Cabinet Meeting Date 8th March 2016 Classification Public Relevant Committee Strategy and Resources Service Committee – 24 th February 2016 IF THE REPORT IS AGREED UNDER DELEGATED AUTHORITY BY THE LEADER, DEPUTY LEADER OR APPROPRIATE CABINET MEMBER FOLLOWING CONSIDERATION BY THE SERVICE COMMITTEE, THE REPORT WILL NOT BE FORMALLY CONSIDERED BY THE CABINET ON 8TH MARCH 2016 Cabinet Member A Fairer Redbridge Title Of Report Implementing Fairness Commission Recommendations 1. Executive Summary 1.1. This report sets out proposals to take forward recommendations from the 2015 Redbridge Fairness Commission. It also sets out an early update on delivery of recommendations that are already being undertaken. 2. Reasons For The Recommendations 2.1. At its meeting of 10th November 2015, Cabinet agreed to receive a report that responded to the recommendations of the Fairness Commission. 2.2. It is necessary for Cabinet to consider the recommendations of its subsidiary body, the Redbridge Fairness Commission, established under Standing Order 36. 3. Recommendations The Cabinet is recommended to: 3.1 Note the development of the implementation plan and note progress on recommendations that are already being implemented, set out in section 3 of the Officer report at Appendix A; 3.2 Agree to take forward the recommendations, set out as Appendix B; 3.3 Note that implementation of a number of recommendations is subject to the financial implications, which will be set out when more detailed work has been undertaken; 3.4 Agree the next steps, set out as section 4 of the Officer report at Appendix A; and 3.5 Agree to receive a progress report in October 2016.
Transcript
Cabinet Meeting Date8th March 2016
ClassificationPublic
Relevant CommitteeStrategy and Resources Service Committee – 24th February 2016
IF THE REPORT IS AGREED UNDER DELEGATED AUTHORITY BY THE LEADER, DEPUTY LEADER OR APPROPRIATE CABINET MEMBER FOLLOWING CONSIDERATION BY THE SERVICE
COMMITTEE, THE REPORT WILL NOT BE FORMALLY CONSIDERED BY THE CABINET ON 8TH MARCH 2016
Cabinet MemberA Fairer Redbridge
Title Of ReportImplementing Fairness Commission Recommendations
1. Executive Summary
1.1. This report sets out proposals to take forward recommendations from the 2015 Redbridge Fairness Commission. It also sets out an early update on delivery of recommendations that are already being undertaken.
2. Reasons For The Recommendations
2.1. At its meeting of 10th November 2015, Cabinet agreed to receive a report that responded to the recommendations of the Fairness Commission.
2.2. It is necessary for Cabinet to consider the recommendations of its subsidiary body, the Redbridge Fairness Commission, established under Standing Order 36.
3. Recommendations
The Cabinet is recommended to:
3.1 Note the development of the implementation plan and note progress on recommendations that are already being implemented, set out in section 3 of the Officer report at Appendix A;
3.2 Agree to take forward the recommendations, set out as Appendix B;
3.3 Note that implementation of a number of recommendations is subject to the financial implications, which will be set out when more detailed work has been undertaken;
3.4 Agree the next steps, set out as section 4 of the Officer report at Appendix A; and
3.5 Agree to receive a progress report in October 2016.
Contact Point:Name: Cllr. Farah HussainPosition: Cabinet Member for A Fairer RedbridgeTelephone: 020 8708 2800E.Mail: [email protected]
1.1 The Fairness Commission aimed to investigate inequality and recommended actions to address it.
1.2 14 Commissioners held 7 work s e s s i o n s between F e b r u a r y 2015 and August 2015. A thematic approach was taken to meetings of the Commission, for example Healthy Lives, Young People, and Living in Redbridge.
1.3 At these meetings the Commission heard evidence from 33 local and national experts drawn from local organisations, senior Council officers, academics and think tanks working on issues relevant to the Commission's enquiries.
