london borough of richmond corporate plan … borough of richmond corporate plan 2016-19 a...

London Borough of Richmond Corporate Plan 2016-19A Commissioning Council: Delivering Local Priorities

A COMMISSIONING COUNCIL: Delivering local prioritiesRichmond Council is committed to delivering high quality and value for money services for residents against what is an increasingly challenging financial backdrop. The Council puts a premium on its relationship with local people, listening to them, understanding the needs and preferences of local communities and agreeing priorities. This relationship will be vital in the coming years as the Council delivers the unprecedented level of savings, with the least possible impact to residents and service users.

Despite these funding challenges, the Council’s vision remains for Richmond upon Thames to be the best borough in London; a borough identified by its green character, historic buildings, high quality appearance, vibrant high streets and outstanding schools and services; one where businesses and the voluntary sector can thrive; where citizens can help change neighbourhoods in which they live; and feel safe being part of one of London’s safest boroughs. A borough where the most vulnerable of our residents are supported and where everyone can live as independently as possible with good health and a sense of wellbeing.

We are committed to be being an accountable, open Council with empowered communities, listening to our residents and ensuring they have an opportunity to have their say. We will use new methods of engagement to deepen conversations with residents, enabling communities to become involved in the planning and delivery of services.

The Council has three overarching aims:

• Through its community leadership role, to transform local public services through partnership and collaboration;

• To build community capacity to enable residents and communities to take greater control over their lives and to shape and where appropriate deliver local services; and

• To act primarily as a strategic commissioning body with a reduced role in service delivery.

Since announcing its intention to be a Commissioning Council in November 2010, the Council has put in place a wide range of commissioned services that have transformed the way in which Council services are delivered. This includes Achieving for Children (AfC), the Community Interest Company established with the Royal Borough of Kingston to deliver our Children’s Services; a four borough Legal Service; and a number of support functions, including Internal Audit and Regulatory services that are now delivered through shared services. As a result of commissioning activity, around two thirds of net Council expenditure is now delivered through third party providers.

In January 2015, the Council announced its proposal to develop a Shared Staffing Arrangement with the London Borough of Wandsworth. The proposals aim to deliver the creation of a single staffing structure across the two boroughs and delivering estimated savings of up to £10 million per year for local tax payers in each borough. The initial focus is on merging management structures, which will reduce duplication and the proportion of spending on senior management. This is on track and since 1 October, the two Councils have a single staffing

A COMMISSIONING COUNCIL: DELIVERING LOCAL PRIORITIES

structure which is managed by a single Chief Executive. In the longer term there will be opportunities for further savings to reduce overheads, for example, through the negotiation of better terms from suppliers when commissioning services. Richmond and Wandsworth Councils will continue to be separate sovereign bodies with their own elected Councillors, Cabinets and Leaders, maintaining their distinct identities and retaining the ability to develop policies and priorities that matter to their local residents.

This Corporate Plan highlights the Council’s priorities for its residents and the borough to 2019, with an emphasis on the programme activity to be delivered during the next twelve months.

PRIORITIES

Each year the Council sets out its priorities for achievement in its Corporate Plan. The priorities over the three year term (2016-2019) are;

People

• Protecting the most vulnerable

• A healthy borough

• The best schools in London

Place

• A green borough

• Supporting local business

and arts

• A safe borough

Resources

• A lower tax borough

• An accountable and open council

How we work

• Involving our community

• Community leadership

• Fairness for all

A COMMISSIONING COUNCIL: DELIVERING LOCAL PRIORITIES

PEOPLE: Protecting the vulnerable (children)We will further improve our safeguarding services for children in line with published improvement plans, so that we have strong evidence to demonstrate that our services for children in need of help and protection, looked after children and care leavers are consistently good. This includes those children who are at risk of sexual exploitation and those that are regularly missing education. We will achieve this by working collaboratively in partnership with statutory and voluntary sector partners, adopting a proactive approach so that we are able to support children and families as early as possible and prevent issues from escalating. For children and young people, we will commission high quality services through our jointly owned Community Interest Company, Achieving for Children, which will help children to live safe, happy and successful lives.

WE WILL: KEY ACTIVITIES AND PROGRAMMES MEASURES

Ensure the effectiveness of early help services for vulnerable children

Deliver the Strengthening Families initiative to better meet the needs of vulnerable and complex families and to respond to revised Government priorities

Number of families identified ‘within the Strengthening Families initiative who are deemed to be turned around’ during Phase 2 of the programme

Safeguard children and young people from harm through effective and early intervention

Deliver a programme that strengthens systems to identify children at risk of sexual exploitation, including those children who go missing, and ensure there are effective preventative services and interventions in place to support these vulnerable children

Strengthen arrangements for the identification of children who are at risk of harm due to missing education or being at risk of missing education

% of young people who were reported missing from home who are offered a return home interview within 72 hours of their return

% children looked after who have gone missing that are offered a return home interview within 72 hours of returning.

