key issue 2019/20 updates - wandsworth

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Key Issue 2019/20 Updates

Code Key Issue Update

Council Tax

WKI001 Maintain a distinctively low Council Tax. Average council tax bills for 2019/20 are the lowest in the country.

Shared Staffing Arrangement

WKI002 Ensure that the process for the consolidation of key business applications continues with all necessary options appraisal and detailed proposals being completed for the most significant systems being in line with business-driven timetables to achieve required savings and efficiencies - to include: Planning: timescales to be determined Housing: June 2019 Social Care: March 2020 Customer services: Full go live April 2020

• Planning (including Trees, Building Control and Land Charges): Procurement Board (8.07.20) has agreed new approach to procurement; formal approval to be sought followed by evaluation and award of contract by September 2020. Implementation will be project managed by IT and will result in a single hosted software solution for this group of services. Short contract extension of the two existing systems will be required.

• Housing: Went live successfully July 2019 • Social Care: Project is established with governance in place and internal audit providing

assurance. Test migrations have taken place which have been successful with just a small number of issues to resolve. A plan has been established with a provisional go live date autumn 2020.The reporting workstream has been delayed due to technical constraints. An overall RAG status of Amber has been assigned, recognising pressure on the reporting workstreams.

• Customer services: Procurement of Customer Relationship Management system complete, implementation phase has begun, phased programme of roll out across all services where calls dealt with by the contact centre is underway, completion on track for autumn 2020.

WKI003 Following the completion of the deployment of Office 365 to all staff, complete the modernisation of desktop office systems via the roll out of Windows 10 devices to all staff by end December 2019

A number of technical issues relating to business systems working within a Windows 10 environment have been encountered which have led to some delays. These have now largely been resolved. The implications of Covid 19 and speedy transition to widespread homeworking required a very significant increase in the pace of the roll out as a W10 device provides by far the best homeworking experience. We are now over 90% complete, all non-problematic migrations will be complete by end Q2 – a low number of residual business application issues will remain for which work arounds will be developed.

WKI004 Workspace Strategy Phase 2 – Progress the Masterplan of the Town Hall “Island” and development of a costed business case, including: Develop governance arrangements for the WorkSpace Phase 2 programme including

• Business plan completed November 2019. Further options were requested, and revised proposals were finalised and received in March 2020

• Suitable internal governance arrangements are in place and these will be developed further should the project be approved

• Change management proposals now form part of a wider organisation development piece being led by HR.

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enabling workstreams/activities, communications strategy, timings, team structure, stakeholder analysis, risks/issues – June 2019 Change Management – develop case studies from other local authorities who have undergone the same programme and develop a proposed approach for this project – August 19. Interim report – shortlisted masterplan options and costs – November FRCSOSC Final report – business case and associate costs – March 2020

• Final report completed March 2020 and reported to FRCSOSC in July (Paper No. 20-210)

Contact Centre Expansion

WKI005 Complete technical implementation of new CRM system in 2019/20 with full go live of the majority of systems by April 2020. This will enable further multi-skilling of staff, more effective use of existing staffing resource and reducing wait times for customers.

Delay to implementation due to: • Procurement delays pushing back initial roll out • Coronavirus lockdown limiting progress from March 2020 Full revised timeline now produced with roll-out to be complete by October 2020. Timeline overall for roll out on track. • Bulky Waste - August 2020 completed and now live • Elections - August 2020 completed and now live • Council Tax - September 2020 completed and now live • Registrars - Planned roll out October 2020 • Waste - Planned roll out October 2020 • Parking - Planned roll out November 2020 • Highways - Planned roll out November 2020 • Planning - Planned roll out November 2020

Improving Access to Online Services and Information

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WKI006 To continue to deliver the Council’s commitment to its “Online First” policy, including addressing digital exclusion and improving the quality of the Council’s interaction with residents. Service reviews to be revised over Quarter 1 2019/20 to take into account any potential improvements offered by the new CRM system with regards to online offerings this will include: Enabling end to end self-service via web forms with minimal back office administration where possible Integrating web forms with online payments Reviewing web pages to ensure clear information is provided for key high volume enquiries

All service provision to be reviewed as part of the revised timetable for CRM implementation as per WKI005.

WKI007 Work collaboratively with the industry to improve resident and business access to faster and more reliable broadband services. Work with providers to expand the network of public Wi-Fi.

Discussions with infrastructure providers is ongoing, with collaborative working practices between them and relevant Council services [street scene, parking etc] being developed to ensure there are no undue impediments to fibre broadband rollout.

Council IT Infrastructure and Support

WKI008 Maintain current performance whilst continuing to work on improvements to the automated switchboard (Contact Portal) in tandem with the Netcall system to ensure residents reach correct service without the need for operator intervention.

The Contact Portal relies on the active directory which needs routine and regular updating. Further work is ongoing with Netcall to improve this service. To be ongoing in 2020. Misrecognitions have stayed relatively consistent around 25% through 19/20.

Major Sites: Progress on major projects >£3million plus council acquisitions, including

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WKI009 Atheldene development - Phases 1 and 2 (Earlsfield) Oversee developer’s progress with a target start on site of Quarter 4 2019. Seek Secretary of State consent for CPO by June 2020

S.106 engrossed and awaiting execution. CPO confirmed by Secretary of State. One of the buildings is occupied by a guardian that refused to leave and legal action is being taken to seek possession. NHS to seek Full Business Case approval for the new health centre.

Aspirations Programme - Promoting aspiration and social mobility in our target neighbourhoods

WKI010 Through a programme of targeted employment, training and health and wellbeing and other initiatives, improve the life chances and raise the aspirations of those residents who live in the most deprived areas, maximising the opportunities that come from the regeneration of the Alton and Winstanley / York Road estates, and neighbouring Nine Elms. See also 008 below.

The Council signed up to the Social Mobility Pledge in August 2018 which highlights three areas that employers can take action in, and our progress against each of these in increasing mobility includes: Partnership: • To raise the attainment of vulnerable, under-achieving and minority groups the Council has

brokered a project, through a national charity, Achievement for All, which has begun work with two secondary schools and seven primary schools to narrow attainment gaps for disadvantaged pupils and their peers. The programme will last for two academic years (2019/20 and 2020/21). Other progress includes in the EYFSP, 69% of Black Caribbean pupils also achieved a good level of development (8 %pts higher than the previous year).

• There is ongoing BAME outreach work in schools through a dedicated Council officer. There is also better use of data to communicate key messages about performance of BAME groups and raise awareness with governors.

Access: • At the end of the financial year March 2020 the Workmatch scheme had engaged 445 residents.

Workmatch also delivers training initiatives that support older workers and the service is in regular contact with the Working Capital Health project, and the CLF Work and Health programme.

Recruitment: • The Council is continuing to rollout the anonymous recruitment system across the organisation by

the end of 2020, to improve the diversity of applicants shortlisted.

WKI011 Continue to embed health and wellbeing in the Aspirations agenda, particularly focusing on the regeneration areas in

The Project Coordinator for the Roehampton Community Capacity Project started work on 6th January. He will engage with local groups and organisations as well as provide links with council departments and officers. He will develop a project programme in the coming months. The delay in

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Roehampton and in Winstanley & York Road. Work with local groups and organisations to contribute towards improved health and wellbeing of residents as well as practical support in terms of community capacity building.

starting the project was due to challenges in recruitment and in finding a suitably experienced and qualified candidate. Following the awarding of the Age Well Roehampton contract, council officers have been meeting regularly with Hestia to mobilise the service. Work completed thus far includes the development of a communication and engagement plan as well as initial mapping community assets that can support older people’s wellbeing. While Hestia have successfully recruited a part-time team leader, the recruitment for an Age Well Roehampton Co-ordinator has been more challenging however they have found a suitable candidate that was appointed in mid-March. The Age Well Battersea Project is proceeding with the Co-ordinator recently being appointed, engagement with the community is underway focusing on key deliverables and priorities.

Nine Elms/Vauxhall Opportunity Area Planning Framework (Queenstown)

WKI012 Promote high-density development throughout the Opportunity Area by working in partnership to ensure that appropriate infrastructure is delivered to support the delivery of major regeneration and by working with landowners, etc. to secure and sustain development. Agree delivery plans accordingly that maintain delivery of approved requirements and resolve issues within the Council’s influence on key development sites, maximising the delivery of housing and employment space, in line with planning requirements

A number of infrastructure projects achieved significant milestones in the period, demonstrating growing momentum in the area and supporting the major regeneration of the area. The Finalised full business case for the Sleaford Street Health Centre was presented to the CCG Board and approved in January 2020. Approval enables the Borough Funding Agreement to be concluded which will in turn trigger the drawdown of funds via allocated CIL funds, and the SO83 to allow this has also been agreed. Nine Elms Lane / Battersea Park Road – Whilst TfL’s work on the remaining eastern section and western section has been paused due to staff furloughing, prior to this significant progress had been made during Q1. Authority was received at February SPTOSC for the Council to enter into funding agreement with TfL for the detailed design and construction phases of the Nine Elms Lane Scheme. Construction of the first phase started in January 2020 following BPS and TfL agreeing the s278 for the works BPS are obliged to deliver between Duchess Bridge to Kirtling Street, and some adjacent works that there are construction and cost efficiencies to delivering concurrently. This phase is expected to complete in early 2021.

