AGENDA ITEM: 8 Page nos. 56 – 110 Meeting Cabinet Cabinet Date Date 26 February 2007 26 February 2007 Subject Subject Barnet’s Local Area Agreement (LAA) Barnet’s Local Area Agreement (LAA) Report of Report of Cabinet Member for Policy and Performance Cabinet Member for Policy and Performance Summary Summary Barnet has been negotiating with its partners a Local Area Agreement between local partners and Central Government, which is scheduled to be implemented from 1 April 2007. This report explains the purpose and contents of the LAA and seeks Cabinet’s approval to a draft agreement. Barnet has been negotiating with its partners a Local Area Agreement between local partners and Central Government, which is scheduled to be implemented from 1 April 2007. This report explains the purpose and contents of the LAA and seeks Cabinet’s approval to a draft agreement. Officer Contributors Nick Walkley - Executive Director of Resources Andrew Nathan - Community Partnerships Manager Hester Fairgrieve - Policy and Performance Manager Status (public or exempt) Public Wards affected All Enclosures Appendix A – Barnet’s Local Area Agreement (Draft) For decision by Cabinet Function of Executive Reason for urgency / exemption from call-in (if appropriate) None Contact for further information: Andrew Nathan, Community Partnerships Manager 020 8359 7029 56
Transcript
AGENDA ITEM: 8 Page nos. 56 – 110
Meeting Cabinet Cabinet Date Date 26 February 2007 26 February 2007 Subject Subject Barnet’s Local Area Agreement (LAA) Barnet’s Local Area Agreement (LAA) Report of Report of Cabinet Member for Policy and Performance Cabinet Member for Policy and Performance Summary Summary Barnet has been negotiating with its partners a Local Area
Agreement between local partners and Central Government, which is scheduled to be implemented from 1 April 2007. This report explains the purpose and contents of the LAA and seeks Cabinet’s approval to a draft agreement.
Barnet has been negotiating with its partners a Local Area Agreement between local partners and Central Government, which is scheduled to be implemented from 1 April 2007. This report explains the purpose and contents of the LAA and seeks Cabinet’s approval to a draft agreement.
Officer Contributors Nick Walkley - Executive Director of Resources Andrew Nathan - Community Partnerships Manager Hester Fairgrieve - Policy and Performance Manager
Status (public or exempt) Public
Wards affected All
Enclosures Appendix A – Barnet’s Local Area Agreement (Draft)
For decision by Cabinet
Function of Executive
Reason for urgency / exemption from call-in (if appropriate)
None
Contact for further information: Andrew Nathan, Community Partnerships Manager 020 8359 7029
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1. RECOMMENDATIONS 1.1 That the draft Local Area Agreement for Barnet for 2007/8- 2009/10 be
approved. 1.2 That authority be delegated to the Cabinet Member for Policy and
Performance to agree any further changes to Barnet’s final submission as a result of negotiations before 31 March 2007.
2. RELEVANT PREVIOUS DECISIONS 2.1 None 3. CORPORATE PRIORITIES AND POLICY CONSIDERATIONS 3.1 Barnet’s Local Area Agreement (LAA) has been developed through the Local
Strategic Partnership (LSP) and other Partnership Boards using the Sustainable Community Strategy as a starting point. In doing so the priorities of the Council as expressed through the Corporate Plan have contributed to this.
3.2 A number of mandatory targets are included in the plan that must be collected regardless of whether they are local priority.
4. RISK MANAGEMENT ISSUES 4.1 There are risks involved in acting as the Accountable Body for funds that are
distributed for spending by other agencies. This will be mitigated by the introduction of financial controls as detailed in paragraphs 9.8 and 9.9.
4.2 There is a risk that performance reward grant may not be maximised if targets are not met. This will be mitigated by regular and rigorous performance management within the current framework of performance managing the Sustainable Community Strategy. Targets relating to Council services will also be monitored through the Council’s performance management arrangements.
5. EQUALITIES AND DIVERSITY ISSUES 5.1 The ‘equalities implications’ section in the LAA narrative reaffirms the
commitment to equalities and valuing diversity contained in the Sustainable Communities Strategy and the disability Equality Scheme and Race Equality Scheme. The LAA targets reflect the priorities identified in both schemes.
6. FINANCIAL, STAFFING, ICT AND PROPERTY IMPLICATIONS 6.1 Just over £1 million of pump priming money is offered to the Council and
partners to help facilitate the achievements of stretched targets. Some of this will need to be used to support the central costs of LAA monitoring and reporting. None of the Council proposals for spending pump priming money will entail the creation of permanent new posts.
6.2 A total of £9,737,940 of Reward Grant (PRG) is available. PRG is paid on achievement of at least 60% of the stretch target. It will be payable in two equal instalments in 2010/11 and 2011/12. 50% of this will be capital and 50%
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revenue. It is payable to the partnership which must decide how it will be allocated. No budgetary provision for PRG has been made in the Council’s Financial Plans.
6.3 Department of Communities and Local Government (DCLG) guidance set out
various measures to address under-performance. This included cessation of grants as a last resort. This was initially seen as unenforceable but the placement of LAAs on a statutory footing requires this to be identified as a potential risk.
7. LEGAL ISSUES 7.1.1 Currently, an LAA is an agreement prescribed by Central Government to
address non-statutory priorities and programmes of action and forms a basis of targeted financial support from Central Government to the Council.
7.1.2 The Local Government and Involvement in Health Bill proposes a statutory basis for such agreements which will convert the LAA from a genuine voluntary agreement into a requirement to prepare an agreement into a detailed strategy for the delivery of local services. This will then require the approval of the Secretary of State.
8. CONSTITUTIONAL POWERS 8.1 Part 3, Responsibility for Executive Functions 9. BACKGROUND INFORMATION 9.1 A Local Area Agreement (LAA) is a three year agreement, based on local
Sustainable Community Strategies, between Central Government and local partners that sets out the priorities for a local area (a mixture of national outcomes and local priorities which reflect the local context). The Agreement is jointly negotiated between the Government Office and the Local Strategic Partnership (with the local authority acting as the accountable body for the latter). The recent Strong and Prosperous Communities White Paper saw an enhanced role for LAA’s within the new streamlined performance regime for local authorities and their partners, and the Local Government and Involvement in Health Bill will place them on a statutory footing and prescribes the future negotiation process in great detail. The shape of Barnet’s LAA is therefore liable to change significantly during its three years.