% children looked after who have gone missing that receive a return home interview

% eligible children looked after permanently excluded from school

Develop supported accommodation so that more care leavers live in safe and stable placements in the local area

Redesign our approach to commissioning supported accommodation for care leavers to broaden the choice of local provision and support

Increase the number of children achieving permanency in a timely manner through adoption or special guardianship

% of care leavers AfC are in contact with who are living in suitable accommodation (19, 20 and 21 year olds)

% children looked after with 3+ placements (within 12 months)

% children looked after placed 20+ miles from home

Average time between a child entering care and moving in with its adoptive family (days)

PEOPLE: PROTECTING THE VULNERABLE (CHILDREN)


Integrate care and support for children and young people with special educational needs and disabilities within their local communities

Develop respite care facilities for 15 children with SEND at the Moor Lane site in Kingston

Implement a revised home to school transport offer for children with SEND

Create an integrated health and social care service for children with disabilities and their families on a single site in Richmond

% of statutory Education, Health and Care Plans assessments completed within 20 weeks (including exceptions)

Oversee the transformation of the AfC infrastructure so that the company operates efficiently and effectively and is able to deliver excellent services to children and young people

Implement a locality model for the delivery of early help and children’s social care services

% of referral decisions made within 24 hours

% of Single Assessments completed within 45 days

% of Initial Child Protection Conferences held within 15 days

% of children subject to a Child Protection Plan, for 4 or more weeks, visited within the last 20 working days

% of children looked after visited within statutory timescale (6 weeks)

PEOPLE: PROTECTING THE VULNERABLE (CHILDREN)

PEOPLE: Protecting the most vulnerable (adults)The Council is committed to ensuring that all older people are able to live a full and active life, feeling valued and included within the community. This includes a commitment to ensuring that Richmond upon Thames is as safe as it can be for adults at risk. We will achieve this by working collaboratively in partnership with statutory, voluntary and independent sector partners to support vulnerable adults to stay safe.

We will also offer opportunities for vulnerable people to live as independently as possible, with choice and control over the services that they receive. Where there is a risk of harm appropriate steps will be taken to safeguard and protect people. We will support carers within Richmond to live their lives with confidence and resilience and to access services.


Support people to maintain and maximise opportunities for independence

Deliver the next phase of the learning disability change programme in 2017/18 which will provide appropriate accommodation and support for service users

Work towards increasing the supported housing options for people using learning disability or mental health services, including the delivery of planned developments in Teddington and Ham

% of adults with learning disabilities who live in their own home or with their family

% of service users where their top 3 outcomes have been met to maintain independence

Protect, involve and empower adults at risk from harm and, through the Safeguarding Adults Board, improve the way that agencies and services work together

Work with partners through the Safeguarding Adults Board to ensure Making Safeguarding Personal is delivered across the partnership with a focus on service user empowerment and partnership working.

Embed Making Safeguarding Personal in the Safeguarding Adult Review process by ensuring appropriate and relevant participation of people and their representatives in the learning process

Percentage of people who felt the personal outcomes of an adult safeguarding intervention were met

PEOPLE: PROTECTING THE VULNERABLE (ADULTS)


Support people to live at home as independently as possible

Review Council managed day centre provision to ensure services are directed at the most vulnerable people living at home.

Review and re-commission the Community Independent Living Service to secure improved access to wellbeing and preventative services provided by the voluntary sector.

Deliver the scheduled programme of home adaptations to disabled people’s homes so that they can remain living independently

Refresh the End of Life Care Strategy and ensure services support people and their families to enable people to die in their place of choice

Number of Disabled Facilities Grants provided

% of clients (receiving long-term services) on a Direct payment

Overall satisfaction of people who use services with their care and support

Provide support to carers to enable them to maintain a balance between their caring responsibilities and a life outside caring

Review and re-commission services provided by the Carers’ Hub to ensure they meet requirements of the carer’s strategy 2016-19

% of Carer’s who received an assessment during the year

Become a dementia friendly community

Work with The Dementia Action Alliance to continue to expand membership

Work with Community Links to implement the Dementia Friendly Village concept in Barnes

Number of agencies/organisations signed up to the Dementia Action Alliance (cumulative)

Seek to prevent homelessness and secure appropriate accommodation for homeless households

Complete Homelessness Review and develop the new Homelessness Strategy (2017-2021)

Number of family households with dependent children in B&B accommodation for more than six weeks

Number of homeless cases prevented

Number of households living in temporary accommodation

PEOPLE: PROTECTING THE VULNERABLE (ADULTS)

PEOPLE: A healthy boroughOverall Richmond is a healthy borough. However, there are many people with unhealthy lifestyles and the population is ageing. This results in increasing numbers of residents living with multiple long-term conditions. Whist most children have a good start in life, there are avoidable inequalities in outcomes.