1.4 Comprehensive evidence packs were prepared for each meeting, bringing together:
In-house Council data; Relevant research and examples of best practice; Outcomes of consultation with community and service user groups and
frontline staff; and Outcomes of broader public consultation.
1.5 Arising from its deliberation was the report of the Redbridge Fairness Commission, which contains 19 recommendations. In November 2015, Cabinet agreed to receive the Final Report of the Redbridge Fairness Commission and agreed to receive this further report that responds to the Commission’s recommendations.
1.6 This report follows two Cabinet Member workshops held to finalise the findings of a scoping exercise and, accordingly, sets out initial proposals to take forward implementation of recommendations.
1.7 Section 3 of this report also sets out progress made on a number of recommendations that have already been integrated into existing service area work programmes and taken forward.
2. Developing an Implementation Plan
2.1 The diversity and complexity of the recommendations required a plan to develop a pragmatic and strategic approach to implementation.
APPENDIX A
2.2 As several recommendations were over-arching and encompassed a number of individual recommendations, these were split up to create, overall, 39 recommendations.
2.3 Each recommendation was allocated to a Council directorate. Following the first Cabinet Member workshop in December 2015, Cabinet Portfolio holders and the Cabinet Member for A Fairer Redbridge discussed with respective Directors the feasibility of delivering recommendations.
2.4 Directors were asked to develop brief business cases for each recommendation that provided more information about, for example, delivery models and risks.
2.5 In January 2016, a second Cabinet workshop was held to finalise the scoping exercise. This included discussion about implementation of recommendations through an outcomes based approach to delivery, which would be aligned to corporate priorities set out in a refreshed Corporate Strategy.
3. Implementation
3.1 Development of the recommendations is set out as Appendix B. The table includes a description of how each recommendation should be approached. Recommendations have been collated into the following thematic areas:
Housing advice and regulation;
Planning, housing development and regulation;
Children and young people;
Healthier communities;
Empowered communities;
Fair and smart working; and
New ways of working.
3.2 In summary, directorates have indicated that 37 of the 39 recommendations can be taken forward. Work is already underway on 10 of the 37 recommendations, as set out below:
Redbridge Giving;
Community Hubs;
Dementia Friendly Communities;
Develop an Arms-Length Housing Development Company;
Online Tenant’s Resource;
Economic Strategy;
New Business Starter Pack;
Place branding;
Provision for third sector in town centre regeneration; and
Accessibility Standards for Customer Service.
3.3 The two recommendations that directorates advice are not taken forward are:
Review Homelessness Criteria; and
Receipts of public assets sold used to improve community facilities.
Reasons for not undertaking these recommendations are set out in Appendix B.
3.4 At this early stage, the intention is that, where possible, directorates will meet costs to deliver those recommendations that require funding. More detailed financial implications of delivering recommendations will be undertaken in the next phase of implementation.
4. Next steps
4.1 Should Cabinet agree to taking forward recommendations, as set out as Appendix B, Directors will be asked to develop more detailed project plans for recommendations, setting out key delivery milestones. Where applicable, Directors will be asked to identify and set out areas of cross-service and cross-partner collaborative working to deliver recommendations. Directors will also be asked to present detailed financial implications.
4.2 In line with 4.1 above, further work should be undertaken to explore outcomes based delivery models and development of recommendations to align with a future refreshed Corporate Strategy.
4.3 It is proposed that a progress monitoring framework is developed to track delivery of work programmes and that the Cabinet Member for A Fairer Redbridge is periodically updated with progress.
4.4 It is also proposed that a communications programme is developed to publicise progress made with implementing recommendations and will include:
A quarterly update page in Redbridge Life; An updated web page on the Council website; Updates in Redbridge Live, monthly email bulletins; and Regular update emails to Commissioners.
5. Comments of the Director of Finance and Resources
5.1 This report recommends that Members note the development of an implementation plan for the recommendations of the Fairness Commission and take forward the recommendations, subject to detailed work on the financial implications.
5.2 Appendix B to this report details a number of recommendations that have financial implications. It is indicated in the Appendix that funding will potentially be coming from various funding streams, including existing resources, capital, grant, and some growth funding.