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The RMA design for the new Nine Elms School on the RMG Site was successfully submitted in March. Work has also commenced on the development of a medium term strategy to take the site forward. The Chelsea Bridge Wharf steps are now complete and the Thames Path Public Realm legal agreement can now be finalised with Berkeley and works tendered. Extension to planning permission for Pavilion for a further 5 years has also been granted. Concept designs for the Sports and Playspace improvements on the local estates were presented at the March CEAG and detailed designs are now being developed. Residents are invited to document and contribute to the archive’s records of people’s experiences of Covid-19 in Wandsworth. Network Rail has now completed GRIP stages 1 and 2 for Battersea Park Station, and three options have been identified to take forward to GRIP 3.

WKI013 To complete technical validation of the design of the Nine Elms Pimlico pedestrian and cycle crossing, based upon the agreed location, by 31st December 2019.

The technical validation work of the agreed location was completed and reported to February

FCROSC, and agreement given to scoping, costing and programming the next steps of work necessary for preparing and submitting a planning application if the Council should choose to do so.

WKI014 Work with TfL and the appointed contractor in progressing the implementation of the NLE and co-ordinating the commencement of operations with other aspects of the Nine Elms programme.

Regular Borough Liaison meetings continued to be held with TfL to ensure co-ordination of the various project interfaces, including Arch 42 opening and Art on the Underground.

WKI015 Continue to campaign for the reinstatement of the planned Northern line upgrade.

Some minor service improvements may be possible with opening of NLE (Northern Line Extension) and improvements at Bank Station, however no short-medium terms plans due to constraints at Camden Town. TfL has advised there is currently no programme for redevelopment at Camden Town.

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WKI016 Campaign for improved public transport links to Queenstown. Support the development of the new Northern Line Tube station and campaign for improved bus services.

Discussions with TfL Bus Planning on the requirement of additional and/or enhanced bus services to the area. TfL has not identified any immediate enhancement but are continuing to investigate future requirements. Work is taking place with Network Rail on proposed improvements at Battersea Park Station and Queenstown Road Station. Battersea Park Station [Governance for Railway Improvement Projects] GRIP 2 (feasibility) completed in December 2019 and GRIP 3 (option selection) to be completed in June 2021. Proposed scheme operational by 2025. Queenstown Road Station – new entrance from Patcham Terrace due to be open by end 2020. The Northern Line Tube station at Battersea Power Station is due to be operational by Autumn 2021, with the Northern Line Tube extension. However, the Battersea Power Station opening may be impacted by construction site close down during lockdown

WKI017 Promote the Council’s vision for the Nine Elms area as a world-class, central London business location as the first choice for international company headquarters and develop and implement an inward investment strategy for Nine Elms. Working with partners, devise an agreed ‘place-making’ framework for Nine Elms to ensure it becomes a distinctive new district in London with community, culture and creativity at its heart.

The Area continues to attract world class businesses, and this demand is evidenced by a number of recent planning (BPS Phase 3b, Embassy Gardens and RMG) applications that have brought more office space to the area. This includes Embassy Gardens marketing their final phase as “EG:HQ”. The Culture Programme continued to put culture and creativity at the heart of the area with activity through Autumn and Winter including Light Up Nine Elms by Jony Easterby which reached at least 4229 audience members, plus vehicle traffic and train travellers who will have passed by the projections, supporting and amplifying the community Advent Calendar project, involving local artists and anchor tenants in the major collaboration, which reached approximately 2000 people and the Mail Centre Takeover which saw nearly 4000 people attend two large-scale installations occupying the warehouse on the RMG site: Stan’s Cafe’s internationally acclaimed Of All The People In All The World saw global statistics represented in 6.7 tonnes of rice, while Matthew Harrison’s The Actual Reality Arcade was a huge hit with everyone from families to after-work office parties. For 66% of the audience it was their first visit to Nine Elms, while 20% of the audience were from local postcodes. 62% visited a nearby shop or restaurant during their visit.

WKI018 Commission a study to investigate how to attract new start-ups and existing companies in the design sector to Battersea and Nine Elms. Commission study - July 2019

The consultant team, led by architects We Made That, undertook the study and made findings which validated the concept of a creative design and technology cluster here and defined the scale of the opportunity together with recommendations on how the council can facilitate and shape the Quarter.

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report the findings of this work - December 2019.

These findings were reported to February’s FCROSC Committee and a follow-up seminar with Stakeholders and Partners will be held in the Summer to report on the findings and next steps.

WKI019 Investigate the ways in which the borough could attract digital and technology sector companies following Apple’s decision to move to Battersea Power Station in 2021 based on the findings of the design sector study.

A call for workspace operators to bid for affordable workspace funding has not yielded a project in the Battersea area due to the lack of suitable buildings. Discussions are underway with building owners to identify opportunities that could bid into a second round of funding from the SLIC. The Design/Technology Quarter Study is enabling discussions with building owners there. One Tech programme launched – Wandsworth events affected by Covid but project has successfully moved online.

Supporting local residents into employment

WKI020 Through Work Match, deliver 250 jobs for local people during 2019/20 with targeted skills training and pre-employment support to create a supply chain of skilled job ready candidates with a particular focus on the construction, retail, and hospitality & catering, roles.

Work Match has exceeded their target by 11 delivering 261 jobs for the year.

WKI021 Develop a shared learning scheme that links young people starting their careers with experienced local residents.

Some initial work to has been done to link care leavers with local businesses which has resulted in ongoing links.

WKI022 Engage with 400 residents who are disadvantaged in the labour market with at least half of clients achieving a meaningful progression into work or training. This will be achieved through: Opening a new employment and skills hub at 100 Falcon Road in Battersea by June 2019 and identifying a delivery hub in Roehampton by March 2020 Work with other Council teams to target priority groups such as those with health conditions and care leavers

445 residents have been recorded as engaged at the end of the year exceeding the target by 45.

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Continue to support older workers into work / training working with external partners to ensure residents are able to access specialist/tailored support, including the Central London Forward (CLF)-commissioned Work and Health Programme provides proportionate benefit in Wandsworth

WKI023 Through our contract with Citizens Advice Wandsworth, to provide information, ‘gateway’ advice and more in-depth support to 9,500 unique clients by telephone, online or face-to-face support through offices in Battersea and Roehampton and via outreach in other parts of the borough. Review the support service provided for EU citizens to ensure that needs are understood and met in the most effective way

As a consequence of the Covid-19 pandemic Citizens Advice Wandsworth (CAW) services have moved online and via the telephone. The number of people they have supported in the first quarter is 2,535. The year-end figure for CAW for numbers of people helped were 9,462. This was slightly under target due to the conversion of all services to online and remote help in quarter 4 due to the coronavirus pandemic. All services were successfully transferred and they have maintained their service delivery to Wandsworth residents. They are now planning for the re-opening of their offices at Battersea and Roehampton from September for face-to-face appointments only, with the majority of staff and volunteer advisors working from home until January 2021. The EU Advice service continues to provide advice to EU Nationals and has received additional funding up until January 2020 to expand the outreach element of the service, and also received additional funding for targeted support to people who are homeless and have been temporarily rehoused during lockdown.

WKI024 Champion EU citizens’ rights and work in partnership with Citizen's Advice Wandsworth to offer EU citizens practical help and advice on residency status. Hold further information and advice session for EU residents in partnership with Citizen's Advice Wandsworth.

The Council has continued to commission Citizens Advice Wandsworth to provide an information and support service for EU nationals resident in the borough. In October, the Council increased its funding to Citizen's Advice to allow them to complete more targeted outreach work aimed at harder to reach groups. Home Office figures show that there continues to be a steady rate of applications from Wandsworth, with 43,130 applications made as of March 2020. During 2019/20 the Council also provided an ID verification service to EUSS applicants, with a fee waiver for borough residents. This service was put on hold at the end of March due to COVID-19, but officers are examining how some support may continue to be offered remotely when capacity allows.

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The Council has also continued its efforts to raise awareness of the scheme and the support available to residents through social media campaigns as well as writing to all EU nationals on the open electoral roll. 2019/20 figures for EU project: • Number of advice events for EU Nationals – 23 advice event sessions in total in various settings, including 3 large events publicised across the borough • Number of attendees – 224 people • Number of EU Nationals supported in total through the service – 2,877. The breakdown is: • Event attendees - 224 • One off advice - 101 • In-depth advice - 117 • Accessing on-line resources - 2,435 • Total - 2,877

Business Support

WKI025 Create an effective environment and framework to grow the Borough’s business base and encourage more private sector investment and provide a strong Wandsworth voice for businesses. During the year: . Engage with businesses through communications channels, events and other initiatives to understand and respond to their need. . Use our e-newsletter mailing list and social media channels to attract 1,000 attendees to business events, throughout the year . Identify opportunities to promote and support the borough’s female owned

The Wandsworth Enterprise Hub has launched. Successfully responded to need for more online events and support necessitated by Covid-19 and programmes have successfully moved online. Women’s Enterprise Day event had to be cancelled at last minute as took place in first week of lockdown. Business e-newsletter publication cycle increased to weekly in response to Covid 19 and significant uptick in social media activity. Good engagement with workspace operators as part of Battersea Workspace search. Re-engagement will take place later in year. Affordable workspace provisions now more clearly specified in new Planning Obligations SPD which is soon to enter into force.