The Council will implement the refreshed Health and Well-being Strategy 2016-21, with partners committing to champion prevention and joined up health and social care services, enabling all residents to start well, live well, and age well. Together we will implement the Better Care, Closer to Home (Out of Hospital) Strategy and the Better Care Fund, a pooled budget across health and social care. We look to launch our Outcomes Based Commissioning (OBC) approach, focusing our services on the outcomes that matter to patients and their carers. We will embed our Prevention Strategy across the whole Council. The Council will continue to work towards its Strategic Principles for Sport and Fitness to ensure that all residents can access and participate in sport and fitness activity. Culture also makes a valuable contribution to the health and wellbeing of our community, reflected in the Council’s newly refreshed Cultural Partnership Strategy.

The Council has new responsibilities for health visiting and school nursing services and will lead work with partner agencies to integrate early years services, promote prevention, develop resilience and strengthen families.

PEOPLE: A HEALTHY BOROUGH


Further integrate health and social care services, delivering more joined up services for residents, closer to home

Implement our Outcomes Based Commissioning approach:

Mental health: Enter into outcome based agreement for mental health pathway with a 2 year transformation plan with initial priority focussing on acute and crisis pathway

Physical health: Work with health partners to develop integrated working around locality teams

Review Better Care Fund (BCF) programme in Richmond in light of new BCF planning guidance which will require the authority to develop a two year BCF plan with Richmond CCG. The focus of the programme will continue to be greater integration between health and social care

Support transformation of health services so that more residents well enough to be supported in community settings are discharged from hospital in a timely manner

% completing RRRT (Richmond Response & Rehab) survey that are dis-satisfied with the service

Number of days’ delay attributable to Social Services & NHS or both per 100,000, monthly average

Admissions into residential and nursing care 65 plus per 100,000

Delayed transfers: Social Services only or jointly attributable: per 100,000

Ensure every child has a good start

Procure Health Visiting service, with an increased focus on integration with other services

Roll out Family Start, a 12 week healthy lifestyle programme for Year 6 children and their families, which focusses on nutrition education, practical food activities and the promotion of physical activity. The programme will be targeted at schools in Richmond with high obesity rates

Proportion of primary school age children who are overweight (including obese) – Reception (minimise)

Proportion of primary school age children who are overweight (including obese) – Year 6 (minimise)



See more people living well and accessing prevention opportunities in the community

Review reablement services in line with emerging local and regional strategic health and social care changes, to ensure social care elements remains robust and appropriately configured

Re-commission supported employment services to ensure that the most vulnerable adults are able to access meaningful work

Roll out of existing Making Every Contact Count (MECC) modules to front line staff and develop a further module based on lifestyle services

Embed MECC at a strategic and operational level as part of the Outcome Based Commissioning and Primary Care Programmes, and within the voluntary sector and the Community Independent Living Service contract

Continue to develop and promote the fitness and exercise opportunities available across Richmond

Develop the swim school at Teddington Pool and Fitness Centre and Pools on the Park

Deliver the 3G and tennis development programme at the new facilities at Hampton Sports and Fitness Centre

Establish activity as part of the Community Access Strategy, focusing on those aged 50 years +

Develop a tennis programme for public tennis courts in park

Richmond Inclusive Support and Exercise (RISE) to deliver final year of Sport England funding

% of people receiving rehabilitative support who have a reduced level of service or no service required at the end of their rehabilitative support

% of older people receiving Reablement services following discharge from hospital only

% Adults with learning disability 18 - 64 in employment

Overall attendance at sports and fitness centres

Increase participation in RISE programme


PEOPLE: The best schools in LondonRichmond upon Thames remains an excellent place for children to achieve their potential. The schools in the Borough have a long-established reputation for delivering high educational standards and attainment which is recognised by our residents and by OFSTED inspections. We have commissioned Achieving for Children to increase the choice of school places on offer for parents and their children, by supporting the creation of independent free schools and extending the provision for children with Special Education Needs and Disabilities (SEND). Achieving for Children will continue to support schools to sustain high educational attainment and provide additional support to help reduce the gap between pupils who live in low-income families and their peers.

The Council also remains committed to creating the best possible environment for education and learning and to that effect, continues to deliver a school construction programme to meet the demands for school places and the needs for modern teaching conditions.