5.3 The implementation of schemes under the Fairness Commission will take place in the context of ongoing budgetary constraints that are proving extremely challenging for the Authority and its partner organisations. The continuing financial pressures will need to be considered as part of the decision making
process when shaping the provision of services under the Fairness Commission’s implementation plan.
5.4 At this stage, there are no additional financial implications arising from the recommendations to this report. When appropriate, finance comments will be incorporated in detailed reports when they are considered by Members.
6. Comments of the Borough Solicitor and Secretary
6.1 Standing Order 36 empowers the Cabinet to establish Corporate Panels, Community For and Partnerships where this helps to develop policy within the budget and policy framework agreed by the Council. The Fairness Commission was established by the Cabinet in accordance with this Standing Order.
6.2 The terms of reference of the Fairness Commission, agreed by the Cabinet, included reporting back to the Cabinet on the Commission’s deliberations. Following Cabinet’s receipt of that report at its meeting on the 10th November, this report indicates Cabinet’s initial proposals for the implementation of all but two of the Commission’s 19 recommendations. The Borough Solicitor and Secretary endorses the comments in Appendix B on the existing legal framework for the determination of homelessness cases, and the difficulty of implementing the Commission’s recommendation on that issue.
7. Fairness Implications
7.1 The recommendations contained in the report of the Fairness Commission will contribute to the Council having due regard to the need to:
Eliminate discrimination; Promote equality of opportunity; and Promote positive community relations.
7.2 The aim of the Fairness Commission was to investigate inequality and recommend actions to address it. The intention was to create positive impacts for groups and individuals experiencing socio-economic deprivation. As there are known correlations between groups with protected characteristics as defined by the Equality Act 2010 it would be anticipated that there will be positive impacts on those groups also. Where there are identified adverse impacts arising from austerity it would be hoped that recommendations from the Fairness Commission investigations might mitigate those adverse impacts.
Contact Point:
Name: Jimmy MaravalaPosition: Policy and Performance OfficerTelephone: 020 8708 2112E-mail: [email protected]
Background papers:Fairness Commission – Final Report, Cabinet report November 2015
H1 Housing, Payments and Benefits / Environment, Housing and Community Services (EHCS)
Housing Advice and Information StandardWork with advice providers from all sectors to produce a shared strategy for housing advice and information provision in the Borough.
It is recommended this work is carried out through the Homelessness Forum, which meets 3 times a year and involves key homelessness stakeholder groups including advice agencies, rough sleeping support organisations and registered housing and supported housing providers.
This work will link to corporate work to improve provision of advice and information.
April 2016 to March 2017.
H2 Housing, Payments and Benefits / EHCS
Review Homelessness CriteriaWork with Redbridge Advice Network to review and benchmark the way it makes decisions about homelessness duty, and ensure that support is in place for people who are found to be ‘intentionally homeless’.
It is recommended that this recommendation is not taken forward
The obligation to provide housing advice to these households is already complied with and the Council’s existing policies and practices align with those of best practice. Redbridge’s homeless decisions are benchmarked with other authorities, align with best practice and are consistent with London standards. The criteria for homelessness decisions are not locally set by Redbridge but enshrined in legislation, case law and the government Code of Guidance and these are followed by the authority in its decision making.
We will ensure that the Housing Advice and Information Standard (H1, above) sets out the available advice provided to intentionally homeless families in the form of information to assist them to find alternative accommodation to meet their housing needs.
H3 Housing, Payments and Benefits / EHCS
Quality criteria for the Private Rented SectorAdhere to clear quality criteria for the private sector housing into which it discharges its homelessness duty.
A statutory order was introduced when local authorities were given the power to discharge duty into the private rented sector. This lays out the standards expected to local authorities in order to discharge duty into suitable standard private rented accommodation. Redbridge devised a policy and approach for implementing this policy. A review of the approach and standards developed could be conducted to satisfy partners that appropriate standards are expected in the procurement of accommodation.