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businesses and entrepreneurs to grow and develop . Work with workspace providers, developers and local agents to provide information to local businesses and identify opportunities to protect, improve and develop business space in the borough

WKI026 Complete re-tendering exercise for the Business Rates Service and ensure successful transition to new service

Following SO83(a) approval on 9 Dec 2019, the contract with Northgate Public Services (UK) Ltd, for the provision of IT for NNDR processing was completed in mid-January 2020. We are currently working through a system migration plan with a go-live date in early November 2020. This is later than the original target date, as the implementation was put back 4 months due to delays caused by COVID-19.

Town Centres

WKI027 Implement a new approach to supporting the borough’s town centres by promoting a new Business Improvement District (BID) in Tooting (targeting a ballot in November 2019), establishing strong working relationships with BIDs in Clapham Junction, Putney and Wandsworth Town and supporting business associations or similar in other centres. Continue to support business development and investment in the borough’s town centres working with BIDs, business associations, investors and other stakeholders. Build on the Future High Street Fund bid for Putney to identify measures to bring

BID ballot held in November 2019 ; businesses voted against establishing a BID in Tooting. Tooting Business Association established chaired by Indrajit Patel. Business Association established in Balham. Regular meetings and communication with business associations across the Borough and assistance given to projects identified by the associations e.g. with events, promotions EDO works closely with Clapham Junction, Putney and Wandsworth BIDs, participating in joint projects and initiatives where appropriate e.g. festive lights, events, etc. Independent Shops Directory published at the end of November to support Shop Local Campaign before Christmas. Festive lights and Christmas trees co-ordinated by the EDO. Festive light ceremonies and Christmas Markets organised or supported.

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new investment and activity to the High Street. Ensure the Local Plan Review supports the Council’s ambitions for a vibrant and sustainable network of town centres.

Shop Local posters on Borough poster sites, shop windows plus Shop Local social media campaign. Future High Streets Fund: Stakeholder workshops held in November , January and February including with landowners, young people and arts organisations. Aecom and Metropolitan Workshop engaged, Projects developed to include in the BID which will be submitted at the end of July.

WKI028 Ensure that the services provided to the Business Improvement District companies within the borough (including the new Clapham Junction BID) meet the agreed service levels set out in the Operating Agreements

EDO attends BID Board meetings and monitors compliance with BID operating agreements.

Aviation noise

WKI029 Continue opposition to an expanded Heathrow. Work with other councils, Greenpeace and the Mayor of London to draw attention to the significant impacts an extra 250,000 flights per year will have on residents’ lives. Supporting the Heliport Consultative Group’s work in challenging the heliport operator, the Mayor of London and the CAA to work together to develop more sustainable options to mitigate the impact of helicopter noise on local residents in Wandsworth and neighbouring boroughs.

In February, the Court of Appeal ruled in favour of the Council in its challenge to the Government's Airport National Policy Statement (ANPS). The Court ruled that the Government had not taken into consideration its requirements under the Paris Agreement on Climate Change when drawing up the ANPS, and that this was “legally fatal to the ANPS”. The Government has announced that they will not appeal the decision, however in May, Heathrow received permission to appeal the decision to the Supreme Court. In an appearance before the Transport Select Committee, the Chief Executive of Heathrow acknowledged that due to the drop in demand for flights following COVID-19 an additional runway would not be the near future, but a third runway may still be required in 10-15 years’ time when demand returns.

Staff Engagement

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WKI030 Building on a number of initiatives to date, launch a programme of staff focussed benefits by the end of Q2 under the banner of being an Employer of Choice

The coronavirus pandemic has seen us focus our attention on supporting staff to work from home with the provision on a loan basis of IT equipment and office furniture. We also created wellbeing hub on the staff intranet providing a wide range of advice and support on mental health and related issues. More widely we will shortly be relaunching our employee benefits programme to all staff, covering things such as childcare and eyecare vouchers, the cycle to work scheme and access to discounts on a wide range of products and services.

WKI031 Continue to modernise our recruitment practices by rolling out the functionality of the new Recruitment system including: Implementing name blind recruitment, which has started to be undertaken in some services, by end Q2 2019. Streamlining and further digitising recruitment processes by end Q3

We continue to develop our approach to staff recruitment. We now have a dedicated team within HR, largely themselves recruited from the private sector which has led to a number of new and innovative approaches. Use of social media remains key as does offering candidates the widest possible range of options in terms of application methods [CVs etc]. The coronavirus pandemic has led to the speeding up of us rolling out of video interviews which are proving to be extremely effective.

Resident Engagement

WKI032 Bring forward proposals for and implement a community engagement strategy, to include principles for working with community and voluntary groups, by September 2019

• An internal community engagement working group with representatives from across the Council has been set up and has met. The group will review and input to a draft strategy.

• A senior community engagement officer has been working on the Doddington and Rollo Estate she has strengthened relationships between the Council and local people including community leads in the area. There have been a number of local projects as a result, helping local health, wellbeing, community cohesion, and businesses e.g. Community Christmas Carols linking into the Nine Elms Advent Calendar. A refurbished Doddington Square, Parade improvements are scheduled, and the opening of Cromwell House for initially a limited number of Council commissioned and led activities by November 2020.

• A health and wellbeing and voluntary sector engagement group was developed in September 2018 to increase engagement with the voluntary sector in Wandsworth. This group is now being managed by the Health and Wellbeing Board Manager in Adult Social Care and Health.

• The Let’s Talk resident engagement meeting has seen a number of improvements with the addition of exhibition boards, and updates to the webpages. This will be reviewed on an ongoing basis to ensure it is an effective mechanism for community engagement.

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The Council has jointly commissioned with the Clinical Commissioning Group (CCG), Wandsworth Care Alliance to run the voluntary sector co-ordination project from January 2020 to improve joint working with voluntary and community groups. The service has provided infrastructure support to the voluntary sector during the Covid-19 crisis.

Community Safety

WKI033 Work to keep Wandsworth the safest inner London borough. Actions to include: . Developing the Community Multi Agency Risk Conference to be more effective and accountable around key issues/individuals . Developing the Community Trigger process in line with the latest National best practice . Ensuring Neighbourhood plans are developed for each ward and shared with key partners . Community Safety Team to attend all ward panels if possible to ensure members are updated on key Community Safety actions . Working closely with the Communications Team to develop the Community Safety comms strategy

Wandsworth is the safest inner London boroughs as of March 2020. The CMARAC is jointly chaired by the council and police. Cases of high risk are referred through a risk assessment process from statutory and non- statutory agencies such as Police, Registered social Landlords, Adult Social Care etc. The Community Trigger process has been reviewed and the council web page has been updated. Neighbourhood plans have been created for each ward across the borough including details of key contacts such as SNT Police, schools, religious buildings. These have been shared with some partners including the police. Community Safety Officers regularly attend ward panels which are led by the police. Through lockdown, the Community Safety Service has assisted the police in co-ordinating virtual meetings and trialled the use of OWL software. There is a new post of Communications Officer for the Community Safety Service.

WKI034 Increase activity to safeguard people from radicalisation: • Increase work with sectors and institutions where there are potential risks of radicalisation, in particular with schools. • Undertake activity that prevents people from being drawn into terrorism and ensure that they are given appropriate

Prevent work is now subject to oversight and coordination of a Prevent Strategic Steering Group ensuring that Home Office benchmarks are met. Over the financial year, over 1,600 teaching staff across a variety of settings have received presentations in respect of Prevent and radicalisation. The Prevent Education Officer attends the Designated Safeguarding Forums to ensure schools are aware of requirements and training including the Home Office tools on e-safety.

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advice and support, including through the Channel process. • Respond to the ideological challenge of terrorism and the threat we face from those who promote it, by undertaking varied initiatives and delivering e-safety to schools.

The statutory Chanel Panels for Wandsworth and Richmond have been merged. This ensures due professional involvement in case management. Ensuring that Prevent is mainstreamed and embedded into existing safeguarding pathways and that the ‘front doors’ for adults and children’s social care have been trained to recognise and respond.

WKI035 Deliver focussed work in priority neighbourhoods and locations to tackle crime and anti-social behaviour, including burglary, robbery, motor vehicle crime and drug supply. Specifically: Develop a problem solving approach to priority crimes using the SARA process Link in with Tactical Tasking Command Group (TTCG) to ensure Police resources are available to support local priorities Develop a Localised Joint Action Group (LJAG) approach to ensure focused work on crime priority locations

Where there is a location that has persistent crime and ASB reports, a multi-agency problem solving plan is actioned. As an example: at Balham Bridge there was issues of rough sleeping and ASB including public urination, littering, begging. The action taken included: the litter under Balham Bridge was cleared; an injunction was taken out against the person causing the issue with accommodation elsewhere; communications to residents on how to report ASB issues; businesses in the area were visited and offered reassurance and are supporting enforcement action led by Police and Community Safety Service.

WKI036 Increase the targeting of offenders for burglary, robbery and moped crime via a hot spot approach using police data, community intelligence and cross borough work. Effective use of the Police TTCG process to ensure Police resources support the targeting of localised crime priorities Regular cooperation with neighbouring boroughs to ensure consistent approaches to priority crimes such as Burglary and Robbery.