PEOPLE: THE BEST SCHOOLS IN LONDON


Ensure sufficient choice of school places

Support the establishment of The Richmond upon Thames School, due to open in 2017

Extend the choice of post-16 Special Educational Needs Disabilities provision at Strathmore School by September 2017 and at Clarendon School by September 2018

Complete the new build required for: the full permanent expansions of East Sheen Primary, Hampton Infant and Hampton Junior; the partial permanent expansion of The Russell; and the partial re-provision of Strathmore School at The Russell

Work in partnership with schools to develop models of Multi-Academy Trust delivery, including the development of three independently-sponsored secondary schools in Richmond upon Thames

% of children for whom there is a school place at start of the autumn term

% of resident families who were able to send their children to their first choice primary school

% of resident families who were able to send their children to their first choice secondary school

Support high educational achievement in schools

Work with schools to deliver a strategy that aims to narrow the attainment gap between children accessing Pupil Premium Funding and those who do not. This includes the identification and sharing of best practice

KS2 - % of pupils achieving the expected standard in Reading, Writing & Maths at KS2

% of Pupil Premium Grant eligible pupils achieving the expected standard in Reading, Writing & Maths at KS2

KS4: Overall Attainment 8 score

KS4: Attainment 8 score of pupils eligible for Pupil Premium Grant

Support young people in their transition to adulthood and employment

Deliver a programme of preventative work for those at risk of becoming Not in Education, Employment and Training, including supporting schools to provide careers support, with a focus on vocational opportunities

% of 16-17 year olds who ARE NOT engaged in Education, Employment or Training

% care leavers AfC are in contact with who ARE engaged in Education, Training and Employment (19, 20 and 21 year olds)

PEOPLE: THE BEST SCHOOLS IN LONDON

PLACE: A green boroughThe environmental quality of the borough is one of its most valuable assets and the Council is committed to protecting it. The Council will continue to do so through direct action and by lobbying Central and Regional Government on key issues. This includes lobbying against the extension of Permitted Development Rights, which allow the easy conversion of properties to residential use, often delivering poor quality homes and taking away business space.

Through the Village Planning Programme, we will continue to develop local planning policies that prioritise and protect the quality of the built environment and of the open space within it. On key schemes that support growth, such as the proposed redevelopment of the Stag Brewery site, we will expect developers to respect the borough’s unique character and give higher priority to quality design and building that reflects the character of the local surroundings.

The Uplift Programme, revitalising those areas of the borough which would benefit most from a range of improvements including enhancements to visual appearance, retail areas, open spaces and civic areas, will continue. Work in Hampton Hill is nearing completion; we have consulted on redevelopment of Ham Close and we are currently working on a final scheme for Twickenham Riverside that provides open community space and a new link between King Street and the River.

The Council will continue to work with residents to increase rates of recycling, whilst meeting our commitment to maintain weekly collections and we will work with partners to reduce our energy consumption. We will also complete the second phase of a Parks Improvement Programme which will offer more facilities and experiences, and look to secure additional funding to continue these programmes to make parks part of their everyday life.

PLACE: A GREEN BOROUGH


Develop local planning policies that provide growth, while protecting the characteristics of the area valued by residents

Submit the Local Plan to the Secretary of State for independent Examination in Public by early summer 2017. The Examination should take place in the autumn with the Plan being adopted by Spring 2018

Make an Article 4 Direction to remove Permitted Development Rights for change of use, from shops (Use Class A1), to financial and professional services (Use Class A2)

Make an Article 4 Direction to remove Permitted Development Rights for basement developments in certain parts of the borough

Complete Phase 2 of the Village Plans by finalising the Village Planning Guidance Supplementary Planning Documents to ensure borough-wide coverage (with the exception of the Ham and Petersham area, for which the Neighbourhood Forum is developing a Neighbourhood Plan). SPDs for Hampton Hill, Hampton, Hampton Wick and Teddington, Twickenham and Strawberry Hill have been scheduled for adoption in Spring 2017

Develop site-specific guidance by working in partnership with landowners, including for the Old Deer Park, St Mary’s University and Kneller Hall

% of residents satisfied with their local area as a place to live

Where development is supported by the Council or is inevitable we will promote the delivery of high quality schemes that maximise the delivery of affordable housing and supporting infrastructure including, for example, open space and school places contributions

Delivery of the proposed Stag Brewery scheme- submission of application in 2017 following public consultation events which will be run by applicants

Review our affordable housing policies in order to ensure that they maximise the delivery of housing to meet a range of demands including better meeting the housing needs of lower income working households.

Focus on delivering housing and in particular affordable housing solutions that help meet village community housing needs

Work in partnership with Registered Providers, housing developers and the Greater London Authority to develop new affordable homes

Continue lobbying Government for exemption from Permitted Development rights to convert office to residential uses (as they do not make any contribution to infrastructure required to support growth and development, including affordable housing and school places)

Resistance against any inappropriate proposals that are not of the desired quality

Net additional homes provided

Number of affordable housing completions



Improve our own Town Centres, footpaths, roads and overall street scene through targeted investment

Continue with the Uplift Programme including completion of work in Hampton Hill, and develop the Twickenham Area Action Plan, including a final scheme for Twickenham Riverside that provides open community space and a new link between King Street and the River.