It is recommended that a review of the policy and process for private sector procurement standards for accommodation to be used in discharge of the homeless duty is carried out. This work should be linked to any future Private Rented Sector Landlord Licensing Scheme and the recent Civic Pride Review.
H5 Housing, Payments and Benefits / EHCS
Develop an Arms-Length Housing Development CompanyLearning from successful examples across London, the Council should establish its own arms-length housing development company to build new social housing, and housing for affordable rent and shared ownership to deliver a substantial proportion of the Borough’s housing target.
Work has begun.
A detailed feasibility study is being undertaken to model the economics, governance and working arrangements of a 100% owned Development Company.
A capital funding bid will be considered by Council in March 2016, following which more detailed proposals will be developed.
H10 Housing, Payments and Benefits / EHCS
Online Tenant’s ResourceProduce an online resource for tenants in the private rented sector to help them understand their basic rights and how to make sure they are protected.
Work has begun.The Housing Needs Service and Private Sector Housing team have already invested time in devising a number of web pages with information and self-help tools to assist private tenants. Some work to summarise these on one web page on Redbridge i is seen as the best and most cost effective way to deliver this recommendation.
This work will link to corporate work to improve provision of advice and information.
C9 Planning, Economy and Regeneration / Environment, Housing and Community Services (EHCS)
Place brandingThe Council should develop a place brand to foster a stronger sense of identity, belonging and togetherness for Redbridge, learning from the successes of initiatives taking place elsewhere.
Work has begun.
The Council is working with the University of East London (UEL) to undertake a communities mapping project of Redbridge. The intention is that the outcomes inform further work around place branding.
Following research of corporate branding undertaken by other local authorities, additional work has been undertaken to understand more about how branding can be undertaken for Redbridge.
Branding will also be considered within the context of the emerging Local Plan, new Economic Strategy, the emerging Ilford Town Centre Framework and the Integrated Ilford (Public Realm) proposals.
UEL mapping fieldwork will begin in March 2016. A final series of maps will be delivered in September 2016.
Consideration of branding as part of the new Economic Strategy is planned to be provisionally undertaken by April 2016.
E6 Planning, Economy and Regeneration / EHCS
Economic StrategyThe Council to develop an Economic Strategy for Redbridge that includes, for example, a vision for the types of business and economic activity Redbridge wants to attract.
Work has begun.
Consultants have been engaged to develop the Strategy. Preparatory work will involve a significant data analysis process.
Delivery is provisionally planned for April 2016. The final Strategy will include an action plan that will define delivery actions and timetable.
E7 Planning, Economy and Regeneration / EHCS
New Business Starter Pack Develop a pack for businesses opening in or moving to the Borough setting out key local contacts and support services.
Work has begun.
Work is underway to develop a New Business Starter Pack.
Affordable Housing Requirement of 30%At least 30% on all new housing developments in the Borough should be allocated affordable housing.
This recommendation is feasible to aim for and can be advanced through planning and housing policy, as well as through delivery.
This target will be incorporated into the draft Redbridge Local Plan 2015-2030 and officers will be asked to continue to work with all appropriate agencies and organisations to bring forward the maximum amount of affordable housing possible.
This be incorporated into the draft Redbridge Local Plan 2015-2030 during 2016-17 and exercised as applications are received.
H6 Planning, Economy and Regeneration / EHCS
Community Land TrustsTogether with the Cabinet Member for Housing, Payments and Benefits, identify two parcels of land to be used for Community Land Trusts.
This is subject to availability of land and cooperation of affected Council service areas and departments.
It is recommended that officers are authorised to ascertain the land requirements of Community Land Trusts with a view to identifying two suitable land parcels.
Work to develop options - March to October 2016.
H7 Planning, Economy and Regeneration / EHCS
Viability GuidelinesProduce new guidelines for the viability of new housing development in the borough which: Enable the Council to better
scrutinise the information private developers submit; and
Set out the process for requiring reviews of viability when a development is constructed to determine whether additional affordable housing can be delivered.