The Community Safety Service attends the police Tactical Tasking and Coordination Group (TTCG) to escalate and respond to issues. This meeting covers the four boroughs of the SWBCU and has enabled the identification of persistent hotspots. Problem-solving approaches have been put in place with a range of partners to tackle crime and persistent ASB. The Junior and Adult Integrated Management Schemes are in place. All IOM 70 subjects have been RAG rated to prioritise support and intervention and further work is being developed to extend the to the cohort aged 18-24.

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Effective use of Junior and Adult IOM structures to target Prolific Offenders of Priority crime types

WKI037 Tackle knife crime through the delivery of the knife crime action plan, including enforcement, diversion, prevention and early intervention including: Further develop the Wandsworth Knife Crime Forum and holding a series of seminars on key topics. Update and deliver actions in the Knife Crime Action Plan. Work closely with Public Health colleagues on taking a public health approach to Knife Crime through the Knife Crime Taskforce

The Knife Crime Action Plan was submitted and been commended by the Violence Reduction Unit (VRU) for the breadth and detailed consideration of the challenges. This plan reflects joint working across the council, Police, health and with communities to ensure a comprehensive approach. The Knife Crime Forum meets regularly and has held thematic discussions on work in schools, developing the Knife Crime Action Plan and incidents in communities. Through funding from the Violence Reduction Unit (VRU) new projects are being delivered across the borough including: Pathway 2 Progression - aimed at violent cohort aged 17 up to 30 years in the community and in prison; Ending gang and youth violence - aimed at children and young people (up to 24yrs) in school and out of school Young researchers and Youth Independent Advisory Group - working with young people in the community to research their experience of violent crime with a resulting qualification; Community Mentor Scheme – through Knife Crime Forum; School inclusion – delivered by the Pupil Referral Unit (PRU) and supports inclusive work for school children at high risk of exploitation.

WKI038 Lobby the Mayor and GLA to reverse any planned police station closures announced or consulted on in 2019/20.

No new police station closures have been announced or consulted on. However, the Council continues to lobby for improved police visibility.

WKI039 Improve and increase services to tackle Violence Against Women and Girls:

Service Provision - A needs assessment has been completed that informed a revised service specification for a new service provider. The intention was to recommission the services and have a new provider in place by the end of 2020. This has now been delayed owing to the pandemic. A

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. Undertake a quality assurance review of the MARAC (Multi-agency Risk Assessment Conference for high risk victims by April 2020 . Re-commission services to protect and support high risk victims of domestic abuse and VAWG across Wandsworth by April 2020 . Deliver the project to improve community-based approach to tackle Female Genital Mutilation by April 2020 . Ensure the delivery of the complex needs service by Refuge and Spear in partnership with Richmond, Merton and Kingston.by April 2020 . Complete the Domestic Homicide Reviews in the borough and ensure recommendations are delivered.

revised target date for a new service provider for advocacy and emergency accommodation is July 2021. The Community Safety Service led the bid for Complex Needs services across the BCU and successfully secured funding for four boroughs, for complex needs advocacy and emergency accommodation. The MARAC has seen an increase in demand levels. An annual report has summarised many of key achievements, barriers and plans. The formal review has not yet commenced. It will start after the Covid-related pressures on partners has eased, likely in September 2020. DHR’s; One report has been submitted to the Home Office Quality Assurance Panel and the Community Safety Partnership awaits feedback. Two further DHR’s have been started.

WKI040 Continue to lobby hard for additional police resources in the borough.

The recent announcement of 20,000 new police officers nationally is likely to increase the numbers of officers in the MPS by 5,000-6,000. The additional number of officers for Wandsworth cannot yet be confirmed, however the announcement has been welcomed. The BCU Commander has been contacted to explore whether there are possibilities for co-location in hot spot areas or on some of our housing estates in order to improve police visibility

WKI041 Establish effective Ward Panels across the borough: . To work with the Safer Neighbourhood Board (SNB) and the Police to establish a number of effective ward panels that cover the whole borough . To help develop the Safer Neighbourhood Board to enable a more robust approach to local priorities

The Community Safety Service has worked closely with the police, community and key agencies to establish effective panels across the borough. There is a ward panel led by Police in each ward across Wandsworth except for in Southfields and Fairfield. Southfields hold a street meeting consisting of several streets run by the Southfields grid. Work is taking place with police Safer Neighbourhoods Teams to get a ward panel up and running in these wards as soon as possible. There is an effective SNB in place with an established Chair and now Vice Chair. This meets quarterly and scrutinises police performance across a breadth of local priorities and themes.

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. To work with the Business Intelligence Team and the SW BCU analysts to develop an understanding of crime trends in key locations to support an effective problem solving process . Continue to support evidenced based preventative approaches to identified crime trends

Problem solving work continues using evidenced based approaches and include prevention and intervention.

Environmental Policy and Climate Change

WKI042 Review the Carbon Management Plan in line with the new council sustainability strategy following the abolition of the Government’s Carbon Reduction Commitment and increase in charges/rates of the Climate Change Levy from April 2019 excluding housing.

Energy audits have been commissioned and a desk study has commenced. Site visits started in the

summer and are planned over a 16-week period, subject to site access and any COVID related

restrictions and requirements. Upon completion, this will feed into the programme of works and

review of the Carbon Management plan.

WKI043 Implement the actions set out in the Air Quality Action Plan

The Action Plan contains over 50 separate Action Targets. These are split into six categories. Transport Campaigning for cleaner buses and taxis • Campaigning for non-diesel economy • Policy aimed towards walking and Cycling • Promote public transport • Sustainable transport to schools • On street parking controls • Promote car clubs • 20MPH zones from some Residential High Streets Outside peak hours delivery • Focus on hotspots (Putney High Street) • Consider consolidation centres

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• Better green infrastructure. Schools Schools Audits and outcomes • Sustainable travel to schools Planning & Development Air quality considered as part of development including pre and post occupancy. • Construction code of practice • Best practice design guidance. Communication & Public Engagement Air quality champions • Air quality information and training • Events and awareness campaigns • Engagement and information provision Corporate Initiatives. Joint working around Putney High Streets • Installation of energy saving measures in Council properties. • Policy review and procurement aimed at air quality reduction. • Regulation of industrial processes. • Complaint resolution • Regulation of demolition and construction. • Anti-idling • Smoke control areas and campaigns • Grant During the year there was a priority focus on variety of anti-idling measures, including communications to raise awareness linked to the air quality communications plan, supported by air quality champions.

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Implementation progress against all actions within the action plan will be reported in full within the Air Quality Annual Status Report.

Education, Performance and Planning

WKI044 Support and challenge schools, to raise

the attainment of vulnerable, under-

achieving and minority groups (especially

Black African and Black Caribbean pupils,

White British disadvantaged pupils,

children receiving the pupil premium and

Children Looked After) resulting in the

closing of attainment gaps. Support all

Early Years Providers to narrow the

EYFSP attainment gap between low

scoring children and the median.

Contextual reports on the performance of each school are used by the School Standards and

Improvement Service to monitor any gaps at school-level. Officers discuss schools where there may

be concerns in health check meetings. Schools are challenged on their outcomes by their allocated

link inspector. The performance of all groups should be robustly challenged by governors in all

schools. Wandsworth officers work with school leaders and governors to raise the profile of different

groups of pupils to ensure appropriate action is taken to raise attainment.

The Council has brokered a project, through a national charity, Achievement for All, which has begun

work with two secondary schools and seven primary schools to narrow attainment gaps for

disadvantaged pupils and their peers. The programme will last for two academic years (2019/20 and

2020/21). It is too early at this stage to comment on impact.

Validated results from 2019 end of key stage assessments show that attainment gaps between

disadvantaged pupils and their peers have widened this year in Wandsworth compared with the

previous year in the early years, key stage 1 and key stage 2, and the gaps are wider than the

equivalent figures nationally.

The performance of disadvantaged pupils is a complex issue but remains a priority and following the

results from summer 2019 (which these key issues are based on) an action plan as part of the

Annual Quality and Standards Report was developed. Here are the actions relating to that priority:

• Achievement for All project working with group of schools in the borough – learning to be disseminated across all schools

• Disadvantaged focused visits by link inspectors for schools identifying this as a priority • Meeting with the Education Endowment Foundation (EEF) in January to plan and broker support

for schools • Herts for Learning reading fluency project (years 5 & 6 focus) • Early Help support in schools

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• Challenge to schools on the use of pupil premium funding through link inspector visits and finance challenge meetings

• Raising awareness with governors through training on how to hold leaders to account for the impact of pupil premium funding

• Training with schools and governing bodies on the new Ofsted framework and the focus on curriculum intent, implementation and impact for all vulnerable groups, including pupil premium

In addition, we had a working group look at the issue of closing the gap between pupil groups over

the past couple of months which has produced a guidance document for schools to think about when

they return to school in September.

At key stage 4 the disadvantaged attainment gap has reduced and is smaller than the national equivalent gap: • In the Early Years Foundation Stage Profile (EYFSP) the gap widened between the proportion of

children eligible for Free School Meals and their peers in state schools (19.6 %pts in 2019 compared to 14.7 in 2018). Nationally, the gap has increased from 17.3 %pts to 17.8. The gap in Wandsworth is now wider than it is nationally.