% of residents satisfied with their local high street

% of public streets that have an acceptable level of litter

Number of Electric Vehicle charging points (EVCP) approved in the borough

Improve the borough’s recycle rate

Develop and deliver campaigns to target improvements in awareness of and participation in recycling, with a particular focus on food waste recycling. Work to include:

• a trial of a food waste recycling service for flats on estates;

• the offering of a food waste collection service to all schools; and

• targeting increase in participation and capture rates from approximately

6,000 households in identified low-performing areas Develop campaigns which target the appropriate disposal of small electrical items and explore potential means of collecting these items from householders for recycling

% of household waste sent for reuse, recycling and composting (measured one quarter in arrears)

Work together to improve air quality, reduce carbon emissions and improve the quality of the environment

Work with partners to reduce energy consumption and costs in Council owned or run buildings

Refresh the Council’s Air Quality Action Plan and consult on the new plan from April 2017. Include Air Quality as a priority in the new local plan. Draft a specific SPD for Air Quality and Planning. Run project aimed at schools in partnership with local community groups. Participate in 13 borough project targeted at controlling emissions from construction sites

Work with TfL and partners to provide charging points for residents and rapid charging hubs, predominantly for commercial vehicles and low emission taxis



Continue to offer more facilities and experiences for users of our parks and open spaces

Deliver the final year of the Parks Improvement Programme (Phase 2), consulting with friends groups and representative organisations to establish priorities and works across the borough

% of residents satisfied with parks and open spaces

Deliver borough wide cycling related improvements

Deliver Borough Cycling Programme, including launching and implementing the new Borough Cycling Strategy and delivering TfL funded improvements for cycling

Undertake trial of Brompton dock station

Improved cycle routes (km) in the borough

Number of cycle parking facilities available

Total cycle casualties on roads in the borough


PLACE: Supporting local business and artsThe economy of the Borough is mature, with an emphasis on financial, business, hospitality and retail services. The Council works with local businesses and their representative organisations to help identify and address issues and to capitalise on the opportunities that the coming year brings. This includes work with the Haymarket Group element of the Richmond Education and Enterprise College development and through the approval of business incubator units at the Richmond Adult College.

We will enhance the borough’s profile as a place to visit and do business, encouraging social enterprise and supporting initiatives to boost our town and village centres. At the same time we will seek to protect existing business space through local planning policies and lobbying Central Government against the extension of Permitted Development Rights.

The arts, history and cultural environment are all hallmarks of the borough, enjoyed by residents and contributing to its attractiveness as a business and visitor destination upon which we will sustain and build upon, through a series of arts programmes, festivals and events villages and town centres will become cultural destinations.

Culture also enriches the lives of everyone and makes a valuable contribution to the health and wellbeing of our community. The Council’s newly refreshed Cultural Partnership Strategy provides an opportunity to extend the quality and impact of the cultural sector. Both businesses and the cultural sector have an important role to play in maintaining the vibrancy and distinctiveness of local areas, making them attractive for residents and visitors and are a key factor in the quality of life for residents. We will continue to support the improvement of the trading environment through the Town Centre Opportunity Fund and Civic Pride Fund.

PLACE: SUPPORTING LOCAL BUSINESS AND ARTS


Embed the Cultural Partnership Strategy (2015-19) into the way we work with partner organisations across the arts, heritage and sports sector – enhancing the borough’s reputation as a visitor and spectator destination

Deliver successful Music and Drama Festival in 2017 building upon successful event in 2016 to ensure greater focus on quality

Deliver commemorative WW1 exhibition in November 2018

As a key member of the Cultural Partnership, engage local businesses to help promote Richmond upon Thames as a place to visit, including the submission of a funding bid to continue the Streets programme .

