief Executive for Families to amend
the scheme in line with changes made by statutory provisions.
DELEGATION TO LONDON COUNCILS TRANSPORT AND
ENVIRONMENT COMMITTEE
Councillor Clyde Loakes presented the report to Cabinet setting out the formal
delegation of certain functions concerning the Parking on Private Land Appeals
Service (POPLA) to the London Council’s Transport and Environment Committee.
This clarifies the position in relation to the appeals process.
Cabinet:
 DELEGATED to the London Council’s Transport and Environment Committee
(LCTEC) the exercise of section 1 of the Localism Act 2011 for the sole
purpose of providing an appeals service for parking on private land for the
British Parking Association under contract.
 AUTHORISED the Director of Governance to take all relevant steps to give
effect to the delegation about through a formal variation to the LCTEC
Governing Agreement.
14.
LEA BRIDGE ROAD STATION - IMPLEMENTATION AGREEMENT WITH
NETWORK RAIL FOR THE MAIN ELEMENT OF THE CONSTRUCTION
PHASE.
Councillor Loakes was very happy to provide a significant update in relation to this
project in presenting the report seeking the agreement of Cabinet to enter into a
legal agreement with Network Rail to deliver the main construction phase of Lea
Bridge Station.
There is still a challenge ahead with freight companies using this piece of line but
there is optimism that negotiations will be successful. This agreement will ensure
that funding is maintained in place rather than having to go through the process
again to secure it.
Negotiations have been taking place involving Cllr Loakes and the Chief Executive,
Martin Esom which have been productive and progress is being made. The
estimated cost of the project is £11.652 million.
Page 17
Cabinet AGREED to enter into an implementation agreement with Network Rail to
deliver works up to 80% of the full value of the contract.
15.
MARLOWE ROAD DEVELOPMENT AGREEMENT
Councillor Limbajee presented the report to Cabinet detailing the proposed Marlowe
Road Development, contract award. The Council will be working with Countryside
Properties Limited to bring the project forward.
The Council will be replacing 150 properties “like for like”. The Equity Transfer
scheme will be made available in relation to 40 properties and the Council’s shared
ownership scheme will ensure that buyers will get more for their money.
There have been issues around Compulsory Purchase and it was proposed that
Cabinet delete the recommendation in the report at 2.1.4., which was agreed.
Three members of the public attended the meeting concerned about this issue.
Maria Moradi from Wood Street Dental Surgery attended with the Practice Manager,
Lorraine Sandwell and explained to the Cabinet that she was a local dentist serving
the community with 12,000 patients. Her work is ground breaking as she tackles
specific work in conjunction with Whipps Cross Hospital to diagnose and treat oral
cancer.
Her leasehold property is situated at 176 Wood Street and she has liaised with the
Freeholder and is very concerned that she will be within the CPO remit. Ms Moradi
reported that her patients are scared for the future and do not know where they
stand. As a dentist serving the local community the Council needs her services and
now Ms Moradi appealed to the Cabinet for them to help her.
Councillor Limbajee indicated that Ms Moradi’s property was safe with the agreed
amendment to the recommendations. The three freeholders mentioned in paragraph
2.1.4 will not now be a CPO. If they wish to sell then all three must do so any one
will be able to veto rendering the property safe.
There will be further discussions in relation to these properties. Linda Bracey,
Director of Electro Signs Limited, also attended concerned with one of the three
properties affected at paragraph 2.1.4. Ms Bracey thanked the Cabinet for clarifying
the position and agreeing to exclude the properties.
There were no further questions.
Cabinet:


AGREED that the Council enter into a development agreement together with
other associated documentation as detailed in the report with Countryside
Properties (UK) Limited as the development partner for the redevelopment of
the Marlowe Road Estate.
AGREED that the Council will dispose of an interest of part of the
development site to CP for the provision of private sales homes with the final
terms of such disposal to be DELEGATED to the Assistant Director of Asset
Management and Delivery in consultation with the Portfolio Member for
Growth and High Streets.
Page 18



16.
AGREED that the Council enter into a Compulsory Purchase Indemnity
Agreement (CPOIA) with Countryside Properties (UK) Limited to enable the
Council to proceed ( if necessary) with a compulsory purchase as set out in
the Cabinet Report dated 9th July 2013.
DELEGATED to the Special Housing Advisor, in consultation with the
Portfolio Member for Housing and the Directors of Finance and Governance,
the authority to agree the terms of development agreement and other
associated documentation in their final form.
AGREED that the option of an “Equity Transfer” scheme is made available as
set out in paragraph 3.25 and 3.26 of the report to enable some existing
leaseholders to remain on the estate.
ADVICE SERVICES PROCUREMENT
Councillor Coghill presented this report to Cabinet regarding the procurement of
information, advocacy and advice services. The new model will ensure that all
members of the community are represented and assisted appropriately.
Councillor Coghill gave thanks to Una McCarthy and David Levy for organising a
very successful event which helped to ensure the obligations under the Care Act
2014 are met. There will be further updates to Cabinet in future months.
Cabinet:
 APPROVED the proposed procurement programme for the provision of
Information, Advice and Advocacy Services contract to commence on 1st
September, 2015.
 DELEGATED authority to the Director of Neighbourhoods and
Commissioning and the portfolio Lead Member to agree the final specification
and equality impact assessment following the outcome of the public
consultation.
 DELEGATED authority to the Chief Executive in consultation with the Director
of Neighbourhoods and Commissioning and the Portfolio lead Member to
award the contract to the successful supplier.
17.
PROCUREMENT OF TEMPORARY ACCOMMODATION
Councillor Khevyn Limbajee presented the report to Cabinet detailing the proposed
procurement of temporary accommodation from 13th May, 2015.
The spend on temporary accommodation totals £19 million. There is a grant in place
and this cost is likely to increase. The current framework comes to an end in May
this year. A great deal of work has gone into securing the best possible procurement
which is a collaborative approach together three other London Boroughs. This is a
pilot scheme for one year only which will be monitored and the Council will explore
how excellent provision can be made whilst keeping costs down.
Cabinet:
 NOTED an extension of the existing framework agreement for a period of up
to 12 months for homeless applicants and those assessed as homeless.
Page 19

18.
DELEGATED the decision on whether to use a Dynamic Purchasing System
to procure temporary accommodation on a pilot basis as set out in 3.12 of the
report, to the Specialist Housing Advisor and the Director of Finance in
consultation with the Portfolio Holder for Housing.
MONTHLY FINANCIAL MONITORING REPORT 2014/15
Cabinet agreed to receive the monthly financial monitoring report.
Cabinet:
 NOTED the revenue financial position at month 10.
 APPROVED the capital budget changes totalling £10.315 million (reduction)
listed in Appendix B to the report.
 NOTED the capital financial position at month 10.
The meeting closed at 2.54pm
Chair’s Signature
Date
Page 20
Agenda Item 4
Meeting / Date
21st April 2015
Report Title
Redefining Families: Children’s Centres
Cabinet
Portfolio
Councillor Mark Rusling, Portfolio
Lead Member - Children and
Young People
Report author/
Contact details
Daniel Phelps
Wards affected
All
Public Access
Open
Appendices
[email protected]
Appendix A: Map of existing children’s centres
Appendix B: Equality Analysis Screening Tool
1.
SUMMARY
1.1
This report seeks Cabinet approval to undertake public consultation on the
future delivery of children’s centre services in accordance with the
requirements set out under section 5D of the Childcare Act 2006, which states
that the Council must consult before making any changes to the services
provided through existing children’s centres. This consultation will ensure that
suitable arrangements are put in place when the current contract and services
agreements expire on 31st March, 2016.
2.
RECOMMENDATIONS
2.1
For the reasons set out in this report, Cabinet is requested to:
2.1.1 Agree to undertake a programme of consultation and engagement with service
users, staff, current and potential providers, and other stakeholders and
partners on the future delivery of children’s centre services following the
principles set out in this report
2.1.2 Delegate authority to the Deputy Chief Executive (Families) and in consultation
with the Portfolio Holder for Children and Young People to:
a. Finalise the future models of service delivery for public consultation;
b. Determine the final public consultation process;
c. Agree any additional but separate engagement activities; and
1
Page 21
d. To implement the finalised consultation and engagement processes.
2.2
To note the intention to report back to Cabinet in the autumn of 2015 with
proposals for a sustainable model for the delivery of children’s centres services.
3.
BACKGROUND
3.1
Following significant assessment of local needs, consultation, and approval of
proposals by Cabinet in October 2011, the management structure of Waltham
Forest’s children’s centres was reorganised from seventeen individual centres
to six geographical clusters in July 2012. The six clusters are Chingford,
Leyton, Lloyd Park, Walthamstow East, Walthamstow West and Leytonstone.
A map of existing provision is included as Appendix A.
3.2
Since 2013 there have been a number of national and local drivers which have
impacted on resourcing and priorities for the future of children’s centre
services. These include:
4.
(a)
The Ofsted Framework, which emphasises the essential role of local
authorities in ensuring sufficient children’s centres to deliver positive
outcomes for families with young children, particularly for families with
greater levels of need;
(b)
The Council’s need to make significant saving across all service areas;
(c)
The transfer of public health commissioning responsibility for 0-5 year
olds from NHS England to local authorities, which will take place on 1st
October 2015;
(d)
The continued requirement for delivery ‘in partnership’ of a ‘core offer’
of early childhood services as stated in the Childcare Act 2006.
PROPOSALS
4.1.1 It is proposed that a consultation is held to consider the strengths and
opportunities of better aligning provision of the current Early Help and children’s
centre services with Health Visiting services, based on an integrated family
approach. The aim would be to improve the offer to families, while continuing
to maintain our current universal provision for 0-5 year olds. This offer would
include easily accessible Early Help and children’s centre based services to
support families at risk of poor outcomes.
A ‘core offer’ of Early Childhood services
4.2
The proposed consultation would consider the best way for families to continue
to receive a ‘core offer’ of early childhood services
4.2.1 Children’s centre services are available at a variety of locations including
primary and nursery schools, health centres, council and voluntary sector
premises. The ‘core offer’ of Early Childhood services includes assistance to
parents or prospective parents for:
-
early years provision (early education and childcare);
an early help offer linked to social services functions
universal health visiting services;
access and referral to specialist health services
2
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-
training and employment services;
information and advice services.
4.2.2 Key principles for the future delivery of children’s centre services include:
-
4.3
Partnership working to achieve common aims and objectives to support
families with young children to achieve the best start in life;
A defined ‘core offer’ of services available to all Waltham Forest Families;
Engagement, involvement and participation of partners, staff and parents
in service delivery and governance;
Evidence-based services which have been proved to achieve good
outcomes;
-
A targeted “early help” offer for those families identified as in need of
additional support, based on an early help assessment;
-
Ensuring high levels of reach and engagement with target groups;
-
Value for money; measuring the impact of our services across the
partnership to ensure that what we do is effective and a good use of
resources.
Needs Analysis
4.3.1 To ensure that target groups and vulnerable families are identified and
supported, it is proposed that the design of future Early Help and children’s
centre services will be based on a robust needs assessment. The needs
assessment will contain analysis of current and future demand, need for and
provision of Early Help services, drivers for change, and areas of hotspots and
clustering needs.
5.
The Consultation process
5.1
The plans for the proposed consultation process have taken into account:
(a) The requirements of section 5D of the Childcare Act 2006;
(b) The legal principles underpinning a fair and lawful consultation process
including an Equalities Impact Assessment.
5.2
What is the council consulting on? The Council will consult on future service
models for the management of children’s centre services. Any future option
must effectively address local needs, deliver value for money and be financially
sustainable. The consultation document will set out options for future service
models, taking into account the key services and principles set out in section 4
of this report. The process will allow respondents to provide the Council with
alternative options in addition to those set out in the consultation document.
5.3
Who will be consulted? The Council will consult with service users, who are
largely parents with children under 5, as well as with staff, current and potential
providers, and other stakeholders and partners.
3
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5.4
How will we consult? There will be a variety of approaches to ensure
that parents and partners are able to contribute to the process including online
and hard copy questionnaires, focus groups and workshops. This will include
use of the Council’s website, email bulletins to staff and providers, including
those who attended the recent market engagement event, and management
blogs.
5.5
When will a decision be made? It is currently proposed to report on the
outcome of the consultation process to Cabinet in the autumn of 2015. The
consultation responses will be collated and analysed and presented to Cabinet
with management responses where appropriate. It is intended that this report
will also include a recommendation on the future approach to delivering the
Council’s children’s centre services.
6.
IMPLICATIONS
6.1
Legal
6.2
Under section 5D of the Childcare Act 2006, the Council must consult before
making any changes to the services provided through existing children’s
centres. The consultation must have regard to the guidance contained in
Chapter 2 of the “Sure Start children’s centres statutory guidance” issued by
the Department for Education in April 2013.
6.3
In undertaking the consultation, the Council has a duty to factor in the four
guiding principles, namely that:
- Consultation must be at a time when proposals are at a formative stage;
- The proposer must give sufficient reasons for its proposals to allow
consultees to understand them and respond to them properly;
- Consulters must give sufficient time for responses to be made and
considered; and
- Responses must be conscientiously taken into account in finalising the
decision.
6.4
Financial
6.4.1 The children’s centre budget for 2015-16 is £3.15 million. In September 2014
Cabinet agreed a savings target of £500,000 in 2015-16 and £500,000 in 201617 from Recommissioning children’s centres. The £500,000 saving target for
2015-16 has been achieved by reductions in management and back-office
costs in order to avoid reductions in front-line services. One of the objectives of
the next phase of Redefining children’s centres will be to secure a further
£500,000 saving.
6.5
Equalities and Diversity
6.5.1 An equality analysis screening has been undertaken which has identified
potential for some negative impact on those with protected equality
characteristics and is attached at Appendix B. This will inform the consultation
process and will continue to be updated as part of the development of the
children’s centre models.
4
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6.5.2 Work on a full Equality Analysis is underway which will take account of
the findings from the consultation process as it relates to those with protected
equality characteristics and will accompany any future report recommending
changes to children’s centre services. The consultation methods proposed will
ensure that these groups are appropriately represented in the process based
on the needs assessment and the recent parents’ survey.
6.6
Sustainability (including climate change, health, crime and disorder)
6.6.1 The consultation process will consider how all Waltham Forest families can
access the mandated universal elements of the 0-5 Healthy Child Programme.
6.7
Council Infrastructure
6.7.1 No implications have been identified at this stage: these will be confirmed as
the future delivery model for children’s centres becomes clearer.
BACKGROUND INFORMATION (as defined by Local Government (Access to
Information) Act 1985)
None
5
Page 25
Appendix A
Map of current Children’s Centre provision
Page 27
Appendix B
GUIDANCE TOOL This Tool assists services in determining whether their plans and decisions will require a full Equalities Analysis. EAs help the Council
comply with its duty under s.149 of the Equality Act 2010 to have “due regard” to specified equality matters. They are required in most cases but, in
some cases, an EA is not necessary or is only necessary for certain aspects of a decision. Full guidance on the Council’s duties and EAs and the full EA
template is available at http://forestnet.lbwf.gov.uk/index/residents-first/equalities/equality-analysis.htm
The Council understands that whilst its equalities duty applies to all services, it is going to be
more relevant to some decisions than others. We need to be pragmatic and ensure that the
detail of Equality Analyses (EAs) are proportionate to the impact of decisions on the equality
duty. In some cases a full EA is not necessary and/or the equalities duties do not apply. In
other cases, only part of a decision will require an EA to ensure the Council has due regard to
its equality duties. The following examples are intended to assist:
Where might an EA not be required?
In short, wherever a decision has a more than minimal or theoretical adverse or negative
impact on those with protected characteristics, for example, if the Council is considering:
• Ceasing a service
• Reducing a service or reducing it in particular areas, e.g. closing an office in Leyton but
not Walthamstow
• Changes to the way a service is delivered, e.g. moving to personalisation or moving to
online access only
• Changes to eligibility criteria, rules or practices for a service
• Changes to discretionary fees and charges
• Where it can be proven that the decision has no equalities impact– with particular focus
on negative impacts on service users and residents
• Where it can be proven that the decision has a minimal or theoretical equalities impact
(and so does not need to be considered)
• Where the decision is mandatory and there is no element of discretion (e.g. to adopt a
member’s code of conduct or similar)
• In rare cases, where a previous EA exists and a review shows that it is still relevant at the
time of the final decision, i.e. the facts have not changed
Page 29
Where will a full EA be required?
Important:
• The EA screening tool should not be used to mask over any equality impacts or as a
“get out”.
• There can be a negative equality impact even if you think that overall, you are proposing
changes that will make services better. If there is an adverse or negative impact, you must
complete a full EA.
• Negative impacts are often indirect, i.e. a rule that is on its face of universal impact but
has greater impact on some groups in practice e.g. due to the ethnic makeup of an area.
• In most cases, the screening process requires a degree of collation and analysis of
evidence. If this requires a lot of work, consider whether it is actually simpler to omit the
screening process and undertake a full EA.
• The equality duty continues up to and after the final decision. If proposals or facts change
before the final decision, any screening tool will need to be reviewed and evidenced.
• Any consultation undertaken should also inform the screening process, e.g. issues raised by
those affected. Monitoring should take place after a decision as part of service delivery.
• The completed screening template will be attached to Cabinet or other decision making report
and so it must include sufficient detail to justify the decision not to carry out a full EA.
What to do?
The screening process should be used on ALL new proposals, policies, projects, functions,
saving proposals, major developments or planning applications, or when revising them,
if there is no negative equality impact or there is uncertainty about whether there is a
negative equality impact. However, If your proposal is of a significant nature and it is
apparent from the outset that a full EA will be required, then you do not need to complete
this screening template and can progress directly to a full EA. If a negative/adverse impact
has been identified during completion of the screening tool, a full EA MUST be undertaken.
If you have not identified any negative/ adverse impacts arising from your proposal you do
proposal does not have any negative/adverse impact. If your proposal is going to Cabinet or
Committee (e.g. Planning or Licensing) and you are not undertaking a full EA, you must:
a. share your report and completed screening tool with Shahid Mallam, Performance
& Improvement Team, who will check and challenge your findings and
b. use the following wording under the Equality & Diversity paragraph in the
Cabinet report: “An initial screening exercise of the equality impact of this
decision was undertaken and determined there was no / minimal impact
(delete as appropriate) on the Council’s equality duty.” Attach the
Waltham Forest Council EQUALITY ANALYSIS (EA) SCREENING TOOL GUIDANCE
not need to undertake a full EA. However, make sure you have explained clearly why the
completed template as an appendix to your report.
1. Proposal / Project Title: Redefining Children’s Centres: Phase 2
2. Brief summary of the above: (include main aims, proposed outcomes, recommendations / decisions sought)
Cabinet is requested to give approval to a programme of consultation and engagement with service users, staff, current and potential providers, and other
stakeholders and partners on the future delivery of children’s centre services.
This will be followed by a report back to Cabinet in the autumn of 2015 with proposals for a sustainable model for the delivery of children’s centres services.
It is proposed that a consultation is held to consider the strengths and opportunities of better aligning provision of the current Early Help and Children’s Centre services
with Health Visiting services. The aim would be to improve the offer to families, while continuing to maintain our current universal provision for 0-5 year olds. This offer
would include easily accessible Early Help and Children’s Centre based services to support families at risk of poor outcomes.
Page 30
The Health Visiting contract transfers from NHS England to Local Authorities in October 2015, for the six month period to April 2016 with a possibility to extend this for
up to a year. Work is currently being undertaken to map current Children's Centre provision against elements of the National Health Visiting Core Service Specification,
as a guide to where services could be aligned and/or provided through Children’s Centres.
The data used within this Equality Screening tool has been taken from a variety of sources. These include;

A Children Needs Analysis published in May 2014, which looked at many of the key indicators and proxies for need across various themes such as deprivation,
educational outcomes, health outcomes and disabilities;

An Early Help Needs Assessment which is currently being finalised, although the data in the draft version has been used in this assessment;

A recent Children’s Centre Parents Survey which was completed in January 2015 with 830 respondents.
3. Considering the equality aims (eliminate unlawful discrimination; advance equality of opportunity; foster good relations) indicate for each protected group whether
there may be a positive impact, negative (adverse) impact, or no impact arising from the proposal.
4. Protected
4
Characteristic (Equality Group)
.
Age
☒
Positive
Impact
Negative
Impact
No
Impact
☐
x
☐
Briefly explain your answer. Consider evidence, data and any consultation.
http://www.walthamforest.gov.uk/Pages/Services/Statistics-economic-information-and-analysis.aspx)
The age range that Children’s Centres support will be considered as part of the
consultation. There is potentially a negative impact if we take an integrated family
approach and combine 0- 11 and 0-5 resources. Any move to change or extend the
Sure Start Children’s Centre model could be perceived as being negative even if
there are no changes to universal services.
There are 24,160, 0-5 year olds in Waltham Forest. A recent needs assessment
(May 2014) highlighted that by 2020 it is estimated that the population in the
Waltham Forest Council EQUALITY ANALYSIS (EA) SCREENING TEMPLATE
borough will increase by over 22,000 people placing services under even greater
pressure. Within this, there are significant increases in the 0-5 year old population
in the borough with a projected total of 27, 241, 0-5 year olds by 2020.
(It should be noted that Children’s Centres currently support children aged 0-4)
A recent Children’s Centre Parents Survey was completed by 830 parents, of which
74% of parents had a child in the 0-2 age range.
Of the respondents the largest age group (49%) was 34-44 years old, with 40% in
the 25-34 age range.
If it is agreed after consultation to align Early Help, Children’s Centre and Health
Visiting services, the new model will need to state clearly that universal services
will remain an essential part of Children’s Centre services.
The potential negative impact arises from the potential for taking focus away
from 0-4, loss of specialist skills.
Disability
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X
☐
☐
Children who are registered with Children’s Centre who have a disability or SEN
Children 0-4 2014/15 is 314
A recent needs assessment, using 2011 census data, shows there are 1,832, 0-15
year olds whose day to day activities are limited a little or a lot by a long-term
health problem or disability. This roughly equates to 610, 0-5 year olds over the six
clusters.
8% of respondents stated that their day to day activities are limited a little or a lot by
a long-term health problem or disability.
The positive impact should come from a focus on disabled and vulnerable families
in new model.
The current figures would suggest that this is an area of improvement that can be
addressed in the new model with clear pathways of referrals from SEND and
health visiting colleagues.
There will be a need to ensure any changes to universal services do not directly
impact on access to Stay and Play sessions for disabled or SEN children, however
this is judged to be a realistic objective.
Continued funding of Speech and language services is an essential part of the
Children’s Centre offer and is priority for funding within the new model.
Pregnancy and Maternity
x
☐
☐
The transfer of the public health commissioning responsibility for 0-5 year olds
from NHS England to local authorities will take place on 1st October 2015. The
health visiting contract is due to continue for the six month period to April 2016
with a possibility to extend this for up to a year. The scope of the transfer includes
the 0-5 Healthy Child Programme. This is an evidence-based national public health
programme, which covers specifically:
-
Health visiting services (universal and targeted services);
-
Family Nurse Partnership services (targeted service for first time
mothers aged 19 or under).
The transfer of the commissioning of Health Visiting services to the Council
presents an opportunity to work in partnership, to support an integrated approach
to meeting the needs of young children and their families and the delivery of
improved outcomes.
Page 32
From 830 parent’s responding to recent parents expecting a baby was low at 6%
which would suggest a need to improve links with maternity services.
The positive impact should come from improved partnership working with health
colleagues with a focus on ‘Antenatal health promoting visits’ delivering
mandated universal elements of the 0-5 Healthy Child Programme.
To support this new activity, it is essential that Children’s Centres receive new
birth data in the future.
Race
☐
☐
X
(as per
current
data)
At this stage we do not have sufficient data/evidence to anticipate what impact any
changes may have on this group but that it will be explored as part of the full EA
The equality monitoring for early help needs assessment should be improved as all
practitioners become trained on framework (i).
Any changes to children’s centre services will need to be closely monitored to
review the impact on individual communities due to the diverse nature of the
LBWF community.
Religion or Belief
☐
☐
X
751 responses to this question in the parents’ survey, the majority of responses at
44% stated they were Christian, 35% with no religion and 15% Muslim.
A number of Children’s Centres undertake targeted work with Muslim groups which
are likely to continue with limit and no impact.
Sex (Including Gender Re-assignment)
X
☐
☐
Of the children registered with Children’s Centres in January 2015, the proportions
of male and female service users were broadly the same at 49% and 51%
respectively.
89% of respondents were female.
2013/14 Children’s Centre data dash board indicates the number of lone parent
2167. There are 63 lone fathers currently registered with Children’s centres.
The positive impact should come from a focus supporting lone parents especially
lone parent fathers
Sexual Orientation
☐
☐
Marriage and Civil Partnership
☐
☐
x
x
N/A
N/A
Page 33
5. There
5
are no negative/adverse impact(s)
If. you have not identified any negative/adverse N/A
impacts please briefly explain your answer,
providing evidence to support decision.
6. Describe how opportunities to advance
equality and foster good relations for any of
the protected characteristics has been taken
up (where relevant).
Age
The Council proposes to publicise the consultation, in order to raise awareness and maximise responses from parents
of children aged 0-11 years old. Working closely with the communications team, key information and dates will be
highlighted through editorial and advertisements within Waltham Forest News and press releases will be issued to local
media.









Hard copy questionnaire: model options with questionnaires and provide translated versions where
appropriate.
On line questionnaire: model options with questionnaires and provide translated versions where
appropriate.
Parents, partners and stakeholders will be given 12 weeks to complete the survey from the date the
questionnaires are despatched. Link to websites / parent’s registered on E Start and residential data base
An equalities monitoring form will be attached to each questionnaire.
An item will be posted on ‘The Hub’ – Waltham Forest’s Education Network
Pamphlets providing feedback from the recent Children’s Centre parent’s survey will ask for additional
comments from responders.
A feature will be published in the Waltham Forest News and on the Council Website.
A workshop for partners, staff and stakeholders will take place in April. This will include Statutory agencies,
such as Job Centre Plus, Health /third Sector Advisory Boards/ Nursery and Primary School partners
Three focus groups will be held, made up from parents who responded to the recent survey
Disability
This group could be potentially impacted if they are unable to access meetings because of mobility issues, particularly if
venues are not accessible. Those with a visual impairment may have difficulty in accessing written information.
To mitigate the potential or actual impacts, all materials will be accessible on line so that typefaces can be adjusted.
Where requested specific provision will be made to address the needs of those that require braille, large print etc.
There will be a contact number for all consultees to call for assistance or to request further information. All meetings
will be held in accessible locations and local disability groups will be contacted to involve them in the consultation.
Religion or beliefs
Attendance at consultation events could be impacted by religious observance.
To mitigate this potential impact account will be taken of any religious days in setting dates for consultation events
Sex
In order to ensure the views of males are collected in the survey, there will be publicity detailing how to provide a
response to the consultation at Dad’s Clubs (Children’s Centres). Males will also be encouraged to attend the parents’
focus group part of the consultation process where appropriate.
Page 34
7. As
6 a result of this screening is a full EA
.
necessary (Please check ☒ appropriate box)
8. Name
7
of Lead Officer:
Yes
No
x
☐
Briefly explain your answer.
Proposals to change the way in which the children’s centres service is delivered are to be
developed following consultation and a full EA will be undertaken which will take account of
the findings as well as the needs analysis. The impacts of any proposed changes will then be
fully considered.
Job title:
Signed off by Head of Service: Agreed
Date screening tool completed: 19th March 2015
Name:
Daniel Phelps
Assistant Director Early Help
Date:
26/03/2015
Agenda Item 5
Meeting / Date
21st April 2015
Report Title
Adoption of Local Flood Risk Management Strategy
Cabinet
Portfolio
Cllr Clyde Loakes,
Environment
Report Author/
Contact details
Vala Valavan, Head of Highways and Infrastructure, 0208
496 2525, [email protected]
David Scourfield, Head of Development Management and
Building Control and Interim Head of Planning Policy and
Urban Design Environment and Regeneration, 020 8496
6725, [email protected]
Wards affected
All Wards
Public Access
Open
Appendices
Appendix A – Local Flood Risk Management Strategy
Appendix B – Consultation Statement
Appendix C – Equalities Analysis
Appendix D – Climate Change Matrix
1.
SUMMARY
1.1
The Council has a statutory duty to prepare a “Local Flood Risk
Management Strategy” under the Flood and Water Management Act
2010. With the guidance of the Environment Agency, officers have
prepared a strategy that has been subject to consultation, a Strategic
Environmental Assessment (SEA), and presented to Environment
Scrutiny in December 2014. Cabinet approval to formally adopt the
Strategy is now sought.
2.
RECOMMENDATIONS
2.1
For the reasons set out in this report, Cabinet is recommended to:
a) Adopt the Local Flood Risk Management Strategy (Appendix A)
b) Delegate any future non-material alterations to the Local Flood Risk
Management Strategy to the Director of Neighbourhoods and
Page 35
Commissioning in consultation with the Deputy Leader
3.
PROPOSALS
3.1
As a “Lead Local Flood Authority” under the Flood and Water
Management Act 2010 the Council must produce a Local Flood Risk
Management Strategy that:
 provides an overview of our flood risk management work;
 outlines how we are working with partners to reduce flood risk;
 sets out which organisations are responsible for different types
of flooding within the borough; and
 is in accordance with the National Flood and Coastal Erosion
Management Strategy.
3.2
The strategy (Appendix A) sets out that flood risk management is not
the sole responsibility of the Council, and outlines responsibilities for a
range of partners including the Environment Agency, utilities
companies, emergency services, neighbouring boroughs, landowners,
residents and businesses. A key distinction is that the Council’s
responsibilities relate to “local” flood risk from surface water,
groundwater, brooks, streams and ditches. Flooding from main rivers
remains the responsibility of the Environment Agency.
3.3
In terms of the Council’s approach to flood risk management, the
strategy outlines how studies such as the Preliminary Flood Risk
Assessment (PFRA), Surface Water Management Plan (SWMP) and
Strategic Flood Risk Assessment (SFRA) have aided our
understanding of main areas of risk, and sets out measures being
taken to alleviate this risk, including:
3.4
Drainage Improvement Works:
3.4.1 An on-going program of drainage improvement works to deal with
areas with recurring drainage problems, and areas where multiple and
interlinked sources of flood risk cause flooding during severe weather
(i.e. ‘Critical Drainage Areas’). Such areas have been identified through
the Surface Water Management Plan, and through responding to
flooding and drainage issues reported by the public.
3.4.2 Remedial drainage works have now been carried out to 48 of the 54
high priority flood sites identified from call centre records between
2007– 2010 with the 6 remaining sites requiring further investigation
and design works over the next 2 years. Remedial works have included
provision of additional gullies, level adjustments of carriageway
channel lines, introduction of French Drains to intercept ground water
and gully connection replacement works.
3.5
Gully Cleansing Programme:
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3.5.1 The Council operates a gully cleansing regime throughout the borough
at the following scheduled frequencies:
 Category 1 - (High Street, E17) once every four weeks 150
gullies
 Category 2 - (high risk) twice per year at various locations 100
gullies
 Category 3 - (main roads) once per year at various locations
4000
gullies
 Category 4 - (borough roads) once every two years 14000
gullies
3.5.2 In addition to this regular programme, further remedial drainage works
are also carried in response to issues reported by the public; for
example when a blocked gully has been reported, together with ditch
clearing, interceptor and pump station maintenance works.
3.6
Bids for External Funding:
3.6.1 The Council has bid for money from the Flood Defence Grant in Aid
(FDGiA) to appoint consultants to carry out drainage investigations and
prepare scheme proposals for the following areas in the 2015 - 2016
financial year:



Fillebrook Surface Water Investigation.
South Chingford Surface Water Investigation.
Chestnuts Showground Surface Water Investigation.
3.6.2 This funding is part of a national pot that is administered by the
Environment Agency. Bids are determined on the basis of the level of
risk, with priority given to schemes affecting the highest number of
properties, particularly in deprived areas. The areas we are bidding for
were identified within the Surface Water Management Plan or through
reports of flooding from local residents. Based on Environment Agency
advice, it is understood that in these 3 areas 263 properties are at risk;
which could increase further due to the impact of climate change and
increasing storm intensity.
3.7
Minimising the Impact of Flooding on New Developments
3.7.1 Through the planning process, wherever possible vulnerable new
developments such as residential, schools and health facilities are
directed to areas of low flood risk. For such uses to go ahead in areas
of significant flood risk, it must be demonstrated that they provide
overriding benefits that could not be achieved on alternative sites.
3.7.2 New developments are also required to seek to reduce the causes and
impacts of flooding by making space for water to take account of
climate change; through the incorporation of Sustainable Drainage
Systems (SuDS) techniques. The strategy (Appendix A) provides case
study examples of where this has been secured in new developments.
Page 37
3.8
Once adopted the Council must publish the strategy.
4.
OPTIONS & ALTERNATIVES CONSIDERED
4.1
As a “Lead Local Flood Authority”, it is a statutory duty that the Council
must prepare a Local Flood Risk Management Strategy. Key options to
consider were therefore if the document should be prepared in house,
or commissioned to consultants (as has been the case with some
neighbouring authorities). The Waltham Forest Strategy has been
prepared in house, on the basis that this would best utilise existing
local knowledge, secure better ownership of the document at an officer
level, and enhance working relationships between service areas of the
Council.
5.
SUSTAINABLE COMMUNITY STRATEGY PRIORITIES (AND
OTHER NATIONAL OR LOCAL POLICIES OR STRATEGIES)
5.1
The Local Flood Risk Management Strategy has been prepared in
accordance with the Council’s Sustainable Community Strategy (SCS).
In particular, its adoption will help meet one of the Council’s key
principles of “managing population growth and change” and priority of
“responding to climate change in a practical and effective way”
6.
CONSULTATION
6.1
The Local Flood Risk Management Strategy has been prepared with
the input and guidance of the Environment Agency and has been
subject to public consultation, initially in October 2013, and more
recently in January 2015. Appendix B details what consultation has
been carried out through the preparation of the document and how this
has informed the final version.
7.
IMPLICATIONS
7.1
Finance, Value for Money and Risk
7.1.1 DEFRA funding is currently being provided to Local Authorities to
support them in carrying out the increased responsibilities of being a
“Lead Local Authority”. For 2014/15, the DEFRA grant to the Council
was £57,358.56, whilst a further £165k is being provided for 2015/16.
7.1.2 Following Environment Agency advice, the Local Flood Risk
Management Strategy has been subject to a Strategic Environmental
Assessment carried out by consultants (see background information).
The cost of this work (£7,912.50) has been met using DEFRA funding
that is provided to local authorities to carry out the increased
responsibilities of being a “Lead Local Flood Authority”. The remaining
costs incurred to develop the strategy relate to officer time.
7.1.3 In the future, the introduction of SuDS drainage schemes encouraged
within the Local Flood Risk Management Strategy will be delivered by
developers through planning and the section 106 process. Future
public realm projects delivered by the Council may also include SuDS
Page 38
drainage techniques and there may also be opportunities to retro-fit
SuDS into existing public highway layouts and public open space.
7.2
Legal
7.2.1 The Council must develop, maintain, apply and monitor a Local Flood
Risk Management Strategy under and in accordance with section 9 of
the Flood and Water Management Act 2010. The strategy must
specify:
(a)
the risk management authorities in the authority's area,
(b)
the flood and coastal erosion risk management functions that
may be exercised by those authorities in relation to the area,
(c)
the objectives for managing local flood risk (including any
objectives included in the authority's flood risk management plan
prepared in accordance with the Flood Risk Regulations 2009),
(d)
the measures proposed to achieve those objectives,
(e)
how and when the measures are expected to be implemented,
(f)
the costs and benefits of those measures, and how they are to
be paid for,
(g)
the assessment of local flood risk for the purpose of the strategy,
(h)
how and when the strategy is to be reviewed, and
(i)
how the strategy contributes to the achievement of wider
environmental objectives.
All the above elements are included within the strategy.
In developing the strategy Council must have consulted the public and
the other risk management authorities that may be affected. Details of
the consultation undertaken is set out in Appendix B.
7.2.2 Once the strategy is adopted the Council has an obligation under the
2010 Act to publish the strategy.
7.3
7.3.1 The Local Flood Risk Management Strategy is supported by an
Equalities Analysis which is provided in Appendix C of this report. This
concluded that in general, the strategy will have a positive impact on
some equalities groups and a negligible impact on others.
7.4
Sustainability (including climate change, health, crime and
disorder)
7.4.1 The increased frequency of intense storm events associated with
climate change has significant impacts in terms of the level of flood risk
in the borough.
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7.4.2 Having a Local Flood Risk Strategy in place will enable the Council to
better coordinate services and work together with local residents and
businesses to reduce flood risk and prepare for the effects of climate
change, as well as setting out a framework for partnership working with
other local authorities and organisations.
7.4.3 Directing new developments away from flood risk areas (unless
adequate mitigation is secured), and maximising the use of SuDS in
new developments will all help minimise the risk of flooding to residents
and businesses. This in turn will have a positive impact on their health.
7.4.4 A full climate change matrix is provided in Appendix D of this report. In
addition, a full range of sustainability factors have been considered
through the development of the Local Flood Risk Management
Strategy; as set out in the Strategic Environmental Assessment
provided as background information.
7.5
7.5.1 No human resources, accommodation or specific IT issues are raised
by this report.
BACKGROUND INFORMATION (as defined by Local Government
(Access to Information) Act 1985)
Strategic Environmental Assessment
Page 40
Page 41
Appendix A
London Borough of Waltham Forest
LOCAL FLOOD RISK
MANAGEMENT
STRATEGY
Adoption Version
April 2015
Page 43
Page 44
LBWF Local Flood Risk Management Strategy Adoption Version
LBWF Local Flood Risk Management Strategy
1 Introduction
1
2 Partner responsibilities
2
3 What do we know about flooding in the borough?
4
4 Main aims of the strategy
11
5 Funding
18
6 How will flood risk management schemes be prioritised?
18
7 Case Studies
20
8 Appendix 1
28
9 Appendix 2
30
10 Glossary
31
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45
London Borough of Waltham
Forest
1 Introduction
1.1 The Government has recently given local authorities new powers
to manage local flood risk in a more co-ordinated way. As a ‘Lead Local
Flood Authority’, the Council's responsibilities relate to ‘local’ flood risk
from surface water, groundwater and small rivers, streams and ditches.
Flooding from main rivers remains the responsibility of the Environment
Agency.
1.2 As a ‘Lead Local Flood Authority’ it is a legal requirement under
the Flood and Water Management Act (2010) that we produce a Local
Flood Risk Management Strategy that:
Provides an overview of flood risk management work being
undertaken and planned throughout the borough;
Outlines how we are working with partners to reduce flood risk;
Clearly sets out which organisations are responsible for different
types of flooding in the borough;
Is in accordance with the National Flood and Coastal Erosion
1.3 The rise in extreme weather conditions, the presence of existing
buildings in areas of flood risk, and limited public funding, means that
we cannot stop all flood incidents happening in the borough. However,
through the strategy we can co-ordinate services so that flood risk is
reduced and the aftermath of any flood incidents is minimised. The
strategy also provides us with an opportunity to work with local residents
and businesses to minimise risk and prepare for the effects of climate
change.
1.4 The strategy has been subject to public consultation, the details
of which are set out in the accompanying Consultation Statement. The
environmental impacts of the strategy have also been assessed in the
form of a supporting Strategic Environmental Assessment. The strategy
will be kept under review and refreshed as appropriate in light of new
legislation, flooding data, and planned flood alleviation measures.
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46Borough of Waltham Forest
London
1
2 Partner responsibilities
2.1 Several organisations have a role to play in minimising the risk
and impact of flooding in the borough. The strategy will set out the
responsibilities of such organisations so it is clear how they will work
together and so that local residents and businesses know what to expect
of them. Alongside the Council, key organisations include:
The Environment Agency - has a strategic overview of all
sources of flooding and coastal erosion (as defined in the Flood
and Water Management Act 2010). It is also responsible for flood
and coastal erosion risk management activities on main rivers
and the coast, regulating reservoir safety, and working in
partnership with the Met Office to provide flood forecasts and
warnings. It must also look for opportunities to maintain and
improve the environment for people and wildlife while carrying
out all of its duties. Managing flood risk in the Lower Lee Valley
catchment, today and in the future (2013), sets out proposals for
managing flood risk in Waltham Forest (and the wider Lower Lee
Valley catchment), including:
continued maintenance of the Flood Relief Channel;
investigation of potential flood alleviation measures for the
Ching Brook, and increased flood warnings;
desilting the Dagenham Brook to maintain its flow capacity.
Water and Sewerage Companies - these are responsible for
managing the risks of flooding from surface water and foul or
combined sewer systems providing drainage from buildings and
yards.
2
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Forest
Neighbouring London Borough's of Enfield, Tower Hamlets,
Haringey, Hackney and Newham, and London Legacy
Development Corporation - London boroughs are working
together through the Drain London Forum to share knowledge
and agree where possible a common approach to flood risk
management. Regular meetings are held between the 6 boroughs,
Thames Water and the Environment Agency to discuss group
wide issues and share best practice. The London Legacy
Development Corporation are also included here as they are the
local planning authority for the Olympic Park area, which includes
part of Waltham Forest.
Emergency Services - responsible for minimising the impact of
extreme flood events and responding to emergency situations.
The Council’s Civil Contingencies team works in partnership with
such authorities to ensure a coordinated multi-agency response
to flood events. For example, an event was held in December
2013 where Council staff and representatives from the
Metropolitan Police, Fire Brigade and Ambulance Service met,
along with other specialist advisors such as the local NHS Trust,
Environment Agency and Thames Water, to clarify different
organisations responsibilities in the event of a flood. Details of
different organisations responsibilities in the event of a flood, as
set out in the Multi Agency Flood Plan, which is available upon
request. Within the Multi Agency Flood Plan, the emergency
services responsibilities focus on saving lives, evacuation of
flooded properties and providing treatment and care to those
affected, and warning and informing the public of flooding events.
Developers - have a responsibility to minimise flood risk in new
developments and their impact on the surrounding areas, through
the design and layout of their schemes and incorporation of SuDS
techniques. Section 7: Case Studies provide some examples of
how these are being incorporated into recently permitted
schemes.
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3
Transport for London/ London Underground – have significant
landholdings in the borough, and therefore monitor, and assess
flood risk at critical locations on its network. This includes carrying
out a review of vulnerable assets which could inform resilience
works.
2.2 Although they are not a ‘Risk Management Authority’ as defined
by the Flood and Water Management Act, the Greater London Authority
have a co-ordination role for all 33 London Boroughs. They co-ordinate
Drain London work to help manage and reduce surface water flood risk
in London by improving available knowledge of the surface water drainage
system and identifying areas at the greatest risk of flooding. Through this
role, they also demonstrate some of the ways to reduce the risk.
2.3 Local residents and businesses also have a role to play in managing
flood risk. People and properties in any known areas of flood risk should
be prepared for flood incidents, and any landowners whose properties
adjoin watercourses have a responsibility to ensure the unobstructed
flow of water. In addition, it is essential that local residents and businesses
report any incidents of flooding of property, open spaces and roads. This
all helps to build up knowledge of patterns of flooding; which can then
help with future risk management. Flooding incidents can be reported to
the
Council
by
telephone
(0208
496
3000),
email
( w f d i r e c t @ w a l t h a m f o r e s t . g o v. u k ) ,
or
online
(https://www.walthamforest.gov.uk/Pages/OnlineForms/flooding-or-gully-problem.aspx)
3 What do we know about flooding in the
borough?
3.1 The Council has a responsibility to investigate and publish reports
on major flooding incidents, and to maintain a register of flood
management assets. Recent history indicates most flooding incidents in
the borough have been of small scale floods of highways, footways, and
some basements of private properties. Currently we investigate all
reported flooding incidents, with the detail of any reports proportionate
to the nature and extent of the flooding incident. If there is a substantial
increase in reported incidents of flooding in the future, there may be a
need to prioritise the investigation of floods affecting properties.
4
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Forest
3.2 We also have a statutory duty to carry out a range of technical
studies, which have helped enhance our understanding of flood risk in
the borough. These studies include:
A Preliminary Flood Risk Assessment - a high level study on all
types of flooding in the borough, including a summary of historic
significant floods, and information on future flood risk based on
Environment Agency data.
A Strategic Flood Risk Assessment - a tool used to inform the
policies and site allocations in our planning documents to ensure
future developments are sited and designed to minimise future flood
risk.
3.3 In addition, whilst we do not have a statutory duty to produce, our
Surface Water Management Plan provides a strategy to manage flooding
from sewers, drains, groundwater, and runoff from land, small water
courses and ditches that occur as a result of heavy rainfall.
3.4 The main source of flood risk in Waltham Forest is fluvial flooding
associated with the Lower Lea, its tributaries and associated diversion
channels. Although the River Lee is no longer tidal, its lower reaches of
the River Lee have a tidal influence from the River Thames because the
River Lee is 'tide locked' at high tide by Three Mills Lock. This can lead
to an increase in water levels in the River Lee and Dagenham Brook.
Figure 1 below shows Flood Zone 3b as defined in our Strategic Flood
RIsk Assessment as well as Flood Zones 2 and 3a designated by the
Environment Agency based on risk of fluvial and tidal flooding. This
represents a grading of flood risk, with zone 3b being the most vulnerable
areas. These zones are used to influence decisions on what types of
new development can be located where. In addition, figure 2 outlines the
locations of historical surface water flooding.
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Figure 1 Environment Agency Flood Zones
6
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51
Forest
Figure 2 Surface Water Flooding
3.5 The River Lea flows south along the western boundary of Waltham
Forest with the River Lea Flood Relief Channel (figure 3) located to the
east of it. The Dagenham Brook (figure 4) and Ching Brook (figure 5) are
tributaries of the River Lea, and flow through urban areas, often within
culverts.
Figure 3 River Lee Flood Relief Channel
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3.6 The River Lea, its flood relief channel, The Ching Brook, and the
Dagenham Brook are all classified as ‘main rivers’ and as such the
Environment Agency has powers to undertake maintenance, carry out
improvement works, and to issue consents for 3rd party works. However,
they only have a duty to carry out works where they own structures, which
includes some sections of the River Lee Flood Relief Channel, some
man-made sections of the Dagenham Brook, and some structures along
the Ching Brook; such as trash screens upstream of Walthamstow
Stadium.
Figure 4 Dagenham Brook
3.7 In addition to structures in the Environment Agency’s ownership,
the Council is in the early stages of compiling a register of all structures
that play a significant role in minimising flood risk; known as the register
of flood management assets. Producing and maintaining this register is
one of our statutory duties as a Lead Local Flood Authority.
3.8
The Flood Relief Channel is a major asset in terms of flood
defences, and there have been no major floods in the borough since it
became operational in 1976. Having said this, it is known that the flood
relief channel almost reached capacity in 1987, 1993, and 2000.
8
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53
Forest
Figure 5 Ching Brook
3.9 More localised forms of flooding can be found throughout the
borough, in areas identified as critical drainage areas. Full details can
be viewed in our Surface Water Management Plan (see
www.walthamforest.gov.uk). The areas identified in this document as
being most vulnerable from flooding associated with drainage issues are
highlighted in figure 6 below.
3.10 Whilst these main critical drainage areas cover a significant
amount of the borough, it is important to note that this is based on a
cautious approach of looking at potential risk in the event of severe storms
when the drainage network cannot cope with abnormally high levels of
rainfall. Many of the past floods in the borough have been small scale
incidents due to this lack of capacity in the existing drainage network, or
blocked gullies preventing them from fulfilling their purpose effectively;
combined with the natural topography of the area; i.e. relatively low lying
land. Programmes such as regular gully cleaning, and securing
Sustainable Drainage Systems (SuDS) in new developments to minimise
surface water runoff, will help minimise the risk of localised flooding in
the future. Furthermore, the 'Critical Drainage Areas' refer to broad
catchment areas, so do not mean every property within the boundary is
at a significant level of risk. More detailed maps can be viewed in the
Surface Water Management plan at www.walthamforest.gov.uk
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Figure 6 Main Critical Drainage Areas
10
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55
Forest
3.11 As tackling flood risk requires a multi-agency approach, studies
commissioned by partner organisations can also help aide our
understanding of flood risk in the borough. For example Northumberland
Park Depot – Fluvial Flood Risk Assessment and Feasibility Report,
commissioned by Transport for London/ London Underground, included
an assessment of Blackhorse Road Underground Station. This found
that the station benefits from a robust level of protection by virtue of its
elevation and local topography.
4 Main aims of the strategy
4.1 Based on our understanding of flooding in the borough, the key
aims of our Local Flood Risk Management Strategy, to help minimise
the impact of flood risk on our residents and businesses, are:
1. Drainage management strategy - to develop a long term drainage
asset management strategy incorporating highway and watercourse
maintenance so that any lack of capacity in the surface water network
is dealt with in a co-ordinated rather than reactive manner. It is likely
that future modelling of Critical Drainage Areas (see figure 6) will be
required to inform such a strategy.
2. Resilience - to promote flood resistance and resilience measures
to any properties at risk of flooding.
3. Communications - to keep local residents and businesses informed
of our proposed strategy, any flood management works that will affect
them, and to investigate and provide feedback on the causes of
reported flooding incidents.
4. Innovation - to promote the use of new technologies and innovation
in flood mitigation measures.
5. Sustainable drainage - to promote the incorporation of Sustainable
Drainage Systems (SuDS) into new developments and open space
improvement projects, and the retrofitting of such techniques in
existing areas of high flood risk. This includes ensuring Sustainable
Drainage Systems for run-off management are included in larger
developments, secured through the planning system in accordance
with statutory requirements.
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6. Environmental improvements - to ensure that where possible, flood
management measures go beyond being merely functional, and
secure wider environmental enhancements such as to water quality
and biodiversity, in order to meet the objectives of the Water
Framework Directive and National Flood and Coastal Erosion Risk
7. Funding - to secure national funding where possible, to manage
existing maintenance budgets, and to explore additional funding
sources.
Objectives and Actions
4.2 The table below sets out our detailed objectives and actions that
will help meet our overall aims. It is important to note that as tackling
flood risk requires a multi-agency response, not all actions fall under the
direct responsibility of the Council, and in many cases partner
organisations will play an important role.
Objective
Action
Ensure new
1. Direct new
developments
developments away
minimise the
from flood risk
risk of flooding
areas through
application of
sequential and
exception test
Partners
Timeframe
Environment
Agency,
landowners/
developers
Ongoing
2. Incorporate SUDs Landowners/ Ongoing
measures into new developers
developments to
achieve greenfield
runoff rates where
possible
3. Set up and
implement an
appropriate
mechanism for
aligning SUDs are
12
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57
Forest
Environment
Agency,
Thames
Water
TBC
secured on major
developments
through the
planning process
4. Ensure domestic
Landowners
vehicle crossings
and paving over
front gardens use
permeable/ porous
surfacing in
accordance with
government
regulations – see
Appendix 1
Ongoing
5. Developments in
Landowners/ Ongoing
Critical Drainage
developers
Areas to contribute
to measures to
reduce surface
water flood risk in
the Critical
Drainage Area
Increase public 6. Publish and refresh
awareness of
all information on
flooding
flood risk, how
issues and
residents/
promote
businesses can
community
minimise risk, and
level action
what to do in the
event of a flood, on
the Councils
website
Initial
publication
Dec 2014,
to be
reviewed
and
refreshed
on a 6
month basis
7. Create and
maintain a register
of flood risk assets
2016
8. Alert and advise
Environment
local residents and Agency
Ongoing
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businesses when
Flood Alerts and
Flood Warnings
are received from
the Environment
Agency and take
appropriate action
in accordance with
the Multi Agency
Flood Plan (MAFP)
9. Where practical and
Ensure flood
appropriate, take
risk
steps to enhance
management
takes account
the natural
of social,
environment, in
economic, and
relation to flood risk
environmental
management works
outcomes
10. Improve water
quality in the
Dagenham Brook;
through dredging
works, and
correcting
householder and
business water
misconnections
11. Annual clearing of
ditches at Overton
Road, Chingford
Lane, Rangers
Road, Oak Hill,
Brookfield Path and
Leyton Common
Sewer (open ditch)
12. Encourage
incorporation of
SUDs when
conventional
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59
Forest
Environment
Agency
Ongoing
Environment
Agency,
Thames
Water,
Landowners
Ongoing
Annually
Landowners/ Ongoing
developers,
Thames
Water
drainage systems
are being replaced/
enhanced
Tackle flood
risk through a
partnership
approach
13. Continued
attendance at
LODEG and Drain
London meetings to
share best practice
with partner
authorities and
meet obligations
under the Floods
and Water
Management Act
London
Ongoing
Boroughs,
GLA, Thames
Water,
Environment
Agency
14. Periodically review
partner roles,
responsibilities and
statutory duties
Neighbouring Ongoing
Boroughs,
GLA, Thames
Water,
Environment
Agency,
London
Legacy
Development
Corporation,
Transport for
London,
London
Underground
Enhance
15. Prepare a Level 2 Environment
understanding
Strategic Flood Risk Agency
of flood risk in
Assessment to
the borough
inform planning
policies
Completed
2011
16. Prepare a Surface Environment
Water Management Agency,
Plan
Thames
Water,
Completed
2011
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London
Councils,
GLA
17. Investigate cause
and potential
solutions to historic
surface water
flooding in South
Chingford identified
by the Surface
Water Management
Plan and updated
Environment
Agency surface
water flooding
maps.
Environment
Agency
and potential
surface water
flooding at
Fillebrook identified
by the Surface
Water Management
Plan and updated
Environment
Agency surface
water flooding
maps.
Environment
Agency
and potential
flooding at Sturge
Avenue,
Walthamstow
Environment
Agency
Consultant to
be appointed
Thames
Water
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61
Forest
August
2014 –
August
2016
Consultant to
be appointed
April 2015 –
April 2017
Consultant to
be appointed
20. Refresh Level 2
Environment
Strategic Flood Risk Agency
Assessment in light
16
May 2014May 2016
2015-2016
of updates to EA
mapping modelling
and to inform future
planning policy
documents
21. Determine
TfL, Thames
standards of
Water
protection offered
by pumps/ drainage
serving critical
transport
infrastructure
underpasses – e.g.
A12
Manage the
JB Riney
22. Develop and
likelihood and
implement a regular
impact of
programme of gully
flooding
cleaning to ensure
drainage systems
are operating at
capacity
2015
Completed
June 2013.
Programme
to be
reviewed
summer
2015
23. Maintain surface
water sewers to
ensure drainage
systems are
operating at
capacity
Thames
Water
Ongoing
24. Investigate reported
incidents of flooding
and take
appropriate action;
e.g. gully cleaning/
provision of
additional gullies,
report to Thames
Water for drainage
network
assessment
Thames
Water,
Transport for
London
Ongoing
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5 Funding
5.1 The way that Government funds flood risk management projects
changed in 2012. Funding levels for each scheme now relate directly to
the number of homes protected, damage prevented, and other benefits
such as the environmental or business benefits that will be delivered.
Extra emphasis is also now given to protecting homes in deprived areas.
5.2 We will be pursuing a range of available funding opportunities to
help reduce flood risk in the borough. In addition to local authority budgets
for works on the highways drainage network and maintenance regimes,
the strategy will also seek contributions from developers when planning
applications are determined.
5.3 In addition, the Council has bid for money from the Flood Defence
Grant in Aid (FDGiA) fund to appoint consultants to carry out drainage
investigations and prepare scheme proposals for the following areas:
Fillebrook Surface Water Investigation.
South Chingford Surface water investigation.
Chestnuts Showground.
5.4 This funding is part of a national pot that is administered by the
Environment Agency. Bids are determined on the basis of the level of
risk, with priority given to schemes affecting the highest number of
properties, particularly in deprived areas. The areas we are bidding for
were identified within the Surface Water Management Plan and through
reports of flooding from local residents. Working with the Environment
Agency and using their best available data it is estimated that 263
properties in total are at risk from flooding within the 3 areas to be
investigated.
6 How will flood risk management schemes be
prioritised?
6.1 The level of flood risk varies across the borough and as such any
works should be proportionate to the level of risk. They should also seek
to go beyond being merely functional (such as the Lee Valley Flood Relief
Channel), and consider their impact on the local environment. Where
possible this should include their physical appearance and impact on
biodiversity.
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6.2 In Waltham Forest, local flood risk management schemes will be
categorised as follows:
Schemes in response to reports of flooding incidents from residents
and businesses.
Ongoing programme of drainage improvement and maintenance
works. The Council has a gully cleansing contract in place to ensure
that a regime exists to maintain the boroughs 18000 plus gullies.
This recommends the required cleaning frequency for different
categories of gully subject to their classification and priority; i.e.
whether they are located within high blockage risk locations, market
areas, strategic routes and main distributor roads or residential access
roads. The map in Appendix 2 shows the road classification and gully
categories designated throughout the borough.
Introduction of SuDs techniques such as swales, green roofs, storage
ponds, water features and permeable paving within new
developments through the planning process and inclusion within
regeneration projects where public open space is available to include
SuDs techniques.
Swale in Upton (source Susdrain, 2012)
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Working in partnership with the Environment Agency and Thames
Water to improve water quality within the Dagenham Brook and
enhance biodiversity. The Council’s Environmental Health team is
working with the Environment Agency and Thames Water to identify
and address misconnections within the Borough and the possible
inclusion of hydrodynamic separators within any proposed
engineering solutions to clean up the Brook.
Possible larger long term schemes with eligibility for national funding.
7 Case Studies
Incorporation of SUDs into new developments
7.1 Recent years have seen a number of key developments come
forward where the use of SUDs techniques have been negotiated through
the planning process in order to help reduce flood risk as part of the
proposed development. This section sets out some examples of
techniques used and progress on implementing these.
Waltham Forest Leisure Centre
7.2 SuDS features have been agreed through the planning process to
capture and cleanse rainwater and stagger its flow into the drainage
network or watercourses; to prevent these reaching their capacity during
heavy rainfall.
7.3 The entire car park area will use permeable paving providing 30%
voids within the stone build-up of the paved area, allowing for temporary
storage of surface water. The image below (taken from
www.marshalls.co.uk) shows how voids within stone build up temporarily
store water. Concrete baffles separate sections of the car park to further
slow the rate by of flow between voided stone before it reaches the
drainage network. Rainwater collected on the roof of the leisure centre
will also be captured and filtered into the permeable paved area.
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7.4 Release of water stored within the permeable paved area will be
restricted to an agreed rate as recommended by the Site Specific Flood
Risk Assessment.
Pump House Site, E17
7.5 Approved measures follow similar principles to Waltham Forest
Leisure Centre as described above; i.e. the capture of water and delaying
of its flow into the drainage network. However, due to lack of surface
area available on site, below surface storage tanks will be used for the
temporary storage of water rather than voids in the stone construction
of the permeable paving.
Walthamstow Stadium Site, E17
7.6 A drainage scheme using permeable paving has been agreed
through the planning process. A sub-base replacement system is being
used to provide on-site water storage at high a level before discharging
into the Ching. The design has provided a reduction in the rate of surface
water discharge from the site.
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7.7
As the development site is located within the flood plain the
Environment Agency have insisted on compensation storage where site
levels have been raised. Two ponds have therefore been integrated into
the design to provide the required flood plain compensation.
Larkshall Road, E4
7.8 A SuDS attenuation / infiltration feature has been installed at
Larkshall Road which receives runoff from the surrounding footways
and part of the adjoining road. The surface water is collected by traditional
road gullies and piped into a large gravel soakaway beneath the verges
with a high level overflow that runs into the surface water sewer system.
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Remedial works in response to historical flooding
7.9 In existing built up areas, remedial works may be carried out in
response to reported flooding incidents. Typical issues and measures
used in the borough are illustrated by the examples below.
Priory close E4
7.10 Provision of French drains to intercept ground water and prevent
surface flooding, and provision of additional highway drain and additional
gullies to improve interception of surface water run-off.
7.11 These works were carried out to prevent ground water from rising
up through the existing road construction and laying on the finished road
surface, which had been experienced by residents even during the
summer months. The installation of these French drains also helped to
intercept ground water reducing the level of ground water basement
flooding experienced by residents in the close.
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Woodside Gardens E4
7.12 Additional gullies provided to improve residential road drainage.
These works were required to reduce surface water ponding caused by
inadequate gully spacing and level problems within the channel line of
the road.
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Winchester Road E4
7.13 New parking bay gullies and road channel re-profiling works
carried out to prevent surface water ponding within shopping parking
bays.
7.14 The problem was reported to the Council by shoppers being
inconvenienced by standing water when getting in and out of their cars
when visiting the shops, also some reports of splashing of pedestrians
when using the footway.
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Rain Gardens
7.15 The introduction of rain gardens at suitable locations throughout
the borough is being promoted in public realm enhancements and in new
developments. Rain gardens are essentially shallow depressions in the
ground with a highly permeable soil base. They are flexible in design
and are suitable for gardens, communal spaces and along the roadside.
This makes them ideal for both retrofit and new schemes.
7.16 With well selected planting rain gardens can provide colourful
planting for all seasons, whilst adding to the green infrastructure of the
local environment. Depending on location, rain gardens may require
regular litter picking and inspections for pollution. Regular watering in
the first year will aid in the establishment and survival of rain gardens.
An annual weeding is essential in the two years until the ground cover
has establish.
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7.17 Planting of rain gardens is site specific and those plants that best
suit a particular location are chosen from a generic list of agreed plants
for the borough, consideration is given to height, colour flowering period
and resistance to road salt as well as being able to survive in both wet
and dry conditions.
NB source of images used on front cover = Susdrain 2012, and LBWF
Level 2 SFRA (2011)
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8 Appendix 1
8.1 From the 1 October 2008 permitted development rights that allow
householders to pave their front gardens with hardstanding without
planning permission have changed in order to reduce the impact of this
type of development on flooding and on pollution of watercourses.
8.2 If the surface to be covered is more than five square metres
planning permission will be needed for laying traditional, impermeable
drive ways that do not provide for water to run to a permeable area.
8.3 Planning permission will not be required if a new or replacement
drive of any size uses permeable (or porous) surfacing, such as gravel,
permeable concrete block paving or porous asphalt, or if the rainwater
is directed to a lawn or border to drain naturally.
8.4 Paved areas in front of houses can be provided without adding to
flood risk and pollution by the use of permeable surfaces that allow water
to drain into them or by other methods such as rain gardens.
8.5 There are three main types of solution to creating a permeable
driveway:
Using gravel or a mainly green, vegetated area.
Directing water from an impermeable surface to a border rain garden
or soakway.
Using permeable block paving, porous asphalt or concrete.
8.6 Although planning regulations require permission to be granted for
impermeable driveways for more than five square metres, enforcement
has proved difficult and LBWF will never be able to completely stop
residents from hard paving their front gardens using impermeable
materials.
8.7 Before and after photographs of a typical domestic vehicle crossing
with permeable blocked paved parking area within LBWF are shown
below:
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23 Hornbeam Grove, E4. – Construction of Domestic Vehicle
Crossing / Permeable Parking Area.
8.8 Photograph of front garden prior to commencement of installation
works:
8.9 Photograph of new permeable paving installed for use as parking
area:
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9 Appendix 2
Gully cleaning categories
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10 Glossary
Critical drainage areas - A discrete geographic area where multiple
and interlinked sources of flood risk (surface water, groundwater,
sewer, main river and/or tidal) cause flooding in one or more Local
Flood Risk Zones during severe weather thereby affecting people,
property or local infrastructure.
Culvert – a channel or pipe that carries water below the level of the
ground.
Flood resilient – this is a process whereby if flood water can enter
the property, measures are taken to minimise the consequence of
the flooding to the building and contents within the property and
enable the property to be re-occupied as soon as possible after
flooding occurs. Raised power sockets, boilers and utility meters and
the use of flood resistant finishes such as treated wood or pvc can
be used to achieve this.
Flood resistant – measures to prevent flood water entering a building
or damaging its fabric.
Floodplain - the area that would naturally be affected by flooding if
a river rises above its banks.
Fluvial flooding – flooding that occurs in the floodplains of rivers
when the capacity of the water courses are exceeded as a result of
heavy rainfall, or snow and ice melting within catchment areas further
upstream.
Groundwater flooding– flooding from groundwater can happen
when the level of water within the rock or soil that makes up the land
surface (known as the water table) rises. The level of the water table
changes with the seasons due to variations in long term rainfall and
water abstraction. When the water table rises and reaches ground
level, water starts to emerge on the surface and flooding can happen.
Hydrodynamic separator – device that separates pollution such as
sediment, litter and oil from surface water runoff.
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Register of flood management assets - a register of structures or
features which are considered to have a significant effect on flood
risk within the borough. This includes features designed to provide
a flood risk function, such as the Lee Valley Flood Relief Channel,
but can also include structures not originally intended for such
purposes; such as a fence or wall that incidentally prevents an area
flooding. The register includes ownership and state of condition.
Surface water flooding– flooding from surface water happens when
the drainage systems cannot cope with high levels of rainfall. It is
extremely difficult to predict precisely where surface water flooding
will happen as it is dependent on ground levels, rainfall, and the local
drainage network.
Sustainable Drainage Systems (SuDS) – methods of management
practices and control structures that are designed to drain surface
water in a more sustainable manner than some conventional
techniques. Examples include the use of permeable pavements,
retention ponds, and swales (low tracts of land designed to manage
water runoff).
Trash screen - A screen placed in a waterway to prevent the passage
of trash which might otherwise restrict the flow and/ or the capacity
of a river, channel, stream or culvert.
Tributaries – a stream or brook that flows into a river.
Water abstraction – groundwater abstraction is the process of taking
water from any source temporarily or permanently. Most water is
used for irrigation or treatment to produce drinking water.
Baffle – a dam-like device used to restrict the flow of water from one
area to another
French Drain – trench into which a perforated pipe is installed at the
bottom of the trench and has been backfilled with shingle or similar
coarse stone
Sub-base – stone construction layer beneath road surface
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APPENDIX B
Local Flood Risk Management Strategy – Statement of Consultation.
Summary Paper
A Local Flood Risk Management Strategy Summary paper was produced in 2013 and subject to public consultation between 11th
October and 24th November 2013. It was also was published on the Council’s website and email alerts sent to the following
organisations alerting them to the consultation:
Page 79

British Waterways

London Legacy Development Corporation

Canal & River Trust

Met Police

Environment Agency

Natural England

Greater London Authority

Network Rail

Highways Agency

North London Gas Alliance

Lee Valley Regional Park Authority

Thames Water

LoDEG

Transport for London

London Boroughs of Enfield, Tower Hamlets, Haringey,
Hackney and Newham

UK Power Networks

Whipps Cross Hospital

London Fire Brigade
Comments received on the summary paper were largely supportive and were used to help inform the Final Draft Local Flood Risk
Management Strategy. The table below outlines a summary of all comments received, along with Council’s response to any issues
raised.
APPENDIX B
Consultee
Environment Agency
Summary of comments
Council Response
1) Broad support for the document.
1) Support welcomed.
2) Final bullet point of section 2.1
should include planners as well
as developers as having a
responsibility to minimise flood
risk in new developments.
2) Agreed. Partner responsibilities to be amended to include
planners and developers as having a responsibility to
minimise flood risk in new developments.
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3) Section 3.4 contains inaccuracies
in that flood zone 3b is defined in
the boroughs Strategic Flood
Risk Assessment, not by the
Environment Agency; and that a
small portion of the River Lee is
affected by tidal as well as fluvial
flood risk.
4) The Local Flood Risk
Management Strategy may need
to be subject to a Strategic
Environmental Assessment.
3) Agreed. Paragraph to be amended to read: “The main
source of flood risk in Waltham Forest is fluvial flooding
associated with the Lower Lea, its tributaries and
associated diversion channels. Although the River Lee is
no longer tidal, the lower reaches of the River Lee have a
tidal influence from the River Thames because the River
Lee is tide locked at high tide. This can lead to an
increase in water levels in the River Lee and Dagenham
Brook. Figure 1 below shows flood zone 3b as defined in
our SFRA as well as flood zones 2 and 3a designated by
the Environment Agency based on risk of fluvial and tidal
flooding. This represents a grading of flood risk, with zone
3b being the most vulnerable areas. These zones are
used to influence decisions on what types of new
development can be located where. In addition, figure 2
outlines the locations of historical surface water flooding.”
4) Noted. The final Local Flood Risk Management Strategy
APPENDIX B
will be subject to a Strategic Environmental Assessment.
Natural England
London Legacy
Development
Corporation
No comment to make; as the document
does not potentially impact any of the
features of the natural environment.
Liaison with the Environment Agency
recommended.
Noted.
Page 81
1) London Legacy Development
Corporation (LLDC) should be
recognised as an additional flood
risk partner, and it would be
helpful if roles and responsibilities
of partners involved in managing
flood risk in Waltham Forest are
outlined.
1) Agreed. LLDC will be added as a flood risk partner and
section will be expanded to provide greater detail of
partners roles and responsibilities in managing flood risk
in Waltham Forest.
2) Attention drawn to recent review
of flood mapping in the LLDC
area.
4) Noted – final strategy will make this clear.
3) Broad support for the aims of the
strategy, and considered very
important that flood management
measures deliver environmental
benefits.
4) Any prioritisation of investigating
flood incidents should be
2) Noted.
3) Support welcomed/ importance of delivering
environmental benefits noted.
5) The flood zone map already includes borough boundaries
of neighbouring boroughs. Consideration has been given
to the inclusion of LLDC boundaries but it is felt that this
could detract from the clarity of the plans primary
purpose; of identifying flood zones in the borough.
APPENDIX B
proportionate to the associated
level of risk.
5) It may be useful to include the
LLDC and borough boundaries
on the flood zone map.
Highways Agency
No comments to make at this stage.
Noted.
Canal and River
Trust
No comments to make.
Noted.
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Transport for London
1) London Underground and TfL
should be considered as partners
in the strategy.
2) London Underground is carrying
out a review of vulnerable assets;
which may result in the need for
resilience works to be carried out.
3) Flood risk at Blackhorse Road
Station has been assessed in the
Northumberland Park Depot
Flood Risk Assessment.
4) The strategy should consider
flood risk at Leyton and
Leytonstone Stations.
1) Agreed.
2) Noted. Reference to this work will be included in the final
strategy under partner responsibilities.
3) Noted. Reference to this work will be added to the section
‘what do we know about flooding in the borough?’
4) Neither our Level 2 Strategic Flood Risk Assessment or
Surface Water Management Plan, have not drawn
attention to any historical flooding issues at either of these
stations. Both also fall outside of our Critical Drainage
Areas.
APPENDIX B
Final Draft Local Flood Risk Management Strategy
Taking account of these comments, and further liaison with the Environment Agency, the Final Draft Local Flood Risk Management
Strategy was subsequently published alongside an accompanying Strategic Environmental Assessment from 12th January 2015 –
23rd February 2015. Both documents were published on the Council’s web site, and email alerts sent to the same organisations that
were contacted in 2013 regarding the Summary Paper. A table of comments received in response to this consultation, along with
the Council’s response, is set out below:
Consultee
Summary of comments
Natural England
Local Flood Risk Management Strategy
Page 83
Reference to SUDS in Chapter 3 is supported,
but the Council may wish to consider the
potential for retro fitting SUDS where
practicable.
Aims and objectives are broadly supported,
especially references to SUDs and
Environmental Improvements
Council Response
Section 4, item 5 (sustainable drainage) refers to the
potential to retrofit such techniques to existing areas of
high flood risk.
Support welcomed.
Strategic Environmental Assessment:
Approach and methodology, objectives, and
references to Green Infrastructure, SUDS,
biodiversity, are all supported. Particular
support is provided for objectives 17-19.
Conclusion that there is no need to undertake
Support welcomed.
APPENDIX B
an Appropriate Assessment is agreed.
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Highways Agency
The Highways Agency does not have any
comments to make on the Local Flood Risk
Noted.
Environment Agency
2.1
2.1
We recommend that planners and developers
are included in the last bullet point to ensure all
parties within the development process work
together to deliver the aims of the strategy.
Developers are listed in the penultimate bullet point. A
specific reference to planners has not been included as
the purpose of this section is to set out the Council’s
partners in tackling flood risk; rather than relevant
sections of the Council.
3.4
We have drafted some alternative wording that
you may want to consider using:
“The main source of flood risk in Waltham
Forest is fluvial flooding associated with the
River Lee, its tributaries and associated
diversion channels. Although the River Lee is
no longer tidal, its lower reaches have a tidal
influence from the River Thames because it is
‘tide locked’ at high tide by Three Mills Lock.
This can lead to an increase in water levels in
the River Lee and Dagenham Brook. Figure 1
below shows Flood Zone 3b as defined in our
SFRA as well as Flood Zones 2 and 3a
3.4
Noted. Paragraph 4 to be amended as suggested.
APPENDIX B
designated by the Environment Agency based
on risk of fluvial and tidal flooding. This
represents a grading of flood risk, with Flood
Zone 3b being the most vulnerable areas.
These Zones are used to influence decisions
on what types of new development can be
located where. In addition, figure 2 outlines the
locations of historical surface water flooding.”
4.1
Page 85
Point 5 references the SuDS Approval Body
(SAB). The Department for Communities and
Local Government (DCLG) have recently put
forward proposals to make Lead Local Flood
Authorities (LLFAs) statutory consultees on
surface water issues for all planning
applications for ‘major’ developments and
remove the Environment Agency’s statutory
consultee status for surface water issues on
sites over 1 hectare. This is instead of creating
SAB. In readiness for this change, we advise
that the reference to SAB is removed.
4.2
Action 1 - the text for this action should be
amended to “Exception Test”, and
4.1
Noted. Point 5 to be amended to read as follows:
“Sustainable drainage – to promote the incorporation of
Sustainable Drainage Systems (SuDS) into new
developments and open space improvement projects, and
retrofitting of such techniques in existing areas of flood
risk. This includes ensuring Sustainable Drainage
Systems for run-off management are included in larger
developments, secured through the planning system in
accordance with statutory requirements.”
4.2
Action 1 – wording to be amended as suggested
APPENDIX B
landowners/developers be added to the list of
partners for this action; as they provide
information that allows the Local Planning
Authority to carry out the Sequential Test.
Action 3 - please see comments on 4.1 above.
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Action 4 – we do not comment on vehicle
crossings and paving over front gardens and
should therefore be removed from the list of
partners for this action.
Action 3 – to be amended to read “Set up and implement
an appropriate mechanism to ensure SuDS are secured
on major developments through the planning process –
Partners: Environment Agency, Thames Water Timeframe – TBC”
Action 4 – Environment Agency removed from partners
listed under this action
Action 5 - Environment Agency removed from partners
listed under this action
Action 5 – we will not be commenting on
surface water issues in the planning process
from 6 April 2015 and should therefore be
removed from the list of partners for this action. Action 8 – text to be amended to read “Alert and advise
local residents and businesses when Flood Alerts and
Action 8 - we issue Flood Alerts and Flood
Flood Warnings are received from the Environment
Warnings, not weather warnings
Agency and take appropriate action in accordance with
the Multi Agency Flood Plan (MAFP)”
Action 12 - as our statutory consultee status for Action 12 – Noted. As the Council is the LLFA, replace
APPENDIX B
surface water issues on sites over 1 hectare is
likely to be revoked in the near future, the list
of partners for delivery of this action should be
amended. We would suggest the LLFA,
developers and LPA Planners would be best
placed to deliver this action.
5.4
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We have a different figure to 166 properties at
risk of surface water flooding in the 3 locations,
based on your submitted mandates. We
recommend that you re-check this figure.
Thames Water
Thames Water supports the preparation of the
Local Flood Risk Management Strategy.
The inclusion of Water and Sewerage
Companies in the list of organisations on page
2 is supported.
Recognition at paragraph 3.10 of the risk of
sewer flooding in the event of severe storms
when the drainage network cannot cope with
abnormally high levels of rainfall, is supported.
Thames Water considers it essential that
development should not precede the provision
of adequate additional infrastructure capacity
Environment Agency in list of partners with Landowners/
developers, and Thames Water.
5.4
Noted – to be amended to read ‘263 properties’
Support welcomed.
Support welcomed.
Support welcomed.
Noted.
APPENDIX B
and that new infrastructure be provided in
advance of development where necessary to
address existing capacity constraints.
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In respect of objective 5, Thames Water
supports the use of SUDs in appropriate
circumstances and also supports a sequential
approach to surface water run-off whereby it is
managed as close to source as possible.
Discharge to the combined sewer should be
considered only when all other options prove
impracticable.
Item 24 in the table on page 17 – Local
Authorities and/ or Transport for London
should be included in the partner’s column.
Developers should be encouraged to contact
Thames Water Development Services before
submitting planning applications to ensure
drainage requirements of proposals are
understood.
Support welcomed.
Noted. As the Local Flood Risk Strategy is a Council
document, only external partners are listed in the partner
column. Transport for London to be added.
Noted.
Page 89
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Appendix D: Matrix to Assess Climate Change Impacts of Local Flood Risk Management Strategy
Aim is to
reduce
Carbon
Emissions
(CO2) by 80%
by 2050
Water
Minimising
Water Use and
Flooding
Positive impact
Proposals in areas
of flood risk will
increase permeable
surfaces to
minimise flood risk
Page 93
Drains and gullys
will be regularly
maintained in
accordance with
the gully cleansing
schedule.
Remedial drainage
works such as
installation of new
gullies and,
adjustment to
carriageway
channel lines, being
carried out in
flooding hot-spots.
Managing surface
Negative impact
The planned
growth in housing
may increase
surface water runoff throughout the
borough.
Further
development
within CDA’s and
drainage hot spots
will increase flood
risk.
Mitigation measure
Effect on CO2
emissions (+ or –
tonnes of CO2)
The effect of the
Schemes over 1 ha or in flood risk strategy will be to
areas will be accompanied by site reduce flooding
and the need for
specific flood risk assessments
remediation works
that demonstrate how proposals
minimise flood risk, through
post flooding
events, which will
matters such as flood resistant &
resilient design, locating less
result in a
reduction in CO2
vulnerable uses in highest risk
areas, provision of safe access
emissions as less
remediation works
and egress routes, and
including
incorporation of Sustainable
Urban Drainage Systems.
associated work
related travel will
be undertaken.
Soft SuDS
schemes will allow
woody plants and
trees to sequester
or pull carbon out
of circulation. The
use of SuDS can
also provide
improved air
Opportunity to
promote
Public consultation
on Local Flood
Risk Management
Strategy.
Case studies
included in the
Local Flood Risk
Management
Strategy can help
spread good
practice in new
developments
Aim is to
reduce
Carbon
Emissions
(CO2) by 80%
by 2050
Positive impact
Page 94
water runoff
through the use of
SuDS offers many
benefits. SuDS
filter and attenuate
surface water,
control pollution,
reduce pressure on
infrastructure,
replenish
groundwater
supplies through
infiltration where
geological
conditions permit.
The use of SuDS
also produces other
benefits for local
communities which
include:
sequestered carbon
in plants and trees
as they grow,
pulling carbon out
of circulation;
improved air
quality; increased
Negative impact
Mitigation measure
Effect on CO2
emissions (+ or –
tonnes of CO2)
quality and thermal
comfort from
evapotranspiration.
Collecting and
recycling rainwater
and surface water
runoff for nonpotable purposes,
such as irrigation
and toilet flushing
will result in
reduced CO2
emissions as less
processed potable
water will be used.
Opportunity to
promote
Aim is to
reduce
Carbon
Emissions
(CO2) by 80%
by 2050
Positive impact
Negative impact
Mitigation measure
Effect on CO2
emissions (+ or –
tonnes of CO2)
Page 95
biodiversity through
ecological
enhancement;
improved
thermal comfort
resulting from
evapotranspiration;
opportunities for
recreation and
relaxation,
particularly in larger
green spaces.
Energy
N/A
N/A
Opportunity to
promote
Aim is to
reduce
Carbon
Emissions
(CO2) by 80%
by 2050
Air
Air quality,
pollution
Page 96
Waste –
reducing,
reusing and
recycling waste
Positive impact
Negative impact
Mitigation measure
New developments
will incorporate new
green spaces and
an improved public
realm incorporating
SuDS techniques
which include the
use of vegetation,
as its ability to
sequester carbon
as it grows makes
soft SuDS
techniques carbon
positive.
Care should be
taken on industrial
sites as waste
from the
construction may
be hazardous and
will need to be
disposed of offsite.
Development sites will
incorporate new open spaces.
Reducing the
amount of surface
water runoff sewer
infrastructure
handles through the
use of SuDS, and
regular gully
cleansing, provides
A planned
increase in
housing and
employment is
likely to result in
an increase in the
amount of foul and
surface water
One of the biggest advantages of
SuDS over conventional drainage
is its ability to improve the
character of the surrounding area.
SuDS can be used to enhance
the public realm, create unique
spaces using water and deliver
recreational spaces, all while
providing the functional benefits
SuDS offer.
SuDS should mimic natural
drainage patterns and through the
use of source control seek to
infiltrate runoff from development
on site or slow the rate of surface
water discharge from site to an
agreed rate, preventing the
downstream drainage network
Effect on CO2
emissions (+ or –
tonnes of CO2)
Soft SuDS
schemes will allow
woody plants and
trees to sequester
or pull carbon out
of circulation. The
use of SuDS can
also provide
improved air
quality and thermal
comfort from
evapotranspiration.
The effect of the
strategy will be to
reduce flooding
and the need for
remediation works
post flooding
events, which will
reduce waste as
less flood
Opportunity to
promote
Public consultation
on Local Flood
Risk Management
Strategy.
Case studies
included in the
Local Flood Risk
Management
Strategy can help
spread good
practice in new
developments
Public consultation
on Local Flood
Risk Management
Strategy.
Case studies
included in the
Local Flood Risk
Aim is to
reduce
Carbon
Emissions
(CO2) by 80%
by 2050
Positive impact
Negative impact
Mitigation measure
Effect on CO2
emissions (+ or –
tonnes of CO2)
Opportunity to
promote
additional capacity
for the sewer
system to manage
wastewater,
reducing the
potential for
combined sewer
overflows.
waste produced in
Waltham Forest.
from becoming overwhelmed.
damaged materials
we need to be
replaced, this will
have a positive
effect with regard
to carbon
emissions.
Management
Strategy can help
spread good
practice in new
developments
Page 97
Aim is to
reduce
Carbon
Emissions
(CO2) by 80%
by 2050
Land
Use of brownfield and
green-field
sites
Page 98
Positive impact
Negative impact
Mitigation measure
The redevelopment
of underutilised and
untidy brownfield
sites for more
productive uses is
being encouraged
through the
planning process.
None identified –
planning
documents
prioritise
development to
brownfield land.
No negative impacts to mitigate
Effect on CO2
emissions (+ or –
tonnes of CO2)
Opportunity to
promote
Implementation of
policy, meetings
with landowners
and developers.
New green spaces
will be created,
including through
soft SuDS
measures on
development sites.
Bio-diversity
Effects on biodiversity
including green
space, trees,
rivers and
streams
Provision of new
None identified.
green features in
developments such
as landscaping &
SuDS can also
sequester carbon in
the atmosphere as
they grow.
Open areas also
reduce the heat
No negative impacts to mitigate.
SuDS has the
potential to
promote local
biodiversity
through
considered
planting and
habitat creation.
There are many
different ways in
Public consultation
on Local Flood
Risk Management
Strategy.
Aim is to
reduce
Carbon
Emissions
(CO2) by 80%
by 2050
Positive impact
Negative impact
Mitigation measure
island effect and
local over heating
especially in urban
areas.
Page 99
Transport
N/A
Buildings
Adaptability of
buildings to
heat or
flooding . Use
of green roofs,
rainwater
harvesting etc.
New buildings, and
the refurbishment
of existing
buildings, will
secure high
environmental
standards that are
adaptable to the
impacts of climate
change; including
increased risk of
flooding.
Mitigation of
potential over
Effect on CO2
emissions (+ or –
tonnes of CO2)
Opportunity to
promote
which SuDS can
be provided to suit
individual site
conditions and
therefore the
varieties of
potential habitats
that can be
developed are just
as varied.
Intensification
through new
developments will
have a negative
impact.
In areas of flood risk a site
specific flood risk assessment will
be required outlining proposals for
flood resistant design and the
incorporation of SuDs etc.
Public consultation
on Local Flood
Risk Management
Strategy.
Aim is to
reduce
Carbon
Emissions
(CO2) by 80%
by 2050
Positive impact
Negative impact
Mitigation measure
Effect on CO2
emissions (+ or –
tonnes of CO2)
Opportunity to
promote
heating through
additional open
space as part of
new developments.
Page 100
Commentary on any differences in financial costings for climate change mitigation / adaptation measures including energy
efficiency and potential external grant sources
External funding from the Flood Defence Grant in Aid has been used to appoint consultants to carry out drainage investigations and
prepare scheme proposals for some suffering from surface water flooding.
Cost of incorporating SuDS into new developments to be met by development industry.
Potential “whole life costing” savings ie: increased installation costs will achieve running cost savings over lifetime; including
reduced use of resources eg: water saving devices
Designing and implementing the most effective SuDS schemes requires involving a variety of relevant professionals from the beginning of
the masterplanning process. A SuDS scheme should be designed with maintenance in mind, the whole life cost should be considered at
the design stage. The design life of the SuDS scheme should ideally match the design life of the development as a whole.
There are three basic levels of maintenance required for SuDS features:
 Regular maintenance – Litter removal and inlet/outlet inspection, grass cutting.
 Occasional maintenance – Silt removal, weed killing and suction sweeping of permeable pavements.
 Remedial works required – Carry out if required although this should normally be designed out, at least for the first 20 years.
SuDS features should be designed so that they can be maintained easily by the appropriate management bodies. Given that the SuDS
features have been well constructed and regular maintenance has been carried out there should be no need for remedial works within the
first 20 years.
Good Practice
Page 101

Provide a simple schedule of maintenance tasks required.