9.2 LAAs are divided into four ‘blocks’, namely Children and Young People; Safer and Stronger Communities; Healthier Communities and Older People; and Economic Development and Enterprise (mapping fairly closely to the four themes of Barnet’s new Sustainable Community Strategy). 26 previously separate funding streams are pooled in the four blocks of the LAA which, at least in theory, allow local partners more flexibility in meeting local needs.
9.3 Barnet’s draft LAA is attached at Appendix ‘A’. The LAA has the following characteristics: (i) A series of stretch targets, mainly based on local priorities, which are eligible for reward grant if they are met .The Performance Reward Grant is
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2.5% of the authority’s net budget requirement and is paid on achievement of 60% of the stretched target. At present this would represent £9,737,940 for Barnet. There will also be £1,079,700 of pump priming money paid up front. At present, these targets are focused around:
o Percentage of children who are obese o Number of schools below floor target for Key Stage 2, primary absence
and number of schools reaching new National Healthy School status o Transition into education and employment of vulnerable groups(e.g.
Looked after Children and those with Special Educational Needs) o Violent crime (covering assault and wounding) o Motor Vehicle Crime o Fire (reducing numbers and increasing fire safety checks) o Anti-social behaviour (perception measure) o Domestic Violence o Smoking quitters (in the seven most deprived wards) o Direct payments and individualised budgets o Cardiac rehab o Volunteering
No targets within the Enterprise and Economic Development block have been selected for stretch as the three year timescale for the Agreement does not reflect Barnet’s ambitious plans for growth or the considerable investment it will make in public infrastructure, which are long-term plans and will be pursued through other vehicles, such as the ten year Sustainable Community Strategy, the Barnet Bond proposal and the Three Strand Approach of ‘Protect, Enhance and Grow’. (ii) Some mandatory outcomes of importance to Central Government must be included in an LAA (iii) Targets marked ‘other’ were included in the LAA where Government Departments made them a pre-condition of continuing to receive the original ring-fenced funding stream within the pooled LAA (iv) To avoid the LAA becoming excessively bureaucratic, Barnet has not included other local targets. These are contained in other relevant plans and strategies, for example the Sustainable Community Strategy and Children and Young People’s Strategic Plan.
9.4 The LAA has been developed through the Partnership Boards that most correspond to the blocks of the LAA, supported by senior officers from the council and partners and with a project team led by the Executive Director of Resources. The Cabinet Member for Policy and Performance has overall lead responsibility, and individual Cabinet members have been involved throughout in agreeing negotiations that affect their portfolio.
9.5 A number of draft submissions have been made to the Government Office for London (GOL) and negotiations have intensified since the 30 November submission. These negotiations have proved complex, with the major sticking
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point being that Government Departments need to be satisfied the stretch targets chosen represent their rigid definitions of value for money.
9.6 GOL requested a final draft by 26 January 2007. This was submitted, but with the caveats that some negotiations were still ongoing, and that the LAA needed to be formally signed off by al relevant decision-making bodies. This is being achieved through this report and other reports both to the decision-making bodies of partner organisations and all the Partnership Boards. The final agreement will be signed off by the LSP Executive, chaired by the Leader of the Council, on 27 March 2007.
9.7 As it is possible that further amendments may be made to the Agreement after Cabinet, it is suggested that authority be delegated to the Cabinet Member for Policy and Performance to confirm Cabinet’s agreement to any further amendments. Individual Cabinet members will be consulted where these affect their portfolio.
9.8 Delivering the LAA The LSP is ultimately the lead body for making strategic decisions about the LAA but the local authority will be the Accountable body for the LAA. This means that the Council holds ultimate responsibility for the effective financial stewardship of public money and therefore needs to ensure provision of:
• adequate systems for financial control and monitoring
• robust governance
• proper accounting for pooled funds
• reliable accounting records and audit trail of LAA expenditure and funds
• appropriate mechanisms to distribute and account for funds
• maintenance of an asset register of all assets
• three grant usage reports each year to DCLG including – o Mid year statement o Forecast Outturn and o End year statement certified by the Chief Finance Officer with
assurance by the Council’s Internal Audit on fairness of the figures 9.9 As the Accountable Body, the Council will need to ensure that there are full
and rigorous financial management mechanisms in place to ensure that a clear audit trail exists for all expenditure. The Council as Accountable Body will sign funding agreements with other partners linking funding support to the achievement of outputs and targets and require those delivering the targets to have robust financial regulations, processes, systems and skills in place.
9.10 Targets in the LAA will be included in the Sustainable Community Strategy Action Plan and therefore be monitored through regular performance management reports to the LSP, in addition to formal reporting requirements to Central Government.
9.11 The three year agreement will be refreshed annually by mutual agreement between Central Government and the Council and its local partners. Changes
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are likely to be substantial given the revisions to the LAA process contained in the Local Government and Involvement in Health Bill.