Number of attendees to arts events

Consider opportunities to more effectively use existing council assets, including the continued development of libraries and other spaces as cultural and community hubs

Delivery of the Community Building in Twickenham to open in mid 2017

Deliver the next stages of the Transforming Orleans House project, including construction and fundraising. Anticipated re-opening of the Gallery at the end of September 2017

Number of physical visits to library sites per 1,000 population

Number of visitors to Orleans Gallery, Riverside Gallery and Stables Gallery

Build on the opportunities and legacy provided by the successful running of the 2015 Rugby World Cup, by supporting local businesses and improving tourism levels

Promote business growth and town centres by supporting the business environment and undertaking targeted activities

Secure legacy capital funding from the RFU which will be invested in local sporting facilities and help to increase participation levels

Promote the borough as a visitor destination to support local economy and employment

Support business and retail through our town centres funding and business support programme

Support the development of a Business Improvement District in Richmond town centre which will be the second BID in Richmond upon Thames and support the existing Twickenham BID in the run up to their re-ballot

Number of individual businesses with an active offer in the period - Business Offers Scheme

Number of Start-Ups as defined by new bank accounts

PLACE: SUPPORTING LOCAL BUSINESS AND ARTS

PLACE: A safer boroughThe Council has a key role in listening to local communities through the Village Planning process and its annual consultation on crime and disorder, to understand local concerns and to lead the Community Safety Partnership which brings partners together; primarily the police, but also other organisations, both voluntary and statutory, to reduce crime and anti-social behaviour. Local communities also play an important role in reducing crime and our approach is to provide them with the information and support they need to help keep them safe.

Richmond continues to be one of the safest Boroughs in London. A range of Council services play a role in tackling crime and disorder, from dealing with environmental concerns such as graffiti, fly tipping and licensing, promoting policies that reduce crime and disorder, discouraging anti-social behaviour through working with victims and perpetrators, promoting the safety of individuals through our safeguarding responsibilities and raising awareness of how crime can be prevented.

We take a risk based approach to those experiencing anti-social behaviour and work with a range of agencies to intervene and change the behaviour of perpetrators. We support residents who experience domestic abuse and aim to reduce the risk of physical violence to them and to increase their safety.

We will commission services that seek to reduce re-offending and substance misuse, by promoting positive and healthier lifestyle choices by ex-offenders and those with substance misuse problems. We will raise awareness of the measures that local people can take to reduce crime and to promote road safety, which was raised as a concern by the public in our consultations on community safety priorities in 2015.

We will play our part in tackling the exploitation of vulnerable people, including safeguarding of children and adults, by working collaboratively in partnership with statutory and voluntary sector partners, adopting a proactive approach so that we are able to support children, adults and their families as early as possible and prevent issues from escalating. In particular our safeguarding role includes preventing vulnerable people from being draw into terrorism, working with our partners to give them the right help and support.

PLACE: A SAFER BOROUGH


Strive to be the safest London borough

Deliver targeted crime prevention campaigns by the Richmond Community Safety Partnership to residents to improve awareness of actions that can be taken to reduce crime, such as vehicle crime and burglary.

Embed a problem solving approach to tackle persistent issues of crime and anti-social behaviour in priority areas in conjunction with partners

Overall Crime rate per 1,000 residents (measured one quarter in arrears)

Percentage of the IOM cohort who reoffend

Ensure that victims of domestic abuse are supported

Provide protection and support to high risk victims of domestic abuse through the Richmond Multi-Agency Risk Assessment Conference (MARAC)

Re-commission Violence Against Women and Girls (VAWG) services in Richmond

Develop services to support older victims of domestic abuse

Reduction in the severity of physical abuse for those accessing the service

Ensure we have a robust approach to identifying and supporting those at risk of being drawn into terrorism.

Take a robust stance against hate crime and its perpetrators

Train front line staff in identifying, preventing and reducing risk from extremism

Deliver hate crime awareness training to officers and community organisations

Agree key areas of focus with re-established Hate Crime Forum, including how to increase reporting.

Number of staff completing the Terrorism prevention training sessions

PLACE: A SAFER BOROUGH

RESOURCES: A lower tax boroughThe Council has successfully delivered significant savings, eliminating bureaucracy and ensure resources are focussed on key priorities. The savings secured since 2010/11 exceed £30m per annum and have enabled a continued freeze of Council tax since that time. The latest Local Government Finance Settlement has made the Council’s financial plans significantly more challenging with general government grant funding being reduced to zero by 2018/19.

The Council is therefore having to revise its Medium Term Financial Strategy which already included a targeted additional £30m of reductions by the end of 2018/19. Whilst savings will have to increase and Council Tax levels be reviewed, the Council continues to aim to protect critical services and enable targeted investment in the areas residents have told us they value most.


Deliver a Medium Term Financial Strategy which addresses the reduction in funding from Government

Deliver the Procurement and Commissioning Programme

Fund and deliver major capital investment programme include key uplift schemes

Engage with Government on future changes in Local Government Finance System

Level of resident satisfaction on how the Council provides Value for Money

Agree plans to achieve in excess of £30m savings

Finalise detail of implementation of the SSA with Wandsworth Council

Continue to review service provision

Achievement of efficiency reductions in spend

Deliver sustainable low Council Tax increases

Maintain strong financial control

Implement new financial system and transactional services contract

Overall cost per head (per resident) of all Council run &/or commissioned services

Maximise income collection n/a Council Tax Collection Rate (%)

Non-Domestic Rates (Business Rates) Collection Rate

RESOURCES: A LOWER TAX BOROUGH

RESOURCES: An accountable and open councilAs a Council we are accountable to our residents about the decisions we make and the way we work. We continue to strive towards delivering an ongoing culture of openness and transparency to support this. This includes the publication of information about the way we work including our performance, local and national data about the borough and our residents and the annual residents’ survey. In addition, we use a range of different communication methods to provide transparency on the decision-making process.