It is recommended that the Chief Planning and Regeneration Officer be asked to:1. Design and/or procure viability training for Elected Members of the Council;2. To build this training into the Members training programme; and3. Reflect new guidelines in the Local Plan.
Officers will also note the work of other local authorities that have progressed similar work.
Work to progress as part of ongoing development to the Local Plan during 2016-17.
Provision for third sector in town centre regenerationInclude provision for third and voluntary sector groups and social enterprises within redeveloped town centres and/or high streets to ensure the whole community retains a stake in regeneration.
Work has begun.
Plans are in place for this to be considered by consultants producing a new Economic Strategy for Redbridge (see recommendation E6, above)
Delivery provisionally planned for April 2016, in line with delivery of the Economic Strategy.
H9 Planning, Economy and Regeneration / EHCS
Regeneration to strengthen existing community assets and capacitiesThe Council should use participatory research and engagement methods to make sure that area improvements and regeneration preserves and complements already existing community assets and capacities.
The use of such methods should be considered on a project by project basis.
The use of these techniques can be used as part of our broader consultation on all projects and plans and strategies, but we need to consider when it is most appropriate to use it.
Development work will take place from March to June 2016.
Children and young people
Portfolio/Directorate
Recommendation Summary of: feasibility / current action or proposed action Delivery timetable
C4 Children and Young People / Children’s Services
Improve the range and quality of volunteering opportunities for young people
Create a part time coordinator post to improve the range and quality of volunteering opportunities to the most vulnerable groups of young people that the Children’s Services largely has a statutory responsibility to support and work with. Wherever possible and appropriate, elements of this initiative should be incorporated into future work programmes of existing staff.
Also, work with the RCVS to establish the potential opportunities and costs for expanding the current work and explore potential funding streams to bid for additional resources.
A one year work project, from April 2016 to March 2017.
C6 Children and Young People / Children’s Services
Peer mentoring scheme for vulnerable young peopleEstablish a peer mentoring scheme which trains young volunteers who haveleft care to mentor and support other vulnerable young people.
There are two recommended courses of action:1. To set up a 12 month pilot Peer Mentoring Scheme where Care leavers are recruited to undertake an accredited training programme; to then mentor and support children looked after and prepare them for transition as care leavers.
2. To consider seeking external sponsorship from business and charities after the completion of the pilot to sustain the work in this area if it is successful.
A one year work project, from April 2016 to March 2017.
Children and young people
Portfolio/Directorate
Recommendation Summary of: feasibility / current action or proposed action Delivery timetable
C7 Children and Young People / Children’s Services
Community HubsDiversify the financial and organisation models of local youth and community centres into wider ‘Community Hubs’ providing a range of high quality and grass-roots services with the potential to develop new services in response to changing community needs.
Work has begun.
It is proposed to continue pursuing this recommendation, which follows proposals for Vision Redbridge Culture and Leisure to manage Loxford and Wanstead Youth Centres and any activities that take place there.
Ongoing.
Empowered communities
Portfolio/Directorate
Recommendation Summary of: feasibility / current action or proposed action Delivery
C1 Health and Social Care / Adult Social Services, Health and Well-being
Community Development ProgrammesInvest in community development programmes in areas with high levels of deprivation ensuring the involvement of volunteers across different age groups.
Recommended action is to include the delivery of projects in areas of high levels of deprivation as one of the criteria for assessing grant applications, to ensure that grant programmes are advertised in areas of high levels of deprivation to encourage local take up and to increase the number of volunteers involved in delivery of projects in these areas.
The 2016/17 grants programme has already been allocated. This approach can be incorporated into the 2017/18 grants programme that would start from March 2017.
C2 Health and Social Care / Adult Social Services, Health and Well-being
It is proposed that a community education programme which addresses domestic abuse/violence is delivered by the third, voluntary or community sector.
A contracted provider to research and design education programme suitable for relevant Redbridge communities.
Following the research phase between April to June 2016, delivery of series of sessions could commence July 2016 and finish March 2017.