Engage early with stakeholders likely to have maintenance responsibilities.

Monitor operation and maintenance costs for the measures proposed following implementation.

There may be a mix or bodies responsible for maintenance on any one project, such as Local Authorities, Water Authorities, site
owners, housing associations, tenants and private residents, together with voluntary organisations.

Consider opportunities to attract local interest and community engagement on promotion and general up keep of SuDS, by
involving local schools, Wildlife Trusts and other voluntary organisations.
Explanation of Proposal chosen in context of results matrix assessment, including what mitigating steps can and have been
taken
Producing a Local Flood Risk Management Strategy is a statutory duty under the Flood and Water Management Act. The contents of the
document sets out the Council’s understanding of flood risk in the borough, and how it will work with partners to minimise the impact of
flooding and the increased levels of risk associated with climate change; taking account of the matters raised in this assessment. This
work will contribute to wider work to tackle climate change locally.
In addition to the matrix above, the Local Flood Risk Management Strategy has also been informed by a separate Strategic Environmental
Assessment; which ensures the document performs well against environmental objectives.
Page 102
Agenda Item 6
Meeting / Date
CABINET
21 April 2015
Report Title
Local Growth Fund: Housing Development
Programme 2015-17
Cabinet Portfolio
Councillor Khevyn
Limbajee, Portfolio Lead
Member for Housing
Report Author/
Contact details
Ken Jones, Director of Housing and Growth
Tel: 0208 496 6825
E-mail: [email protected]
Wards affected
Higham Hill, Cathall, Hoe Street, Wood Street, Hatch
Lane, Chapel End, Hale End and Highams Park, Valley,
Endlebury, Chingford Green (more may be added during
delivery of project).
Public Access
OPEN
Appendices
Appendix 1: List of Potential Sites
Appendix 2: Summary of HRA Capital Programme
Appendix 3: Climate Change Impact Matrix
Appendix 4: Equalities Analysis Screening
1.
SUMMARY
1.1
On 9 September 2014 Cabinet approved an increase in Housing
Revenue Account (HRA) borrowing of £7.128m and the use of
£3.055m of retained Right to Buy receipts to fund the delivery of 48
new Council homes under the Local Growth Fund Council home
building programme.
1.2
This report is seeking Cabinet authority to proceed with procuring
contracts to deliver these new build council homes for rent on a
number of Council owned garage or former garage sites. It is also
seeking Cabinet approval for the use of further HRA resources and
Right to Buy receipts to develop additional garage sites for new homes.
2.
RECOMMENDATIONS
2.1
For the reasons set out in this report, Cabinet is recommended to:
2.1.1 Delegate authority to the Portfolio Lead Member for Housing in
consultation with the Director of Housing and Growth:
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(a)
to approve the final list of preferred sites identified from the list
of sites detailed in Appendix 1 and to proceed with the
programming and development of the final sites to enable the
delivery of a minimum of 48 new council homes within the
allocated budget of £10.183m.
consultation with the Director of Housing and Growth to approve:
(b)
the use of further Housing Revenue Account resources up to a
maximum of sum of £12.494m; and/or
(c)
the use of receipts received from Right to Buy sales up to a
maximum sum of £ 5.355m
for the development of sites which cannot be funded through the total
Local Growth Fund programme budget of £10.183m and / or by the
deadline of March 2017 to provide additional homes.
consultation with the Director of Housing and Growth to (within the
agreed programme budget as set out in recommendation 2.1.1 and
2.1.2):
(a)
approve the tendering process and business case for projects;
(b)
commission a complete design service, employer’s agent
service, and any other client supporting services as required to
deliver the programme;
(c)
award contracts for the construction of the new Council homes;
and
(d)
vary the sites and projects in the programme as required to
meet funding deadlines and delivery targets.
2.1.4 Agree that the Portfolio Holder may delegate any of the above
delegations to the Director of Housing & Growth (or another officer
following consultation with the Director of Housing & Growth) where
those decisions are not key decisions.
2.1.5 Note that the Council’s General Scheme of Delegation will otherwise
apply to the implementation of the Programme set out in this report or
as agreed by the Portfolio Holder or Director of Housing and Growth in
accordance with 2.1.1. to 2.1.4 above.
3.
PROPOSALS
Background
3.1
The Local Growth Fund Council home building programme was
approved by Cabinet on 9 September 2014. Specifically Cabinet
approved the application to the Department of Communities and Local
Government (DCLG) to increase the Council’s Housing Revenue
Account (HRA) borrowing headroom by £7.128m to part fund the
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construction of 48 new council homes for affordable rent on Council
owned garage sites.
3.2
Cabinet also approved the use of £3.055m of the Council’s retained
Right to Buy receipts to provide the remainder of the funding for this
programme, creating a total approved capital budget of £10.183m.
3.3
As a condition of the DCLG borrowing approval, the new homes must
be completed by March 2017.
Proposed housing development sites
3.4
From May to December 2014, a review of the Council’s garage sites
was undertaken and 32 were identified as the most suitable for the
delivery of new council homes. These are listed in Appendix 1. This
review built on the work previously undertaken as part of the Garage
Development Strategy, approved by Cabinet on 8 November 2011, the
purpose of which was to deliver improvements to Council garage sites
by means of refurbishment, redevelopment and disposal.
3.5
The attached site list at Appendix 1 has been updated since the
previous Local Growth Fund Cabinet Report on 9 September 2014; a
number of Council owned garage courts in Billericay have been
removed because they are not located in the Borough and are
therefore not eligible for the allocated funding. Replacement sites in
Waltham Forest have now been identified and are included in the
updated list.
3.6
Of the 32 sites that have been identified, an initial 19 sites have the
capacity to deliver circa 54 units leaving a further 13 reserve sites with
potential for up to 45 more units. The reserve sites are included to
ensure that there are enough sites to build a minimum of 48 new
homes by March 2017, as by their nature many of the garage sites
may have constraints which could make them difficult to develop,
particularly within the required timeframe. These constraints will be
identified and assessed as part of the ongoing design process and may
include the need for party wall agreements, the relocation of services,
planning and access issues, rights of light, and obtaining vacant
possession.
3.7
The Council’s joint venture company, NPS London Limited (NPSL), is
preparing detailed design proposals for the 32 sites. NPSL was formed
on 1 March 2007 when the Council entered into a 10 year joint venture
with NPS Property Consultants for the provision of multi-disciplinary
design and property services. The joint venture company, NPSL is
jointly owned by the Council and NPS with the annual profits being
shared.
3.8
Work is also being undertaken by NPSL to assess the build costs and
risks to delivery for each site. This will identify which sites can be
progressed through the Local Growth Fund programme for completion
by March 2017. Council officers will seek to maximise the number of
new homes that can be delivered within the programme budget of
£10.183m.
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Extension of Programme - Additional Delivery
3.9
There will be a number of deliverable sites that cannot be developed
by the deadline of March 2017 due to the constraints mentioned above
and/or they are not able to be developed within the total programme
budget of £10.183m, but for which full feasibility studies will have been
prepared by NPSL. Therefore Cabinet is asked to delegate authority to
the Portfolio Lead Member for Housing, in consultation with the
Director of Housing and Growth, to allocate as required additional HRA
resources and Right to Buy sales receipts to deliver new homes on
these sites as set out in recommendation 2.1.2.
3.10
The HRA Capital Programme (summary attached in Appendix 2) was
approved by Cabinet in February 2015. The approved programme
includes £12.494m from 2015/16 to 2019/20 for the delivery of Council
new build schemes, yet to be identified. The proposal is to use this
funding to deliver homes on garage sites that are included in the list in
Appendix 1 which cannot be funded through the Local Growth Fund
budget of £10.183m.
3.11
On 19 June 2012 Cabinet gave approval for the Council to enter into
an agreement with the DCLG to allow the Council to retain a proportion
of the receipts from Right to Buy sales for the delivery of new
affordable rented homes. This money can be used to fund up to 30% of
the total scheme development costs. It is therefore proposed that up to
£5.355m of Right to Buy receipts are used alongside the £12.494m of
HRA borrowing to deliver sites included in the list in Appendix 1 that
cannot be delivered within the Local Growth Fund budget.
Programme Delivery
3.12
Feasibility studies have been prepared for each of the sites and are
being worked up to detailed designs and it is intended that this will be
taken forward to planning application stage by NPSL. These costs will
be met out of the total Local Growth Fund Programme budget.
3.13
This report requests permission from Cabinet to continue to
commission NPSL to provide a comprehensive design and project
management service through to the completion of the developments.
This will include architectural services, cost consultancy, technical
support and project management. This appointment falls within the
scope of the joint venture agreement.
3.14
To meet the challenging build completion deadline of March 2017, the
target is to submit planning applications, on a phased basis, by the end
of May 2015, and for planning permissions to be in place by
September 2015.
3.15
In parallel, Council officers are preparing to procure contractor(s) to
construct the new homes. Procurement of the construction contract is
considered to be one of the key risks to the delivery of the programme.
Although there are potentially many contractors who are capable of
building the new Council homes, there is currently high demand for
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construction work in London. Contractors are therefore being selective
about what they bid for and contract prices are rising significantly as
the contractors’ workloads increase and skilled craftsmen are in short
supply.
3.16
The sites in the programme, which are dispersed across the borough,
are small and relatively complicated to deliver and have been identified
as increasing the risk of procuring the construction contract(s).
Therefore Council officers and NPSL have undertaken a significant
amount of work to assess various procurement routes and to gauge
demand, including organising a soft market testing event on 12
February 2015 and having direct conversations with potential
contractors.
3.17
In order to offer the contract to the widest possible market the Council
is currently intending to proceed with a full OJEU procurement;
however, this will put pressure on the delivery programme. The
alternative option is to procure through an existing public sector
framework, such as those set up by other Local Authorities or Housing
Associations. This option is being explored, but given the limited
number of contractors on any given framework, there is a significant
risk that this route would not deliver sufficient or suitable bids.
3.18
To allow enough time to appoint a contractor this year, PreQualification Questionnaires (PQQ) should be issued by early May
2015, the Invitation to Tender (ITT) before the end of June and returns
should be invited by the end of July. This would allow the contractor(s)
to be selected by mid-August 2015. The contractor(s) will then begin
work on the detailed technical design, with a view to starting on site by
January 2016.
3.19
Given the tight timescale to procure a contractor and the risks
associated with the procurement process, officers will need the
flexibility to move the process on quickly, or to proceed with an
alternative procurement route if necessary.
3.20
Cabinet approval is therefore being sought to delegate powers to the
Portfolio Lead Member for Housing, in consultation with the Director of
Housing & Growth, to approve the procurement and award of contracts
to deliver the programme, including awarding contracts with values
over £1m, to facilitate the speedy delivery of this home building
programme.
4.
4.1
The Local Growth Fund Council home building programme was
approved by Cabinet on 9 September 2015 and is progressing well.
This report is seeking delegated authority to the Portfolio Lead Member
for Housing, in consultation with the Director of Housing & Growth, to
finalise the programme and to proceed with the procurement and
appointment of the contractor(s). If delegated authority is not granted,
further Cabinet reports will be required prior to the appointment of the
chosen contractor(s). There is a risk that this could add a delay to an
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already tight programme, and could therefore result in the Council not
achieving the delivery deadline of March 2017.
4.2
Sites have been identified to deliver more than the minimum 48 units
required by DCLG. Officers will seek to maximise the number of units
that are delivered within the agreed programme budget. However it is
expected that the garage sites will provide opportunities for more
homes than can be delivered within the approved £10.183m Local
Growth Fund council home building programme budget. Cabinet
approval is therefore requested to allow the Portfolio Lead Member for
Housing, in consultation with the Director of Housing and Growth, to
allocate additional funds to deliver these. The Housing Revenue
Account Capital Programme, approved by Cabinet on 17 February
2015 included £12.494m for the delivery of new homes on schemes
yet to be identified. The Council has also accumulated over £14m of
Right to Buy receipts which must be spent on the delivery of new
affordable rented homes; it is therefore proposed that up to £5.355m of
such Right to Buy receipts will be used alongside £12.494m of HRA
borrowing to deliver sites included at Appendix 1.
4.3
Council officers are also looking at ways to fund the construction of
additional new council homes. Potential sources of finance include
Greater London Authority (GLA) grants, Right to Buy receipts and the
reallocation of HRA resources to new delivery. However given the
restrictions on each of these sources of funding, other funding streams
are being considered such as setting up a special purpose vehicle, for
example a Council Owned Housing Company or a Joint Venture. Such
a delivery vehicle would significantly increase the Council’s home
building programme and provide greater flexibility in terms of the types
of new homes built. It will take a few months to get all the specialist
legal, financial and property advice required to consider the full
implications of setting up a new housing delivery vehicle; Cabinet will
be updated in future reports going forward.
5.
5.1
Supporting affordable housing for everyone’s needs is one of the
Council’s priorities for 2015-18 and to help achieve this, the Council is
committed to its own housing new build programme.
5.2
Delivering new council homes will help to improve housing quality and
choice, with the right kind of homes in the right kind of places. This
helps to meet the Sustainable Community Strategy objective to
effectively manage population growth and change.
5.3
Delivering new homes on garage sites will also contribute to the
Council’s regeneration objectives. Many of the garage sites are in a
poor state of repair and attract anti-social behaviour. Redevelopment
for housing will regenerate this underused land, improve local
neighbourhoods and improve community safety by reducing anti-social
behaviour.
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5.4
The completed homes will also help to facilitate the Marlowe and
Montague Road estate regeneration projects by providing new homes
to assist with re-housing some of the tenants from these estates.
6.
CONSULTATION
6.1
The Local Growth Fund council home building programme was
approved at Cabinet on 9 September 2014. The Garage Development
Strategy was approved by Cabinet on 8 November 2011. The recent
review of garage sites identifying those with potential for delivering new
homes has built on the work undertaken as part of the original Garage
Development Strategy.
6.2
For the initial list of sites, letters were sent on 20 February 2015 to
Ward Councillors, garage tenants and residents directly surrounding
each garage site to inform them of the Council’s intention to redevelop
the site for new homes. Ward councillors have also been provided with
a more detailed briefing note, providing further information about the
programme.
6.3
Details of the proposals for each site will be provided to residents,
garage tenants and Members before the planning applications are
submitted, to allow comments on the proposals to be reviewed.
Residents will also be able to comment on the scheme designs as part
of the statutory planning application process. As the Council is the
developer each and every planning application will be considered by
the Planning Committee.
6.4
A dedicated Council Home Building Programme webpage will be set
up that will provide regularly updated information on individual sites in
the programme, particularly at key milestones including design
proposals, planning application, planning approval, start on site and
other construction milestones.
6.5
If any of the reserve sites proceed to development, consultation will be
carried out in the same way.
7.
IMPLICATIONS
7.1
The proposed Local Growth Fund council home building programme
has an approved capital cost budget of £10.183m and will be financed
from an increase in HRA borrowing of £7.128m and £3.055m of the
Council’s retained Right to Buy receipts. This budget was agreed by
Cabinet on 9 September 2015.
7.2
This capital expenditure will be spread across 2015/16 and 2016/17.
DCLG requires that all the new homes must be complete by March
2017 as a condition of the borrowing approval.
7.3
Since 2012/13 the Council has retained a portion of Right to Buy
receipts to deliver new affordable rented homes. This has resulted in
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an accumulation of over £14m of receipts, which must be spent within
three years or returned to the Treasury with interest. Part of this
funding can be used to supplement the capital programme funding by
up to £5.355m, providing the additional schemes meet the
requirements of the Right to Buy agreement. There are spend
deadlines from December 2015 and every quarter thereafter, so this
programme will help to ensure that some of this money is spent locally
on delivering new affordable housing.
7.4
The first 48 completed homes will be let at Council housing rent levels
(social rent). Any additional new homes will be let at affordable rents.
These rents will be pooled with other Council housing rents in the HRA
to be used to pay for the management and maintenance of all Council
homes as well as servicing the HRA borrowing.
7.5
Provision of new homes for rent helps the Council to meet the demand
for affordable housing in the borough and mitigate the financial
pressure on the homelessness budget.
7.6
As the proposals are to build council homes for rent they will be subject
to the Right to Buy, unless exempt because they are for a specified
supported housing need, for example wheelchair users. Tenants who
meet the eligibility requirements – currently 5 years tenancy – will be
able to apply to buy these new homes. However, the homes will be
subject to a “cost floor” meaning that they cannot be sold for less than
the Council spent in building them. This will apply for 15 years after the
incurred expenditure.
7.7
The Procurement Team will advise on each of the procurement options
and the final procurement route will be subject to approval by the
Council’s Strategic Procurement Board. All tenders will be reviewed by
the Council’s joint venture company NPSL, acting as Employer’s
Agent, and costs will be benchmarked against anticipated rates and
other construction cost indices.
7.8
Given the current high demand for construction work in London,
procuring a contractor and ensuring value for money in construction is
considered to be a significant risk to the project, along with meeting the
funding delivery deadline of March 2017. The recommendations made
in this report are intended to mitigate these risks by giving the flexibility
to pursue alternative procurement routes if the first route proves
unsuccessful, subject to approval by Strategic Procurement Board.
7.9
Flexibility has also been built into the programme, through the
identification of sufficient sites to deliver more than the minimum
requirement of 48 new homes. This will help to ensure that at least 48
Council homes are delivered by March 2017 within the available
budget, although the intention is that the total number of homes will be
greater than this.
Legal
7.10
The Council may rely on its powers under s.1 of the Localism Act to
make these decisions and implement the proposed programme.
Section 1 of the Localism Act 2011 introduced a new “general power of
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competence” for local authorities who now have power to do anything
that an individual may do, rather than be limited to those things which
are related to or necessary for the discharge of an existing function of
the authority. There are however statutory limitations on local
authorities’ pre-existing powers and functions.
7.11
Section 2 of the Localism Act 2011 sets out the express limitations on
the power for an authority to do anything that an individual generally
may do and will need to be taken into consideration when exercising
the general power of competence under Section (1) (1) of the Localism
Act 2011. There are no express limitations to the use of this power that
affect these decision but the legislative frameworks set out below must
still be complied with.
7.12
Local Government Act 2003 (c.26), Part 1, Chapter 1 gives a local
authority power to borrow or invest for any purpose relevant to its
functions under any enactment or for the purposes of the prudent
management of its financial affairs; requiring local authorities to selfregulate their capital finance, borrowing and investment activities.
Statutory Instrument (SI) 3146/2003—the Local Authorities (Capital
Finance and Accounting) (England) Regulations 2003—develops the
controls and powers in the Act and requires local authorities to have
regard to the CIPFA Prudential Code for Capital.
7.13
The Secretary of State has powers conferred under Sections 171
Localism Act 2011 and Section 173 Localism Act 2011 to issue a
Housing Revenue Account borrowing determination to the Council for
each of the two years 2015/16 and 2016/17 to allow the Council to
increase the level of borrowing. The current determination was made
on March 2015 - The London Borough of Waltham Forest (Limits in
Indebtedness) Determination 2015 - and updated the Limits on
Indebtedness Determination 2012. The proposals fall within the current
determination.
7.14
Procurement will be carried out in accordance with the Council’s
Contract Procedure Rules and the Public Contracts Regulations 2015.
The construction contract(s) may be procured through frameworks
which the Council may lawfully use.
7.15
An Equalities Analysis Screening Form was completed for this council
home building programme for the September 2014 Cabinet report. The
construction of the new homes in itself will not have any adverse
equalities impact.
7.16
Some of the garages proposed for redevelopment are let under
licence, so some people will lose the use of the garages. However,
where possible garage occupiers will be offered an alternative garage
should they wish to continue renting one.
7.17
A minimum of 10% of the new homes will be specifically designed and
built to meet the needs of wheelchair users and the remainder to
Lifetime Homes standard. All the new homes will be allocated to local
households on the Housing Register according to the Waltham Forest
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Local Tenancy Strategy and Allocations Scheme, which had a
comprehensive Equality Assessment and was approved by Cabinet in
December 2012 and effective from September 2013.
disorder)
7.18
The new homes will meet the minimum national, regional and local
standards for sustainable development– currently Code for Sustainable
Homes level 4 and a requirement to reduce carbon emissions by 40%
from 2010 Building Regulations standard.
7.19
The new homes will be built on ‘brownfield’ sites, some of which
currently attract anti-social behaviour including vandalism and flytipping. The new homes should remove the opportunity for this antisocial behaviour, improve the local environment and provide good
quality energy efficient homes for local households.
7.20
The Council has appointed a member of staff through an agency, who
is skilled in housing development project management, to manage the
project to completion.
1. Cabinet Report 17 February 2015 – Housing Revenue Account Budget
and Housing Rents and Charges
2. Cabinet Report 9 September 2014 – Local Growth Fund: Housing
Revenue Account Borrowing Programme 2015-16 and 2016-17
3. Local Growth Fund: Housing Revenue Account Borrowing Programme
(2015-16 and 2016-17) prospectus and supporting documents published
by the DCLG in April 2014
4. Cabinet Report 8 November 2011 - Garage Development Strategy
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APPENDIX 1: List of Potential Sites
Site
Ward
Number of
garages
(occupied)
Proposed
number of
units (TBC)
1
Southwell Grove Road (adj Cathall
to 67), E11 4PP
4 (2)
1 x 2 bed house
2
McEntee Avenue (opposite Higham Hill
41-49 / bordering gardens of
14-16 Valognes Ave), E17
5NU
10 (3)
1 x 3 bed house
3
McEntee Avenue(rear of 4- Higham Hill
10 Garnett Way shops), E17
5PE
8 (2)
1 x 2 bed house
4
The Mile End (adjacent to
11), E17 5QE
Higham Hill
3 (1)
1 x 2 bed house
5
Rosslyn Road (adjacent to
15), E17 9EU
Wood Street 13 (2)
2 x 3 bed
houses
6
Church Hill Road (adjacent
to 6 Shernall St, facing
Shernall St), E17 9RX
Hoe Street
9 (7)
2 x 3 bed
houses
7
St Mary Road (rear of 126), access off Folkestone
Road, E17 9SD
Hoe Street
8 (2)
6 x 1 bed flats
8
St Leonards Avenue
(adjacent to 19), E4 9QX
Hatch Lane
23 (13)
2 x 1 bed flats
Wadham Avenue (adjacent
to Sports Centre / Playing
field), E17 4HS
Chapel End
Mill House, IG8 0UL
Hatch Lane
9
10
2 x 2 bed flats
18 (10)
2 x 1 bed flats
3 x 2 bed flats
3 x 3 bed flats*
11 (6)
1 x 1 bed flats
2 x 2 bed flats**
11
Hale End Road, Lester
House, IG8 9LH
Hale End &
Highams
Park
5 (2)
2 x 2 bed flats
12
Churchill Terrace, E4 8DA
Valley
12 (6)
4 x 1 bed flats
1 x 2 bed flats
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Page 113
Site
Ward
Number of
garages
(occupied)
Proposed
number of
units (TBC)
13
Rowan Avenue (between
10 and 28), E4 8QT
Valley
5 (0)
2 x 2 bed
houses
14
Laburnum Close, E4 8RT
Valley
10 (2)
2 x 2 bed
houses
15
Hazel Way, (between 6 and
16 and between 78 and 25),
E4 8RT
Valley
8 (6)
4 x 2 bed
houses
16
Titley Close, Sinclair Road
(opposite to 28-39)
Valley
19 (6)
3 x 2 bed
houses
17
Boardman Avenue
(adjacent to 21), E4 7QB
Chingford
Green
8 (7)
2 x 2 bed flats
18
Beresford Road, 137, E4
6RS
Chingford
Green
8 (6)
1 x 1 bed flat
Deer Leep Grove (between
24 & 26), E4 7RU
Chingford
Green
14 (11)
19
5 (1)
2 x 2 bed flats*
2 x 2 bed flats
54 units in total
Batch 2 (reserve sites)
20
Mayfield Road, 48, E17
5RH
Higham Hill
16 (12)
3 x 3 bed
houses
21
Millfield Avenue, corner
between 72&12) E17 5HL
Higham Hill
6 (3)
1 x 2 bed house
22
The Avenue, (Marien Court, Hatch Lane
next to no. 49), E4 9LB
8 (3)
4 x 3 bed
houses
23
Hungerdown Estate, (3
sites), E4 6QJ
38 (12)
7 x 2 bed
houses
24
Beech Hall Road, (rear of
flats 196-212), E4 9NT
Hale End &
Highams
Park
7 (0)
2 x 2 bed
houses
25
Avonfield Court, E17 3RD
Wood Street 2 (1)
5 x 1 bed flats
26
St George’s Court, E17
3NL
Wood Street 30 (17)
8 x 2 bed
houses
27
St Stephen’s Close, E17
Hoe Street
3 x 2 bed
houses
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Endlebury
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Page 114
18 (6)
Site
Ward
Number of
garages
(occupied)
Proposed
number of
units (TBC)
12 (12)
3 x 3 bed
houses
28
North Birkbeck Road,
Cathall
(adjacent to 1-137), E11 4JF
29
College Place, (adjacent to
11), E17 3QA
Wood Street 1 (1)
1 x 2 bed house
30
Matson Court, IG8 9LD
Hale End &
Highams
Park
8 (5)
1 x 3 bed house
31
Leyburn Close (rear of 9),
E17 9RR
Hoe Street
6 (1)
1 x 2 bed house
32
Retingham Way, Moresby
House, E4 6RS
Endlebury
0 (0)
6 x 3 bed flats
45 units in total
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Page 115
APPENDIX 2: Summary of HRA Capital Programme
HOUSING CAPITAL
PROGRAMME
Ascham programme
Council Adaptations
Marlowe Road
Garage Strategy
Attlee Terrace
Local Growth Fund Scheme
New Build programme Phase 1:
Essex Close garage site
Wood St no 275
Warburton Terrace
Marlowe Road Phase 1
Montague Rd infill site
New Build (schemes to be
identified)
Total HRA programme
Disabled Facilities Grant (Better
Care Fund)
Total non-HRA Housing
TOTAL HOUSING
PROGRAMME
2015/16
2016/17
2017/18
2018/19
2019/20
Total
£'000
£'000
£'000
£'000
£'000
£'000
105,812
3,719
9,100
500
1,800
9,928
0
2,587
3,203
6,784
7,625
7,780
21,223
711
1,500
500
1,800
3,564
22,251
729
1,100
0
0
6,364
19,006
747
2,100
0
0
0
21,882
766
2,200
0
0
0
1,293
1,601
1,709
0
0
1,294
1,602
4,272
4,375
3,890
0
0
803
3,250
3,890
0
0
0
0
0
21,450
766
2,200
0
0
0
0
0
0
0
0
0
3,022
36,923
2,767
48,644
2,745
32,541
1,245
26,093
2,715
27,131
12,494
171,332
852
852
0
0
0
0
0
0
0
0
852
852
37,775
48,644
32,541
26,093
27,131
172,184
(3,629)
(9,445)
(12,466)
(1,434)
(500)
(1,650)
(1,856)
(2,048)
(332)
(3,564)
(7,362)
(9,628)
(12,640)
(1,584)
0
(450)
(8,223)
(1,138)
(165)
(3,564)
(1,388)
(9,940)
(13,047)
(1,260)
0
0
(2,421)
(455)
0
0
0
(10,158)
(14,188)
(1,292)
0
0
0
(455)
0
0
0
(10,381)
(14,971)
(1,324)
0
0
0
(455)
0
0
(12,379)
(49,552)
(67,312)
(6,894)
(500)
(2,100)
(12,500)
(4,551)
(497)
(7,128)
0
0
(36,924)
(2,800)
(1,090)
(48,644)
0
(4,030)
(32,541)
0
0
(26,093)
0
0
(27,131)
(2,800)
(5,120)
(171,332)
(852)
(852)
0
0
0
0
0
0
0
0
(852)
(852)
(37,776)
(48,644)
(32,541)
(26,093)
(27,131)
(172,184)
RESOURCES
Borrowing
Major Repairs Reserve
Revenue Contribution
Lessees charges
Capital Receipts
Reserves
L&Q receipt
RTB receipts (debt repayment)
RTB buy-back allowance
Local Growth funding - borrowing
Local Growth funding – RTB
retained receipts
GLA grant
Total HRA
Disabled Facilities Grant
Total non-HRA
TOTAL HOUSING RESOURCES
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Page 116
APPENDIX 3: Climate Change Impact Matrix – Local Growth Fund Council Housing Development Programme
Aim is to reduce
Carbon Emissions
(CO2) by 80% by 2050
Positive impact
Negative impact Mitigation
measure
Effect on CO2
emissions (+ or tonnes of CO2)
Opportunity to
promote
Water
Water
conservation and
surface drainage
measures as
required by the
Code for
Sustainable
Homes (CfSH)
level 4 minimum.
Increased
housing
numbers
resulting in
increased water
usage.
Water
conservation and
surface drainage
measures as
required by the
CfSH and
Building
Water use during
Regulations.
construction.
Require water
conservation
measures during
construction.
Increase in CO2
emissions (from
energy used to
supply water –
treatment and
pumping); not
measured/quantified
at this stage.
Design new homes to
maximise water
conservation and
minimise flood risks.
Increased
housing
numbers
resulting in
increase in
energy use.
Increase in CO2
emissions (from
energy used by new
homes and in
constructing new
homes); not
measured/quantified
at this stage.
Link to community
energy and heating
networks being
developed in the
borough where
possible.
Water Use and
Flooding
Page 117
Energy
Energy efficiency
and conservation
Energy efficiency and
measures as
energy saving in
required by the
buildings, including
CfSH level 4
opportunities for
installation of renewable minimum. 40%
reduction on
energy generation
carbon emissions
against 2010
building
$svx5km42.doc
Page 15 of 20
Energy use
during
construction.
Design homes to
meet CfSH level
4 minimum.
Energy efficiency
measures
required as part
of the
construction
contract.
Facilitate and
encourage use of
water conservation
measures and facilities
by residents, such as
rain water capture and
storage for garden
use.
Reduce energy use in
construction –
maximise use of
recycled materials.
Aim is to reduce
Carbon Emissions
(CO2) by 80% by 2050
Positive impact
regulations.
Page 118
Potential to
include
photovoltaic
panels, micro
generation and
combined Heat &
Power (CHP).
$svx5km42.doc
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measure
Effect on CO2
Opportunity to
promote
Promote additional
energy conservation
measures e.g. – LED
lights, timers etc.
Aim is to reduce
Carbon Emissions
(CO2) by 80% by 2050
Positive impact
measure
Effect on CO2
Opportunity to
promote
Air
Reduced car
parking provision
to discourage car
ownership and to
reduce car use;
provision of cycle
stores and safe
cycle routes.
Increased
housing
numbers
resulting in
increase in
pollution from
electricity and
heating in
homes, vehicle
use and
residential
waste.
Increase in CO2
emissions (from
increased number
of vehicle journeys
by new residents
and in constructing
new homes, from
domestic and
construction waste);
not
measured/quantified
at this stage.
Pollution mitigation
measures including
pollution capturing
plants.
Air quality, pollution
Page 119
Energy efficient
dwellings reduce
pollution from
space heating
gas boilers for
e.g.
Waste – reducing,
reusing and recycling
waste
$svx5km42.doc
Facilitate
domestic
recycling by
providing
dedicated
recycling bin
stores.
Page 17 of 20
Pollution from
construction
activities.
Bike storage
facilities to
encourage
cycling.
Mitigate pollution
from construction
by requiring
contractor to
reduce waste,
reduce vehicle
journeys, use
less polluting
vehicles, etc.
Increased
housing
numbers
resulting in
increase in
domestic waste.
Encourage
recycling by
providing
dedicated
recycling
facilities.
Waste during
construction
Mitigate waste
from construction
Construction pollution
reduction measures
including using low
emission vehicles.
Sustainable transport
plans, particularly
cycling (Mini Holland
project).
Recycling household
waste.
Increase in CO2
emissions (from
increased domestic
and construction
waste); not
measured/quantified
at this stage.
Design homes to
maximise the use of
recycled materials and
reduce waste during
construction (e.g. offsite manufacturing).
Savings from reducing
construction waste.
Aim is to reduce
Carbon Emissions
(CO2) by 80% by 2050
Land
Page 120
Use of brown-field and
green-field sites
$svx5km42.doc
Positive impact
All the
development
sites are
brownfield sites.
Page 18 of 20
measure
process.
by requiring
contractor to
reduce waste and
recycle.
Potential for
increase in
developed land.
Design
requirement to
enhance
environment and
provide green
spaces.
Effect on CO2
Opportunity to
promote
Use waste in heating
and electricity
generation.
Increased planting
will help reduce
CO2; not
measured/quantified
at this stage.
Measures to increase
bio-diversity – ‘green’
roofs and walls, roof
gardens, cleverly
designed landscaping.
Aim is to reduce
Carbon Emissions
(CO2) by 80% by 2050
Positive impact
measure
Effect on CO2
Opportunity to
promote
Bio-diversity
Bio-diversity
measures as
required by the
Code for
Sustainable
Homes (CfSH)
level 4 minimum.
Potential for loss
of self-seeded
plants and some
mature trees and
supported fauna.
Design
requirement to
increase biodiversity,
planning
obligations to
provide planting
and green spaces
and protect
existing flora and
fauna.
Increased planting
will help reduce
CO2; not
measured/quantified
at this stage.
Measures to increase
bio-diversity – ‘green’
roofs and walls, roof
gardens, landscaping
designed to improve
and enhance biodiversity.
Meet Local Plan
and CfSH
requirements for
reduced car
parking, provision
of cycling
facilities, and
other sustainable
transport
obligations and
requirements.
Increased
housing
numbers
resulting in
increase in
vehicle journeys
by residents and
to residents (e.g.
deliveries,
visitors).
Potential for carfree
developments,
improved cycling
facilities.
Increase in CO2
emissions (from
vehicle use by new
residents and during
construction); not
measured/quantified
at this stage.
Low emission vehicles
(EVs) charging points,
cycling (link to Mini
Holland).
Effects on bio-diversity
including green space,
trees, rivers & streams
Page 121
Transport
Travelling to deliver
service. Discouraging
car use and
encouraging walking,
cycling and use of
public transport
$svx5km42.doc
Page 19 of 20
Construction
traffic.
Requirement to
reduce
construction
traffic in contract.
Local sourcing to
reduce distances
travelled, improve
delivery scheduling to
reduce number of
vehicle journeys, use
of low emission
vehicles.
Commentary on any differences in financial costings for climate change mitigation / adaptation measures including
energy efficiency and potential external grant sources
The current minimum standard for new homes as required by planning policy and regulations is the Code for Sustainable Homes
(CfSH) level 3. The new council homes will be specified to a minimum of level 4, which is the level required by the Greater London
Authority (GLA) as a condition of grant funding, though the Council will be seeking to achieve a higher specification. Moving from
CfSH level 3 to 4 will add circa £1,000 to the build cost for each dwelling, achieving level 5 will add an additional circa £18,000 build
cost per dwelling (Source: Cost of building to the Code for Sustainable Homes, updated cost review; DCLG; August 2011).
Page 122
Potential “whole life costing” savings ie: increased installation costs will achieve running cost savings over lifetime;
including reduced use of resources eg: water saving devices
The programme will be delivered with a whole life cost approach to feasibility and viability including:
Procurement – land, design, construction, and finance charges;
In-use – energy efficiency, water conservation, maintenance, refurbishment and component replacement.
The savings will be quantified as part of the design and specification of schemes and projects in the programme.
Explanation of Proposal chosen in context of results matrix assessment, including what mitigating steps can and have
been taken
Specifying the new homes to a minimum of CfSH level 4 will help mitigate the adverse effects of building the new homes and the
homes in use. The Council is committed to increasing the number of homes in the borough. Achieving a high CfSH level for the
new council homes will contribute to mitigating the climate change impact of these new homes above the minimum mitigation
measures required by national, regional and local [town] planning policies.
Total Tonnes of CO2 & DEC rating of building to be occupied: TO BE QUOTED DIRECTLY IN CABINET REPORT
Rating not available at this stage as detailed design work has not yet been undertaken.
$svx5km42.doc
Page 20 of 20
not Walthamstow
online access only
Page 123
Important:
“get out”.
complete a full EA.
What to do?
1. Proposal / Project Title: Local Growth Fund: Housing Revenue Account Borrowing Programme 2015-16 and 2016-17
2. Brief summary of the above: (include main aims, proposed outcomes, recommendations / decisions sought)
Report seeking Cabinet approval to increase Housing Revenue Account borrowing by £7m to part fund the construction of 48 new Council homes for rent on Council
owned garage sites.
4. Protected
4
.
Page 124
Positive
Impact
Negative
Impact
No
Impact
Age
☒
☐
☐
The new homes will be made available to adults (18+) who are legally able to enter
into tenancy agreements, some households will include children.
Disability
☒
☐
☐
Circa 10% of the new homes will be built to full wheelchair accessibility standards,
the remainder to lifetime homes standards.
☐
☐
☐
☐
All the new homes will have two or more bedrooms so will be suitable for this group.
Race
☒
☒
Religion or Belief
☒
☐
☐
All the new homes will be made available to households of all religions or beliefs on
the basis of housing need.
☒
☐
☐
All the new homes will be made available to households of all genders on the basis of
housing need.
Sexual Orientation
☒
☐
☐
All the new homes will be made available to households of any sexual orientation on
the basis of housing need.
☒
☐
☐
All the new homes will be made available to households of partnership arrangements
on the basis of housing need.
☒
All the new homes will be made available to households of all races on the basis of
housing need.
5. There
5
If. you have not identified any negative/adverse
There are no negative impacts on protected groups of the proposal to build new council homes for rent. The garages
that will be demolished have not been provided for any protected group, garage licences were and are not issued on the
basis of the need of any protected group, all the garages to be demolished are too small to accommodate most modern
vehicles as they are not wide enough, this size restriction actually prevents use of the garages by most people and
particularly people with a physically disability or impairment. Displaced garage users wishing to continue renting a
garage will be offered other garages elsewhere.
The new homes will be allocated to households in housing need as assessed and prioritised according to the Waltham
Forest Local Tenancy Strategy and Allocations Scheme approved by Cabinet on 4th December 2012 which was subject to
a full and comprehensive Equalities Analysis to ensure equality of opportunity and no adverse impact on or
discrimination against protected groups in terms of access to council homes for rent (and other accommodation).
Waltham Forest Council EQUALITY ANALYSIS (EA) SCREENING
7. As
.
Yes
No
☐
☒
8. Name
7
of Lead Officer: Nick Powell
Signed off by Head of Service:
Page 125
Waltham Forest Council EQUALITY ANALYSIS (EA) SCREENING
There are no adverse impacts on any protected group as a result of this project; there will be a
positive and beneficial impact on most if not all protected groups as the new homes will be
made available to local households on the basis of housing need as assessed by the public
sector equality duty compliant Waltham Forest Local Tenancy Strategy and Allocations Scheme.
Job title: Head of Strategic Housing &
Investment Head of Strategic Housing &
Investment
Name:
Date screening tool completed: 31 July 2014
Date:
Agenda Item 7
Meeting / Date
21st April 2015
Report Title
LEARNING DISABILITIES SUPPORTED LIVING SPOT
PURCHASE FRAMEWORK: PERMISSION TO TENDER
Cabinet Portfolio
Cllr Angie Bean, Portfolio
Lead Member Adults
Report Author/
Contact details
Pratima Solanki, Lead Commissioner People
[email protected]
Tel: 0208 496 3466
Wards affected
ALL
Public Access
OPEN
Appendices
APPENDIX 1:
Supported Living
Banding Model Learning Disabilities
APPENDIX 2: Equalities Analysis
1.
SUMMARY
1.1
This report seeks permission to establish a framework agreement for
spot purchases for learning disabilities supported living placements
which are funded through Adult Social Care budgets and to delegate
the approval of organisations to join the framework to the Deputy Chief
Executive –Families.
1.2
The aim of establishing the framework for learning disabilities
supported living spot placements is to ensure value for money
placements in high quality supported living services in line with the
Council’s duties under the Care Act to promote prevention, care and
control for service users.
1.3
The proposals set out in this paper have been developed through the
Council’s new approach to commissioning services which is led by the
new Service Design Hub function.
2.
RECOMMENDATIONS
2.1
For the reasons set out in this report, Cabinet is recommended to
agree the tender exercise to commission a framework agreement for
spot placements in supported living for people with learning disabilities
Page 127
with delegated authority for award of the framework agreement to the
Deputy Chief Executive Families.
3.
PROPOSALS
3.1
There is currently no framework agreement or over-arching
governance agreement for spot placements to supported living for
people with learning disabilities and placements are made on an
individual basis funded through Adult Social Care budgets. In February
2015, the top 41 most expensive spot placements in supported living
for people with learning disabilities had an average weekly cost of
£1,264 compared with an average weekly cost of £585 per week in
block contracts for supported living for this client group. These spot
contracts are not regulated by CQC but also the Council does not have
formalised monitoring arrangements in place. The proposed framework
agreement will achieve efficiencies by applying a financial banding
model based on levels of support (Appendix 1) and ensure service
user’s needs/outcomes are met at the best value and minimise
variations in cost. The proposed framework will also enable structured
monitoring arrangements and quality assurance thus ensuring best
outcomes and due diligence to safeguarding in line with the
recommendations of the Winterbourne and Francis reviews.
3.2
The new framework agreement will provide quality and price
governance for spot placements and is intended to secure additional
capacity for supported living for people with learning disabilities. The