• At Key Stage 1 the gap between disadvantaged pupils and non-disadvantaged pupils achieving the expected standard in reading, writing and mathematics increased from 14.1 %pts in 2018 to 19.0 %pts in 2019. This indicator is not published at a national level for comparison.

• At Key Stage 2 the gap between disadvantaged pupils and their peers achieving the expected standard in reading, writing and mathematics widened from 20.9 %pts in 2018 to 22.6 %pts in 2019. Nationally, the gap has increased from 19 %pts to 20 %pts. Wandsworth’s gap continues to be wider than the national figure.

• At Key Stage 4, the point gap between disadvantaged pupils and their peers decreased slightly from 11.60 points in 2018 to 11.40 points in 2019. Nationally this has widened from 13.50 in 2018 to 13.70 in 2019. Wandsworth continues to have a smaller attainment gap than nationally.

Some ethnic groups performed better than others:

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• In the EYFSP, 69% of Black Caribbean pupils achieved a good level of development (8 %pts higher than the previous year). Of the other ethnic groups with more than 100 pupils, the Somali group had the lowest overall % reaching a good level of development (64.5%) followed by Pakistani (68%) in 2019.

• Out of the ethnic groups with more than 100 pupils at Key Stage 1: The lowest performing ethnic group was Black Caribbean for the reading and maths tests (62.5% and 50.0% respectively) and for writing teacher assessment (55.7%).

• At Key Stage 2, of the ethnic groups with more than 100 pupils, the Black Caribbean group had the lowest average % achieving the expected standard in reading, writing and mathematics (51.4%). This shows a slight increase for this group compared with last year when 47.9% achieved the expected standard in all three subjects.

WKI045 Launch mentoring scheme, including:

. Pupils identified as suitable for mentoring

by St. John Bosco & Ernest Bevin schools

- June 2019.

. Summer school programme held by St.

John Bosco and Ernest Bevin schools –

August 2019

. Peer mentoring programme starts – Sept

2019

. Mentoring programme reviewed – Spring

2020

There are 10 targeted pupils taking part in the primary secondary transfer project at St John Bosco

College. Pupils were identified as being at risk of failing to successfully transfer due to behaviour and

attendance concerns. Currently, seven of the pupils are achieving at expected or above expected

levels of learning. Average attendance is good and averages 96%, and there have been no fixed

term or permanent exclusions issued for behaviour.

Although Ernest Bevin were unable to fully commit to the transfer programme this year, School

Participation & Performance has committed to funding mentoring support for pupils at Ernest Bevin

College for another year in conjunction with Battersea Power Station and Future Men. Future Men

supports and inspires young men to develop confidence, empathy and resilience.

Summer school programme update available in the half year update.

WKI046 Increase the proportion of schools judged

to be good or better by Ofsted to exceed

50% outstanding subject to Ofsted

inspections taking place, ensure that no

schools are judged to be less than good

and continue to support Wandsworth

Overall, 93% of schools in Wandsworth are judged to be good or outstanding by Ofsted. This is one

%pts higher than September 2019. Wandsworth continues to be ranked within the top ten local

authorities nationally for the proportion of schools judged as outstanding (38%). By phase this is 34%

of primary schools, 27% of secondary schools, 43% of special schools, 100% of maintained nursery

schools and 67% of PRUs.

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Special Schools to be judged “Outstanding

or “Good” by Ofsted.

Six schools are currently less than good: four of these are academies that are supported by their

academy trusts. The two maintained schools are supported by the LA with additional link inspector

time and a task group which oversees and coordinates the support for each school. Belleville Wix

Academy (Shaftesbury Ward) improved from inadequate to good following its inspection in October

2019.

86% of special schools are judged to be good or outstanding. Special schools are inspected on a

four-year cycle. The only school that is not good or outstanding is Nightingale Community Academy

(Wandsworth Common Ward) which was recently judged to be requires improvement following its

first inspection as an academy (previously it was inadequate). Due to its status as an academy,

support for improvement is delivered by its academy trust rather than the Council.

Since 2012, outstanding mainstream schools have been exempted from routine inspection. However,

in January 2020, Ofsted launched a consultation about removing the exemption policy. It is proposed

that the exemption is lifted as of September 2020 and that the schools to be prioritised for inspection

will be the schools that have gone the longest since an inspection, particularly those that have not

been inspected for a decade or longer. Wandsworth has 24 exempt schools, of which 22 will be

eligible for a full inspection once the exemption policy is lifted. 11 of these schools will be prioritised

by Ofsted because they have not been inspected for 10 years or more. Special schools and PRUs

that are judged to be outstanding were not part of the exemption policy and will continue to be

inspected on a four-year cycle.

Given the increased focus on the inspection of outstanding schools, even prior to the exemption

being lifted, the School Participation and Performance Service has (i) provided central training for

school leaders and governors on the new Ofsted inspection framework effective from September

2019, and (ii) provided increased in-school support in Wandsworth’s maintained schools via the link

inspector programme.

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The authority is consulting with schools about a range of different school improvement models

promoting school to school support in order to best support more schools to maintain and achieve

outstanding status.

WKI047 Attendance: Further improve pupils’

attendance at school, in particular by

reducing the number of children out of

school or missing from education and

further enhance the quality of Alternative

provision.

Data for combined autumn term 2018 and spring term 2019 shows that persistent absence in Wandsworth primary schools was better at 8.2% compared with the national average of 8.4%. In Wandsworth secondary schools, persistent absence was also better at 10.2% compared with 12.7% nationally. At the March 2020 data snapshot, the number of school applications being processed had doubled. However, the number of children unplaced for longer than the standard 4 to 6-week period for placement reduced by almost 60%. There were 32 children out of school for longer than 16 weeks (7 primary, 25 secondary) at the time of the February 2020 data snapshot. Children out of school for this length of time usually come from families affected by complex housing and social issues. This group is closely monitored on a daily basis. Of the 32 children, 15 are awaiting placement confirmations with start date for school imminent. The whereabouts of nine of the children are being investigated by the Education Welfare Service with relevant agencies. Three children are awaiting PRU appointments. Another three are being placed via the in-year fair access process, and two are awaiting Educational Psychologist placement assessments.

WKI048 Exclusions: Support schools to work

collaboratively to reduce the number of

fixed term and permanent exclusions

especially for YOT clients and for looked

after children and monitor that there is no

off-rolling.

The overall rate of permanent exclusions for the academic year 2017-18 decreased substantially to 0.06%, compared with 2016-17 when it was 0.09%, continuing the long-term downward trend. Unvalidated data for 2018-19 indicates that the rate has remained at a similarly low level. Schools have continued to use alternative strategies to manage pupil behaviour, only using permanent exclusion when these strategies have been exhausted, or where the incident is sufficiently serious to warrant this sanction. The rate of primary school fixed term exclusions in 2017-18 remained unchanged at 0.9% from the previous year. There was a very slight increase in secondary fixed term exclusions from 5.2% to 5.3%; however, rates remain well below those nationally (10.1%) and in inner London (9.3%). Special school fixed term exclusions have seen a significant drop to 7.8% from 10.4% in 2016-17

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and remain well below inner London (14.2%) and national (12.3%) averages. The Wandsworth Improving Behaviour and Attendance Partnership meets termly and reviews exclusion data, particularly in relation to vulnerable pupils. The partnership now includes representation from YOT. The fixed term exclusions rate of Wandsworth looked after children has been on a downward trajectory over the last four years and is currently at 3.9% compared to 11.8%. nationally. There have been no permanent exclusions. Primary and Secondary Pupil Referral Units offer both onsite intervention and outreach work to

support schools in minimising exclusions. Additionally, advisory teachers deliver a wide range of

support and training across the borough. The Virtual School provides support & challenge to schools

by ensuring there are regular Personal Education Plan reviews for Children Looked After and has

provided intervention where pupils have been at risk of exclusion. Schools are required to submit

information whenever children leave their roll and The Education Welfare Service challenges schools

in cases where they have not provided full information ensuring that pupils are not being removed

from roll inappropriately or without establishing an appropriate further destination.

WKI049 Ensure sufficient school places and

develop the Schools System: Provide

parents with even greater choice and

diversity of schools by supporting the

Wandsworth Free Schools and Academies

Commission in identifying and quality

assuring new promoters and taking

forward options for secondary schools to

address expected long-term increase in

demand.

For 2019/20 sufficient places were available in primary schools to meet demand. On-time resident

applications were broadly the same as the previous year and most parents were able to secure their

school of choice.

Early analysis of applications for 2020/21 entry also confirms that there are sufficient primary places.

Although future projections continue to show an increase in the Nine Elms area, this has been slow

to materialise. Although current demand can be met by places in existing schools, future projections

show a need for a new school from the middle of the decade. A site has been reserved and funding

are available for a new school when required and would be brought to the Free Schools and

Academies Commission as appropriate.

Resident applications for secondary schools for 2020 entry increased by 1.4% compared to 2019. To

meet demand for additional Year 7-11 capacity in the coming years, an additional 5 forms of entry

(FE) are being created at four secondary schools including an additional 150 6th Form places, with

the option of bulge classes to ensure peak demand can be met.