10. LIST OF BACKGROUND PAPERS 10.1 None. Legal: MAM CFO: CM
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14/2/07 version
Investing in a First Class Suburb
A Local Area Agreement for Barnet
2007/08-2009/10
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Foreword: Investing in a First Class Suburb Barnet is a thriving and multi-cultural suburb of the world class city of London, home to a growing and diverse population. As an outer London borough it plays a major role in London’s success, attracting people to the city with the right skills and allowing London to compete effectively at a global level. It attracts people because it is clean, safe and offers good education – Barnet is a place where people want to live. Covering 87 square kilometres, Barnet has large areas of protected open space and parkland and over 20 town centres, all of them diverse centres of retail, culture and community activity. The rich diversity of Barnet is reflected in the make up of its 329,700 residents. Just over a quarter of the population belong to a minority ethnic community. Barnet is a successful suburb. It has one of the highest number of VAT registration in outer London and low unemployment. Educational achievement in Barnet is high with 64% of pupils achieving 5 + A-C grades at GSCE in 2006; over a third of adults hold a qualification of degree level or higher. Crime is low compared to the London average, but as in all London boroughs, fear of crime remains an issue.' Our residents can also expect to live healthier and longer lives than the average. It comes as no surprise then that the overwhelming majority of residents – 87% - are satisfied with Barnet as a place to live. Nevertheless, it is recognised that this successful and prosperous picture of Barnet is not one all residents will relate to. While Barnet has a low overall level of deprivation, 12 super output areas in the borough are within the 20% most deprived nationally. People living in these areas are more likely to experience, among other things, higher crime and unemployment, low educational attainment, poorer health and lower life expectancy. Ensuring that everyone in Barnet shares the borough’s prosperity is therefore a major priority for the Barnet Local Strategic Partnership (LSP). Our aim, as expressed in the Sustainable Community Strategy, is to foster Barnet’s success over the next 10 years by protecting and enhancing the best of Barnet while ensuring growth through successful regeneration. Managing this growth and ensuring Barnet’s attractiveness does not hold the seeds of its own decline are major challenges. Barnet’s population in 2016 is likely to exceed 360,000, largely as a result of major regeneration and development pressures. An extra 16,000 new homes will be built by 2016, attracting a much younger and more diverse population. The growth will bring new businesses, retail and leisure facilities and new employment opportunities. Planning for this growth is therefore a key challenge for the LSP; one it cannot ignore. Barnet’s first Local Area Agreement (LAA) is therefore seen as a means for moving towards the vision in the Sustainable Community Strategy and for ensuring that Barnet excels as a first class suburb of a world class city. Councillor Mike Freer, Leader of the Council and Councillor Andrew Harper, Cabinet Member for Policy & Performance
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Barnet’s Local Area Agreement Barnet’s Sustainable Community Strategy, ‘Barnet: A First Class Suburb’ sets out the shared vision for Barnet in 2016 and contains four themes and thirteen ambitions. This strategy provides the framework and basis for Barnet’s first Local Area Agreement (LAA). The LAA is seen as a means of taking this strategy forward over the next three years. The vision of the Sustainable Community Strategy and therefore this LAA is that in 2016: “Barnet is known nationally and internationally as a first class suburb. Its new, inclusive and thriving neighbourhoods have made it one of
the largest boroughs in London. Residents enjoy access to large green open spaces, clean streets, an excellent transport network and affordable, decent homes. It is a place where both young and old can enjoy fulfilling and healthy lives. There is consistently high
educational attainment and new local employment opportunities. Crime and fear of crime remains low and communities – established and recently formed – take pride in their area. Public services are of a
consistently high standard and meet the needs of the diverse population they serve”. The purpose of the LAA is to: • form an agreement between the Barnet Local Strategic Partnership, Government (via GOL), and other external agencies, to ensure
we achieve the 2016 vision in the Sustainable Community Strategy • agree specific outcomes and targets that will be achieved each year for the three years of the Agreement • improve the effectiveness and efficiency of public services in Barnet by pooling and aligning funding streams. The LAA mirrors the four themes of the Sustainable Community Strategy: • Investing in children and young people; • Safer, stronger, and cleaner Barnet; • Growing successfully; • Healthier Barnet (including older people). The outcomes contribute to cross cutting agendas and programmes such as Supporting People and Neighbourhood Renewal.
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Barnet’s LAA does not focus on everything that the LSP will do to deliver the 2016 vision. Instead it is used as a vehicle for focusing on areas where we can add value, encourage new thinking and drive forward performance. The Enterprise and Economic Development block in particular does not reflect Barnet’s ambitious plans for growth or the considerable investment it will make in public infrastructure. This is because these plans are long-term and do not fit neatly into a three year agreement. Instead, Barnet is using other vehicles to pursue these longer terms ambitions and activities, such as the ten year Sustainable Community Strategy, the Barnet Bond proposal and the Three Strand Approach of ‘Protect, Enhance and Grow’. Barnet’s LAA specifically covers: • Mandatory outcomes and targets • Locally agreed outcomes and targets • Reward targets negotiated with Government • The funding streams to be pooled centrally and aligned locally • The enabling measures that we are seeking from central Government to support the delivery of outcomes The following section sets out in more detail how the LAA was developed and how it will be delivered. The concluding section (page 9-31) contains the outcomes, targets and funds for each LAA block. How was the LAA developed?
The Barnet LAA has been developed in collaboration with all the key statutory and voluntary organisations represented on Barnet’s Local Strategic Partnership (LSP). The decision making body of the LSP, the Executive, which is comprised of the police, local authority, Barnet College, the PCT, Middlesex University and the Barnet Voluntary Service Council, has been responsible for overseeing the process.
The detailed development of the LAA has been co-ordinated by an LAA project team. Project leads have been recruited for each block and they have worked closely with Barnet’s four main thematic partnerships1 to develop indicators and reward targets. These draw on existing priorities and areas for improvement.
1 The Children & Young People’s Strategic Partnership Board (delivering ‘investing in children and young people’ in the Sustainable Community Strategy) •
A great deal of work had already been done in defining priorities for Barnet – both in the development of the Sustainable Community Strategy and the Children and Young People Plan. Both of these documents were launched on 1 April 2006 following extensive analysis of needs, issues and residents’ priorities. In developing the Sustainable Community Strategy the draft priorities were sounded out in late 2005 with over 1,000 members of the Council’s Citizens Panel, over 100 groups and local organisations represented on the Civic Network as well as through a series of focus groups with the voluntary and community sector and with local residents. As a result of this consultation a number of changes were made to the ambitions in the Sustainable Community Strategy2. The LAA therefore builds on a strong existing evidence basis, limiting the need for Barnet to undertake additional research. Partners have been involved through a borough wide ‘Making a Difference’ event which over 100 managers from across the LSP attended. This event sought to engage and consult more widely on the priorities with key partners. Involving the voluntary and community sector The Voluntary and Community Sector (VCS) in Barnet is large and diverse. There are close to a thousand voluntary and community organisations in the borough which range from the very small to charities that are involved in significant trading activity. As well as locally-registered charities there are also local branches of large national charities such as SCOPE, MIND, and Age Concern that reside within Barnet. This council has a financial relationship (through grant giving, contracts and service-level agreements) with at least 224 Voluntary and Community Organisations (VCOs). A significant number of VCOs were involved in developing the Sustainable Community Strategy and play a crucial role in its implementation. The VCS is represented on the decision making body of the LSP by the Barnet Voluntary Service Council (BVSC). As a result, the BVSC has been involved from the onset in strategic discussions on the Sustainable Community Strategy and the LAA and has played a key role in building awareness in the sector and getting key organisations involved. The LSP’s commitment to working closely with the sector is reflected in the target to increase volunteering, which is one of the shared priorities in the Sustainable Community Strategy. The VCS also plays a major role on the LSP Community Steering Group. This is the non-executive body of Barnet’s LSP and represents the consumers of public services in Barnet. Out of 12 members, 10 are from wide ranging VCS organisations. The Community Steering has not only contributed to the development of the LAA but will also play a key role in its performance management, acting as a critical friend to the Executive.