framework agreement will also provide the Council with an opportunity
of having a market of contractors with specialist, varied and targeted
skills, that are service user centred and focused in delivering a safe
and effective service in line with duties under the Care Act.
3.3
Waltham Forest has increasing demand in this area: demographic
projections indicate an increase from 1857 Waltham Forest residents
with learning disabilities in 2015 to 1956 people in 2020. There is an
increase in number of young people in transition and people living in
the community with older carers, this cohort of service users will need
high support placements to ensure that their needs and aspirations are
met. It is anticipated that approximately 231 pupils will go through
transition between now and 2017. Some of these pupils are currently
supported in specialist residential educational settings, and they are
high risk of becoming new high cost residential service users unless
their transitions are carefully planned and managed. With the advent of
personalised care offering greater choice and freedoms for people who
need support and their carers the public sector is invited to develop
innovative care solutions.
3.4
This provision relates to efficiencies targets under the Redefining
Waltham Forest programme for the Families Directorate including the
reduction of high cost placements and the promotion of supported
living as an alternative to higher cost residential placements.
Page 128
3.5
Development of proposals through new commissioning process
Led by officers from the Service Design Hub working with Adult Social
Care service leads, the project to re-commission learning disabilities
supported living services has been reviewing options for block
contracts for which permission to tender was given by Cabinet in
December 2012. The block contracts have been extended until
September 2015, with a view of also transitioning these to the banded
financial model. The need to address and regularise the spot
placement provision was identified as part of the supply analysis and
financial modelling as part of the project plan.
3.6
The new approach to commissioning places an emphasis on an
outcomes focused approach, with a structured and evidenced based
process for designing and appraising options for service delivery. This
emerging approach was followed by the project team in the
development of these proposals. The key steps taken in developing
and appraising options for service delivery are summarised below:
3.6.1 Needs assessment and demand modelling – The needs
assessment utilised existing national and local data to assess the level
and characteristics of future demand for learning disabilities supported
living in the borough. This analysis concluded that increased capacity
is required to support the needs of young people in transition and
people living with older carers in the community and to provide
alternatives to higher cost residential care.
3.6.2 Defining the outcomes – The Council’s new approach to
commissioning has a focus on outcomes at its heart. Key outcomes
delivered in supported living services include enabling residents to live
a good quality of life, promote independence and choice and to
improve access to education, training and employment. The proposed
framework will be driving these outcomes through personalised
individual budgets promoting choice and control.
3.6.3 Analysis of good practice and innovation – Officers conducted
extensive research, including consulting best practice Councils and
reviewing best practice and benchmarking to inform the design of the
service. This suggested that the Council pilot, through a framework
agreement, a move towards a banding model on levels of support to
improve efficiency and provide high quality support services and the
promotion of community based supported living with greater
independence and personalisation of services.
3.6.4 Market engagement and analysis (Appendix 3) – A market
engagement event was held in March 2015, in which a wide range of
service providers were consulted on the Council’s emerging proposals
and this has informed the development of the preferred option.
3.6.5 Options appraisal – The final stage involved using information from
the previous stages to develop and appraise a range of options for
providing learning disabilities supported living services in the future.
3.7
New Model for Supported living spot purchases for people with
learning disabilities
Page 129
From the needs and supply analysis and financial modelling, it is
recommended to establish a framework agreement for supported living
placements for people with learning disabilities. This will ensure supply
and quality assurance and promote value for money in spot
placements.
Through the tendering process and on-going contract management the
Service Design Hub will ensure that the service that is being delivered
will meet the diverse range of need and outcomes of the clients that
are referred to it.
4.
4.1
Continue commissioning these services on a spot basis without
any regulation of pricing or monitoring -This option was ruled out
because it would result in worse outcomes for people with learning
disabilities and inconsistency and lack of control of the price that is
paid for each spot contract.
4.2
Collaboration with another London borough – Officers explored the
potential for joint procurement of learning disabilities supported living
spot placements with neighbouring boroughs. Hackney and Haringey
have expressed interest in joining the proposed framework agreement.
Despite the potential financial benefits, this option was ruled out at this
time because it would cause a significant delay to the timescale for
putting new services in place and achieving better outcomes and
regularisation on rates paid.
5.
5.1
The recommendation in this report will enable the Council to deliver its
core duty to protect vulnerable children and adults and the Council
priorities of supporting affordable housing for everyone’s needs and
helping all our residents enjoy a good quality of life. The
recommendation will meet the strategic requirements in the Council’s
Prevention Strategy and Supporting People Strategy 2010-2015 in
promoting independent living and alternatives to residential care. The
proposed framework agreement/ select list relates to the priorities of
the Redefining Waltham Forest programme to ensure efficiencies,
value for money, commissioning for outcomes and doing things
differently.
5.2
The recommendation relates to the Council’s duties under the Care Act
 to promote people’s wellbeing
 to enable people to prevent and postpone the need for care and
support
 to put people in control of their lives so they can pursue
opportunities to realize their potential
Page 130
 to ensure people have high quality services and have a variety
of providers to choose from who (taken together) provide a
variety of services
5.3
The White Papers –“Valuing People, Valuing People now” and “Our
Care Our Say” made it clear that people with learning disabilities
should enjoy the same rights as other citizens through person focused
community services that promote choice and control, independence,
inclusion and fulfilling lives.
5.4
The spot purchase supported living services under the proposed
framework agreement will deliver high quality support respecting
dignity, ensuring safety and promoting choice. The Winterbourne
investigation and Francis review highlighted abuse of people with a
learning disability; services should be able to provide clear evidence
that measures are in place to ensure that institutional and systematic
abuse will not be tolerated. Commissioned providers will have a clear
understanding of the Pan London Safeguarding procedures and
ensure that they follow these and take appropriate action relating to
any safeguarding concerns.
6.
CONSULTATION
6.1
Officers consulted and involved a wide range of stakeholders, including
providers, users and carers on the proposed objectives of the new
service and the outcomes to be achieved. This involved consultation
with specialist stakeholders and providers in the learning disabilities
supported living field. The proposal to tender for a framework
agreement for learning disabilities spot purchase placements was
approved at Strategic Procurement Board on 20th March 2015.
7.
IMPLICATIONS
7.1
7.1.1 The current highest cost 41 placements to learning disabilities
supported living at an average weekly cost of £1,264 and an annual
value of £2,703,452. The proposed tender for a framework agreement
for supported living spot placements for people with learning disabilities
together with the remodelling of block contracts will meet the target
saving of £600,000 in the Redefining Families programme and ensure
best value and efficiency. The care needs of all users will be assessed
ahead of the procurement to ensure needs will be met within the
framework and banding system.
7.1.2 The proposed framework/ select list provides no guarantee of business
and the Council will look to add sufficient break-clauses into the spot
contracts with providers to account for any budgetary changes.
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7.2
Legal
7.2.1
The Council has the power to provide these services under section 29
of the National Assistance Act 1948 and section 2 of the Chronically
Sick and Disabled Persons Act 1970. The Council has further powers
to provide these services under the Care Act 2014: in certain
circumstances may have a duty under Part 1 of the Care Act to provide
the services. There are also additional powers and duties to provide
such services for young people with special educational needs aged up
to 25 under Part 3 of the Children and Families Act 2014
7.2.2 The recommendation is also in accordance with the Council’s Contract
Procedure Rules (CPR) set out in Part 8 of the Constitution under
which Adult Social care services packages managed by the Council on
behalf of a client (managed budgets), Direct Payments and Individual
Budgets are out of scope of the rules
7.2.3 The Council must also comply with the Public Services (Social Value)
Act 2012 which requires that the Council must consider
a.
how what is proposed to be procured might improve the economic,
social and environmental well-being of the relevant area, and
b.
How, in conducting the process of procurement, it might act with a
view to securing that improvement.
7.2.4 The proposed procurement route will ensure compliance with the
Council’s Contract Procedure Rules, the provisions of Public Contracts
Regulations 2015 and the 2014 EU Procurement Directives.
7.2.5 It is important to note that the financial banding will only apply when
considering how an individual’s assessed needs can best be met: it will
not and cannot form part of the assessment process.
7.3
Equality and diversity
7.3.1 An Equality Analysis based on the latest available data has been
completed. This describes implications of the proposed service model
on different groups as well as suggested mitigation action where
relevant (see Appendix 2).
7.4
disorder)
7.4.1 The proposal will support improvements in the health of people with
learning disabilities by improving health and well-being through a range
of interventions. From the sustainability assessment, it will be ensured
that the preferred providers have up to date sustainability policies in
place including recycling, building use, and transportation through the
proposed tender process e.g. in the specification and Pre-Qualification
Questionnaire (PQQ).
7.5
Council Infrastructure (e.g. Human Resources, Accommodation
or IT issues)
Page 132
7.5.1 This report has no direct effect on Council Infrastructure.
There are no background documents.
Page 133
Revised banding Model for LD Supported Living Contract
hours per
week per
user
number
weeks per
year
cost per
hour
indicative
cost
number
£
£
low Support
Basic minimum level low Support
average ( as per block contract)
upper end low need
4.00
7.00
12.00
52.14
52.14
52.14
15.00
15.00
15.00
3,128.40
5,474.70
9,385.20
Medium Support
Basic minimum level Medium Support
upper end Medium need
13.00
21.00
25.00
52.14
52.14
52.14
15.00
15.00
15.00
10,167.30
16,424.10
19,552.50
High Support
Basic minimum level High Support
upper end High need
26.00
39.00
60.00
52.14
52.14
52.14
15.00
15.00
15.00
20,334.60
30,501.90
46,926.00
70.00
79.00
114.00
52.14
52.14
52.14
15.00
15.00
15.00
54,747.00
61,785.90
89,159.40
Specialist Support
Basic minimum level Specialist Support
Upper end Specialist need
Definitions
1. Low Support
Floating/peripatetic support, average 7 hours per user per week, banded from 4 to 12 hours
2. Medium Support
accommodation based support and care, average 21 hours per week, banded from 13 to 25 hours
3. High Support
24-hour accommodation based support and care plus waking night care average 39 hours per week, banded
from 26 to 60 hours
4. Autism
as for high support , plus 1-2-1 support plus specialist/complex need support average 79 hours per week,
banded from 70 to 114 hours
Page 135
What is an Equality Analysis (EA) for?
Decision
Double click here for more information / Hide
Permission to tender learning disabilities supported living spot purchase
framework/select list
The Council must have due regard to its Public Sector Equality Duty (PSED) when
making decisions at member and officer level. An EA is the best method by which
the Council can provide the evidential analysis to comply with the equality duty,
particularly for major decisions. However, the level of analysis required should
only be proportionate to the relevance of the duty to the service or decision. Some
decisions will require detailed equalities consideration, e.g. a decision on adult
What is the Public Sector Equality Duty (PSED)?
Date
20th February 2015
social care provision or reduction of grants to voluntary organisations, whereas the
performance of other functions will have less of an equalities impact, e.g. the
appointment of committees where only a limited assessment is required. In rare
cases, the Courts have said there may be no impact. If you think this may be the
case, then you should undertake the EA screening process first to determine if you
need to complete this full EA and have a rational basis for this conclusion.
Page 137
The public sector equality duty (s.149, Equality Act 2010) requires the Council,
when exercising its functions, to have “due regard” to the need to:
1. eliminate unlawful discrimination, harassment and victimisation and other
conduct prohibited under the Act,
2. advance equality of opportunity between those who share a “protected
characteristic” and those who do not share that protected characteristic and
3. foster good relations between persons who share a relevant protected
characteristic and persons who do not share it (this involves having due regard,
in particular, to the need to (a) tackle prejudice, and (b) promote
understanding).
These are collectively referred to in this EA as the equality aims. Advancing equality
(the second equality aim) involves having due regard, in particular, to the
need to:
• Removing or minimising disadvantages suffered by people due to their
protected characteristic
• Taking steps to meet the needs of people from protected groups where these
are different from the needs of other people including steps to take account of
disabled people’s disabilities and
• Encouraging people from protected groups to participate in public life or in
other activities where their participation in disproportionately low
NB Please note that, for disabled persons, the Council must have regard to the
possible need for steps that amount to positive discrimination, to “level the playing
field” with non-disabled persons, e.g. in accessing services through dedicated car
parking spaces.
IMPORTANT NOTES:
1. THIS FRONT SHEET IS AN ESSENTIAL PART OF THE EA – COMPLETE THE TEMPLATE AND SUBMIT IT AS A SINGLE DOCUMENT.
2. IN RARE CASES, WHEN COMPLETING THE ASSESSMENT IT MAY BECOME APPARENT THAT THE RECOMMENDATIONS WOULD LEAD TO UNLAWFUL
DISCRIMINATION E.G. A PROPOSAL TO PAY MEN MORE THAN WOMEN. IF SO, STOP, RECONSIDER YOUR PROPOSAL AND SEEK ADVICE.
THE HEAD OF SERVICE OR DIRECTOR WHO IS RESPONSIBLE FOR MEMBER LEVEL REPORTS MUST BE SATISFIED WITH THE FINALISED
EQUALITY ANALYSIS AND FOR MAJOR PROPOSALS, IT IS SENSIBLE TO ENSURE YOUR LEAD MEMBER HAS BEEN CONSULTED.
Fostering good relations
Fostering good relations involves having due regard, in particular, to the need to tackle prejudice and promote understanding.
Protected Characteristics
Protected Characteristics defined in the Act are age; disability; gender reassignment; pregnancy and maternity; race; religion or belief; sex and sexual orientation.
Marriage and civil partnership are also a protected characteristic for the first equality aim to eliminate discrimination.
Guidance on compliance with the PSED for officers and decision makers
1. Officers and members making a decision where there is an equality impact must
give conscious and open minded consideration to the impact of the duty on the
decision, e.g. be prepared to change or amend a decision although negative
equalities impacts does not stop a decision being made (see 7).
2. The duty is not, however, to achieve the three equality aims but to take them
into account when making the final decision – therefore, the duty does not stop
difficult but justifiable decisions being made.
3. The decision maker may take into account countervailing (i.e. opposing) factors
that may objectively justify taking a decision which has negative impact on
equalities, e.g. financial targets, value for money or service needs.
4. The duty is ongoing: EAs should be reviewed over time and there should be
evidence of how impact will be monitored after the decision.
5. The above is a general guide to this changing area of law. You should also refer
to the Council’s EA Page http://forestnet.lbwf.gov.uk/index/residentsfirst/equalities/equality-analysis.htm for more detailed guidance, and specific
advice from the Council’s Equalities Lead should be sought on complex issues.
What to do if your proposal is scheduled for Cabinet/Committee?
The EA should be appended to the Cabinet or Committee report and the key
findings from it should be set out in the “Equalities Implications” section of the
report. This will ensure that the decision-makers are made fully aware of any
equality impacts and/or any mitigation action proposed prior to making a decision.
NOTE: Failure to complete an EA and implications section adequately or at all is
likely to result in the deferral of consideration of the report as it places in doubt the
legality and effectiveness of the overall decision.
Page 138
To comply with the duty, the Council must have “due regard” to the three equality
aims. This means the PSED must be considered as a relevant factor in a decision
alongside other relevant matters such as budgetary, legal, economic and practical
implications. What regard is “due” will depend on the circumstances of each
proposal and importance of equalities to the decision being taken. Some key
principles for compliance during the decision-making process are set out below:
1. The duty is mandatory and important and must be met by the decision-maker
and not delegated.
2. EAs must be evidence based and accurate – negative impacts must be fully and
frankly identified so the decision-maker can fully consider their impact.
3. There must be an assessment of the practical impact of decisions on equalities,
measures to avoid or mitigate negative impact and their effectiveness.
4. There must be compliance with the duty when proposals are being formulated
by officers and then by members or officers when taking the decision: the
Council cannot rely on an EA produced after the decision is made but sometimes
a “provisional” EA is appropriate e.g. before consultation on a proposal.
Waltham Forest Council EQUALITY ANALYSIS (EA) TEMPLATE
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The Proposals
Click and hover over the questions to find more details on what is required
1. What is the Proposal?
The proposal is to establish a framework agreement or select list for spot purchases for learning disabilities supported living placements which are funded through Adult
Social Care budgets and to delegate the approval of organisations to join the framework/select list to the Deputy Chief Executive –Families.
The aim of establishing the framework/select list for learning disabilities supported living spot placements is to ensure value for money placements in high quality
supported living services in line with the Council’s duties under the Care Act to promote prevention, care and control for service users.
Page 139
There is currently no framework agreement or over-arching governance for spot placements to supported living for people with learning disabilities and placements are
made on an individual basis funded through Adult Social care budgets. The current value of the existing spot contracts is approximately £2.703mThe proposed framework
agreement/ select list will achieve efficiencies by applying a financial banding model based on levels of support (Appendix 1) to ensure service user’s needs are met at the
best value and minimising variations in cost. The proposed framework will also enhance quality assurance ensuring safeguarding in line with the recommendations of the
Winterbourne and Francis reviews. The proposed tender for a framework agreement for supported living spot placements for people with learning disabilities together
with the remodelling of block contracts will meet the target saving of £600,000 in the Redefining Families programme.
The need for a framework agreement or select list to reduce cost of spot placements in supported living for people with learning disabilities was identified as part of the
project work undertaken by the Learning Disabilities Service Design Board which has been reviewing and re-designing supported living services for people with learning
disabilities in line with the Cabinet ‘s approval of permission to tender for learning disabilities supported living block contracts and the subsequent approved waiver.
The proposed tender exercise for a framework agreement/ select list for spot purchases will achieve efficiencies through applying a banding system for support which has
been developed as part of the financial modelling in the project. This will ensure equity across spot placements and block arrangements for both pricing and quality
assurance of support.
This proposed tender relates to savings identified in the Redefining Waltham Forest Families programme including reviewing the needs of people with learning disabilities
in out of borough placements and facilitating move on to supported living from residential care.
Learning disabilities supported living is a high strategic commissioning priority in Waltham Forest’s SP Strategy 2010-15 and a key component of the Prevention Strategy
and the joint Autism Strategy with the CCG. These services support people with people with learning disabilities to develop skills towards greater independence and
inclusion, with the goal of living independently within their own tenancy, preventing homelessness and social exclusion. The contracted services are part of a strengths
based model of support, which enables Clients to take ownership of their lives and attain full potential.
Page 3 of 21
The recommendation in this report will enable the Council to deliver its core duty to protect vulnerable children and adults and the Council priorities of supporting
affordable housing for everyone’s needs and helping all our residents enjoy a good quality of life. The recommendation will meet the strategic requirements in the
Council’s Prevention Strategy, Supporting People Strategy 2010-2015 and the joint Autism Strategy with Waltham Forest CCG in promoting independent living and
alternatives to residential care. The proposed framework agreement/ select list relates to the priorities of the Redefining Waltham Forest programme to ensure
efficiencies, value for money, commissioning for outcomes and doing things differently
The recommendation relates to the Council’s duties under the Care Act
 to promote people’s wellbeing
Page 140
 to enable people to prevent and postpone the need for care and support
 to put people in control of their lives so they can pursue opportunities to realize their potential
 to ensure people have high quality services and have a variety of providers to choose from who (taken together) provide a variety of services
 to ensure people have high quality services and have a variety of providers to choose from who (taken together) provide a variety of services
The White Papers –“Valuing People, Valuing People now” and “Our Care Our Say” made it clear that people with learning disabilities should enjoy the same rights as other
citizens through person focused community services that promote choice and control, independence, inclusion and fulfilling lives.
2. What are the recommendations?
Cabinet is recommended to agree the tender exercise to commission a framework agreement/select list for spot placements in supported living for people with learning
disabilities with delegated authority for award of the framework agreement/ select list to the Deputy Chief Executive Families.
3. Who is affected by the Proposal? Identify the main groups most likely to be affected by the recommendations, directly and indirectly.
The proposal will affect people with learning disabilities with assessed care and support needs for supported living, their families and carers.
Page 4 of 21
Local context
Growth in need
Learning disabilities supported living is a high strategic commissioning priority in Waltham Forest’s SP Strategy 2010-15 and a key component of the Prevention Strategy
and the joint Autism Strategy with the CCG. These services support people with people with learning disabilities to develop skills towards greater independence and
inclusion, with the goal of living independently within their own tenancy, preventing homelessness and social exclusion. The contracted services are part of a strengths
based model of support, which enables Clients to take ownership of their lives and attain full potential.
The needs assessment undertaken for the Learning Disabilities supported living service re-designs indicates a high level of need for this provision in Waltham Forest.
Demographic projections indicate an increase from 1857 Waltham Forest residents with learning disabilities in 2015 to 1956 people in 2020. There is an increase in
number of young people in transition and people living in the community with older carers, This cohort of service users will need high support placements to ensure that
their needs and aspirations are met. With the advent of personalised care offering greater choice and freedoms for people who need support and their carers the public
sector is invited to develop innovative care solutions.
Page 141
There are 1,784 people with autism spectrum disorder who live in Waltham Forest, rising to 1,833 by 2015. However if you apply recent prevalence estimations of autism
spectrum disorders, combining data from APMS 2007 and learning disability study this is 1.1% of the population. Therefore if applied to Waltham Forest’s current
population this suggests there are 2,840 people with autism in Waltham Forest. The estimated figure for people who have a learning disability (IQ less than 70) and autism
is 50%.
Children
These services help to meet the increasing needs of young people in transition. It is anticipated that approximately 231 pupils will go through transition between now
and 2017. Some of these pupils are currently supported in specialist residential educational settings, and they are high risk of becoming new high cost residential service
users unless their transitions are carefully planned and managed.
Age
Double click here to add impact / Hide
Key borough statistics: The 2011 census shows that Waltham Forest has a
population of 258,249. Broken down by broad age group, some 26.1% of the
population (67,303) were aged 0-19, 35.8% (92,392) 20-39, 28.2% (72,988) 40-64 and
10% (25,566) were aged 65+. Compared to London and England and Wales Waltham
Forest has a younger age profile with 8.1% of its population aged 0-4 and 26.1% 0-19
compared to 7.2% and 24.5% across London and 6.2% and 24% across England and
Wales respectively. Those aged 20-39 (35.8%) constitute the same percentage of the
population in Waltham Forest as across London as a whole (also 35.8%) compared to
only 26.9% across England and Wales. Smaller proportions of the borough population
are found in the 40-64 and 65+ age groups which constitute 28.2% and 10%
Check box if NOT applicable
compared to 32.7% and 16.4% across England and Wales. (Source: 2011 Census, Office
for National Statistics). Children in Care: As at December 2012, we had 289 children in
our care. 56% were male and 44% female. Most are in the 12-16 age bracket (35%)
followed by 6-11 age group (24%). Ethnic breakdown - White: 42%; Black or Black
British: 28%; Mixed race: 19%; Asian or Asian British: 6%; Other: 4%. NB: These
statistics provide general data for this protected characteristic. You need to ensure
you have sufficient data about those affected by the proposals – see below under
“additional equalities data”. Ward based data is available here:
http://www.walthamforest.gov.uk/Pages/Services/statistics-economic-informationand-analysis.aspx?l1=100004&l2=200088
Page 5 of 21
Double click here to show borough wide statistics / hide statistics
Age
Additional Equalities Data (Service level or Corporate) Include data analysis of the impact of the proposals
In Waltham Forest it is estimated there are 4,514 people with learning disabilities but only 1,056 are known to health and social care services.
Factors that are likely to lead to an increase in the prevalence rates for adults with learning disabilities over
the next two decades are:
• An increase in proportion of younger adults from South Asian communities (as evidence suggests a two to three-fold increase in severe learning disability)
• Increase in the survival rates among young people with severe and complex disabilities
• Reduction in the mortality rate among older adults with learning disabilities
The largest number of people with learning disabilities (PLD) in Waltham Forest is between the ages of 25 and 54 indicating a future increase of older people with learning
disabilities. An increase in age related illness in the next 10 to 20 years can therefore be predicted.
There were 798 with learning disabilities aged 18+ years recorded on GP practices’ QOF registers in 2011/12. GP practices’ records of prevalence of learning disabilities
shows that the largest number of PLD is in Leyton/Leytonstone (385), followed by Walthamstow (304) and Chingford (109).
Page 142
Supported living for people is included in the Joint Autism Strategy for which a consultation exercise was conducted to engage with local people, professionals and other
key stakeholders to gather their views and comments. Comments during this process made reference to an identified problem in respect of elderly people acting as carers
for middle aged autistic "children", noting that older people will eventually no longer be able to care for their offspring and are very worried what will happen to them. As
a response to this, a sentence has been added to the strategy to highlight this area of need and this is relevant to the provision of supported living for move on. Although
a small number of people took part in this consultation, overall feedback generally showed they agreed with Waltham Forest’s vision and priorities and of the need for a
local plan to be implemented. The following numbers are for open referrals between April 2012 and March 2013 for people with a diagnosis of autism:Children (under 18) 66
Adults (18+) 65
The following numbers are for open referrals between April 2012 and March 2013 for people with a diagnosis of Asperger’s.
Children (under 18) 21
Adults (18+) 29
Impact on children and young people: Transition
Research by Lancaster University shows that there will be an increase in young people reaching adulthood with complex needs over the next few years with a peak
between now and 2020. Local evidence for Waltham Forest over the last 3 years based on the number of people transferring to adult services has shown that
approximately 80% of the people requiring adult Health and Social Care services are likely to be young people with a significant learning disability with additional complex
needs such as challenging behaviour, complex health and physical needs. Fifty-seven young people who reached 19 years transferred to adult services in 2011/12 with 32
of them having a significant learning disability and requiring input from Health and Social care. In addition to this 87 young people known to children’s services with an
education statement reached the age of 18 years. A decision was made by the Borough of Waltham Forest to transfer people to adult services at 18 years rather than the
old arrangements of 19 years and 2 terms, this has created an additional pressure in adult services.
What is the proposal’s impact on the equalities aims? Look for direct impact but
What actions can be taken to avoid or mitigate any negative impact or to better
Page 6 of 21
Age
also evidence of disproportionate impact i.e. where a decision affects a protected
group more than the general population, including indirect impact
advance equality and foster good relations?
The proposed re-commissioning will ensure housing related support to people with
learning disabilities including young people in transition.
The intention of the proposal is to increase the capacity and quality of the services
within existing resources, which would enable the service to be delivered to more
people with learning disabilities.
Ensure that the service specification and evaluation of services to be commissioned
as part of the framework agreement/ select list will include a requirement for
providers to demonstrate how they are able to meet the needs of people with a
learning disability including supporting people with complex behaviour/ challenging
needs.
Ensure continuation of positive outcomes for people from different equality groups
through a standard contract monitoring procedure.
Develop more financially efficient approaches in the re-commissioning of services.
Page 143
Disability
Require new services to monitor age of service users and track any issues in relation
to service access.
Key borough statistics: Look for update from latest APS / also see Borough profile
update Recent data from the 2011/2012 Annual Population survey suggests there
are 31,000 disabled people of working age (16-64) living in Waltham Forest of which
around 16,000 are female and 15,000 male. This represents around 1 in 5 (20%) of
the working age population, a higher rate than found across London (16.9%) though
lower than that found in England (20.5%). 2012 data finds that across the borough
some 10,350 residents claim disability living allowance with rates tending to be
higher in the southern and middle wards of the borough though this data should only
be treated as a rough indicator of the prevalence of disability. As at January 2012,
some 1,299 children and young people had a statement of Special Educational Needs
in Waltham Forest.
(Source: 2011 Census, 2011/12 Annual Population survey, Office for National
Statistics, Department for Work and Pensions, Department for Education) Notes:
These statistics provide general data for this protected characteristic. You need to
ensure you have sufficient data about those affected by the proposals – see below
under “additional equalities data”.
Disability
There is a range of needs amongst people with learning disabilities. The projected growth in need in Waltham Forest is derived from Department of Health data:-
Page 7 of 21
Disability
People with complex learning disabilities in Waltham Forest
The source for this data is PANSI (Projecting Adult Needs Service Information)
Moderate or severe learning disability, and hence
likely to be in receipt of services
Severe learning disability, and hence likely to be in
receipt of services
Moderate or severe learning disability and be
living with a parent
Down’s syndrome
Page 144
2014
2015
2020
2025
2030
993
1,004
1,061
1,113
1,159
267
270
284
297
309
402
405
419
433
448
111
112
118
123
128
80
81
85
89
92
Challenging behaviour
Source: PANSI (Projecting Adult Needs Service Information)
Figures may not sum due to rounding
Crown copyright, 2014.
Page 8 of 21
Disability
The table below provides data on disability based on open referrals for those people with a diagnosis of autism between April 2012 and March 2013
Number of adults (18+) with a diagnosis of
65
autism
Number of adults open to LD services only
42
Number of adults open to LD and mental
health
services
7
Number of children (under 18) with a
diagnosis
of autism and open to CAMHS services
66
Page 145
The table below provides data on disability based on open referrals for those for those people with a diagnosis of Asperger’s between April 2012 and March 2013:Number of adults (18+) with a diagnosis of
Asperger’s syndrome
Number of adults with Asperger’s open to LD
services only
29
Number of adults with Asperger’s open to LD
and mental health services
Number of children (under 18) with a
diagnosis of Asperger’s syndrome, open to
CAMHS services
6
1
21
People with learning disabilities (PLD) experience a higher prevalence of health conditions/risk factors compared to the general population.
For example:• Obesity – 1 in 3 PLD
• CHD – 2nd most common cause of death
• Respiratory disease – 3 times higher than the general population
Page 9 of 21
Disability
• Dementia – 4 times higher than the general population
• Epilepsy – 20 times more common among PLD
• Sudden unexplained death in epilepsy – 5 times more common in PLD than in others with epilepsy
Page 146
Supported living placements for people with learning disabilities address the
housing-related support needs of people with a range of disabilities including
complex needs and challenging behaviour.
people with learning disabilities. The use of a framework for spot purchase of
supported living placements for people with learning disabilities will increase the
range of provision and the ability to address specialist needs
Ensure that the service specification and evaluation of prospective providers of spot
purchase supported living placements for people with learning disabilities to be
commissioned will include a requirement for providers to demonstrate how they
are able to meet the needs of people with a disability.
Develop more financially efficient approaches in the re-commissioning of services
to mitigate the impact of budget reductions.
Require new services to monitor if service users have a disability and track any
issues in relation to service access.
Page 10 of 21
Key borough statistics: According to the 2011 census, 8.1% (20,839) of the Waltham
Forest population is aged 0-4 compared to 7.2% across London and 6.2% across
England and Wales. For those aged 0-1 these percentages are respectively 3.3%
(Waltham Forest), 3% (London) and 2.5% (England & Wales).
The Total Fertility rate for Waltham Forest in 2011 is 2.69 (3rd highest across London)
compared to a London and England figure of 1.99. The teenage pregnancy rate in
Waltham Forest (2010) is 45.7 per 1,000 of the female population aged 15-17
compared with 37.1 across London and 35.5 across England and Wales. Source: 2011
Census, Conception statistics and Birth Summary Tables, Office for National Statistics.
NB: The total fertility rate measures the projected number of births born to a
woman over her lifetime 2.These statistics provide general data for this protected
characteristic. You need to ensure you have sufficient data about those affected by
the proposals – see below under “additional equalities data
Additional Equalities Data (Service level or Corporate) Include data analysis of the impact of the proposals.
Type response here
There are no direct impacts in relation to pregnancy or maternity in the proposal.
Ensure new services provide support to people with learning disabilities in relation
to pregnancy and maternity in relation to support needs.
Page 147
Race
Key Borough Statistics: According to 2011 census data Waltham Forest’s White
British population is 92,999, 36% of the total borough population. All other ethnic
groups constitute 64% of the population (165,250). Broken down by specified
ethnicity: White Other (37,472/14.5%), Pakistani (26,347/10.2%), Black Caribbean
(18,841/7.3%), Black African (18,815/7.3%), Indian (9,134/3.5%), Other Black
(7,135/2.8%), Any other ethnic group (6,728/2.6%), Bangladeshi (4,632/1.8%) and
Chinese (2,579/1%). Note: The more detailed ethnicity breakdown goes into more
detail and data for more recent arrivals includes: Polish (6,944/2.7%), Other Eastern
Europe (6,020/2.3%) and Baltic states (3,011/1.2%). Data on arrivals from other
countries over the last 8 years show that Poland, Pakistan and Lithuania have supplied
the greatest number of migrants. (Source: 2011 Census, Office for National Statistics,
Department for Work and Pensions)
NB: These statistics provide general data for this protected characteristic. You need
to ensure you have sufficient data about those affected by the proposals – see
below under “additional equalities data”.
Race
The analysis of current users of the SP funded supported living indicates that 67% are BAME origin, a higher proportion than the general Waltham Forest population.
There is a need to ensure the re-commissioning of supported living results in services which are sensitive and responsive to diverse community needs.
Page 11 of 21
Race
The table below provides ethnicity data on open referrals for Children under 18 with a diagnosis of autism between April 2012 and March 2013:Ethnicity data
Page 148
White British
25
Black African
5
Black Caribbean
1
Mixed White & Black
Caribbean
1
Pakistani
2
Indian
2
Chinese
1
Other White
9
Other Asian
5
Other Black
1
Other Mixed
2
Other
10
Not stated
2
The table above shows the highest number recorded is from White British background.
The table below provides ethnicity data on open referrals for Adults 18+ with a diagnosis of autism between April 2012 and March 2013:Ethnicity data
White British
27
Page 12 of 21
Race
Page 149
Black African
4
Black Caribbean
6
Mixed White & Black
Caribbean
1
Pakistani
2
Other white
6
Other Asian
6
Other Black
5
Other Mixed
4
Other
3
Not stated
1
The table above like the Children’s data records the highest number is from a White British background.
The table below provides ethnicity data on open referrals for Children under 18 with a diagnosis of Asperger’s between April 2012 and March 2013:Ethnicity data
White British
10
White Irish
Black African
1
1
Black Caribbean
2
Mixed White & Asian
2
Page 13 of 21
Race
Indian
1
Other white
2
Other Mixed
2
The table above shows the highest number recorded is from White British background.
The table below provides ethnicity data on open referrals for Adults 18+ with a diagnosis of Asperger’s between April 2012 and March 2013:Ethnicity data
Page 150
White British
17
Mixed White & Asian
Pakistani
1
1
Indian
1
Other white
3
Other Asian
Other Mixed
4
2
Other
1
As with the Children’s data above the highest number recorded is from White British background
Current services cater for all ethnic groups, the proposal to implement a framework for spot purchase placements for people with learning disabilities which will ensure all
service users continue to have their specific and cultural preferences met.
Savings in re-commissioning learning disabilities supported living could impact on
Page 14 of 21
Race
the positive outcomes achieved for these clients groups in terms of access to
employment and education, health and wellbeing and maintaining community
safety maintaining safety. There are no direct implications for Children in Care but
former children in care but young people in transition benefit from learning
disabilities support services. As BAME service users are over-represented in these
services, any reductions to services is likely to impact on this group
disproportionately.
people with learning disabilities. The use of a framework or select list for learning
disabilities supported living spot placements will promote access and flexibility of
provision tailored around the individual’s needs.
Ensure that the service specification and evaluation of the learning disabilities
supported living spot purchase framework services to be commissioned will include a
requirement for providers to demonstrate how they are able to meet the needs of
people with from BAME and other ethnic backgrounds.
Develop more financially efficient approaches in the re-commissioning of services to
mitigate the impact of budget reductions.
Page 151
Ensure that the framework or select list for learning disabilities supported living spot
placements is able to meet the needs of individuals by providing support that is
specific to or takes account of the individual’s race, ethnicity or cultural background.
Religion or Belief
Key borough statistics: According to the 2011 Census the borough has 48.4% of its
population stating their religion to be Christian, Muslim 21.9%, Hindu 2.3%, Jewish
0.5%, Sikh 0.5%, Buddhist 0.8% and other 0.4%. Some 18% of residents claimed no
religion whilst 7.3% did not state an answer. The multi-faith nature of Waltham
Forest is evidenced by more recent data which shows that Waltham Forest has
around 150 Christian Churches, 16 Muslim Mosques, 4 Hindu Temples, 3 Jewish
Synagogues, 1 Sikh Gurdwara and 1 Tao Temple. NB: These statistics provide general
data for this protected characteristic. You need to ensure you have sufficient data
about those affected by the proposals – see below under “additional equalities
data”.
Religion or Belief
See ethnicity breakdown above.
In an analysis of SP service users in August 2011, 87% of those indicating religion of belief compared to the borough population was as follows:Religion or Belief
% of service users
% Borough population
Page 15 of 21
Religion or Belief
Christian
Muslim
Hindu
Jewish
Sikh
Buddhist
Other
None/ not stated