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WKI050 Set up a grant fund for to support schools

to train the next generation of leaders. At

least 10 aspiring leaders will be accessing

training to support their leadership

development in schools.

Two delegates have accessed the training. Uptake is low this year, whilst in previous years, all 10

places have been filled. This is most likely because potential candidates have already completed the

course and have benefitted from it.

The training offer will be reviewed and work with schools will take place to develop a new model for

staff development, including development of future school leaders.

WKI051 Refurbish the ball games area, playground

at Chivalry Road and St Mark’s Playspace

on Boutflower Road using funding from

Wandsworth local fund

Practical completion was issued on Chivalry Road ball court 14th June 2018. Final account agreed

following end of defects liability period. Work on St Mark’s Playspace is complete.

WKI052 Work with partners to develop and agree a

programme of opportunities to showcase

arts talent in schools

During the Spring Term of 2020 partnerships were confirmed with 20 primary schools, including

Victoria Drive PRU and the St. George's Hospital Schools, to create work to be performed or

exhibited at the Wandsworth Art Fringe (WAF) Schools Showcase working with a range of Arts

Partners and coordinated by Wandsworth Arts Service with the theme of Climate Emergency. WAF

in your living room is scheduled to take place on 8th – 24th May.

In addition, Creative Wandsworth funded an African Dance project in partnership with Wandsworth

Music, working with pupils from The Alton School which was due to perform at the Royal Albert Hall

in April 2020.

Capital Investment in Schools

WKI053 Ensure that agreed expansion projects to

provide sufficient secondary places to

meet the identified need, including

additional places at Ark Putney, Chestnut

Grove and St Cecilia’s, are delivered on

time and on budget.

Basic Need capital of £14m received from the Education and Skills Funding Agency will enable the

expansion of the schools described, as well as Ashcroft (also see Key Issue 49).

The Secondary Expansion programme paper was approved at Education & Children’s Services OSC

in September 2018 (Paper No. 18-298). Client-side team procured and appointed to provide cost and

technical advice. Below is update against 4 projects:

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Ark Putney - design completed, construction contract finalised and works commenced on site early

October 2019 with completion due August 2020. Good progress made but completion date may be

impacted by Covid-19 lockdown/working restrictions.

Chestnut Grove – planning consultation held, and planning application submitted on 23rd August

2019. Modular design tendered but exceeded budget, so design reviewed, value engineered and

retendered. Final construction costs due mid-July and to start on site for September 2020 with

completion August 2021.Additional pupils from Sept 2020 accommodated within existing classrooms.

St Cecelia’s – changes in Academy Senior Leadership Team have impacted on finalising the design

leading to a delay. Planning application submitted on 19th September. Cost plan under pressure so

value engineering exercise undertaken leading to a revised design. Construction costs expected

September 2020 with start on site October and completion August 2021. Additional pupils’ places not

required until 2021/22.

Ashcroft – In discussions with the school to minimise impact to the curriculum the construction

works will be consolidated. The design has been completed and construction works due to

commenced in May 2020 with completion for September 2020.

There is a capital funding gap of approximately £0.667m which is being resolved through working

with the schools involved to reduce the design requirements and/or secure additional capital

contributions from the schools themselves. This will be resolved through the design process and

balancing of costs across the programme.

WKI054 Work with and support schools to help

improve the quality of outdoor play

equipment - all 21 schemes to be

completed by September 2019

Wandsworth was allocated £206,961 from the Department for Education’s 2018/19 Healthy Pupils

Capital Fund. In June and October 2018, community and foundation schools were invited to submit

bids for improvements to outdoor play equipment and safety surfaces. Twenty-one bids were

received totalling £230,521 with schools committing a further £100,209 match funding. All schemes

have been completed.

WKI055 Implement the recommendations of the

strategic review of special educational

provision, including the creation an extra

Officers have been working with Paddock School on identifying building solutions to secure the

forecasted additional places needed for children with ASD and complex needs. The School’s SMT

has agreed to accommodate a Reception-intake for September 2020 by being flexible on class sizes

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16 places for children with learning

disabilities and ASD by 2021

and preventing the need for out of borough placements. It is proposed to create the additional places

needed for September 2021 on the primary site at Paddock School through a building programme

funded from the Council’s special provision capital allocation. This will be approved via a SO83

during the summer months 2020. Officers will continue to review options to deliver the additional

places needed within the borough from September 2022 onwards.

The new resource base at Riversdale Primary School has now expanded to admit a total of 13

pupils; and the discreet provision at Saint John Bosco for pupils with ASD and Social, Emotional and

Mental Health needs is at capacity.

Officers have been working with Garratt Park’s SMT on identifying best alternative use of the vacant

ASD Advisory Service accommodation at the School. It has been agreed that an additional 12 Year

7 pupils will start at the school from September 2020 preventing the need for independent specialist

placements. Adjustments to accommodation to be met from the special provision capital allocation.

Lifelong Learning and apprenticeships

WKI056 Following on from the Ofsted score of

“good” for Lifelong Learning; implement

further improvements to achieve

“Outstanding” by August 2021 (the timing

of the next expected Ofsted inspection); in

particular to:

. Strengthen governance and leadership –

April 2019

. Increase the volume of introduction to

employment courses and maths courses –

May 2019

• The Lifelong Learning Monitoring and Advisory Group is the principal group responsible for shaping governance and leadership, ensuring that the service impacts positively on Wandsworth residents.  The group is chaired by the council’s deputy leader and consists of individuals that can represent the diverse needs of adult learners.  Members of the group include representatives from the business community; an officer from adult social services; a senior officer from Children’s Services; an associate Ofsted Inspector; and a learner representative.

• Introduction of a new sub-contracted provider Adult Training Network (ATN), delivering accredited and non-accredited courses to support ESOL, English, Maths and employability. The service has also increased the volume of courses delivered directly. This supports the Ofsted recommendation to increase the amount of provision in these curriculum areas. Performance is up in the targeted curriculum areas, mainly because we are delivering more directly. However, the impact of ATN will not really kick-in until August 1st.

The service has increased its focus on delivering accredited and non-accredited courses to support

ESOL, English, Maths and employability.

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. Embed employability for learners wanting

to improve or gain employment – June

2019

There has been an overall total of 530 accredited enrolments against a target of 440 - up 16.5% on

last year’s end of year total (which is a really strong enrolment performance considering that the

largest provider withdrew from their accredited contract in December 2019).

This rate of growth will continue to increase from August 1st as both direct deliver and sub-

contracted provision continue to focus on these curriculum areas.

Summary of accredited and non-accredited courses

• 58 employability courses with 261 enrolments • 25 Maths courses with 174 enrolments • 20 English courses with 106 enrolments • 48 ESOL courses with 443 enrolments • 70 ICT courses with 452 enrolments The rest is made up of 386 other CL and Accredited courses with 2892 enrolments (Family Learning,

Arts & Crafts, Languages & Literature, Administration, DIY, Hospitality & Catering, Health & Social

Care, Sports & Leisure, History, and Accounting)

Widening Participation strategy strengthens the Council’s approach to target funding at the most

disadvantaged learners in the borough; those with additional employability, health and well-being

needs.  The Lifelong Learning team has developed excellent partnerships and provision which takes

place in the heart of Wandsworth communities.  Good examples of this include work with: The Baked

Bean Charity; Katherine Low Settlement; Deaf First @ Oak Lodge School; Hestia Age Activity; and,

Wandsworth City Learning Centre.

Early Help

WKI057 Work with internal and external partners to

deliver a comprehensive and responsive

Early Help offer, which aims to ensure that

presenting issues relating to children,

young people and families are identified at

the earliest opportunity Restructure the

The three geographical clusters have been set up with two teams in each cluster, one aimed at Early

Years and Learning, and the other Children, Young People, and Families. Staff from the early years

divisions, children’s centres, youth services, connections team and family support service have been

moved into the 6 teams, with 9 SEND Early Help practitioners supporting an inclusive approach to

children with SEND within each cluster. A programme of activities for children from 0-19 and up to

25 with SEND has been developed and delivered through children’s centres and youth setting. The

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Early Help services to work more

effectively with whole families who need

additional, targeted support Create a

coherent community offer of Early Help,

organised in three geographical clusters,

in Battersea, Roehampton and Tooting,

with multi agency teams working with 0-

19 years (0-25 years with SEND).

team provided direct work through a whole family approach when assessing and plan for improving

outcomes for a family through targeted support all members of the family.

The Early Help Division is currently reviewing and strengthening the multi-agency work of each

cluster through working with partners from across the Children Services, Education, Health, Police

and Community and Voluntary groups, to ensure that we work and plan the early help offer of

support to families which ensures a single point of access for the whole family to targeted support

and preventative services when emerging needs or longer term vulnerabilities are identified.

WKI058 Build on the 92% of domains graded good

or outstanding by HMIP to further

strengthen the Youth Offending Team

(YOT) by:

. reviewing joint decision making and co-

working cases relating to sexually harmful

behaviour with partners

. engaging with schools to ensure a

consistent approach on knife crime

. using data to evaluate effectiveness of

work and inform future development of the

service

. increasing the number of young people

receiving community resolutions

The YOT has completed and submitted self-assessment gradings based on Youth Justice Board

banding guidelines on the Standards for children in the youth justice system (25th Feb 2019)

Audit of cases opened and closed during the period Sept 2019- 31st March 2020 has been

completed utilising this framework.