We publish increasing amounts of information to enable residents to hold us to account on key issues and to ensure that they, along with local businesses and voluntary sector organisation, have the data they need to support their work. This information will also be used to support ongoing internal challenge to performance, including benchmarking against comparable authorities.


Further embed our culture of openness and performance improvement, including the publication of information across multiple channels

Continue to publish information to meet our commitments to transparency, including via DataRich

Undertake a review to identify and establish new practices and processes, which build on and strengthen existing arrangements for ensuring openness and transparency

% of Stage 2 Corporate Complaints responded to within 25 working days

Percentage of FOI requests completed within 20 day limit

Increase the openness and transparency of decision making

Develop further resident involvement in the distribution of Neighbourhood Level Community Infrastructure Levy (CIL). Opportunities to develop linkages to village planning will be explored

Percentage of residents that trust the Council

Make it easy for residents to engage with the Council using digital channels and social media

Explore further the online functionality of the consultation finder, including improving functionality on mobile devices, strengthening linkages and use of social media and automatic emails to inform respondents of the results and outcomes of consultations

% of residents who think the council acts on the concerns of local residents

RESOURCES: AN ACCOUNTABLE AND OPEN COUNCIL

HOW WE WORK: Involving the communityResidents play an important role in influencing and directing local services. The Council seeks to support residents, as individuals or in community groups, to identify opportunities for creating community led responses to opportunities and challenges.

By building capacity within the community, residents and communities can take greater control over their lives, shape and where appropriate, deliver local services. The Village Planning Programme provides a means of developing a vision for each village area, involving and communicating with the local community and supporting them to take action. Through the Community Links initiative, we help community leaders and social entrepreneurs to develop projects which have the backing of their local communities.

At the service level, it is vital that service users help to develop the services they are accessing. For example, there are opportunities for carers to input to key commissioning and procurement activity and have oversight of changes within adult social care.


Continue to deliver the Village Planning Programme

Based on findings of pilots and evaluation deliver Phase 3 of Village Planning with a renewed focus on people, whilst maintaining the delivery of environmental improvements.

Number of local community led projects delivered

Support residents to develop or contribute to local projects that benefit the wider community

Community Links team to work more specifically on community capacity building projects, prevention and making best use of community assets. This will entail mapping existing assets with the community and delivering locally resourced early starts ups including;

• Castelnau exercise group for older people

• Greenwood Centre older men’s group

• Whitton Community open day

Community Links team to work closely with council services to support community engagement within their own strategies and support the community to take forward projects using Neighbourhood Infrastructure Community Levy (NCIL)

Number of Civic Pride projects that have been completed and met objectives

Enable underrepresented groups to have a greater say in the development and delivery of Council services

Implement engagement strategy developed by Community Links for Village Planning tranche 5. Engagement Strategy reflects the Equality Impact Needs Assessment (EINA) findings. Use focus groups to make sure that unrepresented groups have the opportunity to be directly involved in an appropriate way.

% of residents who have taken part in a council consultation in the last 12 months

HOW WE WORK: INVOLVING THE COMMUNITY

HOW WE WORK: Fairness for allWe aim to be a borough which values the diversity of all its communities and enables all its residents to become full and active citizens, to feel safe, included, respected, valued and share a sense of belonging.

Our commissioning activity takes account of the needs of all service users and communities, considering the impact that any reviews/changes may have on all of our residents. When engaging with or consulting with residents, we will monitor responses to try and ensure that the views provided are representative of the community, targeting activity where possible to achieve this. We will work with partners to ensure effective responses to incidents of harassment, abuse and Hate Crime. We will also undertake an equality analysis of key consultations, in order to understand any possible equality impacts and needs.

We aim to have a diverse workforce which is representative of all sections of local communities and equipped to value and serve diverse needs of local communities.