63%
14%
0%
0.6%
0.6%
0.-6%
1.2%
20%
57%
15.1%
1.8%
0.7%
0.6%
0.4%
0.4%
24%
Christian ,Muslim, Jewish, Sikh and Buddhist people are using the services was broadly in line with their level in the borough population
Page 152
Supported living services have a positive impact for people with a diverse range of
community and faith needs, providing culturally sensitive services. The proposed
re-commissioning plans to address needs of people with learning disabilities
including provision for young people in transition and ensure services are flexible
to meet needs including community diversity such as the growing Eastern
European communities.
victims and their children. The use of a market place of therapeutic services will
promote access and flexibility of provision tailored around the individual’s needs.
Ensure that the service specification and evaluation of services and refuges to be
commissioned will include a requirement for providers to demonstrate how they are
able to meet the needs of people of different religions and beliefs.
Develop more financially efficient approaches in the re-commissioning of services to
Page 16 of 21
Religion or Belief
mitigate the impact of budget reductions.
Require new services to monitor religion or belief of service users and track any
Sex
Key borough statistics: The 2011 census put the gender split of Waltham Forest as
Male: 128,970 (49.94%) and Female 129,279 (50.06%). (Source: 2011 Census, Office
for National Statistics).
Sex
Page 153
65% of people accessing all short-term Supporting People services in Waltham Forest in 2013-14 were female and 35% male.
The learning disability supported living services are self-contained accommodation and do not involve sharing amenities within individual flats, enabling service users to
maintain dignity, privacy and security.
The table below provides a gender breakdown of data for open referrals for Children under 18 with a diagnosis of autism between April 2012 and March 2013:Gender
Male
Female
Number
56
10
The table below provides a gender breakdown of data for open referrals for Adults 18+ with a diagnosis of autism between April 2012 and March 2013:Gender
Male
Female
Number
45
20
The table below provides a gender breakdown of data for open referrals for Children under 18 with a diagnosis of Asperger’s between April 2012 and March 2013:Gender
Male
Female
Number
18
3
Page 17 of 21
Sex
The table below provides a gender breakdown of data for open referrals for Adults 18+ with a diagnosis of Asperger’s between April 2012 and March 2013:Gender
Male
Female
Number
23
6
Research suggests as many as 1 in 100 have autistic spectrum disorder and it is four times more common in boys than girls. The data above for both Children and
Adults is in line with this research.
The commissioning of a framework agreement or select list for spot purchases of
supported living for people with learning disabilities will benefit women and men
with learning disabilities and ensure dignity and choice in the provision of
supported living services.
people with learning disabilities. The use of a framework agreement or select list for
spot purchases of supported living will promote access and flexibility of provision
tailored around the individual’s needs.
Page 154
Ensure that the service specification and evaluation of services to be commissioned
will include a requirement for providers to demonstrate how they are able to meet
the needs of women and men.
through a standard contract monitoring procedures.
to mitigate the impact of budget reductions.
Require new services to monitor religion or belief of service users and track any
Page 18 of 21
Sexual Orientation and Gender Reassignment
Key borough statistics: National estimates of LGBT population range from 0.3% to
10% using different measures. A study commissioned by Waltham Forest Council
suggested the population to be somewhere between 7,000 to 10,000 people in 2007
(this is 4-6% of the adult population). The study also suggested that there may be at
least 35 transgender individuals in the borough (Source: Measuring Sexual Identity –
Office for National Statistics, Waltham Forest LGBT Matters). NB: These statistics
provide general data for these protected characteristics. You need to ensure you
have sufficient data about those affected by the proposals – see below under
“additional equalities data”.
A profile of tenants in supported housing in August 2013 indicated the majority of tenants – 95%- were heterosexual, 4% were gay and 1% bi-sexual. Given the current
lack of data is not possible to say what proportion of service users are LGBT or how this compares to the Borough population although the analysis suggests an alignment
with the borough estimate of the LGBT population (4-6%).
Page 155
through standard contract monitoring procedures
The commissioning of a framework or select list for spot purchases of learning
disabilities supported living provides an opportunity to ensure the services are
accessible for LGBT referrals and reflect the needs of the local LGBT population.
Page 19 of 21
Additional Impacts on Advancing Equality & Fostering Good Relations
See pages 1 and 2 for full details of these two aims. This section seeks to identify
what additional steps can be taken to promote these aims or to mitigate any adverse
impact. Analysis should be based on the data you have collected above for the 8
protected characteristics covered by these aims. Remember, marriage and civil
partnership is not covered.
Key borough data: From our 2011 Cohesion Survey, a third of our respondents
believe that differences are ‘definitely respected’. A further 46% believe this is the
case most of the time, and just 6% feels this is not the case. By age group, a higher
proportion of older residents feel differences are respected ‘definitely/most of the
time’ (86% aged 66+ years). Residents with a disability are less likely to feel differences
are respected (74%) than those without a disability (80%). The survey also shows that
participation in community activity is 75% for Asian residents and residents in North
Chingford (72%). Participation is lowest amongst South Chingford residents (63%).
NB: These statistics provide general data for these protected characteristics. You
need to ensure you have sufficient data about those affected by the proposals – see
Additional Equalities Data (Service level or Corporate)
What actions can be taken to avoid or mitigate any negative impact on advancing
equality or fostering good relations not considered above? Provide details of how
effective the mitigation will be and how it will be monitored.
Support given in supported living services includes linking service users with
cultural, leisure and faith opportunities and this has a positive impact on social
cohesion. Events in schemes include celebration of culture and religion which helps
to promote understanding and prevent prejudice.
through standard contract monitoring procedures :
These services enable people with learning disabilities to establish and maintain
independent living which promotes community cohesion.
Contract Management meetings with new provider
Page 156
Are there any additional benefits or risks of the proposals on advancing equality
and fostering good relations not considered above?
Outcomes measurement continues to monitor impact of reductions
to mitigate the impact of budget reductions
Page 20 of 21
Conclusion
Consider the Guidance below and set out your conclusions from the equalities
analysis of the 8 protected characteristics. If there are negative equalities impacts,
but you think that the proposals should still proceed in the current or amended
form, explain what the objective justification for this is, providing evidence as
appropriate. If it is helpful, refer to other documents e.g. the Cabinet report. You
may find it helpful to identify one of the 4 outcomes below as being closest to
your current proposals. (Use your conclusions as a basis for the “Equalities
Implications” in the Cabinet report.)
This analysis has concluded that…
Outcome 2: The commissioning of a framework or select list for the spot purchase of supported living for people with learning disabilities should have positive impacts for
people with learning disabilities including young people in transition and ensure the diverse needs of the community are addressed. Learning disabilities supported living
services have a positive impact for disabled people in line with the Council’s priority to support the most vulnerable residents. The potentially negative impacts of the remodelling and re-commissioning of services should be mitigated through the planned re-commissioning process to maintain quality of services and ensure this is
continued through contract monitoring procedures.
Outcome of Analysis
Check one that applies
Page 157
Outcome 1
Outcome 2
No major change required when the assessment has not identified any potential for Adjustments to remove barriers identified by the assessment or to better advance
discrimination or adverse impact and all opportunities to advance equality have equality. Are you satisfied that the proposed adjustments will remove the barriers
been taken.
identified?
Outcome 3
Outcome 4
Continue despite having identified some potential for adverse impacts or missed
opportunities to advance equality. In this case, the justification should be included
in the assessment and should be in line with the duty to have ‘due regard’. For the
most important relevant policies, compelling reasons will be needed. You should
consider whether there are sufficient plans to reduce the negative impact and/or
plans to monitor the actual impact.
Stop and rethink when an assessment shows actual or potential unlawful
discrimination.
Name:
Date:
Page 21 of 21
Agenda Item 8
Meeting / Date
Cabinet 21st April 2015
Report Title
Healthy Weight Strategy 2015-2020
Healthy Weight for all in Waltham Forest
Cabinet Portfolio
Councillor Ahsan Khan,
Health and Wellbeing
Report Author/
Contact details
Dr Andrew Taylor – Interim Director of Public Health
0208 496 4632 [email protected]
Karen Bernard – Public Health Strategist, Public Health
0208 496 4625 [email protected]
Sue Hogarth – Consultant in Public Health
[email protected] 0208 496 4633
Wards affected
ALL
Public Access
OPEN
Appendices
Appendix 1: Healthy Weight Strategy 2015-2020 – Healthy
Weight for all in Waltham Forest
Appendix 2: Equality Analysis Template
Appendix 3: Obesity and Overweight in Waltham Forest A Summary of the Healthy Weight Strategy 2015 - 20
1.
SUMMARY
1.1
The purpose of this report is to update Cabinet on the current work
being undertaken for residents to achieve a healthy weight within the
London Borough of Waltham Forest.
2.
RECOMMENDATIONS
2.1
Cabinet is recommended to:
2.1.1 Agree the Healthy Weight Strategy and to note in particular:



Its proposed approach (section 1.3) of the attached strategy
The gaps and actions identified in service provision in the strategy
(section 6)
The next steps (section 8)
Page 159
3.
PROPOSALS
3.1
In Waltham Forest, in 2013/14 in Reception Year, 22.8% of children
were overweight or obese, compared to 23.1% in London and 22.5% in
England. In Reception year, 11.3% of children were obese only,
compared to 10.0% in London and 9.5% in England. In Year 6, 37.8%
of children in Waltham Forest were overweight or obese, compared to
37.6% in London and 33.5% in England. In Year 6, 23.4% of children
were obese only, compared to 22.4% in London and 19.5% in England.
For adults, 54.6% are overweight or obese, compared to 57.3% in
London and 63.8% in England.
3.2
Overweight and obesity can lead to increasingly adverse effects on
health and wellbeing. Excess weight is a major risk factor for diseases
such as type 2 diabetes, cancer and heart disease, deep vein
thrombosis and pulmonary embolism. There are also potential
problems including reproductive and urological, respiratory, nonalcoholic fatty liver disease and gastrointestinal disease. Alongside the
serious ill-health, it can reduce people’s prospects in life, affecting
individuals’ ability to get and hold down work, their self-esteem and
their underlying mental health.
3.3
Overweight and obesity represent probably the most widespread threat
to health and wellbeing in this country.
3.4
There is already a lot of good work being completed in the Waltham
Forest with good multi-disciplinary and multi-agency working. This
strategy is an opportunity to systematically address the causes of
overweight and obesity and help residents achieve and maintain a
healthy weight. In agreement with the Joint Commissioning Board and
the Health and Well Being Board we propose to take the following next
steps:




Develop a healthy weight care pathway for both children and
adults. This will aid an integration of services including those
provided by London Borough of Waltham Forest (LBWF),
Waltham Forest Clinical Commissioning Group (CCG), North
East London Foundation Trust (NELFT), NHS England (NHSE)
and the Community and Voluntary Sector in Waltham Forest
Ensure continued shared ownership between partners across
the health and social care economy, incorporating the views of
elected members
To engage at risk groups, who are known to have a high
prevalence of obesity
To consult with residents on the draft strategy.
Ensure that the Health and Wellbeing Board and the Joint
Commissioning Board are given opportunities to input on this
work stream
Page 160

Further develop and cost the actions identified in the strategy,
with partners, identifying funding streams
4.
4.1
An option is to do nothing however there is fragmentation and lack of
infrastructure in our current service provision and services provided are
not at sufficient scale. Therefore to avoid duplication and address gaps,
this strategy represents the evidence for best practice and effective
interventions
5.
5.1
The Healthy Weight strategy complements the councils overall
priorities mainly ‘Helping all of our residents enjoy a good quality of life’
5.2
The vision is to provide an environment that enables all Waltham
Forest residents to make healthy food choices, to stay physically active
and to maintain a healthy weight throughout their lives.
5.3
The strategy has been developed using knowledge gained from the
LBWF Joint Strategic Needs Assessment, which gives a rich picture of
overweight and obesity in the area.
6.
CONSULTATION
6.1
An obesity stakeholders’ event was held 18th September 2014 to
engage and ascertain the views of our stakeholders. This included
representation from Waltham Forest Clinical Commissioning Group
(CCG), North East London East Foundation Trust (NELFT), Greenwich
Leisure Limited (GLL), Voluntary sector, Barts Health, Head teachers,
GPs, Waltham Forest Young Carers and Homerton Hospital and the
Waltham Forest Healthy Weight Steering group. The Healthy Weight
Steering Group is a multi-agency working group which brings together
partners including representatives of the following organisations,
NELFT, GLL, Barts Health, GP,CCG and the voluntary sector.
6.2
The draft strategy was taken to the Health and Wellbeing Board on the
26th November 2014 and 26th March 2015, the Joint Commissioning
Board on the 12th March 2015 and Health Scrutiny on 17th March 2015.
6.3
The comments from all the above were taken on board and included
into the strategy.
7.
IMPLICATIONS
7.1
Page 161
7.1.1 There are no financial implications. Discussions will take place with
partners and existing providers to fill the gaps identified within the
strategy. The current services have and will continue to be
commissioned within the best practice and will take due account of
cost-effectiveness and successful outcomes. Value will be monitored
by the provision of clear KPIs and regular performance reviews.
7.2
Legal
7.2.1 Following the changes to the National Health Service Act 2006
introduced by the Health and Social Care Act 2012 the Local Authority
has a range of public health functions which include responsibility for
providing Tier 1 and Tier 2 services for weight management services.
7.2.2 Any procurement of services referred to in the Strategy must be carried
out in accordance with the Local Authority’s Contract Procedure Rules
set out in Part 8 of the Constitution.
7.3
7.3.1 An equality Analysis has been conducted on the Healthy Weight
Strategy. The life course approach taken in the strategy will help to
reduce health inequalities to prevent and manage obesity including
disabled people (including people with learning disabilities), looked
after children, young parents and people with mental health needs. The
services that will be commissioned will provide choice, geographical
access and services which are culturally appropriate to meet the needs
of our diverse community.
7.4
disorder)
7.4.1 Physical inactivity is the fourth leading cause of chronic disease
mortality. Service tendering specifications will involve the energy
efficiency of the buildings used by the services and how staff and users
travel to deliver and access these services through active travel or by
public transport. By organisations incorporating active travel will reduce
the carbon foot print.
7.5
7.5.1 There are no implications for the Council Infrastructure
Page 162
Appendix 1
Healthy Weight Strategy 2015- 2020
Healthy Weight for all in Waltham Forest
Waltham Forest Healthy Weight Strategy
2015-2020
Page
163
1
Appendix 1
Acknowledgements
This strategy was written by Karen Bernard with further input from Sue Hogarth
(Public Health, London Borough of Waltham Forest). We would like to acknowledge
and thank the Waltham Forest Healthy Weight Steering Group for their full and
thoughtful comments and contributions to the development of this strategy and to
Waltham Forest’s Health and Wellbeing Board members for their comments and
feedback.
Page 2015-2020
164
2
Appendix 1
Contents
Page
Healthy Weight for All in Waltham Forest - Plan on a page
1. Introduction
1.1 Our Vision
1.2 Our Objectives
1.3 Our Approach
2. Background: Strategic Context
2.1 National Strategic Context
2.2 Waltham Forest Strategic Context
3. Obesity risk and the burden of disease
3.1 Who is most at risk?
3.2 Health Burden
3.3 Social Burden
3.4 Economic Burden
4. Overweight and Obesity rates
4.1 National Overweight and Obesity rates
4.2 Waltham Forest Overweight and Obesity rates
4.2.1 Children
4.2.2 Adults
5. Where are we now: Current support provision
6 What more needs to be done: Gaps in support provision and the
Waltham Forest response
Groups:
6.1 Pregnancy and early years (0-4)
6.2 Childhood (5 -17 years) including schools
6.3 Adulthood (18-59 years)
6.4 Older people (60+ years)
Cross Cutting Themes:
6.5 Workplace
6.6 Planning and Built Environment
6.7 Other settings (public buildings, residential settings,
Housing, Job centres and Pharmacies)
6.8 Weight Management services
6.9 Training
6.10 Communication
6.11 Data and Evaluation
6.12 General
7. Monitoring and Evaluation
8. Next Steps
Appendix 1. Definition of overweight and obese
Appendix 2. Healthy Weight Steering Group Members
Appendix 3. Modelling Life Course Timeline & Opportunities
Appendix 4. National Strategic Context
Appendix 5. Current Weight Management Services in Waltham Forest:
Tiers 1-4
Appendix 6. Weight Management Commissioning Landscape 2013-14
2015-2020
Page
165
4
5
6
6
6
7
7
8
8
8
9
10
10
11
11
11
11
12
13
13
14
15
16
16
17
17
18
19
19
20
20
21
22
22
23
24
25
26
27
28
3
Appendix 1
Healthy Weight for All in Waltham Forest - Plan on a page
Our Vision
To provide an environment that enables all Waltham Forest residents to make healthy food choices, to stay physically active and to maintain a healthy weight throughout their lives
Our objectives





Page 166

To increase participation in active travel and physical activity by creating and promoting socially and culturally appropriate safe physical environments.
To increase healthy eating by increasing and promoting the availability of, and access to healthy food choices and reducing the availability of and access to foods that are high in fat, sugar
and salt.
To ensure that all health, social care and educational settings across the life course encourage and support healthy eating, active travel and physical activity, particularly early years to
enable a healthy start for children.
To create healthy workplaces that encourages and support healthy eating, active travel and physical activity.
To up-skill residents and health, social care and educational staff so that they have access to consistent, evidence-based information and advice on healthy eating, active travel and
physical activity.
To increase access to appropriate, evidence-based weight management interventions across the life course targeting those at highest risk and greatest health inequalities.
To achieve the objectives actions are planned across the life course
Pregnancy &
Early years: (0-4 years)
The Best Start in Life
Childhood: (5-17 years) including
schools
Building physical and emotional
resilience, learning and preparing for
adulthood
Adulthood: (18-59 years)
Older People: (60+ years)
Prosperity, opportunities and
family building
Thriving maturity, active,
happy and well
and within cross cutting themes
Workplace
Planning and Built Environment
Settings (Public buildings, residential settings, Housing, Job centres and Pharmacies)
Training (staff and residents)
Communication
Data and Evaluation
Waltham Forest Healthy Weight Strategy 2015-2020
4
Appendix 1
1. Introduction
The obesity epidemic is a public health problem that experts have stated is
comparable with climate change, both in terms of scale and complexity1. There has
been a clear rise in obesity rates, which accelerated in the late 1980s and early
1990s and is a trend repeated almost universally in developed and increasingly
developing nations.2 It has been identified as one of the most important preventable
challenges to health, second only to smoking3 and is the fifth leading cause of death
globally.4
Almost two-thirds of adults and a third of children in England are either overweight or
obese (see appendix 1 for definitions of overweight and obese). Work by the
Government for Science’s Foresight5 programme suggests that, without clear action,
these figures will increase to almost nine out of ten adults and two-thirds of children
by 2050. The trend of increasing weight problems in children is of particular concern
because evidence suggests a ‘conveyor belt’ effect in which excess weight in
children continues into adulthood.6
Many aspects of life affect the amount and types of food eaten and the physical
activity taken. The rising levels of overweight and obesity are associated with
changes in7:
 Work and leisure time
 Town and transport planning
 Food production and marketing
 Lifestyle messages
 Inequalities
Three aspects of obesity combine to make it a public health problem: its impact on
health, its prevalence and its resistance to change.
Obesity also plays a role in widening health inequalities. As rates of adult and
childhood obesity have increased, so too have inequalities. There are higher rates of
obesity amongst individuals from poorer backgrounds, particularly for women and
girls. The contribution of obesity to a range of chronic health problems links it with the
broader health inequalities agenda, further strengthening the need for action.8
However, this situation can be reversed. It is possible for people to control their
weight, take control of their diet and take part in physical activity. This includes
encouraging the development of an environment to help healthier choices become
easier.
This strategy provides a public health framework, not just to support residents who
are overweight or obese, but to ensure healthy weight is achieved among adults and
children in Waltham Forest.
1 Department of Health (2008) Healthy Weight, Healthy Lives: A Cross-Government Strategy for England, DH,
London
2 ibid
3 Foresight (2007) Tackling Obesities: Future Choices – Project Report. Government Office for Science. Available at:
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/287937/07-1184x-tackling-obesitiesfuture-choices-report.pdf
4 World Health Organisation, Overweight and obesity, fact sheet No 311;
5 Foresight (2007) Tackling Obesities: Future Choices – Project Report. Government Office for Science
6 Department of Health (2008) Healthy Weight, Healthy Lives: A Cross-Government Strategy for England, DH,
London
7 RCP (2004) Storing up problems, The medical case for a Slimmer Nation, Report Of A Working Party
8 Department of Health Public Health Research Consortium (2007) Law C, Power C, Graham H, Merrick D, Obesity &
Health inequalities. Obesity Reviews;8(Suppl.1):19-22
2015-2020
Page
167
5
Appendix 1
1.1 Our Vision
The vision of this strategy is to provide an environment that enables all Waltham
Forest residents to make healthy food choices, to stay physically active and to
maintain a healthy weight throughout their lives.
1.2 Our objectives
In order to deliver the vision the following objectives have been identified (see
section 1.3 below for how these were developed):
 To increase participation in active travel and physical activity by creating and
promoting socially and culturally appropriate safe physical environments.
 To increase healthy eating by increasing and promoting the availability of, and
access to healthy food choices and reducing the availability of and access to
foods that are high in fat, sugar and salt.
 To ensure that all health, social care and educational settings across the life
course encourage and support healthy eating, active travel and physical
activity, particularly early years to enable a healthy start for children.
 To create healthy workplaces that encourages and support healthy eating,
active travel and physical activity.
 To up-skill residents and health, social care and educational staff so that they
have access to consistent, evidence-based information and advice on healthy
eating, active travel and physical activity.
 To increase access to appropriate, evidence-based weight management
interventions across the life course targeting those at highest risk and
greatest health inequalities.
1.3 Our Approach
There is no ‘golden bullet’ for tackling obesity9. Therefore, the extent of the issue
demands that a population approach is taken at sufficient scale across the life course
that is, from birth to older age. To facilitate this, Waltham Forest has a multidisciplinary and multi-agency Healthy Weight Steering Group (see appendix 2 for
membership). Part of the development phase of this strategy involved mapping
services commissioned by the London Borough of Waltham Forest (LBWF), Waltham
Forest Clinical Commissioning Group (CCG), North East London Foundation Trust
(NELFT), NHS England (NHSE) and the Community and Voluntary Sector (see
section 5). A large obesity stakeholders event was held in September 2014, this
further informed the first draft of the strategy which was presented to the Waltham
Forest Health and Wellbeing Board in November 2014. This version incorporates
comments and suggestions from the Board. Also during 2014, a bid was submitted
for Waltham Forest to become a London Flagship Food Borough10, whilst
unsuccessful, there was great partner involvement, and elements of the application
have been incorporated into this strategy.
In January 2015, a workshop with the Healthy Weight Steering Group members was
held to develop the actions (see section 6) required to meet the strategy objectives.
Appendix 3 contains the diagram that was used to think through and identify the
gaps and actions required in our current service provision across the life course and
BMJ (2006) Physical activity to prevent obesity in young children: cluster randomised controlled trial; 333:1041
London Flagship Food Borough programme - https://www.london.gov.uk/priorities/business-economy/working-inpartnership/london-food-board/london-boroughs/london-flagship-food-boroughs
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in a variety of settings. From this diagram has been identified the following headings
under which local action is required:
Groups
 Pregnancy and early years (0-4 years)
 Childhood (5 -17 years) including schools
 Adulthood (18-59 years)
 Older people (60+ years)
Cross Cutting Themes
 Workplace
 Planning and Built Environment
 Other settings (public buildings, residential settings, Housing, Job centres and
Pharmacies)
 Weight Management services
 Training
 Communication
 Data and Evaluation
 General
The Healthy Weight Steering Group agreed that the objectives will be achieved
through:
 Working in partnership with policymakers, local communities, service
providers and business to deliver healthy weight initiatives to those most in
need in the most appropriate way
 Working across all settings where our residents are located e.g. hospitals,
schools, children centres, workplace
 Moving away from short-term to long-term sustainable solutions
 Making health everyone’s business through training of all frontline staff to
provide prevention advice and referrals and ensuring that all local authority
policies and regulations are healthy weight friendly
 Working at multiple levels - Individuals, Families, Communities, Organisations
and Environments, using the three Es – environment, empowerment, and
encouragement11
 Ensuring interventions are at sufficient scale to make an impact
 Using pilots to provide learning to roll out effective interventions to wider
groups
 Increasing access to weight management services, particularly targeting
those at highest risk and greatest health inequalities
 Ensuring that services commissioned are evidence based or meet best
practice guidelines.
 All programmes being evaluated; this will determine service cost
effectiveness and future development of service
2. Background: Strategic Context
2.1 National Strategic Context
The issue of overweight and obesity has been addressed in a number of significant
reports and Government White Papers. The policy issues raised have been
translated into national delivery plans, National Service Frameworks and toolkits, see
11 Royal College of Physicians (2004) Storing up problems, The medical case for a Slimmer Nation, Report Of A
Working Party: pp 28-30
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appendix 4 for a full list. These documents are designed to help partners to develop
and support local action plans. The most recent document ‘Healthy Lives, healthy
people: a call to action on obesity in England’12 provides a partnership approach on
what can be done to tackle this problem. Waltham Forest’s Healthy Weight Strategy
has been developed in line with these national policies.
2.2 Waltham Forest Strategic Context
There are also a number of local policies and strategies across Waltham Forest that
are relevant to achieving a healthy weight. It is important that these policies and
strategies are all aligned and compliment the healthy weight agenda, they are:
• Health and Wellbeing Strategy
• Best start in Life Children & Young People strategy
• Waltham Forest Local Development Framework Core Strategy
• Waltham Forest Hot Food Takeaway Planning
• Joint Strategic Needs Assessment
• Waltham Forest Catering School Meal Strategy
• Convergence Framework and Action Plan 2011-15
• Active Travel workstream
• NHS Waltham Forest CCG Primary Care Strategy 2014/15-2019/20
• NHS Waltham Forest CCG Self Care Strategy
3. Obesity risk and the burden of disease
Individuals unduly affected by excess weight are also those who are likely to
experience wider health inequalities and therefore their need for health and social
care support is further compounded. Overweight and obesity have a substantial
human and financial cost by contributing to the onset of disease and premature
death.
3.1 Who is most at risk?
Some sectors of the population are at considerably higher risk of developing obesity,
with an associated increase in the incidence and prevalence of related comorbidities.
Specific groups at risk are:
 Children13 and adults experiencing increased socioeconomic deprivation, for
example 14% of women in social class I are obese compared with 28% in
social class V14
 Children from certain ethnic minority groups such as Bangladeshi, Black
Caribbean and Black African were found to be at a higher risk of obesity15.
 Looked after children are more likely to be overweight and obese compared
with their peers.16
 Certain points in life have also been found to be associated with weight gain:
pregnancy, menopause and smoking cessation.17
Department of Health (2011) Healthy Lives, healthy people: a call to action on obesity in England. Available at:
https://www.gov.uk/government/publications/healthy-lives-healthy-people-a-call-to-action-on-obesity-in-england
13 PHE, Health inequalities, http://www.noo.org.uk/NOO_about_obesity/inequalities, date accessed 13/11/14
15 GLA Intelligence Unit 2011 Childhood obesity in London
16 Hadfield, S.C. & Preece, (2008), Obeisty in looked after children:is foster are protective to the dangers of obesity?
Child:Care,Health & Development,Vol 34(6):pp710-712
17 NICE (2006) Obesity: Full guidelines – section 3 Prevention – evidence, statements & reviews
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


People who use mental health services, in particular those with a diagnosis of
schizophrenia or dipolar disorder, have been identified as being at increased
risk of greater levels of obesity and associated conditions, such as heart
disease and diabetes18
There is evidence to suggest that levels of obesity are higher in people with
learning disabilities19
Older people: Increasing age is associated with increasing prevalence in
obesity up to the age of 64 years, when a decline in the prevalence begins.
Young mothers (over 21 years) of white ethnicity are significantly less likely to initiate
breastfeeding than any other ethnic group.20 There is evidence that weaning earlier
than current recommendations leads to rapid weight gain in infancy which may in turn
increase the risk of child obesity.21 Early weaning has also been found to be
associated with increased weight and body fat at age 7 years.22 Exclusive
breastfeeding has been found to be associated with a modest reduction in childhood
obesity risk23
In addition to the groups at risk listed above, it is important to also consider the needs
of those groups for whom barriers to accessing services are known to exist,
including: people with mental health problems, people with a disability and people for
whom English is not their first language.
People with disabilities can find it more difficult to always eat healthily, control their
weight and be physically active. This may be due to a lack of healthy food choices,
medications that cause weight gain, weight loss and changes in appetite, physical
limitations, pain, lack of energy and lack of accessible environments24.
3.2 Health Burden
Overweight and obesity can lead to increasingly adverse effects on physical and
mental health and wellbeing. Excess weight is a major risk factor for diseases such
as type 2 diabetes, cancer and heart disease, deep vein thrombosis and pulmonary
embolism. There are also potential problems including reproductive and urological,
respiratory, non-alcoholic fatty liver disease and gastrointestinal disease.25 Alongside
the serious ill-health, it can reduce people’s prospects in life, affecting individuals’
ability to obtain and keep work, their self-esteem and their underlying mental health.26
Preventing obesity will help maintain people’s health and quality of life. For people
who are overweight or obese achieving moderate weight reduction has significant
health benefits. Table 1 shows the benefits expected from a 10% weight loss in a
person initially weighing 100kg.
Department of Health (2006) Choosing Health: Supporting the physical health needs of people with severe mental
illness, DH, London
19 Department of Health (2011). Healthy Lives, Healthy People: A call to action on obesity in England
20 Baker, D, Garrow A, & Shiels C (2008), Child Health and Ethnicity in Manchester. Centre for Public Health
Research, Institute for Health and Social Care Research, University of Salford
21 Sloan S, et al (2007) Early weaning is related to weight and weight gain in infancy, child care, health and
development, 34,1,59-64
22 Wilson AC et al(1998) Relation of infant diet to childhood health: seven year follow up of cohort of children in
Dundee infant feeding study, BMJ, 31621-25
23 Armstrong J,Reilly J (2002) Breastfeeding and lowering the risk of childhood obesity. The Lancet; 359:2003-2004
24 PHE 2013, Obesity and Disability – Adults, Briefing paper
25 PHE. Health Risks of Adult Obesity.
http://www.noo.org.uk/NOO_about_obesity/obesity_and_health/health_risk_adult
26 Department of Health (2011), Healthy Lives, Healthy People: A call to action on obesity in England
18
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Table 1: Benefits expected from a 10% weight loss in a person initially
weighing 100kg27
MORTALITY
BLOOD PRESSURE
DIABETES
LIPIDS
> 20% fall in total mortality
> 30% fall in diabetes related deaths
> 40% fall in obesity-related deaths
Fall of approximately 10mmHg systolic pressure
Fall of approximately 20mmHg diastolic pressure
Fall of 50% in fasting glucose
Fall of 10% in total cholesterol
Fall of 15% in low-density lipoproteins
Fall of 30% in triglycerides
Increase of 8% in high-density lipoproteins
For older adults the benefits of not being obese include functional independence,
less risk of falls and fractures and protection from age related diseases.28
A recent Canadian survey found that among those who are morbidly obese (BMI
over 35), one in six have been diagnosed with depression or anxiety. More than half
report having low self-esteem and recognise that their weight problems have an
impact on many daily activities and on their relationships.29
A Health Impact of Physical Inactivity (HIPI) tool has been developed by Public
Health England. This tool estimates the number of cases of certain diseases that
could be prevented in each local authority if the population aged 40-79 were to
engage in recommended amounts of physical activity. For Waltham Forest the HIPI
estimated: 122 out of 671 deaths could be prevented if 100% of the resident
population were physically active.30 WHO also highlighted that there is a clear causal
relationship between the amount of physical activity people do and all-cause
mortality.31
3.3 Social Burden
People who are obese are more likely to suffer from prejudice and discrimination in
some situations for example employment, travel and healthcare. It is also linked to
poor academic success, social exclusion in schools and in some instances teasing
and bullying.
When obesity becomes severe, it can affect normal daily activities. A person with
severe obesity may find their ability to perform their chosen occupation so
compromised that they are deemed as disabled disability. This disability can have
resource implications for social care services including, housing adaptations, trained
carers and provision of suitable transport and facilities.32
3.4 Economic Burden
The cost to the State for treating obesity is great. Currently, around 5-6% of NHS
total budget is spent on the disease consequences of overweight and obesity33. An
analysis of the economic burden of a range of risk factors for chronic disease
Scottish Intercollegiate Guidelines Network (SIGN) (1996) Obesity in Scotland: Integrating prevention with weight
management, SIGN report No.8 Edinburgh: Royal College of Physicians
28 The Toronto Charter for physical activity: A global call for action, May 2010
29 Canadian Obesity Network (2011) Obesity Survey Report
30 Health Impact of Physical Inactivity (HIPI), Burden of Disease and Death from physical inactivity ages (40-79), by
county and unitary authority, http://www.apho.org.uk/addons/_122359/atlas.html
31 WHO. 2010. Global Recommendations on Physical Activity for Health, WHO
32 LGA and PHE (2013) Social care and obesity – a discussion paper
33 Department of Health (2011) Healthy Lives, Healthy People: A Call to Action on obesity in England,
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estimated that overweight and obesity now costs the NHS £5.1bn per year34. The
local estimated annual cost to the NHS of diseases related to overweight and obesity
is £75.5 million.35
4. Overweight and Obesity rates
4.1 National Overweight and Obesity rates
In England, currently 24.7% of adults (aged 16 years and over) are obese, an
increase from 15% in 1993. A further 37% of adults are overweight. This means a
total of 62% of adults have excess weight in England.36
By 2050 obesity is predicted to affect 60% of adult men, 50% of adult women and
25% of children.37
The United Kingdom ranks as one of the most obese nations in Europe – and there
are few signs yet of a sustained decline.38
4.2 Waltham Forest Overweight and Obesity rates
4.2.1 Children
The height and weight of every school child (Reception and Year 6 classes) in
England is measured as part of the National Child Measurement Programme
(NCMP). Figure 1 shows the trend in prevalence of overweight and obesity in
reception year from 2006/07 to 2013/14 for Waltham Forest, London and England. In
2013/14 in Reception Year, 22.8% of children in Waltham Forest were overweight or
obese, compared to 23.1% in London and 22.5% in England.
Figure 1: Trend in the prevalence of overweight or obesity in Reception Year
(ages 4-5 years) in Waltham Forest, London and England, 2007/08 to 2013/14
Source: Health and Social Care Information Centre, National Child Measurement Programme
In 2013/14 in Reception year in Waltham Forest, 11.3% of children were obese only,
compared to 10.0% in London and 9.5% in England.
Scarborough P,Bhatnagar P, Wickramasinghe K et al (2011) The economic burden of ill health due to diet, physical
inactivity, smoking, alcohol and obesity in the UK: an update to 2006-07 NHS cost, Journal of Public Health
35 Department of Health (2008) Healthy Weight, Healthy Lives: A toolkit for developing local strategies (Tool
D3 Estimating the local cost of obesity). Available at: http://www.fph.org.uk/uploads/full_obesity_toolkit-1.pdf
36 Health Survey for England (2012)
38 Department of Health (2011) Health Lives, Healthy People: A call to action on obesity in England
34
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Figure 2 shows the trend in prevalence of overweight and obesity in Year 6 from
2006/07 to 2013/14 for Waltham Forest, London and England. In 2013/14 in Year 6,
37.8% of children in Waltham Forest were overweight or obese, compared to 37.6%
in London and 33.5% in England.
Figure 2: Trend in the prevalence of overweight or obesity in Year 6 in Waltham
Forest, London and England, 2007/08 to 2013/14
In 2013/14 in Year 6 in Waltham Forest 23.4% of children were obese only,
compared to 22.4% in London and 19.5% in England.
4.2.2 Adults
Unlike the NCMP, there is no national measurement programme for adults. In
Waltham Forest, 54.6% of adults are overweight or obese, compared to 57.3% in
London and 63.8% in England39.
Figure 3 shows the prevalence of overweight and obesity in adults across London in
2012.
Figure 3: Prevalence of overweight and obesity among adults in London
Boroughs, compared to London and England as a whole, 2012
Source: Active People Survey, Sport England 2012
PHE (2014) London Update Briefings, PHOF –Obesity data, Tobacco Profiles Longer Lives, Public Health
Outcomes Framework (Indicator 2.12 - Excess Weight in Adults) www.phoutcomes.info Using 2012 data
39
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5. Where we are now: Current support provision
Weight management services are categorised in Tiers as defined according to the
terminology from the Department of Health:40
Tier 1: Universal Interventions: - Client group - everyone
Environmental & population-wide services and initiatives, e.g. community based
services
Tier 2: Lifestyle interventions: - Client group – overweight and obese
Multicomponent weight management service e.g. Exercise on referral, community
based dietetic services,
Tier 3: Specialist Services: - Client group - obese
Multi-disciplinary team providing behavioral therapy, psychological services, medical
support
Tier 4: Surgery: - Client group – morbidly obese
Bariatric surgery (adults only, not generally recommended for children or young
people. Bariatric surgery may be considered for young people only in exceptional
circumstances and if they have achieved, or nearly achieved physiological maturity)41
As described in section 1.3 a mapping exercise for both children and adults using
the tier model can be found in appendix 5. Further details of these support services
is detailed in appendix 6.
6. What more needs to be done: Gaps in support provision and the Waltham
Forest response
The following pages contain identified gaps and corresponding actions that should be
taken across the multiple agencies in Waltham Forest to meet both the gaps, and the
wider strategy’s objectives. They have been developed with a high level of input from
the Healthy Weight Steering group and comments from the Health and Wellbeing
Board. They incorporate what we know about those most at risk of overweight and
obesity, as outlined in section 3.1.
Department of Health (2013) Developing A Specification For Lifestyle Weight Management Services, Best practice
Guidance For Tier 2 Services
41 NICE (2006) Guidelines CG43 Obesity, the Prevention, Identification, Assessment and Management of overweight
and Obesity in Adults and Children.
40
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6.1 Pregnancy and early years (0-4 years)
The Best start in Life
Gaps
1. Lack of nutritional element in antenatal classes.
2. No support services for overweight and obese pregnant women .
3. Lack of joint working between Homerton Midwifery team and Whipps
Cross Midwifery team.
4. UNICEF Baby Friendly Accreditation scheme not implemented in the
community.
5. Few designated areas for breastfeeding women in the Borough.
6. No infant feeding team to support children with feeding difficulties in the
community.
7. Insufficient capacity within the dietetic service to address the needs of
pre-term babies requiring specialist feeding support.
8. Inadequate prevention activities into early years setting e.g. infant
feeding support and dietetic input into children centres/baby clinics and
nurseries.
9. No ‘Healthy Children’s Centres’ schemes like ‘Healthy Schools’
programme.
10. Lack of healthy food in both public and private nurseries.
11. Not enough physical activity and healthy eating activities for 0-4 years
children.
Actions
1. Ensure antenatal classes across the borough include a focus on healthy
eating, physical activity and breast feeding promotion.
2. Provide local support for pregnant women with a high BMI in line with other
London boroughs including a review of the booking-in information pack given
to pregnant women to ensure information is consistent, appropriate and
adequate.
3. Ensure Homerton and Whipps Cross Midwifery team have representation on
Waltham Forest Healthy Weight Steering Group in future.
4. Work with partners to work towards UNICEF Baby Friendly Accreditation
across Waltham Forest.
5. Re-launch the ‘Love Mums’ breastfeeding scheme with businesses in the
borough.
6. Develop peer to peer infant feeding training and support opportunity to
improve responsive support of families.
7. Work with local dietetic services to increase the support for pre-term babies
requiring specialist feeding support.
8. Ensure all practices nurses/midwives/nursery nurses/health visitors/Children’s
Centre staff have basic training around healthy eating and physical activity to
ensure all early year providers give consistent messages.
9. Work with Children’s Centres and Health Visitors to devise an early years
healthy accreditation scheme emphasising physical activity and healthy
eating modelled on the ‘Healthy Schools’ programme.
10. Work with local nurseries and Children’s Centres to improve their food
provision, including exploring the possibility of implementing weight
management programmes in Children’s Centres.
11. Ensure there is more focus in the community on outdoor play.
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6.2 Childhood (5-17 years) including schools
Building physical and emotional resilience, learning and preparing for
Adulthood
Gaps
1. Inadequate provision to follow up children who have been identified
as being overweight or obese following the NCMP.
2. No weight management service for 5-7 years old.
3. Inadequate healthy weight work with schools including special
needs schools.
4. Inadequate assurance of the nature of food available in all schools
and colleges.
5. Not all children are able to swim 25 metres.
6. Schools generally do not have current school travel plans to
promote Active Travel.
Actions
1. To implement a referral mechanism to GPs for children who are overweight or
obese following NCMP including clear guidance and training around what
onward advice, monitoring and referrals GPs should make following NCMP
notification.
2. Work with schools and weight management providers to make available
venues in the community to conduct weight management programme for
children aged 5-7 who are classified as overweight or obese.
3. Implement Healthy Lifestyle Programmes in all schools that cover diet, food
groups, exercise, including:
a. Support and encourage schools to address healthy weight as a priority
for the Healthy School London Silver award.
b. Identify Personal Social Health and Economic (PSHE) education leads
in each school (including special needs school) and provide
support/training around nutrition/exercise and ensure they are linked
with name school nurse and other appropriate services.
4. Public Health, Community Dieticians, Head of Catering and Head teachers to
work together to review the food available in schools and colleges including
ensuring schools are aware and updated on links to the OFSTED inspection
framework e.g. food school standards www.schoolfoodplan.com/standards.
5. Work with the sports and leisure team to explore the possibility of providing
swimming lessons for children who are unable to swim 25 meters.
6. Work with schools, LBWF Transport department to develop a policy around
Active Travel which will include school travel plans to encourage families and
pupils to walk or cycle to school.
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6.3 Adulthood (18 – 59 years)
Prosperity, opportunities and family building
Gaps
1. Little sport/physical activity in educational establishments for 18+ age
groups.
2. No ‘Healthy Colleges’ scheme.
3. No healthy eating support in the borough to support people on low
income budgets.
4. No provision in place for clients with specific needs to access
supervised physical activity and weight management programmes in
line with the general adult population.
Actions
1. Investigate initiatives to increase physical activity in educational
establishments for 18+ age groups.
2. Implement ‘Healthy Colleges’ programme modelled on the ‘Healthy Schools’
programme.
3. Work with local communities to provide cooking sessions, supermarkets and
market visits for people on low income.
4. Work with weight management providers, voluntary sector, CCG and NELFT
to provide services for mental health clients. Ensure that provisions are made
for employees with disabilities and long-term health conditions in line with
NICE guidelines if it includes guidance on healthy weight (to be published, end
2015).
6.4 Older Years (60+ years)
Thriving maturity, active, happy and well
Gaps
1. Lack of information and support for older people around healthy eating.
2. Unclear healthy food provision in inpatient or residential settings/facilities
or those in receipt of meals-on-wheels.
3. Inadequate provision of appropriate physical activity services generally for
older people including provision within the falls agenda.
Actions
1. Public Health and Community Dieticians to work with the community and
voluntary sector to provide information and support to older people around
healthy eating cooking sessions, supermarkets and market visits for older
people on low incomes.
2. Ensure that those residents receiving meals-on-wheels services, inpatients or
in residential settings/facilities have healthy meals in line with Food
Standard’s Agency guidance.
3. Ensure care, residential homes and day centres provide appropriate physical
activity interventions. Provide more walking based activities – walking football,
disk golf. Work with the CCG to link increase in physical activity into the Falls
agenda.
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6.5 Workplace
Gaps
1. No ’Active Buildings’ promoted within the borough.
2. Lack of consistent Healthy Workplace programmes in place in
Waltham Forest organisations.
3. Some organisations do not have staff rooms and shower facilities.
Actions
1. Discuss the ‘Active Buildings’42 research with local partners to explore changes
that could be made to the work environment to increase physical activity.
2. Work with Human Resources departments across the borough to implement
and promote a range of workplace initiatives to enable staff to lead a healthy
lifestyle including
a. walking and cycling between sites e.g. expand the LBWF bike scheme
to NHS staff in CCG, hospital and community services
b. encouragement of walking and running clubs
3. Encourage organisations within the borough to have install changing room
facilities.
6.6 Planning and Built Environment
Gaps
1. Lack of use of planning and licensing tools to increase physical
activity and healthy eating across the borough.
2. ‘Healthier Catering Commitment’ not implemented in the borough
3. Inadequate use of empty spaces in the borough.
4. No ‘healthy walking’ schemes within the borough.
5. No Active travel strategy in place in LBWF, Waltham Forest CCG,
Barts Health, NELFT.
6. Lack of Borough-wide safe cycling routes.
7. No bike storage facilities on estates.
Actions
1. Public Health and Planning departments to use appropriate planning and
licensing tools including Health Impact Assessment43 that includes
consideration for physical activity and healthier food options.
2. Implement the ‘Healthier Catering Commitment’44 in the borough.
3. Work with planning and housing providers to optimise the use of empty green
spaces and provide more allotment spaces to residents for food growing and
physical activity including activities in the evenings.
4. Work with the LBWF Sports and Leisure team to implement healthy walking
trails. Optimise the use of Transport for London’s (TFL) available resources to
encourage an increase in walking.
5. LBWF Transport Team are currently working on Active Travel strategy for
LBWF and working with Barts Health to develop theirs. Work with partners to
UCL. Active Buildings - http://www.activebuildings.co.uk/about
WHO. Health Impact Assessment - http://www.who.int/hia/en/
44 CIEH. Healthier Catering Commitment - http://www.cieh.org/healthier-catering-commitment.html
42
43
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ensure all major organisations are working towards the development of an
active travel strategy.
6. Work with the LBWF Transport Team to investigate borough wide safe
cycling routes incorporating the work of Mini Holland utilising TFLs resources.
7. Work with LBWF Transport Team to increase bike racks and storage spaces
on estates.
6.7 Other settings (public buildings, residential settings, Housing, Job
centres and Pharmacies)
Gaps
1. Insufficient numbers of vending machines in public buildings across
the borough contain healthy food.
2. Eating times in residential settings are not appropriate to facilitate
healthy eating.
3. Housing providers have not been sufficiently engaged in the healthy
weight agenda.
4. Job centres have not been sufficiently engaged in the healthy weight
agenda.
5. Pharmacies have not been sufficiently engaged in the healthy
weight agenda.
Actions
1. Work with partners to install healthy vending machines in public buildings.
2. Meal times in care settings need to be flexible to accommodate those whose
daily sleep-wake patterns may be disrupted by ill-health e.g. older adults,
mental health. They must also not be too early in the day that residents are
compelled to access less healthy food options to satisfy hunger later in the
day.
3. Work with local housing providers to utilise and optimise their access to
residents to increase healthy eating and physical activity.
4. Work with job centres to investigate providing appropriate information on
healthy lifestyles and the services available to clients.
5. Engage pharmacies in the healthy weight agenda including ensuring that local
support services information be given with weight management drugs.
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6.8 Weight Management services
Gaps
1. Current weight management services do not meet NICE guidelines.
2. Inadequate weight management services (Tier 2) for children and
adults.
3. No specialist weight management services (Tier 3) for children and
adults.
4. No specialist weight management service (Tier 4) for children.
5. Lack of targeted support for certain specific groups e.g. Looked After
Children, Carers or Troubled Families.
6. Lack of engagement with religious groups or community centres.
7. People with severe mental health issues and those with learning
disabilities do not have equal access to weight management services
as the general population.
See also section 6.2, gap and action 1 for Care Pathway work.
Actions
1. Work with providers to ensure current services adhere to NICE guidelines and
with commissioners to ensure that future services are adherent.
2. Ensure that findings of recent Tier 2 review is embedded in Care Pathway.
3. The CCG is currently tendering for a Tier 3 weight management service for
children and adults.
4. Discuss with NHS England and CCG regarding commissioning Tier 4 service
for children.
5. Work with partners working with Looked After Children, Carers and Troubled
Families teams to ensure that clients have access to healthy weight support
and services.
6. Identify and work with local religious and community groups to ensure they
have access to appropriate healthy weight information and have awareness to
services available.
7. Work with providers to support people with severe mental health issues and
those with learning disabilities accessing weight management support.
6.9 Training
Gaps
1. Lack of training for health and social services staff around issues relating
to healthy weight, including infant feeding and benefits of physical activity.
2. Lack of awareness of staff around support services, including the referral
criteria for those services.
3.
Actions
1. To scope the following
a. current training available to staff regarding healthy weight
b. opportunities where existing training/training programmes can include
information on healthy weight.
2. Work with frontline staff to ensure awareness of services and referral criteria
using a range of communication channels e.g. newsletters and provider
meetings. See also section 6.2, gap and action 1 for Care Pathway work.
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Appendix 1
6.10 Communication
Gaps
1. Some healthy weight services are underutilised by residents.
 Inadequate use of social media and social marketing including
lack of awareness of NHS-approved apps that support and
maintain healthy weight.
Actions
1. Work with Communications departments of all partner organisations to make
full and regular use of communication channels to promote Tier 1
interventions, evidence-based ‘apps’ and healthy weight messages, including
partner organisations:
a. websites
b. Facebook
c. Twitter.
6.11 Data and Evaluation
Gaps
1. Monitoring and evaluation of commissioned services is not consistent.
2. Lack of information sharing amongst organisations.
3. Lack of performance monitoring for healthy weight in general.
Actions
1. Improve monitoring and performance management of commissioned services
ensuring that there is a consistent approach to monitoring and evaluation
using tools developed by PHE.
2. Explore the need for a providers forum for those delivering healthy weight
services.
3. Devise a performance dashboard for physical activity, healthy eating,
overweigh and obesity to be regularly discussed at Health and Wellbeing
Board.
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Appendix 1
6.12 General
Gaps
1. There is a lack of integration and central co-ordination of services and
services are not at sufficient scale.
2. A general lack of engagement with at risk or vulnerable groups e.g. mental
health clients, people with learning and physical disabilities, the visually
impaired, BME group, carers and those they care for (including young
carers).
3. Inadequate representation at the Healthy Weight Steering group from a full
range of colleagues.
4. Lack of engagement with local supermarket chains and local convenient
shops.
Actions
1. Develop a Healthy Weight Care Pathway for children and adults to ensure
that it limits duplication, includes clear referral criteria and achieves the
required scale, as part of this work:
a. Develop a single point of information for residents.
b. Develop a single entry point for health and social care professionals
with clear referral criteria for healthy weight services. Partners are
currently looking into developing a social prescribing model in the
borough which should facilitate this.
2. Investigate relevant community and voluntary organisations to work with high
risk groups, including ensuring that the findings of the focus groups held with
visually impaired clients are taken into account in the relating action plan for
this strategy.
3. Public Health to discuss with colleagues including Mental Health, Community
and Voluntary Sector, Schools, Young Carers Group, midwifery and
Pharmacies to ensure their representation on the Healthy Weight Steering
Group.
4. Work with local convenient stores to provide good quality, low price fruit and
vegetables.
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Appendix 1
7. Monitoring, Evaluation and Governance
The Public Health Outcomes Framework (PHOF) provides a monitoring mechanism
regarding increasing healthy life expectancy and reducing differences overall
between communities.
Tackling obesity falls within Domain 2 and Domain 4 of the PHOF. Local Authorities
will need to report on these indicators.
Domain 2: Healthy Improvement: People are helped to live healthy lifestyles, make
healthy choices and reduce inequalities
Domain 4: Healthcare public health and preventing premature mortality: Reduced
numbers of people living with preventable ill health and people dying prematurely
while reducing the gap between communities
Work to tackle obesity is also in line with the Adult Social Care Outcomes
Framework
Domain 1: Enhancing quality of life for people with care and support needs.
The Healthy Weight Steering Group will monitor the implementation of this strategy,
led by Public Health using the proposed performance dashboard. This will be done at
the quarterly meetings and reports sent as appropriate to the Health and Wellbeing
Board who will have oversight of the strategy from a governance perspective.
8. Next steps
Much of the infrastructure is already in place to deliver the strategy. As soon as the
strategy has been through relevant decision-making forums in Waltham Forest, a full
action plan will be developed, with named individuals against actions, and costed by
the Healthy Weight Steering Group, ensuring that actions to be taken are evidence
based. This plan will have clear milestones to cover the life of the strategy. The
strategy implementation will be phased from Years 1 to 5.
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Appendix 1
Appendix 1
Definition of overweight and obese
What is healthy weight?
Healthy weight has been defined as having the body weight most appropriate for an
individual’s height, which produces the greatest health benefits. This complements
the widely accepted, yet rather vague definition of overweight and obesity as
abnormal or excessive fat accumulation that may be detrimental to health and
wellbeing.
Overweight and obesity are terms used to describe increasing degrees of excess
body fatness which can lead to increasingly adverse effects on health and wellbeing.
Both are commonly assessed by using Body Mass index (BMI) which is defined as
the person’s weight in kilograms divided by the square of their height in metres
(kg/m²).45 See table 1 for BMI definitions by category.
Table 1: WHO classifications to define weight in adults
Category
BMI
Underweight
<18.5
Healthy weight
18.5 – 24.9
Overweight
25.0 – 29.9
Obesity I
30.0 – 34.9
Obesity II
35.0 – 39.9
Obesity III
>40
Source: The Public Health England Obesity Knowledge and Intelligence Team
National Heart Forum (2007) Lightening the Load Tackling overweight and obesity: A toolkit for developing local
strategies to tackle overweight and obesity in children and adults, DH, London
45
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Appendix 1
Appendix 2
Healthy Weight Steering Group Members
Public Health Consultant - LBWF
Public Health Strategist - LBWF
Head of Sports and Leisure - LBWF
Head of Catering – LBWF
Head of Spatial Planning – LBWF
Senior Transport Planner – LBWF
Early Years Group Manager – LBWF
Community Dietician – NELFT
Operational Lead, Infant feeding and Health Improvement - NELFT
General Practitioner lead
Senior Commissioning Manager - CCG
Greenwich Leisure Limited
Mental Health (no current representation)
Community and Voluntary Sector (no current representation)
Consultant Paediatrician – Barts Health – Whipps Cross
Pharmacies (no current representation)
Representative from schools (no current representation)
Representative from young carers group (no current representation)
Midwife – Barts Health – Whipps Cross (no current representation)
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24
Appendix 1
Appendix 3
‘Modelling life course timeline & opportunities for making the healthy choice the easy choice’
Page 187
Source: A Kingdom Oct 07 (draft 1.0)
25
Appendix 1
Appendix 4
National Strategic context
Policy Drivers