All 5 domains of practice have been self-assessed at Good or Outstanding

The Youth Justice Plan 2020-21 is being drafted to submit to the Community Safety Youth Offending

Partnership Board Sept 2020 to include improvement actions from the self-assessment.

Update on previous actions:

• Joint decision making was reviewed in 2019 and all cases can now be joint worked. There has been additional AIM3 training completed to ensure that we have sufficient capacity for joint working moving forward.

• The school bladed article protocol is now completed and presented to schools as agreed practice.

• The new case management system has been implemented with further training on data reporting scheduled.

• The out of court disposal joint decision making with the Police is operating with improved opportunities to divert children.

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Early Years and Prevention

WKI059 Support all Early Years providers in

maintaining the number of Early Years

settings at good or outstanding at 95%,

including 20% outstanding, and ensure

that none are judged to be less than good.

All Early Years providers receive regular advisory visits, training and support to ensure that they are

high quality in the areas which impact directly on children. We have one adviser who completes this

work.

97% of all Early Years Provision was rated good or outstanding at March 2020, of which 28% was

rated outstanding. Only 2% is judged less than good and no provision is rated inadequate, this has

reduced by 2% since Q2.

WKI060 Support private, voluntary and

independent childcare settings and

schools in delivery of sufficient statutory

part time Early Education Place for 2-year

olds for eligible families. Ensure take up,

where appropriate, of places by vulnerable

children known to Children’s Social

Services (children in need, subject to child

protection, and looked after).

No updated DfE data is available due to COVID-19. However, based on the 2019 census, the take

up remains at 67%.

Currently there are two schools (Shaftesbury Park Primary School and Trinity St Mary’s CE Primary

School) which have a 2-year-old vulnerable places offer.  There have been further schools interested

but are not considering taking on this offer due to Covid-19, social distancing and the impact on

students across the primary age group.

WKI061 Work with, and support, outstanding

primary schools to offer high quality

nursery education.

All three nursery schools have received link inspector support to further develop leadership capacity

and work towards achieving ‘outstanding’ in their next Ofsted inspection (anticipated Spring 2022). 

The interim Executive Head and Governors at Balham and Eastwood have received significant

support in researching and preparing for possible federation.

The Headteachers of all three nursery schools have worked closely with the EY Hub to provide

outreach work across the schools and settings in Wandsworth and develop their own staff.

A bid for Community Infrastructure Levy (CIL) funding for £135k was submitted to the Finance and

Corporate Resource OSC and was successful on 23 January 2020. This, in addition to a contribution

from the Diocese, will lead to a nursery class at St Michael C of E Primary School. The works are

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planned to start June 2020 and expected to be ready for January 2021 opening. This process will be

managed by the school as the governing body, with no further direct input from the Council.

Special Educational Needs and Children with Disabilities

WKI062 Work with all relevant partners including

CCG, schools and parents to prepare for

the Local Area Inspection of SEND that is

likely to take place before the end of 2021

The local area SEND inspection took place beginning November 2019. Inspectors spoke to a range

of stakeholders and visited various providers. Leaders, staff and governors informed the inspector on

how SEND reforms have been implemented. Performance data and evidence was reviewed

regarding the local offer and joint commissioning. Whilst the resulting findings describe many

significant areas of strength, the local area was required to produce a Written Statement of Action

(WSOA).

The WSOA will be addressing the two key areas of weakness identified by Ofsted and the CQC:

• Urgently improve the planning and assessment arrangements for Education Health and Care plans (EHC) to better meet children’s and young people’s needs and aspirations and meet statutory timescales.

• Evaluate the impact of the local area’s work in embedding the reforms more comprehensively by establishing a consistently agreed and applied framework for doing so. Use the findings from this to share strong practice and rectify weaknesses.

Since the inspection there has been progress in both areas identified as weaknesses as

demonstrated above. Such progress includes a monthly dashboard report for Special Needs

Assessment Service (SNAS), a developed training plan to upskill staff and improve the quality of

EHCPs, a review of SEND partnership Governance structure with agreement of occurrence every 2

months and a clear vision for SEND through the children’s plan. Once submitted WSOA confirmed

there will be a monitoring visits by the DfE and NHS every four months to monitor progress.

Children's Social Care

WKI063 Continue to strengthen the contributions of

relevant agencies, especially health, to

The Wandsworth Safeguarding Children Partnership (WSCP) has been established as the

governance lead for adolescent exploitation and has founded the Vulnerable Adolescents Group

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strategy meetings, including complex

strategy meetings for vulnerable

adolescents. (Ofsted Recommendation 1)

(VAG) to lead and drive partnership development in this area of priority. Multi-agency operational

arrangements to manage risk have been improved and report to the VAG. These include:

• MARVE Meeting (Monthly multi-agency risk management meeting) • Harmful Behaviour Group (Gangs, Serious Youth Violence, Places of Concern) • Missing Children Group • CCE, CSE and SHB Group These arrangements are strengthening management oversight and joint partnership working across

our most serious/high risk cases.

Update on previous actions: • The joint mental health support across EVOLVE and Youth Offending Teams is now in place with

appropriate clinical supervision.

WKI064 Further develop the multi-agency

response to children who are at risk of

sexual exploitation or of going missing to

include those at risk of criminal

exploitation and gang affiliation, by

extending the multi-agency partnership.

Ensure that the impact of intervention is

analysed and clearly recorded. (Ofsted

Recommendation 2)

As above in WKI063 - This is a strategic priority area of work for the Wandsworth Safeguarding

Children Partnership (LSCP) and the partnership has created the Vulnerable Adolescents Group

(VAG) to lead and drive partnership development across these areas of priority.

Key improvements include: • Improved data gathering, analysis and cohort mapping in support of the VAG and partnership

operational groups including on the impact of the joint work. • Improved management oversight and partnership support to high risk/vulnerability cases. • More frequent and wider partnership risk mitigation actions. Improving understanding of the contextual factors impacting on children’s lives and outcomes.

WKI065 Strengthen decision-making, management

oversight and tracking arrangements to

progress children’s plans, including the

use of legal planning meetings and the

effectiveness of pre-proceedings activity.

Ensure that this translates into timely

We have refreshed the Care Panel and extended its remit which has provided greater oversight of

decisions for Children Looked After. We have also continued to hold regular tracking meetings and

have developed our oversight of children awaiting permanency. This has led to an increase in

children securing permanency. We have employed a family finder for long term fostering which has

improved progress of placing children looked after with families and led to an improvement in the

quality of this work. We have produced an annual report regarding Children in the Legal Planning

process. There has been a national decline in the timeliness of Care Proceedings our performance

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action for all children when risks are not

reducing. (Ofsted Recommendation 3)

has held up against statistical neighbours. When issues of concern arise about the stability of

placements, we are holding disruption meetings in a timely fashion. Our Independent reviewing

Officers are also increasingly flagging up issues early where they have concerns about children’s

placements and where there are delays in securing permanency. We are also using advocacy to

ensure children can access independent advice.

WKI066 Ensure that early permanence

arrangements and strategic oversight are

robust, so that children who cannot return

home benefit from continuity, security and

belonging through effective permanence

planning. (Ofsted Recommendation 4)

We have continued to work with Coram BAAF on permanence and early permanence for children.

Colleagues from Adopt London South also provide regular consultation where Early Permanence is a

consideration for a child. Our court and permanence tracking meetings mean we can identify the

children who would benefit from early permanence immediately.

WKI067 Ensure that the systems and processes for

family finding and matching of children

who require permanence and adoption are

timely and effective in identifying families

who can meet children and young people’s

needs. (Ofsted Recommendation 5)

A Family Finder was recruited in December 2019 and joined the Service on 6th January 2020. She

has been attending permanency tracking meetings and revising and developing the role of the family

finder for the Service.

She has devised a referral form and starting to prioritise children whose long-term plans have been

finalised.

Part of her role is to improve the preparation for and chairing of matching meetings by the Social

Work Teams, Permanence, Fostering and IRO Services:

• To support the Service in providing clarity as to which children up to the age of 16, should be presented to the Fostering Panel for permanent fostering matches.

• To work with the Fostering Panel Adviser and the Family Finder to streamline the documentation for the Fostering Panel regarding the updated assessments of the foster carer and the match.

• To chair the matching meetings that also focuses on the support needs of the child/ren and carer/s.

• To ensure that each long-term match has an individualised support plan in place.

WKI068 Ensure that the joint working

arrangements between the local authority

There is a new service specification in place with joint Standard Operating Procedures. Case

management and oversight continues, quarterly reporting demonstrates improved compliance with

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and the health provider are effective so

that the health and well-being of children

in care are promoted and that all children

receive timely initial health assessments

and dental checks. (Ofsted

Recommendation 6)

statutory time frames and the provider is currently in talks with the provider to establish a timeline for

service realignment to improve the stability of the service and a specialist staffing model.

The new service was put in place in September 2019

Children’s Services figures show that during Q4 193, Review Health Assessments took place of

which 97% (188/193) were in timescale.