2 See Barnet’s Sustainable Community Strategy, 2006-2016, page 4 for details.
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As the VCS are represented in some way in most of the major partnerships, many have been involved in the detailed discussions with block leads, identifying and agreeing targets. Further consultation and engagement was undertaken in October and November 2006 with the LSP Community Steering Group, who were encouraged to cascade information to groups they had links with to widen involvement. A presentation was also made to BVSC’s Board of Trustees. It is also anticipated that the VCS will be an integral part of how the LAA is delivered, providing the services and activities required to achieve some of the outcomes in LAA blocks. VCOs are going to be involved in the delivery of targets across all four blocks, working through existing networks and partnership boards and especially in the areas of prevention, referral and outreach. The Local Compact underpins the relationship between the VCS and Barnet Council and will be adhered to in the development and implementation of the LAA. This includes ensuring adequate information, timeframes and resources for meaningful consultation and providing appropriate feedback following consultation. Barnet has already shown its commitment to working more closely with the VCS, undertaking a best value review in 2005/06 which focussed specifically on this subject. The review sets the foundations for the council and its partners, such as BVSC, to approach its relationship with the VCS in strategic terms. The recommendations, including the development of a VCS Strategy, establish how best to manage the relationship with the VCS, and the resources allocated to it in order that the council’s corporate priorities and the evolving needs of the local community are met. It is anticipated that as a result of the implementation of the recommendations of this review, there will be closer working with the VCS during the lifetime of the LAA. Quote from Barnet Voluntary Service Council: “The VCS has been actively involved at every level of Barnet Council’s partnership arena, including representation on a range of committees and sub-groups. It is agreed by all partners that the level of representation of the VCS under the new LAA structures will be maintained at its current level or wherever appropriate increased. It is accepted and agreed by all partners that for the LAA to be successful, the VCS has to be involved in meaningful service delivery in all four LAA Blocks and that the VCS is considered a key partner in the delivery of the stretch targets”.
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How will the Local Area Agreement be delivered? The Barnet LSP will be collectively responsible for overseeing delivery of the outcomes and targets contained in the LAA, alongside the ambitions contained in the Sustainable Community Strategy. All partners represented on the LSP are keen that the performance management of the LAA does not produce an additional layer of bureaucracy and “upward” reporting. Therefore the performance management of the LAA will be integrated with performance management of the Sustainable Community Strategy and Neighbourhood Renewal Action Plan and the same framework will be used. Lead partners for each target, will also be expected to incorporate these into their priority setting/service planning process. For example, the Council will reflect LAA targets in its Key Priority Plans and monitor them as part of its quarterly performance reporting. Delivery of the outcomes in each block will be coordinated by Barnet’s four main thematic partnerships - the Children & Young People Strategic Partnership Board, Safer Communities Partnership Board, Growing Successfully Non Executive Directors Group and the Adult Strategy Group. These groups are accountable to the LSP and already responsible for delivering on their corresponding Sustainable Community Strategy themes. The thematic partnership will monitor delivery against the LAA themes on a quarterly basis to ensure everything is on track. They will report on an exception basis to the LSP Executive. Figure 1: Visual representation of the LAA delivery arrangements:
LSP Executive
Children & Young People Strategic
Partnership Board
Safer Communities Partnership Board
Growing Successfully Non
Executive Directors Group
Adult Strategy Group
Sub - partnerships
Civic Network LSP Community Steering Group
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3The full LSP (Executive and Community Steering Group) will receive a traffic lighted performance report against each of the outcomes in
the LAA every six months to enable it to monitor and manage progress. This will allow the LSP to see if there are any issues that need to be resolved. A copy of this report will also be sent to Government Office for London. If an outcome receives a red traffic light assessment, indicating substantial problems that need the LSP’s attention, the accountable officer with lead responsibility for delivery will report to the LSP on the issues and the remedial action to be taken. The LSP will be able to probe, support and, if necessary, challenge the proposal. Responsibility for deciding what action is to be taken will remain with the lead partner. The LSP will also be responsible for monitoring financial information and ensuring resources are efficiently and effectively used. The potential for further alignment or pooling of funds to support the delivery of the LAA will be explored in further detail during the first year of the agreement. Equalities implications A first class suburb is one which is diverse and cohesive, and Barnet is justifiably proud that it scores highly on both of these measures. It is the twentieth most ethnically diverse area in England and on one measure, the second most religiously diverse. Just over a quarter of the population belong to a ethnic minority community - the largest of which are Indian and Black African. Barnet is also home to the largest number of Chinese residents of any London borough and the highest proportion of Jewish residents in the country. The diversity of the borough will increase over the coming decades as the population grows and we are committed to ensuring that Barnet remains cohesive. Already, 65% of residents say that their area is a place where people from different backgrounds can get on well together and we believe this will increase over the lifetime of the LAA. One of the five commitments of the LSP, expressed in the Sustainable Community Strategy is to “appreciate and value diversity in everything we do, recognise individuals’ rights and responsibilities and work together to ensure that everyone has the same life chances”. One of the main vehicles for tackling deprivation in Barnet is through the regeneration and development of the borough. This extends well beyond the lifetime of this LAA and is focussed on the estates and areas with the highest levels of deprivation in Barnet, such as Grahame Park, West Hendon and Dollis Valley. In the short-term, the LAA will be used as one means to reduce inequality in Barnet. The Disability Discrimination Act (2005) and Equality Act (2006) together with the Race Relations (Amendment) Act 2000 place a duty on public authorities to promote disability equality,
3 See appendix for full membership details.
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gender equality and race equality respectively. This duty is extended to any partnerships public authorities are involved in. Therefore, all the targets and priorities identified in the LAA will seek to demonstrate positive outcomes for Barnet’s diverse communities and evidence that due regard has been taken of the duties and are reflected in our Race Equality and Disability Equality Schemes. The council is currently revising its approach to performance management and both action plans attached to the schemes will be monitored through a councillor led performance review process. In addition, the outcomes specified in the LAA will, as far as possible, be segmented along diversity profiles to ensure that no one community is being disproportionately disadvantaged. Further information and supporting documentation For further information about the outcomes and targets under each block please see:
• Barnet: A First Class Suburb. A Sustainable Community Strategy for Barnet, 2006-2016 (April 2005) • Barnet’s Children and Young People Plan 2006-07 - 2008/09 (April 2006) • Safer Communities in Barnet: A Crime and Disorder and Drugs Strategy for Barnet, 2005-08 (April 2005) • Investing in a First Class Suburb: An alternative approach to funding infrastructure (September 2006) • The Three Strands Approach: Protect, Enhance and Grow (2005) • Living Longer, Living Even Better in Barnet – A Joint Plan for Older People and their Carers (April 2005).