Health Lives, Healthy People: A call to action on obesity in England (2011)
Change4Life Three Year Social Marketing Strategy (2011)
Start Active, Stay Active, A report on physical Activity for Health for the four home
countries’ Chief Medical Officers (2011)
‘Choosing Health White Paper’ and subsequent delivery plans, Delivering
Choosing Health: Making Healthier Choices Easier’; Choosing a Better Diet: A
Food and Health Action Plan; and ‘Choosing Activity: A Physical Activity Action
Plan’ (2005)
Lightening the Load: Tackling Overweight and Obesity – A Toolkit for Developing
Local Strategies to Tackle Overweight and Obesity in Children and Adults’
(National Heart Forum, Faculty of Public health and the NHS 2007)
National Service Framework for Children, Young People and Maternity Services,
Standards 1,2, and 3 (November 2006)
Maternity Matters: Choice, Access and Continuity of Are in a Safe Service (April
2007)
Physical Activity and the Environment (National Institute for Health and Clinical
Excellence (NICE), 2008)
Healthy Weight, Healthy Lives: A cross Government Strategy for England
(January 2008)
Let’s Get Moving Commissioning Guidance A new physical activity care pathway
for the NHS (September 2009)
In addition, The National Institute of Health and Clinical Excellence (NICE) has produced:
 NICE ph47 Managing overweight and obesity among children and young people:
lifestyle weight management services (October 2013)
 Clinical Guidance Number 43: Obesity: the Prevention, Identification,
Assessment and Management of overweight and Obesity in Adults and Children
(November 2006)
 NICE Dietary interventions and physical activity interventions for weight
management before, during and after pregnancy (July 2010)
 NICE guidance on promoting and creating built or natural environments that
encourage and support physical activity
Public Health Responsibility Deal
The Public Health Responsibility Deal aims to tap into the potential for businesses and
other influential organisations to make a significant contribution to improving public health
by helping shape a healthy environment.
The Responsibility Deal involves organisations taking voluntary action in one or more of
the following areas to help people lead healthier lives:
 Alcohol
 Food
 Health at work
 Physical activity
The food pledges encourage organisations to agree to specific actions: calorie
information for food and non-alcoholic drink, removal of ingredients that contain artificial
transfats, reviewing portion sizes, education and information. The physical activity deal
focuses on encouraging and assisting people to become more physically active.
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Appendix 1
Appendix 5
Current weight management services in Waltham Forest: Tiers 1- 4
*Homerton Hospital have stage 1 accreditation in maternity unit
Whipps Cross Hospital are working towards stage 1
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Appendix 1
Appendix 6
Weight Management Commissioning Landscape 2013-14
The following is a mapping services commissioned by the Local Authority, Clinical Commissioning Group, NHS England and the Community
Voluntary Sector. There are other weight management services in the borough that are not commissioned by these bodies. These have been
excluded from the mapping due to time constraints.
Children
Tier
Name of service
1
Leisure services
Page 190
1
1
Community dieticians
Healthy Child Programme 0-5
(Health Visitors)
1
Healthy Child Programme 5-19 &
NCMP (School Nurses)
1
Healthy Schools Programme
1
Restriction of Hot food takeaways
Brief Description of Service
Free swimming for under 18s
Junior Gym for 11-15 years old
Dieticians service in the children centres including food clubs and weaning sessions
Universal preventative service, providing families with a programme of health and developmental reviews (10-14
days, 1 year and 2 years) including open child health clinics supplemented by advice around health, wellbeing and
parenting and signposting.
Universal and progressive services for children and young people to promote optimal health and wellbeing. Offers
a variety of health reviews (reception, year 6/7 and mid-teen), screening tests, information and signposting
including NCMP
Role of support program is to encourage and enable schools to participate in the programme, which leads to an
increased emphasis on healthy eating and activity, including encouraging take-up of healthy school meals
£1 million set aside annually to fund breakfast clubs and healthy snack-packs for reception and year 6 pupils in
schools, with 55 schools (69%) already signed up
Around £2m invested in improving school kitchens and dining facilities for 2013-17, plus reinvesting 50% of
school-meal surplus income
Food For Life (FFL) Silver Catering Mark for primary school menus and Bronze for secondary for schools using
the Council’s in-house school meals service
Ranked 10th for leading in good food practice in the Good Food for London report 2014
46 schools signed up for the healthy schools London, with 12 achieving Bronze. Under the previous national
Healthy Schools systems, 93% achieved Bronze or above
Universal Infant Free School Meals implemented from September 2014
Planning policies in place which seek to reduce the proliferation of Hot food Takeaways, particularly near schools
as a means of combating their known adverse impact on community health
28
Appendix 1
1
Hornbeam
1
Waltham Forest Somali Bravanese
Action Group
The Asian centre
TSP Youth Space
The Limes Community & Children’s
Centre
Aquavision North London
1
1
1
1
1
1
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2
2
3
4
Leyton United Football Youth
Community Academy
The London Playing Fields
Foundation
Go For it & Teen Why Weight
Universal dietetic services (1:1
sessions
Multi- Discipline weight management service
Bariatric Surgery
Adults
Tier
Name of Service
1
6 Leisure centres
1
1
1
Parks and Open spaces including
outdoor gyms, play areas & sports
pitches
Disability Sport
Our Parks
Healthy Start vouchers can be used to buy fruit and vegetables at the stalls or box scheme. Activities - under 5s
Nature explorers, cooking, bike club
Provide advice, information and guidance to the Somali and Bravanese community in Waltham forest and
surrounding boroughs. Run football club project to the Somali youth in Waltham Forest.
Activities- Youth Club & One to One Mentoring for 13 – 19 year old, Taekwondo
An activity centre that meets the needs of all the family. Jungle gym downstairs for the under 8s.
Run fully inclusive services for disabled and non-disabled 0-25 year olds, the sessions run at various days and
times, activities such as cooking
Provides recreational and competitive synchronised swimming club. Offers synchronised swimming classes from
aged 8 and above. Free taster sessions to anyone interested in trying synchronised swimming or anyone who just
wants to improve their swimming and fitness.
Runs family friendly youth football clubs and training sessions in the community. Teams from under 8 are through
to under 21’s.
Provide playing fields to schools, clubs, disadvantaged and under-represented groups to play sports and to
providing training courses for coaches and volunteers.
Go for it – 10 weeks weight management programme for children (7- 11 years old)and parents
Teen why weight - 4 weeks weight management programme for teenagers
Overweight/obese children with co-morbidities e.g. children with diabetes and learning disabilities
Multi-disciplinary team providing behavioural therapy, psychological services and medical support
Current gap in service provision
Brief Description of Service
Free swimming for over 60s and disabled residents.
Gym Station with cardiovascular and resistance equipment, free weights area and aerobics sessions
Healthy Vending Machines in Leisure centre
Free sports & recreational activities
Archery, Athletics, Forest Flyer2 hockey, Multi Sports Session, Swimming
A free fitness classes which will be held in 4 parks. Each park will have 10 hours of free activities taking place
every week. Our Parks is funded for 2 years
29
Appendix 1
1
1
1
1
1
1&2
1
1
1
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1
Active Travel (cycle Training)
Scope in Waltham Forest
Mobile Green Grocer project
Initiatives around nourishment
from early years
Age UK Waltham Forest
Redbridge CVS
William Morris Community Centre
Users Association
Waltham Forest Disability
Resource Centre
Waltham Forest Asian Seniors'
Club
1
1
Waltham Forest Cycling
Campaign
The Mill
Waltham Forest Age UK
1
City and Hackney Mind
1
The Health Works
1
Tamil Elders Welfare Association
1
1
2
Tamil Elders Association
Soul 2 Dance
Exercise on Referral
2
Better weight management
service
Why Weight
1:1 session with Dietitian
2
2
Cycle trainers
Support for disabled people and their families at home and in the community
A food van providing affordably priced fresh produce within identified ‘food deserts’
Love Mums breastfeeding support programme
Maternal and new-born vitamin distribution
Activities- Balance and exercise classes for the over 60s, Saturday Morning Tai Chi for over 50s, Yoga for the
over 60s
Fit for Fun provides 20 week of free exercise classes for voluntary and community sector groups in the borough
Diabetic association meeting, Ju Jitsu club, Karate club
Provide a range of activities to choose from such as, gardening, multi-sports session with Boccia, Skittles and
bowling, as well as a choice of exercise classes.
WFASC is dedicated to serving the welfare of Asian older adults above 50; provide social, recreational, cultural
and health promotion activities for our members. Activities include: gentle exercise, tai chi, luncheon club, advice
sessions, health and nutrition advice
Work to encourage people to cycle more often and lobby for better conditions for cycling.
The Mill, Walthamstow’s activities for all ages, many of them FREE such as cycle club, yoga
For older adults in Waltham Forest. Balance and exercise classes for the over 60s. Saturday Morning Tai Chi to
music for over 50s. Yoga for the over 60s
Activities in the day centre: Gardening, Yoga, Gym, Women’s only gym. Offers a subsidised freshly cooked
nutritious lunch.
Belly dance and Zumba classes for adults. Yoga and Pilates lessons are held weekly, including ante and post
natal.
Helping elders with healthcare, health check-ups every three months for BP and blood sugar levels. Health talks
from doctors, chair based exercises every meeting. Yoga expert twice a month.
Areas of Activity: Older People, Leisure, sport & healthy living
Soul 2 Dance believe in two things: dancing, and having fun, classes provide plenty of both
EOR involves structured exercise session with supervision from an NVQ-level 3 plus GP referral trained instructor
Level 4 – Cardiac Rehabilitation
Weight management service for clients BMI >25
6 weeks Weight Management programme provided by the community dietician
For Diabetic patients provided by the community dieticians
30
Appendix 1
2
2
3
4
X-pert
Prescribing
Multi- Discipline weight
management service
Bariatric Surgery
6wks session for newly diagnosed Type 2 diabetic clients
Prescribing Anti-obesity drugs
Multi-disciplinary team providing behavioural therapy, psychological services and medical support
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31
Appendix 2
Decision Healthy weight strategy 2015- 2020 – Healthy Weight for all in Waltham Forest
April 2015
Date
Page 195
IMPORTANT NOTES:
The Proposals Click and hover over the questions to find more details on what is required
Provide a short summary of the proposal and its rationale.
To develop a Healthy Weight Strategy and action plan. This strategy is in response to the Department of Health, Healthy Lives, Healthy People: A call to
action on obesity in England 1 which set out key areas for action tackle obesity in England. The overall vision of this strategy is to provide an environment
that enables all Waltham Forest residents to make healthy food choices, to stay physically active and to maintain a healthy weight throughout their lives.
Page 196
The increase in the number of overweight and obese children and adults has been documented in a number of significant reports and Government White
Papers.
The policy issues raised have been translated into National Delivery Plans, National Service Frameworks and Toolkits. These documents are designed to
help partners to develop and support local action. They include:
o Health Lives, Healthy People: A call to action on obesity in England (2011)
o Change4Life Three Year Social Marketing Strategy (2011)
o Start Active, Stay Active, A report on physical Activity for Health for the four home countries’ Chief Medical Officers (2011)
Waltham Forest draft Healthy Weight Strategy has been developed in partnership with the healthy weight steering group comprising of key stakeholders in
health and social care, Clinical Commissioning Groups and voluntary sector. It sets out to deliver the following outcomes:






To increase participation in active travel and physical activity by creating and promoting socially and culturally appropriate safe physical
environments.
To increase healthy eating by increasing and promoting the availability of, and access to healthy food choices and reducing the availability of and
access to foods that are high in fat, sugar and salt.
To ensure that all health, social care and educational settings across the life course encourage and support healthy eating, active travel and physical
activity, particularly early years to enable a healthy start for children.
To create healthy workplaces that encourages and support healthy eating, active travel and physical activity.
To up-skill residents, health, social care and educational staff so that they have access to consistent, evidence-based information and advice on
healthy eating, active travel and physical activity.
To increase access to appropriate, evidence-based weight management interventions across the life course targeting those at highest risk and
1
Department of Health 2011, Healthy Lives, Healthy People: A call to action on obesity in England
Page 2 of 12
greatest health inequalities
A proportion of the public health grant has been allocated to support the implementation of the local action plan.
An obesity stakeholders’ event was held in September 2014 to engage and ascertain the views of our stakeholders. The draft strategy was taken to the
Health and Wellbeing Board on the 26th November 2014 and the Healthy Weight Steering Group on 2nd December 2014. The comments from stakeholders,
Health and Wellbeing Board and the Healthy Weight Steering Group were taken on board and included into the strategy.
Agree the Healthy Weight Strategy and to note in particular:

Its proposed approach (section 1.3)

The gaps and actions identified in service provision in the strategy (section 6)

The next steps (section 8)
Page 197
This strategy identifies the following groups at higher risk of developing obesity. These are:





Children2 and adults experiencing increased socioeconomic deprivation, for example 14% of women in social class I are obese compared with 28% in
social class V3
Children from certain ethnic minority groups such as Bangladeshi, Black Caribbean and Black African were found to be at a higher risk of obesity4
Looked after children are more likely to be overweight and obese compared with their peers5
Certain points in life have also been found to be associated with weight gain: pregnancy, menopause and smoking cessation6
People who use mental health services, in particular those with a diagnosis of schizophrenia or dipolar disorder, have been identified as being at
increased risk of greater levels of obesity and associated conditions, such as heart disease and diabetes7
2
PHE, Health inequalities, http://www.noo.org.uk/NOO_about_obesity/inequalities, date accessed 13/11/14
Foresight (2007) Tackling Obesities: Future Choices – Project Report. Government Office for Science
4
GLA Intelligence Unit 2011 Childhood obesity in London
5
Hadfield, S.C. & Preece, (2008), Obesity in looked after children: is foster are protective to the dangers of obesity? Child: Care, Health & Development ,Vole 34(6):pp710-712
6
NICE (2006) Obesity: Full guidelines – section 3 Prevention – evidence, statements & reviews
7
Department of Health (2006) Choosing Health: Supporting the physical health needs of people with severe mental illness, DH, London
3
Page 3 of 12


There is evidence to suggest that levels of obesity are higher in people with learning disabilities 8
Older people: Increasing age is associated with increasing prevalence in obesity up to the age of 64 years, when a decline in the prevalence begins
Young mothers (over 21 years) of white ethnicity are significantly less likely to initiate breastfeeding than any other ethnic group.9 There is evidence that
weaning earlier than current recommendations leads to rapid weight gain in infancy which may in turn increase the risk of child obesity.10 Early weaning has
also been found to be associated with increased weight and body fat at age 7 years.11 Exclusive breastfeeding has been found to be associated with a
modest reduction in childhood obesity risk.12
In addition to the groups at risk listed above, it is important to also consider the needs of those groups for whom barriers to accessing services are known to
exist, including people with mental health problems, people with a disability and people for whom English is not their first language.
Age
Page 198
our care. 56% were male and 44% female. Most are in the 12-16 age bracket (35%)
Age
Type response here
Prevalence in obesity differs by age. The prevalence of obesity and overweight changes with age. Prevalence of obesity is lowest in the 16-24 year age
group. There is a decline in prevalence in the oldest age group.
The height and weight of every school child (Reception and Year 6 classes) ages 4-5 and 10-11 years in England is measured as part of the National Child
8
Department of Health (2011). Healthy Lives, Healthy People: A call to action on obesity in England
Baker, D, Garrow A, & Shiels C (2008), Child Health and Ethnicity in Manchester. Centre for Public Health Research, Institute for Health and Social Care Research, University of Salford
Sloan S, et al (2007) Early weaning is related to weight and weight gain in infancy, child care, health and development, 34,1,59-64
11
Wilson AC et al(1998) Relation of infant diet to childhood health: seven year follow up of cohort of children in Dundee infant feeding study, BMJ, 31621-25
12
Armstrong J,Reilly J (2002) Breastfeeding and lowering the risk of childhood obesity. The Lancet; 359:2003-2004
9
10
Page 4 of 12
Age
Measurement Programme (NCMP). Figure 1 shows the trend in prevalence of overweight and obesity in reception year from 2006/07 to 2013/14 for
Waltham Forest, London and England. In 2013/14 in Reception Year, 22.8% of children in Waltham Forest were overweight or obese, compared to 23.1% in
London and 22.5% in England.
Figure 1: Trend in the prevalence of overweight or obesity in Reception Year (ages 4-5 years) in Waltham Forest, London and England, 2007/08 to 2013/14
Page 199
In 2013/14 in Reception year in Waltham Forest, 11.3% of children were obese only, compared to 10.0% in London and 9.5% in England.
Figure 2 shows the trend in prevalence of overweight and obesity in Year 6 from 2006/07 to 2013/14 for Waltham Forest, London and England. In 2013/14
in Year 6, 37.8% of children in Waltham Forest were overweight or obese, compared to 37.6% in London and 33.5% in England.
Figure 2: Trend in the prevalence of overweight or obesity in Year 6 in Waltham Forest, London and England, 2007/08 to 2013/14
Page 5 of 12
Age
Page 200
In 2013/14 in Year 6 in Waltham Forest 23.4% of children were obese only, compared to 22.4% in London and 19.5% in England.
Type response here
Type response here
In order to reduce health inequalities this strategy will use a life course
approach to prevent and management overweight and obesity across the
different age groups. The groups are
 Pregnancy and early years (0-4 years)
 Childhood (5 -17 years) including schools
 Adulthood (18-59 years)
 Older people (60+ years)
The Strategy contains identified gaps and the corresponding actions that
should be taken to plug the gaps and meet the strategy objectives.
The action plan that is in development will include targeted interventions for
different the age groups.
Disability
Page 6 of 12
in Waltham Forest.
Disability
Type response here
There is limited data available nationally and none locally on disability and obesity. People with disabilities are at increased risk of becoming overweight and
obese due to reduce physical activity.
The Strategy is likely to provide positive benefits to disabled people who are
overweight or obese.
People with disabilities and long-term conditions are identified as a group at
risk of becoming obese. The Healthy Weight strategy uses a life course
approach to tackle overweight and obesity including people with physical
and learning disabilities. We are planning to commission an organisation to
provide cooking sessions within the borough. All
interventions/commissioned services will be accessible to disabled people
including people with learning difficulties. Part of the monitoring for the
commissioned services will include analysis and monitoring take up of these
services by people with disabilities.
Page 201
Page 7 of 12
Type response here
Page 202
Maternal obesity increases health risks for both the mother and child throughout and post pregnancy. However data on the prevalence of maternal
obesity are not collected routinely but trend data from the Health Survey for England show that the prevalence of obesity among women of childbearing
age increased during the period 1997-201013.
Type response here
Type response here
There is currently a gap in service provision for overweigh and obese
pregnant women.
This gap which was identified as part of our mapping process will be
addressed as part of our healthy weight action plan.
Race
13
Public Health England, Maternal Obesity briefing http://www.noo.org.uk/NOO_about_obesity/maternal_obesity date accessed 9th March 2015
Page 8 of 12
Race
Women from Black African groups appear to have the highest prevalence of obesity and men from Chinese and Bangladeshi groups have the lowest.14
Women appear to have a higher prevalence of obesity in almost every minority ethnic group, with a significant difference between women and men among
the Pakistani, Bangladeshi and Black African groups.
Children from certain ethnic minority groups such as Bangladeshi, Black Caribbean and Black African were found to be at a higher risk of obesity 15
Type response here
Page 203
Religion or Belief
Commissioned providers will be encouraged to have a diverse workforce and
ensure equal access to services and engagement of the hard to reach
groups/communities. Services commissioned will be tailored to meet the
needs of our local population. For example, cooking sessions for African and
Bangladeshi communities will be tailored to their cultural needs.
Key borough statistics: According to the 2011 Census the borough has 48.4% of its
population stating their religion to be Christian, Muslim 21.9%, Hindu 2.3%, Jewish
0.5%, Sikh 0.5%, Buddhist 0.8% and other 0.4%. Some 18% of residents claimed no
religion whilst 7.3% did not state an answer. The multi-faith nature of Waltham
Forest is evidenced by more recent data which shows that Waltham Forest has
around 150 Christian Churches, 16 Muslim Mosques, 4 Hindu Temples, 3 Jewish
Synagogues, 1 Sikh Gurdwara and 1 Tao Temple. NB: These statistics provide general
data for this protected characteristic. You need to ensure you have sufficient data
about those affected by the proposals – see below under “additional equalities
data”.
Religion or Belief
Type response here
14
15
th
Public Health England, Health Inequalities briefing, http://www.noo.org.uk/NOO_about_obesity/inequalities#d6892 date accessed 9 March 2015
th
Public Health England, Health Inequalities briefing, http://www.noo.org.uk/NOO_about_obesity/inequalities#d6892 date accessed 9 March 2015
Page 9 of 12
Religion or Belief
Type response here
Type response here
Health belief varies widely within minority ethnic groups according to
religion and culture.
Commissioned providers will be encouraged to have a diverse workforce
providing services that meet the needs of our diverse population.
Information and advice on diet would be given to residents in preparation of
a religious festival e.g. Ramadan, Easter, Christmas and New Year.
Prevention work will be carried out using ‘plate’ model to develop ethnic
education presented in mosque, synagogue and Punjabi centres.
Sex
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Sex: The data showed that more women than men access the exercise on referral programme. Females (69%) referred into the scheme far outweigh the
referrals for males (31%) in 2013/1416. This could be probable due to the lack of gender-specific provision.Clicand hover over the questions to find more details on
what is required
Type response here
Type response here
Type response here
As part of the action plan there will be services commissioned for males as
the data shows more women are engaging in our current services.
There will be targeted interventions specifically aimed at engaging men in
the services provided.
16
Exercises on referral annual report 2013 -2014
Page 10 of 12
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Type response here
Type response here
Type response here
Page 11 of 12
Conclusion
Type response here
There is a need to ensure that services commissioned to prevent and manage overweight and obesity in the borough meet the needs of men, BME
communities, disabled people including people with learning difficulties and mental health conditions who are under-represented in services.
There will be targeted interventions to address the groups mentioned above.
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Outcome of Analysis
Outcome 1
Outcome 2
been taken.
identified?
Outcome 3
Outcome 4
discrimination.
Name: Dr Andrew Taylor
Date:
Thursday, 02 April
2015
Page 12 of 12
Appendix 3
AApem
Obesity and Overweight in Waltham Forest - A Summary of the Healthy Weight Strategy 2015 - 20
Next Steps
The Waltham Forest Target is to reduce the prevalence of Obesity by 1% a year - This will reverse the trend which we have seen over the last 30 years of increasing health impact of obesity.
The Cost of obesity
The Cost of obesity
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The financial cost
The personal cost
Obesity now costs the Taxpayer more than police, prisons and the fire service combined
Obesity second only to tobacco as the biggest killer
The cost of care which is attributable to obesity is £47bn (Public Health England) compared to
the UK spend on Social Care is 17bn
Heart Disease, Stroke, asthma, sleep apnoea, gallstones, kidney stones, infertility, leukaemia,
breast cancer, colon cancer + 8 other cancers
Every 1% reduction in obesity will potentially save 4% of the attributable excess cost of care
Social and emotional disadvantage
The UK spends more on Bariatric Surgery than on the proven schemes which would reduce
obesity
Discrimination, lower wages
Lower quality of life
Mental health issues and depression.
This summary
Of the Waltham Forest Healthy Weight Strategy 2015 - 20 gives direction and focus for a way forward which will successfully tackle this problem, improve personal wellbeing and reduce the
burden on other public services, primary care, social care and secondary care.
It identifies, within a life course approach
1. What we know - The scale of the problem and the story of how it impacts on people – What we know and what we need to know in the future
2. What Works – Best current knowledge from NICE guidance and elsewhere on the type of intervention which will work.
3. What the priorities should be – What we believe will have most impact in the area
4. How we will measure and know we are succeeding - Data for monitoring
5. What will success look like - Aspirations and targets for success
The approach we are taking is based on the Health and Wellbeing Board Strategy which focuses on giving tailored focus within four key life course dimensions. It looks at the opportunities
which give triggers for people to make changes to lifestyles, with help from others, which will improve their individual and family health and wellbeing.
The Best Start in Life (0 – 4)
Childhood (5 – 17)
Adulthood (18 – 59)
Thriving Maturity 60+
Pregnancy and Early Years
Building physical and emotional resilience,
learning and preparing for adulthood
Prosperity, opportunities and family building
Thriving maturity, active, happy and
well.
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The Best Start in Life (0 – 4)
What we know
In Waltham Forest obesity in this group is high and is not declining. We
know this from the measurements that are taken in schools at age 4/5
reception classes. (National Child Measurement Programme)
This points to a continuing trend of increasing health burden and health care
cost.
Trend in the prevalence of overweight & obesity in Reception Year
(ages 4-5 years) in Waltham Forest, London and England, 2007/08 to
2013/14
Pregnancy and Early Years
What works?
We know that family centred intervention in a range of settings has a high and lasting
impact.
NICE guidance says that this should include core components to help behaviour change
techniques to help families to have confidence in being able to change, encouraging
healthy eating and to enjoy being be physically active.
Our Priorities
1. Providing local support for pregnant women with a high BMI including a review of the
booking-in information pack given to pregnant women to ensure information is consistent,
appropriate and adequate.
2. Develop pathways within the Health Visitor and School Nurse transformation program
which identify children and families who will benefit from help in behaviour change,
healthy eating and more activity.
3. Work with partners to attain UNICEF Baby Friendly Accreditation across Waltham Forest.
This will have a significant impact on improving the acceptability and uptake of
breastfeeding
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We don’t know enough about the weight of children during the years before
they get to school. This period of life is where many of the characteristics
which will influence the whole life are developed. It is a good time to work
with families, especially when they are new parents and keen to learn.
What should we measure?
NICE Guidance says that we should measure and monitor Body Mass
Index.
We also want to measure impacts on general well-being , for example
health related quality of life, so that we can obtain a QALY (quality adjusted
life year) measure. This will show us what real success we are having in
improving general health and wellbeing.
We would require providers to follow up participants at 6 months and a year
after to measure long term weight management.
The Public Health Outcome framework focus is on excess weight in this
group at 4/5 years old.
4. Provide and expand a range of activities through Council run facilities, leisure centres
etc., with full participation in London wide and neighbouring local authority activities
 What will success look like?
o Negotiated, agreed and monitored achievement of agreed targets with partners and
providers.
o For example: - 90% of participants achieving a 5% weight loss over the period of the
program.
o It should be possible to expect to reduce obesity and overweight at the same speed as
it has increased. Over the last 30 years obesity has trebled.
Reversing the trend means a 1% decrease every year. We will therefore set this as our
target.
2
Childhood (5 – 17)
AApem
Building Physical and Emotional resilience, learning and preparing for adulthood
What we know
Trend in the prevalence of overweight & obesity in Year 6 in Waltham
Forest, London and England, 2007/08 to 2013/14.
What works?
We know that holistic family centred intervention in a range of settings has a high and lasting
impact.
NICE guidance says that this should include core components to help behaviour change
techniques to help families to have confidence in being able to change, encouraging healthy eating
and to enjoy being be physically active.
Healthy school meals and school based interventions which develop good eating habits and an
understanding of what makes people healthy
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Our Priorities
1. Develop a family-centred service linked to NCMP to help children and families to have confidence
and adapt to eating a healthier diet and getting more enjoyable physical activity.
Obesity in this group has risen after a brief reduction in 2008 – 2012. If this trend
continues the impact on young people’s health will be large and will continue
through the life course.
2. Implement a referral mechanism to GPs for children who are overweight or obese following NCMP
including clear guidance and training around what onward advice, monitoring and referrals GPs
should make following NCMP notification.
3. Implement Healthy Lifestyle Programmes in all schools that cover diet, food groups, physical
activity including:
NICE Guidance says that we should measure and monitor Body
Mass Index.
We also want to measure impacts on general well-being , for
example health related quality of life, so that we can obtain a QALY
(quality adjusted life year) measure. This will show us what real
success we are having in improving general health and wellbeing.
We would require providers to follow up participants at 6 months
and a year after to measure long term weight management.
We also want to continue to learn how young people feel about
overweight and obesity, understand what lies behind eating
behaviour and understand better how we can bring about
behaviour change more effectively.
The Public Health Outcome framework focus is on excess weight
in this group at 10/11 years old.
4. Support and encourage schools to address healthy weight as a priority for the Healthy School
London Silver award.
5. Identify Personal Social Health and Economic (PSHE) education leads in each school (including
special needs school) and provide support/training around nutrition/exercise and ensure they are
linked with name school nurse and other appropriate services.
What will success look like?

Negotiated, agreed and monitored achievement of agreed targets with partners and
providers.

For example: - 90% of participants achieving a 5% weight loss over the period of the
program.

It should be possible to expect to reduce obesity and overweight at the same speed as it
has increased. Over the last 30 years obesity has trebled.
Reversing the trend means a 1% decrease every year. We will therefore set this as our target.
3
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Adulthood (18 – 59) Prosperity, Opportunities and Family Life Building
What we know
Prevalence of overweight and obesity among adults in London Boroughs,
compared to London and England as a whole, 2012
What works?
What Works?
NICE guidance recommends integrated pathways across different types of services at different levels / tiers. There
should be easy access co-ordination to enable people to self-refer, but also help health professionals to identify the
best and most effective service for individual. These should include a range of providers and settings, but should
be focused on lifestyle weight management programmes.
Our Priorities
1. Commission and make easily accessible, a range of innovative weight management provision, in different
settings, including through the voluntary sector to provide services which will reduce obesity, ensuring that
minority groups, the disabled, people with mental illness and others are able to participate and benefit.
2. Develop a clear set of criteria, based on BMI and co-morbidities for referral into the different tiers of
intervention.
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Whilst obesity levels in Waltham Forest are lower than in many London
Boroughs, there is no doubt that this is still a significant problem. With a
rapidly changing population, but with a substantial static element, there is
a need to understand the population and monitor changes on a regular
basis. Knowledge of qualitative factors in future JSNAs will help
understand how we can influence change quicker and in a more targeted
way.
3. Commission weight management services which will attract men in order to compensate for current low
levels of engagement.
4. Implement ‘Healthy Colleges’ programme modelled on the ‘Healthy Schools’ programme in order to develop
good habits which will last through life.
5. Invest in, and expand physical activity through Council owned leisure facilities, including ‘our parks’, Green
Gyms, ‘boot camps’ and a continuing portfolio of innovative initiatives
6. Work with the Council environmental health team and planning to continue to influence the quality, location
and availability of healthier take away food.
Index.
7. Work with this team, to engage with local businesses to promote healthy workplaces, where staff are
encouraged to eat well and incorporate activity into their working day.
health related quality of life, so that we can obtain a QALY (quality
adjusted life year) measure. This will show us what real success we are
having in improving general health and wellbeing and help us to
commission better services.
8. Work with the Council’s planning team in developing future housing environment which will encourage
physical activity, walking, cycling and sports.
We would require providers to follow up participants at 6 months and a
year after to measure long term weight management.
We also want to continue to learn how people understand what lies
behind eating behaviour and understand better how we can bring about

Negotiated, agreed and monitored achievement of agreed targets with partners and
providers.