C3 Health and Social Care / Adult Social Services, Health and Well-being
Redbridge GivingBuild on the examples of local giving projects across London to establish a ‘Redbridge Giving’ body, which can support crowdsourcing for local initiatives and encourages charitable giving for local causes.
Work has begun.
An Officer Group is already working with Spacehive, a crowdfunding organisation, to establish a Redbridgehive on line. Two projects have already been identified, funding has been allocated and further development is in progress.
A workshop and launch event is being held in March 2016.
Empowered communities
Portfolio/Directorate
Recommendation Summary of: feasibility / current action or proposed action Delivery
C10 A Fairer Redbridge / Constitutional Services
Routes out of sex-workEstablish a ‘Routes Out of Sex Work’ Working Group under the umbrella of theCommunity Safety Partnership to improve the response to prostitution and sex work locally.
It is proposed that investigation is undertaken by an Overview Committee working group, which takes forward the Fairness Commission’s recommendation to improve the response to prostitution and sex work locally.
A working group established in January 2016 could report to Overview Committee in September / November 2016. Overview will then refer on to Cabinet.
C11 A Fairer Redbridge / Cross cluster
Immigration task forceEstablish with a range of partners to assess how best to support newly arrived migrants with no recourse to public funds in the Borough, and ensure they are treated with dignity, humanity and compassion by local service providers.
It is recommended that Strategy and Resources Service Committee are asked to set up a panel to undertake delivery of this recommendation. The panel should work on a partnership basis and include the police, health services and 3rd sector representatives.
Work completed by the end of 2016-17.
HW8 A Fairer Redbridge / TBA
Digital MentoringVolunteer-led, peer-to-peer scheme to share digital skills.
A host agency could be commissioned to undertake this work. This could be an LB Redbridge service, or an independent provider, such as RedbridgeCVS / Volunteer Centre Redbridge.
The host agency would need to recruit appropriate digital mentors.
Following the commissioning and recruitment process, delivery of outreach sessions could start from September 2016 onwards.
Empowered communities
Portfolio/Directorate
Recommendation Summary of: feasibility / current action or proposed action Delivery
E4 Housing, and Payments and Benefits / Environment, Housing and Community Services (EHCS)
Debt Action GroupEstablish a time limited Debt Action Group that brings together Redbridge Advice Network, the Credit Union, Job Centre Plus and key Council service areas such as the Housing Service and Payments & Benefits to pool data and expertise, and develop a shared understanding of how to improve the financial resilience of families on low incomes.
It is proposed that a working group is set up to examine how families can be supported to improve their financial resilience, to review current service provision and potential improvements and develop a Financial Resilience Strategy for the Council and its local partners.
The timescale for this work is expected to be April to September 2016.
E5 Housing, and Payments and Benefits / EHCS
Financial Resilience StrategyThis should set out a range of activities and interventions for key local partners to take forward which help local people who are struggling to become more financially secure.
The project is feasible and can be delivered through drawing on the work of the Debt Action Group to develop a strategy to improve the support that the Council and its local partners provide to help people become more financially secure.
It is recommended that a Financial Resilience Strategy be developed to utilise the work of the Debt Action Group to identify a range of activities and interventions that the Council and its local partners already deliver or could put in place to support specific aims.
The timescale for this work is expected to be Sept/Oct 2016, subject to the outcomes of the Debt Action Group.
Healthier communities
Code Portfolio/Directorate
Recommendation Summary of: feasibility / current action or proposed action Delivery timetable
HW4 Health and Social Care / Adult Social Services, Health and Well-being
Dementia Friendly CommunitiesReview and ensure progress of the Redbridge Dementia Plan. The review should include a movement towards Redbridge becoming an Alzheimer’s Society accredited ‘Dementia Friendly Community’.
Work has begun.
Review and ensure the continued progress being made on the implementation of the Redbridge Dementia Plan and continue to provide Dementia Friends training for people living and working in Redbridge while promoting wider community engagement in localities through existing partnerships and partnership frameworks.
July 2016 to April 2017.