Appendix 1: LSP Members 1a. LSP Executive • Provide community leadership and direction to the family of strategic partnerships and oversee joint strategic initiatives to tackle
economic, social and environmental objectives • Develop a long-term Sustainable Community Strategy for the area • Agree and deliver a Sustainable Community Strategy action plan that identifies the most important things that need to be done
locally • Keep the Strategy under review and make decisions on revision/republishing when necessary • Develop and deliver Neighbourhood Renewal Action Plan and approve use of the Neighbourhood Renewal Fund • Devise and performance manage Barnet’s Local Area Agreement • Represent wider interests and needs of Barnet both within the region and nationally to ensure the well being of the area • Influence the deployment of mainstream resources to improve targeting of resources in Barnet • Seek external funding to support the priorities of the Sustainable Community Strategy • Promote and facilitate multi-agency and cross sector working by helping to overcome the barriers between organisations and
ensuring that local partnerships remain fit for purpose • Oversee the ongoing development of the Partnership and keep its structures, membership and working practices under review.
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Member Organisation
Cllr Michael Freer (CHAIRMAN) London Borough of Barnet Chief Supt Stephen Kavanagh Barnet Borough Police Ruth Mulandi Barnet Voluntary Service Council Charles Hollwey Barnet Primary Care Trust Marilyn Hawkins Barnet College Steve Knight Middlesex University Helen Pickering (OBSERVER) North London Learning & Skills Council Wally Steel/Ian D’Souza (OBSERVER) JobCentre Plus Peter Livermore (OBSERVER) Transport for London Louise Matlock (OBSERVER) Government Office for London Leo Boland (SECRETARY) London Borough of Barnet 1b. LSP Community Steering Group • Represent and communicate the needs and interests of Barnet’s businesses and diverse communities • Contribute to the development and review of the Sustainable Community Strategy for Barnet • Contribute to the development and review of Neighbourhood Renewal for Barnet • Contribute to the development of Local Area Agreements • Monitor the delivery of the Sustainable Community Strategy, neighbourhood renewal and Local Area Agreements • Ensure effective two-way communication and feedback between the LSP and the wider community. Member Organisation
Tom Nathan (CHAIRMAN) Brent Cross Shopping Centre Jyoti Shah SANGAM Association of Asian Women George Irons Federation of Residents Associations in Barnet Shola Adeaga Jesus House Shennar Okirie Youth Board Sayed Shakil Ahmed Ayesha Community Education Mark Robinson Age Concern Huw Jones North London Chamber of Commerce Michael Lassman Jewish Association for Mental Illness
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Member Organisation
Dominque Lavan Youth Board Vacant post Vacant post
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Outcomes by LAA block
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INVESTING IN CHILDREN AND YOUNG PEOPLE TYPE OF TARGET
Targets 2008/09 Targets 2009/10 For selected stretch targets
Lead partner/officer
OTHER CYP11
Key Stage 1 assessments level 2+ a) reading b) writing c) maths
AY 05/06 a) 85% b) 83% c) 91%
AY 06/07 a) 87% b) 85% c) 92%
AY 07/08 a) 87% b) 85% c) 92%
AY 08/09 not yet set
Leo Boland, Chief Executive, London Borough of Barnet
STRETCH CYP12 Final agreement pending
Key stage 2 Without stretch a. The proportion of maintained primary schools in which fewer than 65% of pupils achieve Level 4 and above at Key Stage 2 i) English ii) Maths b) % of overall absence in primary schools c) % of schools achieving the new National Healthy School Status
AY 05/06 i) 9.3% ii) 12% 5.86% March 06 15.8%
AY 06/07 i) 8% ii) 10.4% 5.8% March 08 54%
AY 07/08 i) 6.7% ii) 8% 5.75% March 09 64.9%
AY 08/09 i) 4% ii) 5% 5.7% March 10 74.6%
AY 09/10 i) 2.7% ii) 2.7% 5.6%
Leo Boland, Chief Executive, London Borough of Barnet
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INVESTING IN CHILDREN AND YOUNG PEOPLE TYPE OF TARGET
Targets 2008/09 Targets 2009/10 For selected stretch targets
Lead partner/officer
with stretch a. The proportion of maintained primary schools in which fewer than 65% of pupils achieve Level 4 and above at Key Stage 2 i) English ii) Maths b) % of overall absence in primary schools c) % of schools achieving the new National Healthy School Status
AY 05/06 i) 9.3% ii) 12% 5.86% March 06 15.8%
AY 06/07 ● ● March 08 57%
AY 07/08 a) 5.3% b) 6.7% 5.5% March 09 70.2%
AY 08/09 a) 2.7% b) 2.7% 5.4% March 10 83.3%
AY 09/10 a) 0% b) 0% 5.3%
Leo Boland, Chief Executive, London Borough of Barnet
Mandatory NRF Education Outcome
Raise standards in English, maths and science in secondary education so that by 2008, in all schools located in the districts in receipt of NRF, at least 50% of pupils achieve level five or above in each of English, maths and science.