For example: - 90% of participants achieving a 5% weight loss over the period of the
program.

It should be possible to expect to reduce obesity and overweight at the same speed as it
has increased. Over the last 30 years obesity has trebled.
Reversing the trend means a 1% decrease every year. We will therefore set this as our target.
4
Thriving Maturity 60+
AApem
What we know
We don’t have any good statistics which show how obesity levels change
once people become over 60. We believe that people generally are prone
to getting more overweight and obese as they become more sedentary
due to health and mobility problems.
It is really important to bear down on obesity for these groups because the
increase in health risk factors has a profound effect on their health,
reducing wellbeing and increasing the burden on health and social care
provision.
Thriving Maturity, Active, Happy and Well
What works?
What Works?
Evidence shows that modest dietary control and increased activity are the most effective factors in
controlling overweight and obesity.
NICE guidance recommends integrated pathways across different types of services at different levels / tiers. There
should be easy access co-ordination to enable people to self-refer, but also help health professionals to identify the
best and most effective service for individual. These should include a range of providers and settings, but should
be focused on lifestyle weight management programmes.
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We will consider commissioning prevalence surveys at regular intervals so
that we have better understanding of this and other health issues in our
population.
Our Priorities
.
Index.
In this group we may wish to consider the routine collection of a wider
range of health elements in our services, in order to give increased
understanding of co-morbidities and tailor interventions which are fun and
achievable.
health related quality of life, so that we can obtain a QALY (quality
adjusted life year) measure. This will show us what real success we are
having in improving general health and wellbeing and help us to
commission better services.
We would require providers to follow up participants at 6 months and a
year after to measure long term weight management.
•
We also want to continue to learn how people understand what lies
behind eating behaviour and understand better how we can bring about
1. Ensure that those residents receiving meals-on-wheels services, inpatients or in residential settings/facilities
have healthy meals in line with Food Standard’s Agency guidance.
2. Ensure care, residential homes and day centres provide appropriate physical activity interventions. Provide
more walking based activities – walking football, disk golf. Work with the CCG to link increase in physical
activity into the fall agenda.
3. Commission and make easily accessible, a range of innovative weight management provision, in different
settings, including through the voluntary sector to provide services which will reduce obesity, ensuring that
minority groups, the disabled, people with mental illness and others are able to participate and benefit.
4. Commission weight management services which will attract men in order to compensate for current low
levels of engagement.
5. Invest in, and expand physical activity through Council owned leisure facilities, including ‘our parks’, Green
Gyms, ‘boot camps’ and a continuing portfolio of innovative initiatives
9. Work with the Council environmental health team and planning to continue to influence the quality, location
and availability of healthier take away food.
10. Work with the Council’s planning team in developing future housing environment which will encourage
physical activity, walking, cycling and sports.
There is good potential for improving the health of this group. We would continue with negotiated, agreed and monitored achievement of agreed targets with partners and providers.
It should be possible to expect to reduce obesity and overweight at the same speed as it has increased. Over the last 30 years obesity has trebled.
A reversal of the trend would require a 1% decrease every year.
We will therefore set this as our target.
5
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Cross Cutting Themes
Workplace
1. Implement the ‘Healthier Catering Commitment’ in the Borough.
o
2. Discuss the ‘Active Buildings’ research with local partners to explore Work with
Human Resources departments across the borough to implement and promote a
range of workplace initiatives to enable staff to lead a healthy lifestyle including
3. Walking and cycling between sites e.g. expand the LBWF bike scheme to NHS staff
in CCG, hospital and community services
Planning and Built Environment
1. Public Health and Planning departments to use appropriate planning and licensing tools
including Health Impact Assessment[2] that includes consideration for physical activity and
healthier food options.
2. Work with local housing providers to utilise and optimise their access to residents to
increase healthy eating and physical activity.
4. Encouragement of walking and running clubs
5. Work with employers across the Borough to promote healthy workplaces
Communication and access
Pathway
1. Develop coherent pathway based on BMI, co-morbidities and other relevant
elements – avoid duplication and encourage access
changes that could be made to the work environment to increase physical activity.
2. Provide access to a seamless pathway across all tiers of service
3. Ensure that findings of recent Tier 2 review are embedded in care pathway
4. Work with CCG on tier 3 pathway
1. Create single point of access for public and professionals
2. Promote and enable web based access to pathway
3. Work with frontline staff to ensure awareness of services and referral criteria using a range
of communication channels e.g. newsletters and provider meetings
4. Identify and work with local religious and community groups to ensure they have access to
appropriate healthy weight information and have awareness to services available
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5. Work with NHS England and CCG regarding commissioning Tier 4 service for
children.
5. Work with Communications departments of all partner organisations to make full and
regular use of communication channels to promote Tier 1 interventions, evidence-based
‘apps’ and healthy weight messages, including partner organisations
6. Work with partners working with Looked After Children, Carers and Troubled
Families teams to ensure that clients have access to healthy weight support and
services.
6. Use social network (twitter, Facebook, etc .and technology (Bluetooth) to promote and
encourage behaviour change.
7. Ensure that ‘easy to miss’ groups can access services
Commissioning and Contracting
Data and Evaluation
1. Work with providers to ensure current services adhere to NICE guidelines and with
commissioners to ensure that future services are adherent
1. Improve monitoring and performance management of commissioned services ensuring that
there is a consistent approach to monitoring and evaluation using tools developed by PHE.
2. Commission for better value for money and greater cost-effectiveness
2. Devise a performance dashboard for physical activity, healthy eating, overweight and
obesity to be regularly discussed at Health and Wellbeing Board.
3. Contract with providers to ensure equality of access, e.g. support people with severe
mental health issues and those with learning disabilities accessing weight
management support
4. Work with community groups to build community capacity to engage difficult to reach
groups
3. Use standard health related quality of life questionnaires to evaluate outcomes
6
Agenda Item 9
Meeting / Date
Cabinet 21 April 2015
Report Title
Award of contract for the Provision of Integrated Adult Drug and
Alcohol Misuse Services
Cabinet Portfolio
Councillor Ahsan Khan,
Health & Wellbeing
Report Author/
Contact details
Pratima Solanki, Lead Commissioner, People
Graham Terry, Interim Head, Service Design Hub, Tel: 0208 496
5537
Email: [email protected]
Wards affected
All
Public Access
Open except for Appendix 1 and Appendix 2 which are exempt
(in accordance with Section 100(A-H) of the Local Government
Act 1972 and Schedule 12A as amended), on the grounds that it
involves the likely disclosure of exempt information as defined in
Part 1, paragraph 3, as it contains information relating to the
financial or business affairs of any particular person (including
the authority holding the information) and disclosure would not
be in the public interest.
Appendices
Appendix 1: Substance Misuse Contracts award selected
bidders
Appendix 2: Substance Misuse Evaluation Matrix
Appendix 3: Equality Assessment
1.
SUMMARY
1.1
The purpose of this report is to seek approval for the award of a contract for the
provision of Integrated Adult Drug and Alcohol Misuse Service. This contract
award will ensure the commissioning of a high quality service which will provide a
complete recovery and harm reduction focussed integrated pathway of service to
vulnerable people.
1.2
This tender exercise has been conducted through the Council’s electronic
tendering system and follows the full rigour of the Public Contracts Regulations
2006 (as amended).
1.3
The contract value in year 1 is £2.586m, reducing in years 2 and 3 to £2.414m.
The contract would be in place for 3 years with the option to extend for a further 2
years and will achieve efficiencies of £408k in 2015/16, a part year efficiency due
to the 1st August 2015 start date. In 2016/17 the full year efficiency rises to
£786k.
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1.4
The Council is responsible for commissioning health and social care
services for residents with substance misuse needs as part of its Public Health
responsibilities from 1st of April 2013. These services specialise in delivering
drug and alcohol treatment and recovery, crime reduction interventions for drug
and alcohol offenders, and targeted services for young people affected by
substance misuse. Substance misuse services are linked to Public Health
Outcome Framework. They are listed below:
a)
Successful completion of drug treatment
b)
People entering prison with substance dependence issues who were
previously not known to community treatment
c)
Alcohol-related admissions to hospital
1.5
In Waltham Forest there are around 1600 opiate and crack users and 9,000
dependent drinkers. Given the prevalence, associate health risks and drug
related crime issues, it is in the interest of local strategic partners to ensure the
treatment system commissioned by the Local Authority is effective and value for
money. The new service provider will be expected to develop services which are
flexible and prepared for any new emerging trends; ensuring services can meet
the needs of all those who misuse substances and provide services for all
injecting drug users. The use of service user involvement, volunteers, peer
mentors and recovery champions within the structure of this service is a
requirement, one which is supported by the new operator.
1.6
Treatment and recovery services cost the council £3.2m a year. Analysis shows
that for every £1 spent on drug treatment in the last 8 years, a £3.19 saving has
been made. This shows Waltham Forest drug treatment represents a beneficial
and positive investment in the local community both in terms of reducing crime
costs and improving the health of the population.
1.7
The Government’s Alcohol Strategy (2012) recognised the significant impact that
alcohol misuse has on hospital admissions, A&E attendance and violent crime
levels. It is one of the key priorities for this new service pathway to address the
number of older people with alcohol related admissions to hospital.
2.
RECOMMENDATIONS
2.1
For the reasons set out in the report, Cabinet is recommended to;
approve the award of the contract for Integrated Adult Drug and Alcohol Misuse
Services to Lifeline Project for an initial period of 3 years with the option of a 2
year extensionwith a contract value in the first year of £2,586,761 reducing to
£2,413,551 per annum for years two and three.
3.
PROPOSALS
3.1
Cabinet approval is sought to award the contract for the Substance Misuse
service as part of the programme of re-commissioning of public health services.
The tendering process has been carried out in accordance with the Business
Case approved by the Strategic Procurement Board by means of an Open
Procedure.
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3.2
Permission to tender the Substance Misuse services was given by
Cabinet in May 2013. The MTFS included an efficiency target for this recommissioning of £400k for 2015-16.
3.3
The current service model was widely recognised by stakeholders as being
unable to deliver the key improvements that are required to deliver better
outcomes and value for money. A Review in 2013 identified how service users
experienced the current treatment system as fragmented and difficult to navigate.
They experienced multiple assessment and duplications in administrative
processes and insufficient communication and sharing of information between
services.
3.4
The substance misuse services were chosen to be a pilot for the new Service
Design Hub approach.
3.5
The Service Design Hub led on the remodelling, re-commissioning and reprocurement of the local substance misuse treatment system using the key
principles of the Commissioning Framework
(http://democracy.walthamforest.gov.uk/documents/s44139/Jan%202015%20Co
mmissioning%20Framework%20Cabinet%20Report%20FINAL.pdf ) and newly
developed Commissioning Checklist to deliver the outcomes and efficiencies
covered in this report.
Public Health led the needs assessment that informed the remodelling, providing
epidemiological data and evidence of effectiveness and cost effectiveness.
3.6
The commissioning of these services had previously been conducted by various
parts of the council including public health, adult social care and community
safety. Bringing the re-commissioning of this service under a single
commissioner in the Service Design Hub has enabled the development of a
complete and integrated pathway using a single contract and deliver a 21% cost
reduction. There are efficiencies gained from the monitoring of a single contract in
comparison with the current twelve separate contracts for this service.
3.7
Wider insight data and knowledge was developed in addition to using the review
of the service of 2013 and evidence of best practices elsewhere to identify the
key issues and improved outcomes that the new commissioned service would
need to address. New service models and options were then evaluated and
financially modelled, tested and developed with service users, existing providers
and the wider market to arrive at a design for the new service model.
3.8
The engagement of service users throughout, from the service reviews, surveys,
face to face meetings to discuss the model of service and their involvement in the
evaluation of the bids has developed a good working relationship. From this, we
have recently submitted a successful joint bid with the service user forum for
capital monies for the forum to develop recovery cafes in the borough.
3.9
The new service model will be an integrated, both drug and alcohol treatment and
recovery service. To support the model, project board members determined that
we needed to use a single contract to enable us hold one service provider to
account for the whole service pathway. In the market engagement events,
experienced providers expressed enthusiasm about our service model and the
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approach to procurement. A key message to bidders was to bring
innovation and creativity to deliver an integrated service pathway. The treatment
system will;

Ensure entry into the system is straightforward, with a single case record
requiring people to only tell their story once

Integrating services, creating a joined up approach and consistent
packages of care

Purposeful treatment interventions which are properly assessed, planned,
managed, measured, reviewed and adapted to peoples individual needs

Mainstreaming the delivery of programs which reduce and prevent
offending and re-offending

Creating a specialist clinical service which can adapt to emerging trends in
substance misuse

Creating a recovery based service with satellites out into the wider
community

Increasing the levels of co-production with service users, friends, family
and significant others

Having direct links with employment, training and educational
opportunities, housing, information and advice services.

Improving services for young adults and older people
3.10
The re-commissioning of these services and this contract award will reduce the
current number of providers of drug and alcohol treatment services in the
borough from 12 to a single accountable operator. It will ensure that we have a
combined specialist criminal justice and drug and alcohol treatment system which
will function as an integrated system with a ‘no wrong door’ approach to access.
The approach of the new system will be to ensure a broad range of services are
offered providing choice, geographical access and provision which is culturally
sensitive in meeting the needs of our diverse community.
3.11
The service is a Part B Service for the purposes of the relevant EU Procurement
Directive and the Public Contract Regulations 2006.Although a part B service, the
tender was let using the full rigours of the Public Contracts Regulations, where an
OJEU Contract Notice was placed an open procedure followed. Seven (7)
submissions were received.
3.12
The evaluation criteria used for this contract is shown in Appendix 1. The
recommended bidder, Lifeline Project, scored highest under the criteria based on
40% financial and 60% quality. Evaluation was undertaken by a panel of council
officers as well as service users of existing services, and written submissions
were evaluated and clarification meetings held with each of the bidders.
3.13
In addition to the benefits identified in paragraph 3.9 this re-commissioning will: achieve a significant efficiency saving in excess of the target saving
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 deliver a new integrated substance misuse service pathway that
addresses the issues identified by customers and stakeholders in the
service review
 ensure high quality services based on open market commissioning and
testing through the Council’s Procontract system
 provide continuity of services for vulnerable service users in the transition
from the old to new service provider and user involvement in the recommissioning process
3.14
The new provider will work closely with commissioners and previous providers to
implement their detailed transition plan evaluated in the tender to enable a
smooth transition from old to new models of service. Disruption to clients and the
delivery of services will be kept to an absolute minimum and regular
communication which reassures and explain the changes will be prioritised in the
transition process. There will be service user involvement throughout the
transition process.
4.
4.1
A Strategic Project Board which had representatives from the Service Design
Hub, Public Health, Strategic Commissioning, Procurement, Finance, Waltham
Forest CCG, undertook the development of options and financial modelling.
4.2
The award of contracts for the Substance Misuse service is required to maintain
continuity of support, enable the start of the new service on the 1st August 2015
and deliver the financial saving arising from the award of this contract.
4.3
The services in the proposed tender are key public health and preventative
services. Not recommissioning these services would lead to the Council
continuing to pay increased costs for a substance misuse service that is
fragmented and not delivering sufficient recovery and harm reduction focussed
outcomes.
5.
SUSTAINABLE COMMUNITY STRATEGY PRIORITIES (AND OTHER
NATIONAL OR LOCAL POLICIES OR STRATEGIES)
5.1
The Substance Misuse service has a clear link to the Council’s priority for
supporting vulnerable people; providing reliable front line services and making
every penny count in tough times and to the Sustainable Communities Strategy’s
commitment “to support and empower our most vulnerable residents to live
independent, active and enjoyable lives”.
5.2
The Substance Misuse service contributes to the Council’s Prevention Strategy,
given the prevalence, associate health risks and drug related crime issues, it is in
the interest of local strategic partners to ensure the treatment system
commissioned is effective and value for money. The new model is expected to
reduce demand for higher cost services such as residential detox and reduce
alcohol related admissions to hospital.
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5.3
The service operator will be expected to work in partnership with
environmental health, trading standards and licencing in support of the joint
initiative on tackling fast food, alcohol and tobacco to improve the health
outcomes of residents of Waltham Forest.
6.
CONSULTATION
6.1
The report has been prepared in consultation with relevant stakeholders including
the Strategic Procurement Board. Consultation has been conducted with the
current service providers and service users to promote engagement in the
commissioning process and throughout the service review conducted in 2013.
Service users participated in the tender process raising questions and
interviewing bidders in a focus group to contribute to the quality score.
7.
IMPLICATIONS
7.1
7.1.1 The Substance Misuse contract award recommendation of this report has a value
in year 1 of £2.586m and in years 2 and 3 reducing to £2.414m.This is a three
year fixed price contract.
7.1.2 Against the current spend of £3.2m; this tender achieves a part year efficiency in
2015-16 of £408k. A full year efficiency of £600k plus an additional £186k
reduction in contract price in years 2 and 3 delivers an overall efficiency of £786k
when compared to our current spend of £3.2m. The contract will be subject to
available funding through the annual Public Health Grant allocation.
7.2
Legal
7.2.1 The Council has the power to provide these services under the changes to the
National Health Service Act 2006 introduced by the Health and Social Care Act
2012. The way in which these powers are to be exercised is set out in the Local
Authorities (Public Health Functions and Entry to premises by Local Healthwatch
Representatives) Regulations 2013.
7.2.2 The services are Part B service for the purposes of the Public Contracts
Regulations 2006(as amended) and so the full requirements under the
regulations such as the need to advertise the tender in OJEU do not apply.
7.2.3 The procurement has been carried out in accordance with the Council’s Contract
Procedure Rules (CPR) set out in Part 8 of the Constitution.
7.3
7.3.1 An Equality Analysis has been conducted on the Substance Misuse service and
has been updated in respect of this particular proposal. The analysis identified
some potential for negative or adverse impacts during transition on those with
protected equality characteristics. These will be minimised through the detailed
transition plan and requirements in paragraph 3.14.There are many positive
impacts the new integrated service pathway will provide for vulnerable people
with alcohol and substance misuse users and criminal justice system clients. The
approach of the new system will be to ensure a broad range of services are
6
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offered providing choice, geographical access and provision which is
culturally sensitive in meeting the needs of our diverse community. The full EA is
attached as Appendix 3.
7.4
7.4.1 From the sustainability assessment, the main sustainability implications for
service tendering specifications involve the energy efficiency of the buildings
used by the service and how staff and users travel to deliver and access the
services. The organisations that are being awarded these contracts have
considered this within the procurement as part of their tender submissions for
service delivery including staff/ user travel plans through public transport.
7.5
7.5.1 There are no implications for the Council Infrastructure.
None
7
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By virtue of paragraph(s) 3 of Part 1 of Schedule 12A
of the Local Government Act 1972.
Document is Restricted
Page 221
Page 223
Decision Remodelled substance misuse services funded through Public Health
The Council must have due regard to its Public Sector Equality Duty (PSED) when
making decisions at member and officer level. An EA is the best method by which
the Council can provide the evidential analysis to comply with the equality duty,
particularly for major decisions. However, the level of analysis required should
only be proportionate to the relevance of the duty to the service or decision. Some
decisions will require detailed equalities consideration, e.g. a decision on adult
March 2015
social care provision or reduction of grants to voluntary organisations, whereas the
performance of other functions will have less of an equalities impact, e.g. the
appointment of committees where only a limited assessment is required. In rare
cases, the Courts have said there may be no impact. If you think this may be the
case, then you should undertake the EA screening process first to determine if you
need to complete this full EA and have a rational basis for this conclusion.
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The public sector equality duty (s.149, Equality Act 2010) requires the Council,
when exercising its functions, to have “due regard” to the need to:
5. eliminate unlawful discrimination, harassment and victimisation and other
conduct prohibited under the Act,
6. advance equality of opportunity between those who share a “protected
characteristic” and those who do not share that protected characteristic and
7. foster good relations between persons who share a relevant protected
characteristic and persons who do not share it (this involves having due regard,
in particular, to the need to (a) tackle prejudice, and (b) promote
understanding).
These are collectively referred to in this EA as the equality aims. Advancing equality
(the second equality aim) involves having due regard, in particular, to the
Date
need to:
• Removing or minimising disadvantages suffered by people due to their
protected characteristic
• Taking steps to meet the needs of people from protected groups where these
are different from the needs of other people including steps to take account of
disabled people’s disabilities and
• Encouraging people from protected groups to participate in public life or in
other activities where their participation in disproportionately low
NB Please note that, for disabled persons, the Council must have regard to the
possible need for steps that amount to positive discrimination, to “level the playing
field” with non-disabled persons, e.g. in accessing services through dedicated car
parking spaces.
IMPORTANT NOTES:
Fostering good relations involves having due regard, in particular, to the need to tackle prejudice and promote understanding.
Page 226
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The Proposals
Page 227
The proposal is to award the remodelled substance misuse contract funded through Public Health to provide an integrated system with a focus on recovery. Public Health
contracts were novated to the Council in April 2013 and contracts expire April 2015. There has been strategic review of key areas of public health provision including
substance misuse services which identifies the needs, gaps, forecasted needs, public health outcomes and strategic direction set by the new Drug strategy to commission
‘recovery focussed ‘services. These objectives and outcomes are linked to the overall council objectives of keeping the community safe and healthy These services
specialise in delivering drug and alcohol treatment and recovery, crime reduction interventions for drug and alcohol offenders, and targeted services for young people
affected by substance misuse. Substance misuse services are linked to Public Health Outcome Framework which includes:• Successful completion of drug treatment
• People entering prison with substance dependence issues who were previously not known to community treatment
•Alcohol-related admissions to hospital
The successful completion outcome is linked to the future allocation of Public health grant so it is very important that Local Authority’s performance in this area improves
year on year to ensure continuation of grant .All Substance misuse contracts are ending on 31st March 2015 and a Cabinet Report was agreed in May 2013 to extend the
current contracts until March 2015 and to carry out a procurement exercise for the new services to be in place from April 2015; this was then extended for the contract to
be awarded in August 2015. The remodelling proposals have been developed through the work of a Strategic Design Project Board. The new service pathway will be more
inclusive, providing better access to substance misuse services via satellite sites, targeted work to engage priority groups (eg. BAME, and emerging populations, sex
workers, DV,LGBT, offenders, gang members, etc). The single service pathway will utilise a single case record and no wrong door access and the contract includes targets
to increase the numbers of people who are able to enter treatment appropriately.
Commission an integrated Substance Misuse Recovery Service which will have the main components of early intervention, engagement, treatment and ongoing mutual aid support. The recovery service will include the outreach, open access, day programme, prescribing, criminal justice services including DIP
would be brought together in a single service. Within this integrated service the specialist functions including dual diagnosis, needle exchange coordination,
shared care, aftercare and recovery support, service user involvement, will be included in the specification.
In order to address the gap in specialist alcohol services in Waltham Forest the integrated model can include the A&E liaison services and it can be based on
good practice models of ‘community matrons’ (Newham) or Portsmouth frequent flyers projects. This model will be supported by Bart’s Health and CCG as
it would be cost effective for Bart’s Health in terms of reducing admissions and making admissions shorter; and for CCG’s who stand to gain from a
reduction on frequent hospital attendances.
The integrated model can be configured to balance the services between primary and secondary care in order for users to access services from their local
GP’s and arrangements can be in place to encourage more GP’s for specialised prescribing. The service shall have a GP with special interest (GPwSI) post,
Consultant or Clinical Director post, who will liaise with GPs to provide advice, information and assistance in the management of service users on prescribed
medication (e.g. Benzodiazepines), as well as providing support to shared care, in line with clinical governance guidelines. The development of ‘networks’ in
Waltham Forest will further compliment this model. Waltham Forest Clinical Commissioning Group is working with local GP’s to develop GP consortia as
Page 3 of 20
part of primary care transformation programme. The network model will enable GP’s to carry out additional tasks in primary care at local level and have
formal contractual agreement in addition to their main GP contract with NHS England.
Waltham Forest residents with substance misuse problems including problems with drugs and alcohol. It is estimated that one-fifth of the population in
Waltham Forest are drinking above the recommended limit. This is not significantly different from drinking behaviour in London and Croydon (statistical
neighbour).
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The issue of importance in Waltham Forest is the increasing number of presentations at A&E for alcohol related illness. The impact of the A&E liaison nurse
on this needs to be evaluated immediately to assess if the role is reducing demand, or if more needs to be done to enhance this role.
Prevalence estimates of drug use in Waltham Forest
National evidence suggests that
 3.0% of the population aged 16 to 59 years had used a class A drug in 2009/10

8.8% of the population aged 16 to 59 years had used of any illicit drug in 2009/10

6.8% of the population aged 16 to 59 years had used cannabis in 2009/10
Estimated prevalence of drug use in Waltham Forest
Waltham Forest
Population (16- Number
of
59)
population using
class A drug
167,782
5,033
Number of the
population using
any drug
14,765
Number of the
population using
cannabis
11,409
Page 4 of 20
National drug trends are changing in relation to the types of drugs individuals use &/or misuse, the route in which people consume substances and the groups of
individuals who misuse substances.
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Alcohol
Nationally and locally there has been an increase of alcohol misuse, this is something which is reflected within the borough. In response to this, PHE is changing the way
performance is monitored and have developed systems which measure both drugs and alcohol treatment. Locally we are moving toward commissioning an integrated
service which meets the needs of those who misuse alcohol as well as illicit drugs.
Older People
Another national trend is the increase of older people who misuse substances. It has been identifies;
 There is an aging heroin population
 There is an increasing number of older people misusing alcohol
 Increase in older people misusing Over the Counter Treatments (OCT’s)
As a local area we need to ensure the new contract captures the needs of older people, which are very different from those who currently access treatment services.
Men that have sex with men & Chem Sex
Nationally there has been an increase of drug use with men who have sex with men. It has been identified that some men buy sex which will involve the use of certain
substances , usually this is stimulant type drugs which includes methamphetamine and ‘club drugs’
New (or Novel) Psychoactive Substances (NSP’s)
NSP’s is the new terminology for legal highs, which are readily available and nationally appear to be the drug of choice for young people. With new classification laws in
place, as soon as a drug/molecule is classified, another is developed
Club Drugs
After a fall in Ecstasy use, it is now again on the increase, in the form of ecstasy tablets and MDMA powder
Ketamine
Ketamine use is nationally increasing with long term health effects associated with serious bladder problems. Some of these risks can be prevented by the use of harm
Page 5 of 20
reduction packs and information.
Age
our care. 56% were male and 44% female. Most are in
the 12-16
(35%)
Check
box ifage
NOTbracket
applicable
Page 230
Age
Click a
over the questions to find more details on what is required
Type response here
Age: Older people – Mobility issues; stigma in acknowledging substance misuse by older people; lack of understanding within services of substance
misuse amongst older people; lack of specific provision for older people.
Young people – Stigma in accessing services by young people; lack of young people-specific provision; insufficient drugs and alcohol education/
prevention for young people; limited transition support; limited service user involvement; poor partnership and cross-agency working; lack of youthtargeted promotion; insufficient parental/ carer involvement; specific barriers for young people’s equalities groups including stigma amongst race/
faith groups; and poor provision for complex tier 4 needs.
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Age
Click a
During the period of 2012/12 and 2013/14 the overall age group of service users entering the treatment system were as follows, see below
Age
n
Age Group
18
19
Page 231
20 – 24
25 – 29
30 – 34
35 – 39
40 – 44
45 – 49
50 – 54
55 – 59
60 – 64
65
2012/13
%
20
*
62
132
168
150
134
87
47
18
4
0
n
2%
0%
8%
16%
20%
18%
16%
11%
6%
2%
0%
0%
2013/14
%
19
6
61
119
169
144
131
91
55
20
6
0
2%
1%
7%
14%
21%
18%
16%
11%
7%
2%
1%
0%
Page 7 of 20
Age
Click a
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Page 8 of 20
Age
Click a
Page 233
Type response here
Type response here



Older people have problems accessing community-based services
due to mobility issues:
Shame and stigma is a barrier for older people in accessing services.
In addition, older people rarely see their substance use as a
problem, seeing it instead as recreational, because is alleviates
loneliness and isolation.
Young people often experience difficulty in acknowledging and/or


Substance misuse will be designed and commissioned to work with
older users, for example, older people’s support groups, in safe
environments with minimal or no risk issues. The specification will
include older peoples needs and the planning and design phase is
developing “one stop shop” provision for young people for substance
misuse and sexual health services
Routes identified for older people accessing substance misuse services
Page 9 of 20
Age
Click a
admitting their substance misuse especially if they are not offending.
Young people don’t often recognise/ admit when their use has become
problematic.

In terms of transition support there needs to be more support for
those moving from young people’s services to adult’s services.
are supported or sheltered housing, hospital or social services. Older
people who don’t have access to social services may be hidden.

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

Disability
There may be stigma attached to accessing substance misuses services for
young people, when they are sold specifically as drug or alcohol services,
“Young people don’t want to feel they’re being judged or labelled. The
development of one stop shop provision for young people will mitigate this A
need for choice in terms of what services are provided and how they’re
delivered. For example, some young people want a youth centre/ onestop shop environment where they can access several services under
one roof – a youth club, but also a drug and alcohol service, others
want a service that’s more private, while others want more satellite
services, e.g. in schools, colleges, youth clubs etc. Some want to travel
far from their home to ensure confidentiality, while others want a
service nearby to reduce travel costs.The intention is to commission
specialist provision for young people
There will be a strong focus on drugs education and early intervention
amongst young people, with resources channelled towards tier 2
services, and tier 3 services.
A full transition and implementation plan has been produced to ensure
the safe transition for all from the old to the new service pathway and
its improved access and availability.
in Waltham Forest.
Page 10 of 20
Disability
Type response here
Type response here
Type response here
Mental health –
 well recognised that some MH clients self-medicate with drugs &/or
alcohol & supporting these clients is part of core business & dual
diagnosis/co-morbidity is common



Page 235
Will ensure partnership continue with Whipps Cross RAID scheme
The tender included a requirement on the provider to meet all
equalities legislation and demonstrate a track record in doing so in
meeting the diverse needs of all the population of Waltham Forest.
The tender evaluation process included a service user panel and the
providers are required to continue to support the service user forum
and;
advance equality of opportunity between those who share a
“protected characteristic” and those who do not share that protected
characteristic and foster good relations between persons who share a
relevant protected characteristic and persons who do not share it
(this involves having due regard, in particular, to the need to (a)
tackle prejudice, and (b) promote understanding).
Page 11 of 20
Type response here
Pregnant women –
 An estimated 1% of pregnant women are problematic drug users &
1% are problematic drinkers
 An estimated 2-3% of children in England & Wales live with a family
member who is a problematic drug user or a problematic drinker
Race


The provider will work closely with pregnant or neo-natal women and
substance misusing parents
Provider is required to operate flexible opening hours to capture this
group with pathways into mainstream services
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Race
Type response here
. Commissioned providers will be encouraged to have a diverse workforce. There are often stigma’s in accessing services amongst particular racial groups.
There can be a lack of clarity and access to translation services. There can be a lack of clarity around access entitlement for migrant communities and a lack
of BME-specific provision.
During the period of 2012/13 and 2013/14, the ethnicity of service users entering treatment were as follows, (see below)
Recorded ethnicity
2012/13
2013/14
Page 12 of 20
Race
%
n
n
%
47%
385
14
2%
8
135
16%
157
47%
1%
19%
24
3%
15
2%
White & Black African
5
1%
3
0%
White & Asian
Other Mixed
Indian
Pakistani
Bangladeshi
Other Asian
Caribbean
African
Other Black
Chinese
Other
Not Stated
Missing ethnicity code
4
14
6
49
9
39
40
28
41
1
25
1
0
0%
2%
1%
6%
1%
5%
5%
3%
5%
0%
3%
0%
0%
6
18
6
43
8
37
50
23
41
2
14
3
2
1%
2%
1%
5%
1%
5%
6%
3%
5%
0%
2%
0%
0%
White British
White Irish
Other White
White & Black Caribbean
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390
Page 13 of 20
Race
Page 238
Page 14 of 20
Race
Page 239
Type response here
Type response here



White service users continue to be over-represented and black
service users continue to be under-represented in the treatment
system.
The following group are over represented within the community
prescribing service and present with different needs & expectations
of service provision (further work is being carried out to establish
the extent of gaps in services for The Eastern European community.
A lack of clarity within services about the impact of immigration status on
entitlement to services has been identified as a potential barrier for




The level of services available is expected to increase as the single
pathway begins to rely less on high cost treatment due its focus on
recovery and harm reduction.
Service users will be signposted to translation services
In the procurement process, prospective bidders have been evaluated
on their ability to support the diverse community
There must be easily-accessible and affordable translation services.
The Refugee Council provide free, one-to-one interpretation in a wide
range of languages. Service users will be signposted to appropriate
provision
Page 15 of 20
Race
migrants.

Lack of BAME specific services in the borough is a barrier for certain
groups, for example, young black men and women.

Services are reflective of the services their referrals come from
Religion or Belief
Page 240
Sex


However, BAME provision should be embedded within all services,
negating the need for specialist BAME services. The ability of
prospective bidders to meet BAME needs has been evaluated in the
procurement process
The new service is expected to meet the changing needs and
demography of the local population (including E European clients etc)
Sex
Type response here
In relation to gender there stigma’s in accessing services for women, because the lack of gender-specific provision; poor childcare provision and fear of
social service intervention; lack of female-targeted promotion; and underdeveloped referral pathways targeting women.
During the period of 2012/13 and 2013/14, the genders of service users entering treatment were as follows, (see below)
N
Males
Females
2012/13
%
630
76%
195
24%
n
2013/14
%
646
79%
175
21%
Page 16 of 20
Sex
Page 241
Type response here
Type response here



Different drugs and patterns of use are linked with men and woman
and these differences need to be reflected in service provision.
Substance misuse amongst women tends to occur more in the home
environment whilst men are more commonly associated with social
environments. Women’s drug/alcohol use is more hidden and
women are more reluctant to present for help with drug/alcohol
problems
Some services fail to meet the specific needs of women. We must
acknowledge that women want different things from services, for
example, access to childcare facilities, women-only groups, social
activities, counselling and family involvement.

There should be a balance of male and female staff

Clearer communication will be provided to service user’s rights in relation
to the gender of key workers

Suitable childcare facilities for women will be provided to increase
access into treatment.

Integrated service will be modelled to ensure flexibility with regards
to appointment times to enable parents to fit treatment around
childcare arrangements.

Services will be advertised in places women go to, or in ways that will
Page 17 of 20
Sex


The involvement of social services in the process acts as a significant
barrier for many parents. Social workers have to be honest with
service users about their duty of care to children, and if they think a
child is at risk, then it must be known they have to act on it. However
It must be noted this acts as a barrier for some parents.
Fear that children will be taken into care by social services if women
disclose that they have children, and/or try to access childcare.
attract women. For example, many women seek help through their
GP, It is important to improve referral pathways for women through
GP services.
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Key borough statistics: National estimates of LGBT population range from 0.3% to
10% using different measures. A study commissioned by Waltham Forest Council
suggested the population to be somewhere between 7,000 to 10,000 people in 2007
(this is 4-6% of the adult population). The study also suggested that there may be at
least 35 transgender individuals in the borough (Source: Measuring Sexual Identity –
Office for National Statistics, Waltham Forest LGBT Matters). NB: These statistics
provide general data for these protected characteristics. You need to ensure you
have sufficient data about those affected by the proposals – see below under
“additional equalities data”.
Type response here
advance equality and foster good relations? The ability of prospective bidders to
meet the needs of LGBT people can be evaluated in the tender process.
Type response here
Type response here
Page 18 of 20
Type response here
The whole ethos of the service and the procurement of it have been to enhance the
advancement of equality and the fostering of good relations.
The delivery of the targets and expectations in the contract and service
specification will be monitored quarterly including any actions if required to
improve performance.
Page 243
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Conclusion
Substance misuse services benefit a range of needs in Waltham Forest including young peoples’ services. There is a need to ensure services meet the needs of women and
older people who are under-represented in services and these issues have been addressed through the re-commissioning. BME provision also needs to be embedded into
services and this again has been a requirement in the procurement of the new service and the pathway it will operate.
Page 244
Outcome of Analysis
Outcome 1
Outcome 2
been taken.
identified?
Outcome 3
Outcome 4
discrimination.
Name: Graham Terry
Date:
31/03/2015
Page 20 of 20
Agenda Item 10
Meeting / Date
Cabinet
21st April 2015
Report Title
Provision of Security and Safety Systems Repairs,
Maintenance, Supply and Installation Services
Framework
Cabinet Portfolio
Councillor Cllr Ali
Community Safety
Report Author/
Contact details
Neil Howard CCTV Manager
Neighbourhoods and Commissioning
Tel: ext. 8010
Email: [email protected]
Wards affected
All
Public Access
OPEN except for Appendix 1 which is exempt from
publication under Paragraph 3 Schedule 12A Local
Government Act 1972, as amended as it contains
information relating to the financial or business affairs of
the Council or third party contractors and it is not in the
public interest to disclose this information at this time.
Appendix 1 – Evaluation Table (Exempt)
Appendix 2 – Equalities Impact Assessment.
Appendix 3 – Evaluation Criteria
Appendices
1.
2.
SUMMARY
1.1.
This report sets out the results of the evaluation of the tenders
received for the Provision of Security and Safety Systems
Repairs, Maintenance, Supply & Installation Services
Framework agreement.
1.2.
The award will allow
the lead Authority,
Boroughs (Enfield,
Security and Safety
Installation Service
years.
the London Borough of Waltham Forest, as
along with 3 other participating London
Newham and Redbridge) to provide a
Systems Repairs, Maintenance, Supply &
for Community Safety purposes for four
RECOMMENDATIONS
2.1
For the reasons set out in this report Cabinet is requested to
agree
Page 245
to award the Security and Safety Systems Repairs,
Maintenance, Supply & Installation Services Framework to the
value of £50m for a period of 4 years commencing on the 1st
July 2015 and expiring on the 30th June 2019 to Openview
Security Solutions Limited.
3.
PROPOSALS
3.1
A project team chaired by Head of Enforcement conducted a
procurement exercise via an OJEU restricted two-stage tender
process to enable the Council to select a preferred single
provider in accordance with EU Procurement Regulations, UK
Public Contract Regulations 2006 (as amended) and the
Council’s Contract Procedure Rules for the Provision of Security
and Safety Systems Repairs, Maintenance, Supply & Installation
Services Framework Agreement.
3.2
The Framework will cover areas not limited to just CCTV
maintenance and equipment purchase but other services such
as door entry/access control, building management, ANPR,
project management, system design and management of
networks.
3.3
The Council has procured as the lead authority along with 3
other participating London Boroughs (Enfield, Newham and
Redbridge). The scope of the Framework will allow all London
Authorities and Transport for London (Tfl) to access and call-off
the services described in 3.2 above up to the capped Framework
value of £50m as named in the OJEU notice.
3.4
Following the issue of an OJEU notice, 82 organisations
expressed an interest in the Framework opportunity via the
www.londontenders.org portal, of which 8 organisations
submitted Pre-Qualification Questionnaire (PQQ) submissions
with 18 opting out and the remaining 56 providing no response.
Following the evaluation of the PQQ submissions the following 6
organisations were invited to tender.