C8 Health and Social Care / Adult Social Services, Health and Well-being
Pilot an asset-based approach to healthPilot an asset-based approach to public health in at least two of the Borough’s most deprived wards as the Joint Strategic Needs Assessment is refreshed.
This recommendation is feasible. More work is being undertaken to consider a nil cost delivery of the proposal.
A this stage, a three staged approach is recommended:
Pilot Stage 1- Asset based needs assessment/asset mapping will be required focusing on locality of highest deprivation.
Pilot Stage 2 - Asset based community development work to focus on building on assets identified within the asset mapping process.
Pilot Stage 3 - Reflection as how and whether this method should be adopted more widely by across the council.
Stage 1 - April – June 2016.If it is decided that stage 2 goes ahead, this would take place between June – Dec 2016.Stage 3 – December 2016 – March 2017.
HW5 Health and Social Care / Adult Social Services, Health and Well-being
Social PrescribingDevelop a local social prescribing scheme in partnership with the CCG and local NHS. The scheme should have at its heart investment in the community and voluntary sector to provide a range of community based activities, information and advice, befriending and community transport services in order to improve the health of people with long term conditions and other groups who may benefit.
To undertake this work there is a need to explore what is already being done within the community both locally and within other Councils and this research would be required to assess whether the wider implementation can be achieved within existing resources. This may require some reengineering of the current services and so will need time to explore in more detail.
There should be a focus on joint resourcing of the project with the Clinical Commissioning Group. Added to this, working with the Redbridge First Response Unit is key to explore future development opportunities.
Work to take this work forward is ongoing.
HW6 Health and Social Care / Adult Social Services, Health and Well-being
Disability Welfare AdviceWork with the CCG, local NHS and RedbridgeCVS in order to improve the provision of local specialist disability welfare advice on a wide range of issues including: housing and council tax, the new ‘personal independence payments’, disability grants, employment and support allowance and application for Blue Badges.
The project is feasible and can be delivered through analysis and refined targeting of existing local provision using a joined up approach. Where additional service provision is considered, this would need to be subject to a cost benefit analysis.
Adult Social Services is able to support the lead for this recommendation and actively participate on a working group to deliver a more joined up approach to the provision of Disability Welfare Advice.
Adult Social Services already funds a post to provide disability welfare advice to users in their own homes.
This work will link to corporate work to improve provision of advice and information.
April to September 2016.
HW2 Health and Social Care / Adult Social Services, Health and Well-being
Disability CharterThe Charter would be a set of principles that sit across and inform commissioning processes across the Council in co-production with key local organisations to improve the quality of life for residents who are deaf, hard of hearing, vision impaired and/or disabled. The Charter will serve as a set of recognised competencies and ways of working which can be used to influence other local organisations and encourage wide-reaching local adoption.
The proposal to develop a Redbridge Disability Charter would cut across all council commissioners and commissioned services. When in place the Charter would require a corporate framework to be established with a membership which includes service users and carers and a fund established to pay for travel and other costs, advocates and the preparation of a range of accessible materials. Fully committing to the ‘Co-production Model’ which is not just about accessibility it is about a change in culture, structure and practice across the council and so a lead in time would be required to train all participants together including service users, carers and staff in a range of skills including power sharing and reciprocity. It requires direct involvement of individuals rather than organisations speaking on behalf of their members.
Options to take this forward are under continued consideration.
Work to take this work forward is ongoing.
Fair and smart working
Portfolio/Directorate
Recommendation Summary of: feasibility / current action / proposed action
Delivery timetable
Fair and smart working
Portfolio/Directorate
Recommendation Summary of: feasibility / current action / proposed action
Delivery timetable
E1 Finance and Support Services / Finance and Resources
Map spend from the local authorityMap the spend from the local authority to its top suppliers including their geography, their re-spend in the local economy, and ethos and practices regarding employment, suppliers and environmental choice in order to build an understanding of how organisations contracted to provide services for the Council are currently and could potentially deliver social value.