MANDATORYCYP13
By 2008 all schools located in Local Authority
AY 05/06
AY 06/07
AY 07/08
AY 08/09
AY 09/10
Leo Boland, Chief Executive,
INVESTING IN CHILDREN AND YOUNG PEOPLE TYPE OF TARGET
Targets 2008/09 Targets 2009/10 For Lead selected partner/officer stretch targets
Districts in receipt of NRF to ensure that at least 50% of pupils achieve level five or above in each of English, maths and science. KS3 a) English b) maths c) science
Note out of 19 schools a) 95% (prov) b) 100% (prov) c) 95% (prov)
a)100% b)100% c) 100%
a) 100% b)100% c) 100%
a) 100% b) 100% c) 100%
London Borough of Barnet a)100% b) 100% c) 100%
AY 05/06 AY 07/08 AY 08/09 AY 06/07OTHER Key Stage 3CYP14
assessments level 5+ overall a) English b) maths c) science
a) 81% (prov) b) 83% (prov) c) 79% (prov
a) 84% b) 83% c) 81%
Leo Boland, Chief Executive, London Borough of Barnet
a) 85% b) 85% not yet set with
Dfes c) 83%
AY 07/08 Leo Boland, Chief Executive, London Borough of Barnet
OTHER Key Stage 4CYP15
AY 05/065+ A-C* passes at end of Key stage 4 (English and Maths)
AY 06/07 55.9%
56%
AY 08/09 61% not yet set with
Dfes
AY 07/08OTHER Overall effectiveness of schools (Ofsted judge good or better)
AY05/06CYP16
AY 06/07 78%
80%
AY 08/09 82%
Leo Boland, Chief Executive, London Borough of Barnet
84%
79
INVESTING IN CHILDREN AND YOUNG PEOPLE TYPE OF TARGET
Targets 2008/09 Targets 2009/10 For selected stretch targets
Lead partner/officer
STRETCH CYP19
Transition (without stretch) a)% of Looked After
Children (who have been looked after for at least 12 months prior to sitting their exams who leave care having achieved five or more GCSE at grades A*-C (or equivalent)
b) % of young people who
were looked after in their 17th year and who, at the age of 19 are participating in education, training and employment
c) % of pupils with special educational need that achieve level 1 qualification in English and maths
d) % of 16-18 year old
young people not in education, training or employment that were Barnet school leavers with a special education need
AY 05/06 24% 44% (March 06) AY 05/06 66% January 2006 35%
AY 06/07 24% 68% AY 06/07 66.5% January 2008 35%
AY 07/08 24.5% 69% AY 07/08 67% January 2009 34.5%
AY 08/09 25% 70% AY 08/09 67.5% January 2010 34%
AY 09/10 25% AY 09/10 68%
Leo Boland, Chief Executive, London Borough of Barnet
82
INVESTING IN CHILDREN AND YOUNG PEOPLE TYPE OF TARGET
Targets 2008/09 Targets 2009/10 For selected stretch targets
Lead partner/officer
Transition (with stretch) a)% of Looked After
Children (who have been looked after for at least 12 months prior to sitting their exams who leave care having achieved five or more GCSE at grades A*-C (or equivalent)
b) % of young people who
were looked after in their 17th year and who, at the age of 19 are participating in education, training and employment
c) % of pupils with special educational need that achieve level 1 qualification in English and maths
d) % of 16-18 year old
young people not in education, training or employment that were Barnet school leavers with a special education need
AY 05/06 24% 44% (March 06) 66% January 2006 35%
AY 06/07 24% 70% AY 06/07 67% January 2008 33%
AY 07/08 24% 72% AY 07/08 68% January 2009 31%
AY 08/09 26% 75% AY 08/09 70% January 2010 29%
AY 09/10 28% AY 09/10 72%
OTHER Percentage of young Leo Boland,
INVESTING IN CHILDREN AND YOUNG PEOPLE TYPE OF TARGET
Targets 2008/09 Targets 2009/10 For Lead selected partner/officer stretch targets
61% 90% 90% 90% Chief Executive, London Borough of Barnet
offenders supervised by the Youth Offending Service who are in full time education, training or employment
CYP20
Funding streams to be Allocation pooled centrally
Mandatory 07/08 08/09 09/10 revenue capital revenue capital revenue capital Children’s Services Grant £1,456, 317
Key Stage 3 – Behaviour and Attendance
£68,300
Key Stage 3 – Central Coordination
£166,932
Neighbourhood Renewal Fund
£192, 243
Positive Activities for Young People
£257, 901
Primary Strategy Central Coordination
£136,424
School Travel Advisors £40,000
School Whatever is left after funding schools in 2007-08 (£761,470 in 2006-07)
Development Grant (LA retained element only)
83
Agreed enabling measures None sought
84
85
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets 2009/10
Lead partner/ officer
Reduce Crime
MANDATORY SSC1
Reduce overall crime in line with local Crime and Disorder Reduction Partnership targets and narrow the gap between the worst performing wards/neighbourhoods and other areas across the district Reduction in the overall British Crime
Survey comparator recorded crime.
20,546
16,549 Target For Final Year Of Current PSA 1
15,672 Trajectory Based On Previous PSA 1
14,795 Trajectory Based On Previous PSA 1
Stephen Kavanagh, Borough Commander, Barnet Borough Police
Violent Crime: Without stretch Reduce Common Assault, wounding. (ABH and GBH)
4,320 3,774 3,623 3,478 STRETCH SSC2 Final agreement pending
With stretch Reduce Common Assault, wounding. (ABH and GBH)
4,320 3,774
3,585
3,406
Stephen Kavanagh, Borough Commander, Barnet Borough Police
STRETCH SSC3 Final agreement pending
Motor Vehicle Crime: Without stretch To reduce: • theft of, taking of motor vehicles • theft from motor vehicles
1,994 4,320
1,635 4,104
1,472 4,104
1,325 4,104
Stephen Kavanagh, Borough Commander, Barnet Borough Police
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/
officer
With stretch To reduce: • theft of, taking of motor vehicles • theft from motor vehicles
1,944 4,320
1,590 4,018
1,391 4,018
1,192 4,018
Without Stretch Domestic Violence Increase in the number of offences of domestic violence recorded annually either directly to the police or through a third party
2,061 2,267
2,494
2,743
With Stretch Domestic Violence Increase in the number of offences of domestic violence recorded annually either directly to the police or through a third party
2,061 2,308
2,585
2,895
STRETCH SSC4 Final agreement pending
Without Stretch Domestic Violence Increase the percentage of domestic violence offences which result in sanctioned detections
493 TBC TBC
Stephen Kavanagh, Borough Commander, Barnet Borough Police
TBC
86
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/
officer
With Stretch Domestic Violence Increase the percentage of domestic violence incidents which result in sanctioned detections
493 TBC
TBC TBC
Without Stretch Domestic Violence Reduce repeat victimisation of DV survivors who have undergone a Multi-Agency Risk Assessment Conference (MARAC).
0 TBC TBC TBC
With Stretch Domestic Violence Reduce repeat victimisation of DV survivors who have undergone a Multi-Agency Risk Assessment Conference (MARAC)
0 TBC TBC
TBC
MANDATORY SSC5
Reduce the proportion of adult and young offenders, and prolific and other priority offenders who re-offend.
1. PPO’s
2. Young offenders (“subject to YJB confirmation” JC)
1. Baseline TBC March 2007. Cohorts being measured 2. 2003 cohort Reoffending
1. TBC March 2007 2. Reduce
1. TBC March 2007 2. Reduce
Diane Campbell, Assistant Chief 1. TBC Officer, March Barnet 2007 Probation/ Kate Malleson, YOT Manager, Youth Offending
87
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/
officer
rate after 24 months = 34.8%
the recidivism of the 2004 cohort after 24 months to 34.22%
the recidivism of the 2005 cohort after 24 months to 33.64%
2. Reduce Team the recidivism of the 06 cohort after 24 months to 33.06% (An overall reduction during the period of 5% of 34.8%).
Increase domestic fire safety and reduce arson
Without stretch The average number of accidental dwelling fires
261 247 244 241
With stretch The average number of accidental dwelling fires
261 238
238 238
Without stretch The average number of deliberate primary fires
103 89 87 85
STRETCH SSC6
With stretch The average number of deliberate primary fires
103
81 81
Nick O’Reilly Borough Fire Command’r
81
88
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/
officer
Reassure the public, reducing the fear of crime MANDATORY SSC7
Reduce percentage of people feeling “very unsafe” or “fairly unsafe”: a) during daylight hours, b) when it is getting dark, c) after dark
Barnet Residents Attitude Survey: (2006/7 B/L) a) 6% b) 32% c) 42%
Discussions continuing – July 2007 for review.