Ensure that equality implications are considered when reviewing or developing policy or services and when commissioning services

Provide targeted training and support to officers to conduct high quality EINAs and ensure EINAs are undertaken at the appropriate stages of the commissioning, policy development and review process

Publish the annual Public Sector Equality Duty publication, including highlighting examples of positive practice undertaken by the Council to reduce inequality and promote good relations between groups of residents

N/A

Use opportunities to promote good community relations and understanding between different groups

Co-ordinate with the Inter Faith Forum a programme of events for Inter-Faith Week 2017

N/A

HOW WE WORK: FAIRNESS FOR ALL

HOW WE WORK: Community leadershipThe Council has a key role working with and galvanising the efforts of local partners to make sure that services are provided that meet the needs and preferences of local people. The Richmond Partnership, comprising police, fire, health, education and voluntary sector partners works to secure a strong vision for the borough set out in the Community Plan.

The Council’s partnership and community engagement activity allows the Council to act as an informed voice that lobbies for Richmond residents and businesses when external decisions are being taken. This includes lobbying with Central Government, pan-London or sub-regionally in London, on issues that could impact on wellbeing and economic opportunities for our residents.


Act as the local voice of residents, representing their views to government, partners and other bodies

Taking the lead from the community, who overwhelmingly voted against expansion of Heathrow Airport, seek judicial review of Government’s decision to support the expansion of Heathrow Airport

N/A

Work with statutory, voluntary and business partners to deliver more community objectives

Work with Richmond upon Thames College, Haymarket Media Group and Harlequins Rugby Club to deliver the Richmond Education and Enterprise Campus

With Richmond Housing Partnership develop proposals for public consultation on improvements to Ham Close

N/A

Support the Voluntary and Community Sector to have a strong voice in representing their users and local residents

Deliver the infrastructure and capacity building contracts the Council holds with Richmond CVS, which cover the following three services: volunteering brokerage, voluntary sector capacity building and strategic leadership and voice

Work with the voluntary sector as a key partner in commissioning, both as a voice for local residents and stakeholders, and also as a potential provider of services

% of satisfaction among small voluntary organisations

Continue to develop partnership relationships with local residents, supporting the community to be more involved and do things for themselves

Use the engagement strategy developed by Community Links for Village Planning tranche 5

N/A

HOW WE WORK: COMMUNITY LEADERSHIP

Ensuring that the Council delivers against commitmentsThe Corporate Plan sets out the Council’s priorities for the year ahead, what we are planning to do to achieve those priorities and how we will measure our success.

Our strategic projects and programmes are monitored monthly to ensure they are delivering to time, budget and that the intended outcomes and benefits are achieved. Progress on these programmes is reported to Cabinet on a quarterly basis.

We will also report against the measures set out in this plan on an exception basis, in our Quarterly Performance Reports to Cabinet and to the Scrutiny Committee. Where we are not on track we outline the actions being taken to ensure we meet our targets. This information is published on the website at the following address www.richmond.gov.uk/council_performance

We aim to be a leading authority nationally and we will continue to compare ourselves to other local authorities to make sure that we are. To ensure accountability and transparency we publish our end-of-year results on the Council’s website and we will also provide information about how the council compares with others..

Community Plan The Children and Young Peoples Plan The Community Safety Partnership Plan

Village Plans Adult social care strategies The Cultural Partnership Strategy

The Joint Health and Wellbeing Strategy Annual Public Health Report The Local Plan

Richmond Compact Medium Term Financial Strategy

Contact [email protected]

ENSURING THAT THE COUNCIL DELIVERS AGAINST COMMITMENTS

http://www.richmond.gov.uk/council_performance

http://www.richmond.gov.uk/community_plan

http://www.richmond.gov.uk/home/council/how_we_work/partnerships/rutcypt/children_and_young_peoples_plan_2013_2017.htm

http://www.richmond.gov.uk/home/community_safety/community_safety_partnership/about_the_community_safety_partnership.htm

http://www.richmond.gov.uk/village_plans

http://www.richmond.gov.uk/home/services/adult_social_care/adult_social_care_policy/adult_strategy.htm

http://www.richmond.gov.uk/cultural_partnership

http://www.richmond.gov.uk/home/council/how_we_work/policies_and_plans/joint_health_and_wellbeing_strategy.htm

http://www.richmond.gov.uk/home/council/how_we_work/policies_and_plans/annual_public_health_report.htm

http://www.richmond.gov.uk/home/services/planning/planning_policy/local_plan.htm

http://www.richmond.gov.uk/relations_with_voluntary_sector

http://www.richmond.gov.uk/budget_book_2016_17.pdf

mailto:Policyandreview%40richmond.gov.uk?subject=

http://www.richmond.gov.uk/council_performance

http://www.richmond.gov.uk/children_and_young_peoples_plan_2013_2017

http://www.richmond.gov.uk/adult_strategy

http://www.richmond.gov.uk/media/8299/csp_plan_2014_2017_year_three.pdf

http://www.richmond.gov.uk/annual_public_health_report

http://www.richmond.gov.uk/joint_health_and_wellbeing_strategy

http://www.richmond.gov.uk/local_plan