Openview Security Solutions Ltd

CVSS (DSSL) Ltd

Clearview Communications Ltd

Dennis Johns Ltd

Chroma Vision Ltd

Eurovia Infrastructure Ltd
3.5
Of the 6 organisations “Invited to Tender” for the Framework, 3
organisations submitted responses and three opted out, with 2
quoting “cannot supply at this time and 1 stating cannot respond
in time.
3.6
The evaluation criteria were based on the following:
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

Quality Criteria (30%)
Price Criteria (70%)
Total 100%
3.7
The tender responses were to be evaluated via a 3 stage
process as follows:
Stage 1 – Quality
The evaluation panel (consisting of members from all 4
participating Authorities) conducting an in-depth Technical /
Quality evaluation of the 15 proposals and method statement
questions set and allocating marks in accordance with a 0-5
scoring mechanism (see Appendix 1). Those submissions not
meeting the set minimum Quality threshold of 19.5% (65% of
30%) then being excluded from the evaluation process after
Stage 1.
Stage 2 – Price
Complete and compliant responses meeting and/or exceeding
the set minimum Quality threshold of 19.5% (65% of 30%) then
being subject to evaluation of their pricing schedule submissions
using the following model to produce an overall financial score:
(Lowest Bidders Price / Bidders Price) x % score available
(70%)
Stage 3 – e-Auction
Submissions meeting and/or exceeding the minimum Quality
threshold then being invited to a live e-Auction, to reduce the
price element of their bid.
The tenderer whose final bid was the most economically
advantageous in accordance with the above process, would then
be recommended for acceptance, subject to due diligence being
carried out.
3.8
However. following the evaluation of the tender submissions in
accordance with Stage 1 of the process outlined in 3.7 only 1
organisation meet/exceeded the set minimum Quality threshold
of 19.5% (65% of 30%), this being Openview Security Solutions
Limited. The remaining 2 organisations did not achieve this
standard and were therefore excluded from the further
evaluation stages. The overall scores obtained are set out in the
table below and the detailed scores are shown in Appendix 1.
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Provision of Security and Safety Systems Repairs, Maintenance, Supply and
Installation Services Framework
Overall Scoring Summary of Tenders Received
Openview Ltd
Eurovia Ltd
Chroma
Vision
Quality
Weighting
Price
Weighting
Total Score
Ranking
Sub-weighting
30%
28.64%
15.98%
13.92%
70%
70.00%
0.00%*
0.00%*
98.64%
15.98%
13.92%
1
N/A
N/A
* In accordance with Section 1 – sections 1.5 and 2.1 of the “Instructions to Tenders”
document “any submission that does not PASS a minimum quality threshold of 19.5%
(65% of 30%) will be excluded from further participation in the evaluation process.
3.9
As the submission from Openview Security Solutions Limited
was the only submission to meet the minimum requirement, they
were asked to submit their best and final price based on the
entry level for the e-auction as part of post tender clarifications.
The prices submitted represent a reduced service cost to the
Council but are subject to final contract being awarded. In
addition, the contract includes a benchmarking and “Open Book”
clause to ensure best value is achieved throughout the contract.
3.10 In summary, Openview Security Solutions
recommended for award of contract because:




4
Limited
is
It passed the quality threshold established.
Its proposal to deliver the Safety and Security Framework
contract was clear, had well defined and robust systems and
processes and met all of the Council’s requirements.
Its proposal demonstrated the vast experience of the
organisation and had the resources of high level individuals
to deliver all the concerned services with a strong focus on
delivering to the public sector.
Its proposal for pricing represents a reduced service cost for
the Council over the term of the Framework.
The following options have been considered:
Page 248
5
4.1
Option 1 - Do nothing.
Allow the current Contract to expire on the 30th June 2015 and
leave the CCTV Public safety service without a maintenance
provider. This would lead to waivers having to be sought and
rates to be negotiated by Council officers directly with the
supplier. However, this would result in a loss of business
process efficiency as all requirements would be ordered via
special request requisitions. This may lead to an inconsistency
of rates. Value for money would not be achieved if this option is
adopted, as both internal and external costs would be greater
than if a contract was in place for the service.
4.2
Option 2 - Re-Tender the Existing Maintenance Contract.
A re-tendering process to replace the current maintenance
contracts on expiry can be carried out. However, this option
would not gain the internal resource savings or the business
process cost efficiencies required by the Council under the
Medium Term Financial Strategy.
4.3
Option 3 - Use Framework Agreements already in place set up
by Other local authorities.
Framework Agreements via the Crown Commercial Services
(CCS), Transport for London (Tfl) and the London Borough of
Hackney are already in place for the separate supply of CCTV
services and equipment. However after extensive research
these contracts do not provide the complete scope of the
Councils requirements. Framework Contracts for the supply of a
combined Safety and Security maintenance service do not exist.
The use of these contracts may not gain the internal resource
savings or the business process cost efficiencies required by the
Council under the Medium Term Financial Strategy. However
the option to access these Frameworks still exists if it is deemed
that value for money is being achieved.
4.4
Option 4 – the preferred option as outlined in section 3, the
creation of a Framework agreement that includes the complete
scope of Security and Safety systems goods and services and
accessible to all London Boroughs and Transport for London
(Tfl).

This will fall in line with the Council overall priorities of
5.1 Keep your neighbourhood clean and safe.
Page 249
6
7
CONSULTATION
6.1
Consultation with Council staff was not required as no staff are
currently directly employed to provide repair and maintenance
services as the requirement is currently an outsourced service
and therefore there is no direct impact on employed staff.
6.2
Internal consultation via the Strategic Procurement Board and at
Portfolio level was conducted and externally with the other 3
Councils involved in the project via their own check points or
governance processes.
6.3
This report has been prepared following consultation with
Council representatives from Corporate Procurement, Equality
and Diversity, Finance and Legal.
IMPLICATIONS
7.1
7.1.1 The total cost of the proposed Framework with the
preferred bidder Openview Security Solutions Limited will
vary each year but it is thought to equate to approximately
£968k over the term of the 4 year contract. This equates
to an annual sum of £242k. The cost will be funded from
existing revenue budgets set aside for the services and
supported by allocated capital funding when made
available.
7.1.2 The expected value of spend by the remaining 3
participating Authorities is estimated to be approximately
£1.6m per year (£6.4m over 4 years).
7.1.3 In order to mitigate risk, and in line with current procedure
rules, the contract price includes the cost of a
performance bond at £4162.50 per annum to cover for
10% of the contract value.
7.1.4 It should be noted that savings are envisaged on this
contract in the areas below.
7.1.4.1
Internal efficiency savings will be increased in
the areas below:
 In service project management will be
reduced.
 More emphasises on the contractor to drive
projects.
 Projects delivered quicker and smoother as
they are controlled by Openview Security
Solutions Limited the preferred bidder from
start to finish.
Page 250
7.2
7.1.4.2
Savings year on year via the maintenance
programme will be increased by £2-3k per year.
7.1.4.3
As the ongoing CCTV camera replacement
programme is developed and completed this will
considerably reduce the need to repair cameras
and therefore also reduce the associated costs.
7.1.4.4
Coupled with the savings on equipment via the
“open book” policy the contract will deliver
projects quicker and more effectively, giving
quantity discounts when Authorities join together
for equipment requirements. Additionally where
the contractor gets a discount from the
manufacturer this discount is passed onto the
Council.
7.1.4.5
The 4 Authorities currently looking to call-off
from the Framework will be able to shared
network resources in planning systems like the
wireless and fibre networks.
7.1.4.6
The capability to manage and deliver additional
installation projects using the term contractor
through a continuous tendering process across
all 4 Authorities.
7.1.4.7
The Framework includes a benchmarking clause
to ensure best value is achieved throughout the
contract.
Legal
7.2.1 The Council has power to provide and maintain a CCTV
system where it considers this will promote the prevention
of crime under s.163 Criminal Justice and Public Order
Act 1994. Such systems must be monitored in a manner
which is compatible with the Council’s legal obligations
under the Data Protection Act 1998, Freedom of
Information Act 2000 and Article 8 of the Human Rights
Act 1998 (the right to private life etc.). Such power must
be exercised in consultation with the Chief of Police for
that area and includes the power to make arrangements
for the provision and maintenance of that system.
7.2.2 The tender was advertised in the London Tenders portal
and has been procured as a Part A service in accordance
with the Public Contracts Regulations 2006 and the
Council’s Contract Procedure Rules. The report
demonstrates whether the award of the contract achieves
best value in the delivery of the service.
Page 251
7.3
7.3.1 There will be an obligation on the Contractor and
subcontractors to comply with the Council’s relevant
policies and codes of practice in relation to employment
and compliance with the Equality Act 2010. The contract
will allow officers to monitor and ensure compliance in
achieving a high standard of improved service provision
also to ensure that the Council’s commitment to diversity
is maintained.
7.3.2 An Equality Analysis Screening has been undertaken and
is provided in Appendix 2 to this report. The screening
determined that there was no potential for negative
impact arising as a result of this proposal on any of the
protected equality characteristics.
7.4
disorder)
7.4.1 Climate Change Implications
The Environmental policies and systems were evaluated
during the current tender.
This tender award is a collaborative procurement exercise
with 3 other London Boroughs so the influence will be to
ensure that the company considers the following across
all Boroughs:
• Journey planning to use less fuel, reduce emissions.
• Actively investigates the use of electric and/ or hybrid
vehicles for work vehicles.
• Ensures that any hoists / Cherry pickers are classified
as low emission vehicles.
• Recycles and / or reuses any equipment repaired
where ever possible.
Staff undertaking the CCTV maintenance provision will
use a combination of private cars, motorcycles and public
transport to travel to work. No hybrid or electric vehicles
are currently used for travel to and from work.
There is a continued replacement programme to install
modern equipment which will use less energy.
The existing control room facilities are modern with
equipment replacements being undertaken every 3-4
years therefore energy savings are occurring due to more
modern, energy efficient equipment being installed.
The Council has upgraded the control room equipment
and have also moved to a purpose built facility.
Page 252
A detailed analysis of energy consumption, travel
arrangements, vehicle types, potential car-share options
and journeys will be undertaken with Openview Security
Solutions Limited prior to award of contract to try to
improve on existing arrangements to improve and reduce
carbon emissions.
7.4.2 Health
The Health and Safety policies of all bidders were
considered during the tender process. In addition, there
were no direct health impacts on services from this
contract Tender.
7.4.3 Crime and Disorder
Crime and Disorder across the Borough is a joint Council
and Police priority as part of the Crime & Disorder
Reduction Partnership (CDRP) and to achieve reductions
it is essential that all the resources available must be
utilised. CCTV forms a key part of any Crime and
Disorder Reduction Partnership and the CCTV Operators
have a strong working relationship with the boroughs
Police and Community Safety services
7.5
7.5.1 There are no human resources or IT issues that will be
affected by this contract. The existing contractor’s staff
providing the maintenances services are not directly
employed by the Council.
Approval to go to Tender Cabinet report and decision.
Page 253
Page 255
not Walthamstow
online access only
Page 257
Important:
“get out”.
complete a full EA.
What to do?
1. Proposal / Project Title: Provision of Security and Safety Systems Repairs, Maintenance, Supply and Installation Services Framework
2. Brief summary of the above: (include main aims, proposed outcomes, recommendations / decisions
The aim of the tender is to look for a sole supplier contractor that can supply a maintenance, project and replacement service to Waltham forest and to 3 other
Authorities in the form of a 4 year frame work. The report to be submitted to Cabinet with ask for permission to go to tender as the current contract will expire in
March 2015.
4. Protected
4
.
Page 258
Positive
Impact
Negative
Impact
No
Impact
Age
x
☒
☒
This project will help to protect residents and visitors to the Borough, as this will help
to reduce crime in the Borough in partnership with the Police and other agencies.
Disability
x
☐
☐
This project will help to protect residents and visitors to the Borough as this will help
to reduce crime in the Borough in partnership with the Police and other agencies.
x
☐
☐
This project will help to protect residents and visitors to the Borough, as this will
help to reduce crime in the Borough in partnership with the Police and other
agencies
Race
x
☐
☐
agencies
Religion or Belief
x
☐
☐
agencies
x
☐
☐
agencies
Sexual Orientation
x
☐
☐
agencies
x
☐
☐
agencies
☒
This project is purely a service contract to ensure that the equipment used to reduce crime is kept in full operation condition. Thus
5. There
5
If. you have not identified any negative/adverse ensuring a safer place to work, live and visit.
7. As
.
8. Name
7
of Lead Officer: Neil Howard.
The Procurement exercise will include and take into account the Councils Community Benefits template to help with the
involvement of local needs, employment opportunities. This will not be just across one Borough but with 3 other
neighbouring Local Authorities.
Yes
No
☐
x
This contract will not have an effect on any group, as the cameras projects will help to reduce
crime in partnership with Police and agencies . Help to meet the councils aims and priorities
of protecting the vulnerable and making Waltham forest a safer place to live.
Job title: CCTV Manager
Page 259
Name: Karen Naylor
Date screening tool completed: March 2015
Date:
30/03/15
Appendix 3 – Evaluation Criteria
Quality Assessment via On-line Tenderers Proposals and Method Statements (100%
sub-weighting)
The Proposals and Method Statement submissions were assessed and scored via
15 Statements, as outlined below
Ref
2.1
2.1.1
2.1.2
2.1.3
2.1.4
2.2
2.2.1
2.3
2.3.1
2.4
Criteria
Sub
Total
Weighting Weighting
Project management strategy to enable the provision of
new CCTV system installation services to the 4 (four)
named Authority’s simultaneously
Please describe in full detail the Project Engineer(s) resources
available to your organisation to ensure delivery of new CCTV
system installation services to the 4 (four) named Authority’s
simultaneously
Please describe in full detail the Project Manager(s) resources
available to your organisation to ensure delivery of new CCTV
system installation services to the 4 (four) named Authority’s
simultaneously.
Please describe in full detail the Specialist/Network Engineer(s)
resources available to your organisation to ensure delivery of
new CCTV system installation services to the 4 (four) named
Authority’s simultaneously
Please describe in full detail the Engineer(s) and Assistant(s)
resources available to your organisation to ensure delivery of
new CCTV system installation services to the 4 (four) named
Authority’s simultaneously
15%
25%
25%
25%
25%
Installation methodology applied to enable the design,
install and delivery of a RE-DEPLOYABLE camera
network/system to an existing layer3 network
As an increasing number of Authority's migrate to a more mobile
CCTV solution on their layer3 network, please describe in full
detail what considerations and options are required to design,
install and deliver a RE-DEPLOYABLE camera network/system to
be expanded on an existing layer3 network for digital PTZ
cameras
15%
100%
Performance management approach to supervise,
monitor and measure the standard of performance and
quality being provided by third party contractors to the 4
(four) named Authority’s simultaneously
Please describe in full detail with supporting evidence, your
organisations methodology to supervise, monitor and measure
the standard of third party contractors work performance and
quality and how this will be resourced and documented to the 4
(four) named Authority’s simultaneously
Project management methodology and strategy for the
Page 261
15%
100%
10%
provision of a security system capital project as per the
following scenario: Under a capital project the Authority
requires the installation of six PTZ cameras along an
urban highway environment covering a length of 800m.
The highway has double yellow lines, one pedestrian
crossing approximately half way down the length of the
road and street lighting that is very good. Wireless
transmission to the control room, which is 2.5km from the
project site is required however there is no direct line of
sight between the two points but a tall civic building
1.5km from the highway exists that does have direct line
of sight to the control room
2.4.1
Please describe in full detail with supporting exemplified
evidence, your organisations approach to project managing this
type of typical CCTV installation requirement to a customer via a
gantt chart/prince2 method ensuring that you demonstrate how
the project will be delivered on time, issues to be considered,
handover procedures and the resources required to control the
process from inception, design and build, testing, commissioning
and final delivery to the client
2.5
Project management approach to enable the delivery of a
grade 3 (BS-8418) monitored alarm systems to a client
2.5.1
organisations approach to deliver a grade 3 (BS-8418) monitored
alarm systems to a customer, from inception, design and build,
testing, commissioning and final handover to the client
2.6
2.6.1
2.6.2
2.6.3
2.7
2.7.1
100%
5%
100%
Organisational and administrative approach to enable the
delivery of the required door entry and access control
system service
organisations methodology to ensure that the highest standard
of service delivery is provided following a service call request
from a client
organisations methodology to ensure that the latest
technological advances in the door entry and access control
system industry are incorporated into the clients existing assets
organisations methodology to ensure that your client is kept
fully informed of door entry and access control systems
performance and day to day issues
5%
40%
40%
20%
Project management approach to enable the delivery of a
compliant NAS4 ANPR system to the Metropolitan Police
by the BOF2 to a client
organisations approach to deliver a compliant NAS4 ANPR
system connected to the Metropolitan Police by the BOF2 to a
client, including your methodology to comply with obligatory
requirements
Page 262
5%
100%
2.8
Organisational and administrative approach for the
provision and maintenance and approval from the Vehicle
Certification Agency (VCA) of the CCTV Technical
Construction File (TCF) where CCTV is utilised for Civil
Traffic Enforcement in accordance with the Transport Act
2000 and the Traffic Management Act 2004
2.8.1
organisations methodology to ensure full CCTV systems TCF
(Technical Construction File) compliance and approved devices
certification requirements at all times (including installation,
maintenance and upgrade) under the appropriate legislation of
the Transport Act 2000 and the Traffic Management Act 2004
2.9
Organisational approach to managing and monitoring a
layer3 network
2.9.1
organisations methodology to manage and monitor a layer3
network and how you would design, expand and build-in
resilience to the network
2.10
5%
100%
15%
100%
Administrative approach to enable the timely delivery of
multiple project quotes to clients
2.10.1 Please describe in full detail with supporting evidence, your
organisations methodology to enable the timely delivery of
multiple project quotes (design, supply and installation) from
several Authority's simultaneously, ensuring that you specify
response time and the material content of the quote
10%
100%
The following table of scoring was applied for the evaluation exercise:
Score
5
4
3
2
1
0
Score Comment
Excellent Response
Score Rationale
Proposal meets the required standard in all
material respects and exceeds some or all of the
major requirements.
Good Response
Proposal meets the required standard in all
material respects.
Acceptable Response Proposal meets the required standard in most
material respects, but is lacking or inconsistent in
others.
Unsatisfactory
Proposal falls short of achieving expected
Response
standard in a number of identifiable respects.
Unacceptable
Proposal significantly fails to meet the standards
Response
required, contains significant shortcomings and/or
is inconsistent with other proposals.
Non-compliant
Completely fails to meet required standard or
Response
does not provide a proposal.
Evaluation Results
Page 263
The table below shows the results of the evaluation process of the Pricing and the
Quality percentages.
Provision of Security and Safety Systems Repairs, Maintenance, Supply and
Installation Services Framework
Overall Scoring Summary of Tenders Received
Openview Ltd
Eurovia Ltd
Chroma
Vision
Quality
Weighting
Price
Weighting
Total Score
Ranking
Sub-weighting
30%
28.64%
15.98%
13.92%
70%
70.00%
0.00%*
0.00%*
98.64%
15.98%
13.92%
1
N/A
N/A
* In accordance with Section 1 – sections 1.5 and 2.1 of the “Instructions to Tenders”
document “any submission that does not PASS a minimum quality threshold of 19.5%
(65% of 30%) will be excluded from further participation in the evaluation process.
Page 264
Meeting / Date
Cabinet 24 June 2014
Report Title
Approval to Tender for a CCTV Maintenance and
Replacement Contract for Community Safety Purposes in
partnership with 3 other Boroughs
Cabinet Portfolio
Cllr Liaquat Ali
Signature
Portfolio Holder,
Community Safety and
Cohesion
Report Author/
Contact details
Gareth Jones – Head of Enforcement
Environment & Regeneration
020 8496 6862
Wards affected
All wards
Public Access
Open
Appendices
Appendix A: Equalities Impact Assessment
1.
SUMMARY
1.1
This report requests Cabinet to approve the tender for a CCTV
Maintenance and Replacement contract in the London Borough of
Waltham Forest in partnership with the London Boroughs of Newham,
Enfield and Redbridge.
1.2
The tender will allow the London Boroughs of Waltham Forest,
Newham, Enfield and Redbridge to provide CCTV reactive and
planned maintenance services for Public Space Community Safety and
traffic enforcement purposes for a 4 year period.
1.3
This will also allow the above named boroughs the ability to use the
contract to deliver CCTV projects for the future and any replacement
programmes on any end of life equipment.
1.4
There will be a requirement within the tender for door access, alarm
monitoring systems and transmission needs including both wireless
and fibre capability.
1.5
The final stage of the tender process will be completed by E- auction.
Page 265
2.
2.1
RECOMMENDATIONS
For the reasons set out in the report, Cabinet is recommended to:
2.1.1 Agree to the tendering of a CCTV Maintenance and Replacement
contract for the CCTV Public Safety Service, in partnership with the
London Boroughs of Newham, Enfield and Redbridge.
3.
BACKGROUND
3.1
The existing CCTV maintenance contract in the London Borough of
Waltham Forest is currently operated by CVSS Ltd and will expire on
the 10th March 2015, following a previous tender in 2013. Newham
Council are currently not in a contract and Enfield’s contract will expire
in March 2015. Redbridge Council’s contract will be ending in March
2015 however they do have an option to extend for a further 1 year.
3.2
The new contract will also enable the feasibility and possible
implementation of partnering arrangements with other councils to
provide shared CCTV maintenance services during the life of the
contract.
3.3
All the London Boroughs have been notified of the tender and invited to
join the process through the London Managers CCTV group.
4.
PROPOSALS
4.1
To agree to tender a new CCTV maintenance services contract to
commence on 1st April 2015, for a period of four years.
4.2
A project team chaired by the Head of Enforcement has been
established to oversee the tender process.
4.3
This proposal has been presented to the SPB (Strategic Procurement
Board on the Friday 7th February 2014 and the SPB recommended that
the inclusion of all 33 London Boroughs and TFL in the OJEU Notice
advertising the tender process.
5.
OPTIONS AND ALTERNATIVES CONSIDERED
5.1
An in-house option was considered however this is proved to be
impractical and the associated costs were prohibitive.
5.2
Partnerships/ collaborations with other councils have proven to be of
value for money.
5.3
The TFL
framework contract introduced in 2013, only covers
equipment purchase and does not have a maintenance section within
it. This will therefore not be suitable for this tender; however some
elements of the framework will help the Council to deliver efficiencies
on equipment purchase only.
Page 266
5.4
Other Frameworks – Eastern Shires Purchasing Organisation (ESPO)
– It is not possible to use this framework as the geographical coverage
of the contract does not include the London/South East region.
6.
6.1
This request to Cabinet underpins the following Council l priorities:
• Value for Money
• Making our community a safer place
7.
7.1
CONSULTATION
There has been consultation through the CCTV Steering Group which
includes the Police and other stakeholders and the Strategic
Procurement Board.
7.2
8.
8.1
IMPLICATIONS
8.1.1 Based on a contract length of 4 years, the contract value is expected to
be approximately £7.368m.
8.1.2 Projected spend estimate from all concerned is as follows.
a.
b.
c.
d.
LB Waltham Forest –
LB Newham –
LB Enfield –
LB Redbridge
Total Contract Value -
£968,000.00
£1,700,000.00
£3,000,000.00
£ 1,700,000.00
£7,368,000.00
8.1.3 This will be financed from existing revenue budgets from within the
council, capital budgets already assigned to CCTV and from other
departments or partners delivering projects or regeneration. Evaluation
of bids will include an assessment of the Value for Money provided by
each bid.
8.1.4 On the 10 Sept 2014 the current contract will expire with the current
incumbent, CVSS, although there is an extension option available to
the council of 6 months, until 10th March 2015, which will be
implemented. If required a waiver will be sought to authorise the use of
the current contract until the 31 March 2015.
8.1.5 Currently, Parking Services are linked to the CCTV infrastructure and
use the cameras for traffic management. Any failure could impact on
this service.
8.1.6 There is a risk that the tendering exercise attracts no bids, however, this
is mitigated by the fact that there are a large number of suppliers for
the services being requested.
Page 267
8.2
Legal
8.2.1 The Council has power to provide and maintain a CCTV system where
it considers this will promote the prevention of crime under s.163
Criminal Justice and Public Order Act 1994. Such systems must be
monitored in a manner which is compatible with the Council’s legal
obligations under the Data Protection Act 1998, Freedom of
Information Act 2000 and Article 8 of the Human Rights Act 1998 (the
right to private life etc.). The power under s163 must be exercised in
consultation with the Chief of Police for that area and includes the
power to make arrangements for the provision and maintenance of that
system
8.2.2 Use of public space CCTV for the purpose of covert surveillance of
individuals otherwise than as an immediate response to events will
usually require authorisation under the Regulation of Investigatory
Powers Act 2000 (as amended by the Protection of Freedoms Act
2011) (“RIPA”). The Council has procedures in place to ensure that
such usage is properly authorised.
8.2.3 The Service to be provided is a Part A service under the Public
Contracts Regulations 2006 (as amended) which means that the full
regime under those regulations have to be applied to the tendering
process as the contract sum will be over the threshold for services. By
including reference to the other authorities in the OJEU notice they will
be able to join in purchasing of the services.
8.2.4 The Council must also comply with its Contracts Procedure Rules set
out in Part 8 of its Constitution. These require that any contract valued
at over £500,000 must have a business case approved by the Strategic
Procurement Board prior to tender and that such a contract is
competitively tendered.
8.2.5 Any decision both to start the process and thereafter make the award
will be a Key Decision under the Council’s Constitution
8.3
8.3.1 There will be an obligation on the Contractor and subcontractors to
provide relevant policies and codes of practice in relation to
employment and equal opportunities.
8.3.2 An Equalities Impact Assessment is not required as there is no
alteration to services being offered and no negative impact on any
groups.
8.4
disorder)
Page 268
Climate Change Implications
8.4.1 The environmental policies and systems will be evaluated as part of
the tendering process.
8.4.2 Staff undertaking the CCTV maintenance provision currently uses a
combination of private cars, motorcycles and public transport to travel
to work. No hybrid or electric vehicles are currently used for travel to
and from work.
8.4.3 The existing control room facilities are modern with equipment
replacements being undertaken every 3-4 years therefore energy
savings are occurring due to more modern, energy efficient equipment
being installed.
8.4.4 The Council has just upgraded the control room equipment and have
also moved to a purpose built facility.
8.4.5 The council is also in the second year of a camera replacement
programme to change out, “out of life” cameras.
8.4.6 A detailed analysis of energy consumption, travel arrangements,
vehicle types, potential car-share options and journeys will be
undertaken with the service provider prior to award of contract to try to
improve on existing arrangements to improve and reduce carbon
emissions
8.4.7 The staff in the control room will not be moving from the designated
work place once they have started their duty in the control room.
8.4.8 The staff operating the contract for maintenance and project delivery
will use vehicles to visit sites and projects but as the system
modernises, visits will become less frequent.
Health
8.4.9 The Health and Safety policies of any bidders will be considered during
the tendering process
8.4.10 The contract will need to display a high level of Health and Safety to a
level of industry NICOSS Gold standard.
Crime and Disorder
8.4.11 Crime and Disorder across the Borough is a joint council and police
priority and to achieve reductions it is essential that all the resources
available must be utilised. CCTV forms a key part of any Crime and
Disorder Reduction Partnership and the CCTV Operators have a
strong working relationship with the boroughs police service.
8.4.12 To ensure delivery of the above statement a system and its equipment
must be maintained to a high degree of sustainability and reliability.
Page 269
8.5
8.5.1 There are no council infrastructure issues associated with this report.
None
Page 270
Agenda Item 11
Meeting / Date
Cabinet 21 April 2015
Report Title
FINANCIAL MONITORING: MONTH 11 (FEBRUARY)
Cabinet Portfolio
Councillor Chris Robbins
Leader of the Council
Report Author/
Contact details
Lin Burton, Head of Financial Planning
Finance Department
020 8496 4392
[email protected]
Wards affected
None specifically
Public Access
OPEN
Appendices
A - Savings agreed for 2014/15
1.
SUMMARY
This report presents the forecast year-end position in respect of the Council’s
Revenue expenditure. At this stage, the projection for revenue is an
underspend of £801,000.
2.
RECOMMENDATIONS
2.1
2.1.1 Note the revenue financial position at month 11.
3.
3.1
PROPOSALS
Overall Position
A summary of the projected revenue outturn position for 2014/15 is shown
below. The projection is an overall underspend of £801,000. Families are
forecast to underspend by £348,000. Education Improvement is forecast to
underspend by £1.116 million, largely due to the early achievement of
2015/16 savings. This is offset by a forecast overspend of £768,000 within
Children and Families comprising an excess of agency costs over
establishment of £614,300 and unfunded posts of £912,000, mitigated by
management actions. There is a risk of overspending in the Neighbourhoods
directorate of £253,000 due to a shortfall in parking income, and within
Growth and Regeneration of £975,000 due to increased demand within the
Homelessness division, shortfalls in solar panel income and commercial rent
income. These will be managed from service or corporate budgets.
Operations are forecasting a net £111,000 underspend due to vacancies in
Employee Relations and Performance along with overachievement of income
Page 271
in Governance, offset by underachievement of income in
Libraries and Registrars. Finance is forecast to underspend by £342,000
largely due to vacancies.
*Net
Budget
Gross
Year end
Forecast
£’000
Use of
reserves
Mgt
Action
Corporate
Funding
£’000
£’000
£’000
0
0
0
0
0
0
4,002
10
0
(10)
0
0
150,677
2,431
(85)
(2,694)
0
(348)
6,888
(342)
0
0
0
(342)
Growth & Regeneration
12,549
975
0
(975)
0
Neighbourhoods
34,744
253
0
(253)
0
0
5,468
0
(111)
2,718
0
(2,718)
0
0
0
0
(111)
0
70
0
0
0
0
0
214,397
5,934
(2,803)
(2,957)
(975)
(801)
7,412
0
0
0
0
0
221,809
5,934
(2,803)
(2,957)
(975)
(801)
202
(664)
0
0
0
(664)
£’000
Chief Executive
Culture & Communities
Families **
Finance
Operations
Service Design
Sub-total
Corporate (service)
SERVICE TOTAL
HRA
Net year
end
Forecast
£’000
All support services shown net of recharges to frontline services
**
3.2
Families Budget shown net of Public Health grant
There are planned savings of £10.713 million to be delivered in 2014/15. Of
these, two items totalling £325,000 are risk rated red. These are included in
the forecasts for Families (Adults) and Neighbourhoods. In total there are five
amber-rated items totalling £329,000. It is assumed that these savings can
be contained within overall budgets in 2014/15. An analysis of savings is
provided at Appendix A.
Families Directorate
3.3
The Children and Families division is projected to overspend by £768,000
which is an improvement of £307,000 from last month. The pressures are
twofold: the excess of agency costs over establishment of £614,300
(projected as £850,000 in month 10) and unfunded posts of £912,000
(£947,000 in month 10), mitigated by keeping posts vacant in LAC Team 1
and other management action. The division is planning to secure a
permanent workforce structure through the Redefining Families programme.
The Placements budget is projected to underspend by £100,000 net of the
Staying Put grant of £50,000; a one-off overpayment recovery of £70,000 and
using £85,000 held in reserves for secure accommodation costs.
Page 272
Net
Budget
£’000
Gross
Year end
Forecast
£’000
Use of
balance
Mgt
Action
£’000
£’000
Net year
end
Forecast
£’000
Children & Families +DCE
37,369
2,176
(85)
(1,323)
768
Education Improvement
14,333
694
0
(1,810)
(1,116)
Schools Support
14,699
0
0
0
0
4,467
61
0
(61)
0
Adult Social Care
73,012
247
0
0
247
Strategic Comm.
6,803
(247)
0
0
(247)
Public Health*
12,272
(500)
0
500
0
Families Total
162,953
2,431
(85)
(2,694)
(348)
Stronger Families, Safer
Communities
* Budget for Public Health is shown gross of specific grant
3.4
The Education Improvement division is projected to underspend by £1.116
million, an increase of £263,000 from month 10. The main changes are an
underspend on home to school transport of £25,000, an improvement of
£112,000 from month 10, and further savings on Education Improvement of
£82,000. The balance of the underspend derives from the early achievement
of 2015/16 savings of £813,000 by attributing costs to the DSG. There are
overspends in various services totalling £576,000, including shortfalls in
income of £360,000, but these have been offset by management action.
3.5
The Stronger Families, Safer Communities division is projected to spend to
budget. There are base budget pressures of £340,000, of which £265,000
are savings re-profiled into 2015/16. The remaining base budget pressures
have been covered by grants.
3.6
There is a Cross-Directorate saving target of £200,000 for 2014/15 from the
redesign of 0-25 Inclusion Services in light of the Special Educational Needs
and Disabilities (SEND) reforms. This saving is part of Phase 2 of the
Redefining Families programme and has been re-profiled to 2015-16.
Corporate support of £1.043 million has been identified for overspends in
Asylum Services of £89,000 and No Recourse to Public Funds of £954,000,
but this could be reduced by the overall underspend.
3.7
Adult Social Care is forecast to overspend by £247,000. There has been an
improvement in underlying pressures, due in part to re-alignment of budgets
and expenditure across the services and an increase in care packages that
have been agreed for continuing health care funding. The main highlights are:

In year staffing overspend across Adult Social Care of £500,000. This is due
to care management issues in Provision & Independence and the overall
effect of implementation of the Customer Journey.

Community Equipment has a net forecast overspend of £100,000. This
includes pressures on Equipment budgets (Simple and Complex aids to daily
living and Minor Adaptations) after allowing for the increased contribution of
£200,000 from the Clinical Commissioning Group.
Page 273

3.8
Disabilities Transitions is forecasting an overspend of £210,000,
due to a combination of increase in number and cost of placements. This
cost pressure has reduced due to an increase in the number of placements
agreed for continuing health care funding.
The base and in year budget pressures are mitigated by various management
recovery action across the service. The main mitigations include:

Additional one- off recovery of Direct Payments monies (£450,000)

Miscellaneous one- off underspends across Adult Social Care (£ 350,000).
3.9
Strategic Commissioning is projecting an underspend of £247,000. This is
due to the early achievement of Redefining Waltham Forest savings. This
underspend will be utilised to fund overspends in Adult Social Care as per the
agreed Management Action.
3.10
Public Health is projecting to underspend by £500,000. The underspend will
be ring- fenced for public health activities as per the grant conditions.
Operations
3.13
The forecast position for Operations is an underspend of £111,000, a
reduction of £94,000 in the forecast underspend reported at month 10. The
major areas of underspend are within Employee Relations and Policy which is
forecast to underspend by £157,000 due to vacant posts and Governance
which is forecast to underspend by £170,000 due to vacant posts and income
over-achievement. This is offset by a forecast overspend of £118,000 in
Customer and Business Operations which is due to income pressures in
libraries and registrars.
Future Council (Redefining Waltham Forest)
3.14
Redefining Waltham Forest is forecasting to spend £2.718 million in 2014/15
which will be funded from the Budget Strategy Reserve. There are further
resources of £318,000, relating to staff working on RWF, which are within
service budgets.
Chief Executive
3.15
The Chief Executive’s department is forecast to spend to budget.
Corporate Services
3.16
Corporate items, which includes redundancy costs, Members’ allowances and
non-distributable costs, are expected to spend to budget.
Finance Department
3.17
The Finance department is forecast to underspend by £342,000. Vacancies
account for £134,000, and £156,000 can be attributed to the restructure
within audit.
Culture & Communities
3.18
Culture & Communities is projecting an overall overspend of £10,000, an
improvement of £3,000 from month 10. Management action will eliminate this
overspend by the end of the year.
Page 274
Neighbourhoods
3.19
The Neighbourhoods Service is forecast to overspend by £253,000 at month
11. The most significant movements since last month relate to an improved
income positions in parking and cemeteries. As a result some highways
expenditure which had been held back has been released, partially offsetting
the saving. In view of the volatility of the forecast a £225,000 saving within
Parking continues to be rated Red.
Service Design
3.20
Service Design encompasses the Director of Service design cost centre and
the Corporate Procurement team. Strategic Commissioning staff will be
reported within Families until the end of this financial year. These are
forecast to spend to budget.
Growth and Regeneration
3.21
Growth and Regeneration is forecasting to overspend by £975,000 at month
11. Previously it was forecast to overspend by £1,004,000.
Executive Director and Resources
Regeneration & Growth
Investment & Delivery
Asset Management & Delivery
Housing General Fund
TOTAL
3.22
Net
Budget
Gross
forecast
variance
£’000
£’000
0
4,792
3,380
(688)
5,401
10
0
0
124
841
12,885
975
The Housing overspend is due to the increased demand in Homelessness
and a shortfall in solar panel income of £100,000. The overspend in Asset
Management and Delivery relates to a forecast shortfall in Commercial Rent
income.
HRA
3.23
At month 11 the HRA is forecasting an underspend of £664,000. The main
reasons are increased income of £141,000 from Right to Buy lease-holders,
£74,000 in welfare reform and, with rent collections rates remaining high, the
initial estimated contribution to the bad debt provision will reduce by
£349,000.
4.
4.1
Much of this report is concerned with provision of information, for which
alternative options is not a relevant consideration.
5.
SUSTAINABLE COMMUNITY STRATEGY PRIORITIES (AND OTHER
NATIONAL OR LOCAL POLICIES OR STRATEGIES)
5.1
The entire content of this report contributes to the corporate priority to
Achieve Excellence and Ensure Value for Money.
Page 275
6.
CONSULTATION
6.1
Executive Directors have consulted with Portfolio Holders and the Director of
Finance has consulted with Directorate Heads of Finance in preparing this
report.
7.
IMPLICATIONS
7.1
7.1.1 The whole report is of a financial nature. The key purpose of the report is to
monitor the implementation of the MTFS. The revenue budget continues to
be managed within the original budget and the revised MTFS approved in
September. To maintain the robustness of the Council’s finances and budget
plans, effective budgetary control by services will continue to be essential and
will help the Council to maximise the resources available to meet its priorities.
7.2
Legal
7.2.1 There are no direct legal implications.
7.3
7.3.1 An initial equality analysis was undertaken and it determined there was no
negative impact arising from the information or changes proposed in this
report on the advancement of equality. The budget pressures in Children’s
Placements and the support of asylum seekers are areas that continue to
contribute to the Council’s commitment to protecting the most vulnerable and
help meet the equality duty.
7.4
7.4.1 A stable financial position means that the Council is more able to fund urgent
health priorities as they arise. Services to older people experienced
pressures and needed careful management.
7.5
Council Infrastructure (e.g. Human Resources, Accommodation or IT
issues)
7.5.1 There are no direct council infrastructure implications.
Page 276
Revenue Savings - Reprofiled
Ref
No
Savings
Savings
Brought
Forward
£
2014/15
£
Service Area
Description
Projected
year end
Reprofiled
to
£
2015/16
£
Traffic light
Comments on Savings at risk
Families - Childrens
Inclusion - Service Redesign (0-25 Service)
0
200,000
Contributes to C5, C6 & EIG exit strategy.
£200K at risk in 2014-15. Forms part of Phase 2
of Redefining Families. Will be delivered in 201516. Re-profiling requested.
0 SFSC
Early Help
0
134,500
Contributes to C5, C6 & EIG exit strategy: Full
Year effect of £134.5K re-profiled into 2015-16
7,500
0 SFSC
Commissioning Efficiencies
0
7,500
60,000
0 SFSC
Cost transfer to HRA
0
60,000
0
Subtotal - savings brought forward
0
402,000
ICT systems review
0
50,000
Re-profiled to 2015/16
Line by Line review of non-staffing budget
0
13,000
Subtotal - 2014/15 savings
Total Saving
0
0
63,000
465,000
D16
200,000
0
D20
134,500
ALT
13
ALT 9 (alt 2)
402,000
C68
C70
Page 277
0
402,000
Education
Improvement
Troubled
50,000
Families
Troubled
13,000
Families
63,000
63,000
Contributes to C5, C6 & EIG exit strategy: Partyear effect only. £7.5K re-profiled to 2015/16
Contributes to C5, C6 & EIG exit strategy £60k at
risk, now re-profiled to 2015/16
Corporate Projects
CEO1
8
CEO1
9
476,000
0 One Contact
Phase 2 of the One Contact
0
476,000
Implementation delayed. Re-profiled to 2015/16.
350,000
0 One SAP
Renewal of SAP
0
350,000
826,000
0
Total Saving
0
826,000
1,228,000
63,000
TOTAL
0
1,291,000
Revenue Savings - Red and Amber only
Ref
No
Savings
Savings
Brought
Forward
£
2014/15
£
Service Area
Description
Projected
year end
Savings at
risk
£
£
Traffic light
Amber
Links with A48
Red
£38,000 achieved - remainder being validated
Amber
Links to A33
Amber
Contributes to C5, C6 & EIG exit strategy, should
be covered in-year within Families
Contributes to C5, C6 & EIG exit strategy, should
be covered in-year within Families
Families - Adults
A33
50,000 Equipment
Review the provision of community equipment.
ASC Expansion of in- Increase use of the reablement service, extending the service to all client who will
100,000
house
benefit from rehabilitation in the community.
reablement
A47
A48
80,000 ASC - Telecare Efficient use of technology to help manage risk in all appropriate care provision.
230,000
Total Saving
50,000
0
100,000
80,000
130,000
100,000
ALT
15
ALT
16
80,000
55,000
135,000
Page 279
C63
Strategic
Complex Cases
Commissioning
Strategic
Health Protocol
Commissioning
0
64,000
0
135,000
CYPS - Children
Income at Leyton Green Road
& Families
64,000
64,000
80,000
Amber
55,000
135,000
0
Amber
64,000
64,000
199,000
0
0
Market Testing the Parking Back Office Function
0
225,000
Total Saving
0
225,000
329,000
325,000
Total Saving
Keep AMBER: £24K income achieved in 201415, but not sustainable as base budget reduction
until outcome of wider LGR project known
Neighbourhoods
E91
225,000
225,000
E&R - Public
Realm
TOTAL
Red
Saving applied to income, which is currently
forecasting a shortfall
Revenue Savings - Reprofiled
Ref
No
Savings
Savings
Brought
Forward
£
2014/15
£
Service Area
Description
Projected
year end
Reprofiled
to
£
2015/16
£
Traffic light
Inclusion - Service Redesign (0-25 Service)
0
200,000
Contributes to C5, C6 & EIG exit strategy.
£200K at risk in 2014-15. Forms part of Phase 2
of Redefining Families. Will be delivered in 201516. Re-profiling requested.
0 SFSC
Early Help
0
134,500
Contributes to C5, C6 & EIG exit strategy: Full
Year effect of £134.5K re-profiled into 2015-16
7,500
0 SFSC
Commissioning Efficiencies
0
7,500
60,000
0 SFSC
Cost transfer to HRA
0
60,000
0
0
402,000
ICT systems review
0
50,000
Line by Line review of non-staffing budget
0
13,000
Total Saving
0
0
63,000
465,000
D16
200,000
0
D20
134,500
ALT
13
ALT 9 (alt 2)
402,000
C68
C70
Page 281
0
402,000
Education
Improvement
Troubled
50,000
Families
Troubled
13,000
Families
63,000
63,000
Contributes to C5, C6 & EIG exit strategy: Partyear effect only. £7.5K re-profiled to 2015/16
Contributes to C5, C6 & EIG exit strategy £60k at
risk, now re-profiled to 2015/16
Corporate Projects
CEO1
8
CEO1
9
476,000
0 One Contact
Phase 2 of the One Contact
0
476,000
350,000
0 One SAP
Renewal of SAP
0
350,000
826,000
0
Total Saving
0
826,000
1,228,000
63,000
TOTAL
0
1,291,000

(Public Pack)Agenda Document for Cabinet, 21/04/2015 14:00

Transcription

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