Discussions continuing- July 2007 for review
Stephen Kavanagh, Borough Commander Barnet a) 5% Borough b) 29% Police/Leo c) 38% Boland,
Chief Executive, London Borough of Barnet
Reduce the harm caused by illegal drugs MANDATORY SSC8
Reduce public perception of local drug dealing and drug use as a problem
31% (BVPI survey)
Discussions continuing – July 2007 for review.
Discussions continuing- July 2007 for review
28% Stephen Kavanagh, Borough CommanderBarnet Borough Police /Leo Boland, Chief Executive, London Borough of Barnet
89
90
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets 2009/10
Lead partner/ officer
OTHER SSC9
Drugs: Increase the number of class A supply offences detected. Percentage of adults assessed by the Criminal Justice intervention Team, (CJIT), as needing a further intervention to be taken onto the caseload. Prolific and Priority Offenders (PPO’s) Percentage of drug using PPO’s offered priority drug treatment target
32 Class A detections 62% 100%
34 TBC in October 2007 100%
36 TBC in October 2007 100%
37 70% 100%
Stephen Kavanagh, Borough CommanderBarnet Borough Police /Leo Boland, Chief Executive, London Borough of Barnet
Build Respect in communities and reduce anti-social behaviour
(The following indicators should draw on data in the Local Government User Satisfaction Survey)
Increase the percentage of people who feel informed about what is being done to tackle anti-social behaviour in their local area.
19% (BVPI survey 06/07)
Discussions continuing – July 2007 for review
Discussions continuing – July 2007 for review
24% MANDATORY SSC10
Reduce percentage of people who feel that parents in their local area do not take responsibility for the behaviour of their children
52% (BVPI survey 06/07)
Discussionscontinuing – July 2007 for review
Discussionscontinuing – July 2007 for review
47%
Leo Boland, Chief Executive, London Borough of Barnet
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/
officer
Reduce percentage of people who feel that people in their area do not treat them with respect and consideration
43% (BVPI survey 06/07)
Discussionscontinuing – July 2007 for review
Discussionscontinuing – July 2007 for review
38%
STRETCH Final agreement pending
91
92
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets 2009/10
Lead partner/ officer
Without stretch Reduce people’s perceptions of ASB -using the 7 issues stated in the 06/07 BVPI 3yr survey Q4(c - i) Percentage of people stating the following are a very or fairly big problem: • noisy neighbours or loud parties. • teenagers hanging around on the streets. • rubbish and litter lying around.
• people being drunk or rowdy in public spaces. • abandoned or burnt out cars. • vandalism graffiti, and other deliberate damage to property or vehicles. • people using or dealing drugs.
17% 49% 45% 29% 14% 39% 31%
Discussionscontinuing – July 2007 for review – for all 7 measures.
Discussionscontinuing – July 2007 for review- for all 7 measures
14% 44% 40% 24% 11% 34% 28%
Stephen Kavanagh, Borough CommanderBarnet Borough Police /Leo Boland, Chief Executive, London Borough of Barnet
With stretch Reduce people’s perceptions of ASB -using the 7 issues stated in the 06/07
Stephen Kavanagh, Borough Commander
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/
officer
BVPI 3yr survey Q4(c - i) Percentage of people stating the following are a very or fairly big problem: • noisy neighbours or loud parties. • teenagers hanging around on the streets. • rubbish and litter lying around. • people being drunk or rowdy in public spaces. • abandoned or burnt out cars. • vandalism graffiti, and other deliberate damage to property or vehicles. • people using or dealing drugs.
17% 49% 45% 29% 14% 39% 31%
Barnet Borough Police /Leo Boland, Chief Executive, London 11% Borough of Barnet 39%
35% 19% 9% 29% 21%
Empower local people to have a greater voice and influence over local decision making and a greater role in public service delivery
93
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/
officer
Percentage of residents who feel they can influence decisions affecting their local area.
14% (06/07 Residents Survey)
15% 17% 19% Leo Boland, Chief Executive, London Borough of Barnet
Percentage of people who feel that their local area is a place where people from different backgrounds get on well together
66% (BVPI survey 06/07)
Discussionscontinuing – July 2007 for review
Discussionscontinuing – July 2007 for review
71% Leo Boland, Chief Executive, London Borough of Barnet
MANDATORY SSC11
An increase in the number of people recorded as or reporting that they have engaged in formal volunteering on an average of at least two hours per week over the past year
15% (2006/07 Annual Residents Survey)
16.5% 18% 20% Ruth Mulandi, Chief Executive, BVSC
Without stretch The number of residents recorded as or reporting that they have engaged in informal voluntary work through groups, clubs or organisations to benefit other people or the environment for an average of 2 hours a week or more over a twelve month period during the lifetime of the LAA, broken down into a. Standard volunteers
Baseline to be established by 30/9/07
TBC TBC 180 STRETCH SSC12
b. Volunteers from excluded groups As above TBC TBC
Ruth Mulandi, Chief Executive, BVSC
50
94
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/
officer
With stretch The number of residents recorded as or reporting that they have engaged in informal voluntary work through groups, clubs or organisations to benefit other people or the environment for an average of 2 hours a week or more over a twelve month period during the lifetime of the LAA, broken down into a. Standard volunteers
As above TBC TBC 200
b. Volunteers from socially excluded groups
As above TBC TBC
100
Reduce waste to landfill and increase recycling MANDATORY SSC12
Increase in the percentage of municipal waste recycled
22% 26% 29% 31% Leo Boland, Chief Executive, London Borough of Barnet
Improve the quality of the local environment by reducing the gap in aspects of liveability between the worst wards/neighbourhoods and the district as a whole, with a particular focus on reducing levels of litter and detritus MANDATORY SSC13
Reduction by 2008 in levels of litter and detritus using BV199 at district level (% of land & highways that falls below an acceptable level)
9% 12% 9% 9% Leo Boland, Chief Executive, London Borough of Barnet
95
SAFER, STRONGER AND CLEANER BARNET TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/
officer
As part of an overall housing strategy for the district ensure that all social housing is made decent by 2010, unless a later deadline is agreed by DCLG as part of the Decent Homes programme MANDATORY SSC14
Non-decency targets to deliver decent homes by 2010 (or later deadline as approved by DCLG), which are agreed with Government Office, and monitored at district level, against trajectories reported in LA BPSAs and RSL RSRs
58.79% 35% 23% 9% Leo Boland, Chief Executive, London Borough of Barnet
Funding streams to be Allocation pooled centrally
Mandatory 07/08 08/09 09/10 revenue capital revenue capital revenue capital Building Safer Communities Fund
Improve health and reduce health inequalities MANDATORY HCOP1
Reduce health inequalities within the local area, by narrowing the gap in all-age, all-cause mortality. Refer to HCOP2 and 3
Chas Hollwey, Chief Executive, Barnet Primary Care Trust
Chas Hollwey, Chief Executive, Barnet Primary Care Trust
Cardiovascular disease (CHD, stroke and related diseases) directly age-standardised mortality (per 100,000)
2006 2007 2008 2009 HCOP2 63.97 60.3 56.85 54.5
Chas Hollwey, Chief Executive, Barnet Primary Care Trust
Cancer directly age-standardised mortality (per 100,000)
2006 2007 2008 2009 HCOP3
98.42 96.58 94.78 93.01
98
Reduce premature mortality rates and reduce inequalities in premature mortality rates between wards/neighbourhoods with a particular focus on reducing the risk factors for heart disease, stroke and related diseases (CVD) (smoking, diet and physical activity) MANDATORY HCOP4
Reduce directly standardised SMR from circulatory diseases in people under 75, so that the absolute gap between the national rate and the rate for the district is narrowed, at least in line with LDP trajectories by 2010. See HCOP2 where the target is described.