This recommendation can be met by adapting information currently gathered by Strategic Procurement, derived from Agresso Accounts Payable data. This would include:1.Developing detailed reports.2.Publishing on Redbridge i DataShare pages on a regular quarterly basis.
Work can commence shortly with a view to publication starting in June 2016.
E3 Finance and Support Services / Finance and Resources
Fair employer standardDevelop a ‘Fair Employer’ standard which sets out the employment practices it expects businesses bidding for Council contracts to comply with.
This recommendation can be met by adapting existing requirements for organisations bidding for work from the Council.
Work to commence shortly with a view to implementing Standard by the end of 2016.
C5 Health and Social Care / Adult Social Services, Health and Well-being
Resources for ESF applications and embed bidding culture
Appoint a consultant to scope and produce a database of all UK/EU funding sources that include dates that fund streams come on line, partners likely to be involved etc.
June 2016 to May 2017.
Fair and smart working
Portfolio/Directorate
Recommendation Summary of: feasibility / current action / proposed action
Delivery timetable
HW3 Leader / Transformation
Accessibility Standards for Customer ServiceTo be used in all customer-facing interaction across the Council.
Work has begun.
For Adult Care, Public Health and Well-being, a task and finish group has already been established to implement the Standard. This will be linked to a wider Council work programme led by the Transformation programme.
Ongoing.
HW7 Finance and Support Services / Finance and Resources
London Living WageBecome a Living Wage Borough by extending the London Living Wage to employees of contractors who provide services for the Council. Within a year, the Chief Executive and relevant Director should have entered into discussions with the top five contractors to begin negotiations about the implementation of the London Living Wage by 2018/19, with a view to further rollout across all contracts subsequently.
It is recommended that the Council undertake the necessary steps to become an accredited London Living Wage authority.
The intention is to move to accreditation in2016-17.
Fair and smart working
Portfolio/Directorate
Recommendation Summary of: feasibility / current action / proposed action
Delivery timetable
HW11 Finance and Support Services / Finance and Resources
Receipts of public assets sold used to improve community facilities
This recommendation should not be taken forward.
In principle the aspiration behind this recommendation is accepted. However, capital receipts are treated as a corporate resource, then corporate decisions are made about how to deploy these resources – along with all other resources. It is not the Council’s practice to earmark receipts in this way, and this could lead to results that are contrary to our overall strategy.
A further point is that the Council has not sold significant amounts of assets over the past few years.
The Council should:1. Not change policy; and2. Publish information about sale of assets as
and when they arise and show the impact on the Council’s overall corporate investment strategy.
New ways of working
Code Portfolio/Directorate
Recommendation Summary of: feasibility / current action / proposed action
Delivery timetable
HW1 Leader / Chief Strategy Officer
Develop an Outcomes FrameworkThe Council should co-produce an outcomes framework and move towards an outcomes based approach. By ‘outcomes framework’, the Commission means a set of positive changes that the Council wants to achieve with and for local citizens and their communities.
This significant recommendation will be linked to the priorities and delivery framework of a refreshed Borough Plan / Corporate Strategy for Redbridge.
This work will also seek to align the Fairness Commission recommendations with wider corporate priorities.
Development work to being in spring 2016.
HW1(a) Leader / Chief Strategy Officer
Develop and Outcomes Framework to reduce child povertyGiven the profound impact that material deprivation in the early stages of life can have on life chances, the Commission suggests that at least one of these outcomes focuses on child poverty.
Work taken forward in line with development of a corporate Outcomes Framework.
Development work to being in spring 2016.
E2 Leader / Chief Strategy Officer
Develop strategic social value outcomesWork with third sector organisations, other public bodies and local businesses to identify the specific community benefits they want to achieve through taking full advantage of the Social Value Act.
This work will involve a wider look at procurement and commissioning processes. The approach should focus on placing emphasis on social value through the contract development.
Development work to being in spring 2016.
HW9 Leader / Transformation
Early Action Working GroupBring together teams across Council service areas to map prevention / early action opportunities.
This significant recommendation aligns to work of the Transformation Team, who will play a key role in coordinating delivery.