Chas Hollwey, Chief Executive, Barnet Primary Care Trust
MANDATORY HCOP5
Reduce health inequalities between the most deprived neighbourhoods and the district average, using indicators that are chosen in accordance with local health priorities and will contribute to a reduction in inequalities in premature mortality rates. “Refer to HCOP6 smoking cessation, HCOP7 cardiac rehabilitation, CYP2 Child obesity, CYP3 Reduction in the under 18 conception rate and CYP4 MMR immunisation”
Chas Hollwey, Chief Executive, Barnet Primary Care Trust
without stretch Smoking quitters in the seven most deprived wards (annual figures)
286
315
378
490
HCOP6 Final agreement pending
with stretch Smoking quitters in the seven most deprived wards (annual figures)
286
371 445
Chas Hollwey, Chief Executive, Barnet Primary Care
578 Trust
99
without stretch Number of patients completing Phase IV Cardiac Rehabilitation Programme
181
200
350
500
HCOP7
with stretch Number of patients completing Phase IV Cardiac Rehabilitation Programme
Reduce the number of admissions to the Royal Free Hospital by Barnet residents with COPD (and patients with neuromuscular and chest wall diseases) (annual figures)
HCOP8
Choice and independence without stretch The number of direct payments and individualised budgets for adults in Barnet aged 18 and over (including carers and carers of disabled children) and for young disabled people aged 17-18 years old.
334 381 433 485 HCOP9 Final agreement pending
with stretch The number of direct payments and individualised budgets for adults in Barnet aged 18 and over (including carers and carers of disabled children) and for young disabled people aged 17-18 years old.
GROWING SUCCESSFULLY TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/Officer
Increase Employment - Within each NRF district, for those living in the wards identified by DWP as having the worst labour market position (as at February 2004), significantly improve their overall employment rate and reduce the difference between their employment rate and the overall employment rate for England MANDATORY EED 1 (The only wards with claimant numbers higher than the UK average are Burnt Oak and Colindale wards)
Within that NRF district a reduction by 2007-8 of at least two percentage point in the overall benefits claim rate for those living in the Local Authority wards identified by DWP as having the worst initial labour market position.
Worst Ward Cluster WAP (Colindale and Burnt Oak): 20.01% average claimant rate against a Barnet rate of 11.7% (May 2005)
2% improvement on 2005/06 baseline
0.25% improvement on 2007/08 outturn
0.25% Ian D’Souza, improvement Partnership on 2008/09 Executive, Job outturn Centre Plus
101
GROWING SUCCESSFULLY TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/Officer
Within that NRF district a reduction by 2007-8 of at least two percentage point in the difference between the overall benefits claimant rate for England and the overall rate for the local authority wards with the worst labour market position.
Worst Ward Cluster WAP (Colindale and Burnt Oak): 20.01% overall claimant rate against an England rate of 14.1% (May 2005)
2% improvement on 2005/06 baseline
0.25% improvement on 2007/08
0.25% Ian D’Souza, improvement Partnership on 2008/09 Executive, Job
Centre Plus
Mary Vine-Morris, Director of Area for London North, LSC
OTHER Improve the skills and education levels of the local population in line with local business needs.
EED2 Activity to support the
mandatory employment targets • Increase the number of adult
learners achieving full level 2 qualifications
495 TBC in October 2007
TBC in October 2007
755 (04/05
actuals) Initial skills development will focus on construction and retail
• Increase the number of adult learners achieving PSA (Public Service Agreement) target bearing Skills for Life Accreditation
945 573 TBC in
October 2007 TBC in October 2007 (04/05
actuals)
Children’s Centres
15 TBC TBC Leo Boland, Children’s centres operational 2. OTHER Chief Executive,
Nb 2007 -08 target & subsequent years under
EED3 07/08 target and subsequent years under discussion with DfeS. For confirmation in
London Borough of
102
GROWING SUCCESSFULLY TYPE OF TARGET Indicators Baselines
2005/06 (Unless otherwise stated)
Targets 2007/08
Targets 2008/09
Targets Lead 2009/10 partner/Officer
Barnet October 2007 discussion with DfES. For confirmation in October 2007.
Funding streams to be Allocation
pooled centrally 07/08 08/09 09/10 Neighbourhood Renewal Funding
£372,449
Agreed enabling measures The total potential Performance Reward Grant is £9,737,940. This is divided between the outcomes contained in the reward element of the LAA as follows: Outcome 1 (Child obesity) 811,495 Outcome 2 (Primary/healthy schools) 811,495 Outcome 3 (Vulnerable groups) 1,260,000 Outcome 4 (Violent crime) 811,495 Outcome 5 (Motor Vehicle Crime) 893,492 Outcome 6 (Domestic Violence) TBC Outcome 5 (Fire) 816,678 Outcome 7 (Anti-social behaviour) 1,160,544 Outcome 10 (Volunteering) 55,000 Outcome 11 (Smoking) 811,495 Outcome 12 (Cardiac Rehabilitation) 811,495 Outcome 13 (Direct payments) 811,495
Italic and green text denotes reward targets to be finalised