WKI069 Align performance information with the

quality assurance framework to support,

identify and prioritise areas for

improvement. Ensure that performance

information and quality assurance have a

stronger impact on the quality and

consistency of social work practice, so that

children’s experiences and the impact of

intervention can be better understood and

plans more effectively targeted. (Ofsted

Recommendation 7)

The Quality Assurance Framework (QAF) was updated for April 2020. It is a supporting structure

around the work we do with, and the services we offer to, children and families. It details the

mechanisms in place to monitor the quality of our work as we progress through the child’s journey.

The QAF underpins continuous practice improvement. It outlines the mechanisms in place to drive

and monitor quality and impact, and describes how we will collect, interpret and use data (through

audit and performance information) and other information to drive innovation and improvement. The

learning cycle aims identify the quality if practice; plan to implement change, imbed improvement and

then revisit practice through audit and performance data.

The recent service restructure has closely aligned the functions of Quality Assurance and the Social

Care Academy. The purpose of this is to help embed continuous improvement in practice, reinforcing

a learning culture, and stimulating more effective service delivery. As part of the restructure the role

of the Principal Social Worker in practice development is being redevelopment.

Performance data is used to inform the audit programme. Themed case audits are undertaken if data

indicates that practice standards are not being met. Data is used before and after improvement plans

are put in place as a measurable outcome and indicator of the impact of any action or changes made

following findings from audit.

WKI070 Increase the take up of independent

advocacy services for children on child

protection plans and ensure that children’s

views are always heard and considered at

Coram Voice advocacy annual report is based and led by the young people who request our support,

where they have capacity and are able to instruct the service directly. If capacity is lacking on any

particular issues the service uses a non-instructed advocacy model where the advocate will liaise

with all those people who know the young person, visit them in all available settings, ascertain as

much as possible about what the young person is communicating through non-verbal

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child protection conferences. (Ofsted

Recommendation 8)

communication, and present a no instructed advocacy report highlighting findings and whether all

rights and entitlements are being met.

The number of cases in Q4 has gone up year-on-year:

2017/18 – 41

2018/19 - 49

2019/20 – 52

The number of total cases has gone up year-on-year:

2017/18 – 61

2018/19 - 85

2019/20 – 87

Regarding specifically CP advocacy, In Q4, 11 children were open (3 new referrals) with 3 children

having advocacy representation at conference.

WKI071 Improve the timeliness of transitions for

children into the care leavers’ service to

ensure that all children receive the help

and support that they need. (Ofsted

Recommendation 9)

All children who are looked after have a Personal Assistant (PA) co allocated to them at the age of

16. If they enter care between 16/17 they will have a PA allocated at the point of entry. The PA will

help the young person navigate their transition to the Care leaving Service. The vast majority of

children who are 16/17 have an up to date Pathway Plan. There is some good joint planning work

and some innovative use of staff skills to negotiate with a Child Looked After who are struggling to

accept the reality of their offer/placements, decreasing the ‘cliff edge’ for a lot of young people. We

have increased the use of Staying Put arrangements so children can remain with their foster carer

and more work is taking place here to extend this scheme. We are developing our independent skill

offer, improving our ETE provision and developing a mentoring offer to support transitions. We are

currently engaged in an extensive survey (New Belongings) to hear about the experiences of young

people and will develop this service to improve our response to their needs. There are designated

officers in the care leaving team with responsibility for transition of children with complex needs.

there is regular communication between care leaving services and Adult Services about this group of

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young people. We want to strengthen this further and work continues with adult services to

strengthen the protocols and response to their needs. Improvement work in this area for 2020/21 is

part of the overall continuous improvement programme for social care.

WKI072 Strengthen and stabilise the Children’s

Services workforce, measured by fewer

vacancies and a lower proportion of

agency staff, through effective recruitment,

improved retention and ensuring

Wandsworth has a competitive offer to

retain and attract staff.

Recruitment and Retention strategy introduced September 2019 with an aim to recruit 82 children’s

social workers over 18 months. Since December we have recruited 24 Social workers. 21 of these

are experienced social workers with post qualifying experience, 3 are newly qualified social workers.

Weekly Recruitment & Retention meetings attended by senior officers provides frequent oversight.

The pandemic has hampered our ability to reduce the vacancy rate and turnover rates. At June 2020

the vacancy rate was at 33% (down from 35% in September 2019), the agency rate was at 25% (a

reduction from 27% in September 2019) and the turnover rate 24% (same as September 2019).

Social work salaries have been benchmarked, retention payments are under review to strengthen the

pay and reward package fir the hardest to recruit areas of the service, and a refer a friend scheme

has been introduced.

A sector reputed diagnostic retention toolkit has been undertaken and has provided an analysis of

strengths and areas that need development to retain staff. Induction processes have been refreshed,

including tailored professional development plans for social workers. Management development

programmes have been commissioned and communication across services strengthened. This has

been accelerated by the pandemic where most of our workforce have been working virtually.

WKI073 Ensure the quality of social work practice,

including assessments and direct work, is

consistently high throughout the Children’s

Services Department.

In May 2019 the Ofsted focussed visit found that the quality of assessments was not consistently

good. A subsequent audit identified progress to be made in terms of recorded analysis of

assessments.

An improvement plan was developed with the Front Door MASH and Assessment Teams to

improvement the quality of assessments. This included assessment skills training, direct work

training and management group reflective coaching sessions.

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In May 2020 a peer audit of assessments found improvement in assessment timeliness, quality and

partnership working. Improvements remain in understanding family history and use of chronologies.

Audits over the year 2019-2020 demonstrate practice strengths in capturing the CYP wishes and

feelings, partnership working and partners contributions to the assessment process. Weaker practice

is seen in clarity of description and understanding of a CYPs identity and overall analysis of

protective factors and strengths for CYP. These areas remain a priority for improvement with

coaching style audits being developed to embed improvements.

WKI074 Review and develop transition

arrangements with Adult’s services

including a framework for efficient data

sharing and resource management.

Professional Lead has been in post since February 2020 and the programme management

established with a designated project lead. A Transitions Funding Panel has been established in

close partnership with Adult Services, resulting in much better financial grip and more focus on

independence.

A Transitions Project Group (chaired by Director of Adult Social Care) will consider whether a high-

level group with oversight of transition and a forum for problem solving is required going forward.

Wandsworth Children’s Services are set to review the 0 to 25 team from June 2020 and changes

made to the overall model are likely to be proposed in due course.

Waste Management and Street Cleansing

WKI075 Increase the percentage of household waste recycled where it is cost effective to do so.

The household waste recycling rate for 2019/20 was 23.7%, up from 23.2% in 2018/19. A recycling trial commenced at Chillingford House in September 2019 which aims to increase recycling and reduce contamination at properties using communal bins by supplying single-use recycling sacks to each flat combined with new, smarter communal recycling bank facilities. This trial period ended in early 2020 and a review report with outcomes is being finalised.

WKI076 Reduce contamination of mixed recycling.

The level of contamination during 2019-20 fell to 12.6% overall, its lowest level recorded since this monitoring started in 2011/12 and the first time the target of 14% has been

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achieved. The level of contamination during Q1 2020/21 fell further to 12.0%. This overall result splits into 8.9% for recycling sacks and 28.6% for communal recycling banks.

WKI077 Reduce the quantity of household waste collected per household

643kg of household waste was collected per household in 2019/20, down from 655kg per household in 2018/19.

WKI078 Clean busiest streets and town centres up to six times a day, seven days a week.

No significant changes to cleansing frequencies of the town centres have occurred since the last Key Issues update. All busiest streets and town centres are cleaned up to five times a day, seven days a week this was maintained in principle during the COVID lockdown period.

WKI079 Every residential street will be swept at least once a week.

No significant changes to cleansing frequencies have occurred since the last Key Issues update. All residential streets are swept at least once weekly with some residential areas scheduled for twice weekly. This was maintained in principle during the COVID lockdown period.

WKI080 Work with housing estates, businesses, schools, residents and the Council to cut down on litter and improve rubbish collection in Earlsfield.

Action Plan previously established as reported is being worked through and monitored in Earlsfield to address/maintain service provision in response to identified issues. When appropriate and following relaxation of COVID lockdown restrictions items identified are to be reviewed to determine need for on-going monitoring.

WKI081 Increase enforcement actions against fly-tipping and littering through work of expanded enforcement team, the issuing of warning letters, enforcement notices and PCNs/FPNs to help maintain street cleanliness and reduce the abandonment of commercial waste.

The total number of enforcement investigations and actions during 2019/20 was 15,451 which is a 50% increase on the previous year. Officers are focusing on Town Centres both for fly tipped domestic waste and targeting businesses without valid commercial waste agreements and engaging with landlords/letting agents.

WKI082 Use cameras to catch fly-tipping offenders in particularly bad spots in Bedford Ward.

Deployable cameras can act as a deterrent for fly tipping and they continue to be used to support officers with their investigations. Although the cameras provide images of the offender, it is still hard to identify them. The MyWandsworth campaign introduced the

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Caught-on-Camera initiative where residents are asked to identify fly tipping offenders has been launched in one street in Tooting and will be rolled out to other areas.

WKI083 Reduce plastic waste generated by the Council and implement collections of plastic waste from Thames foreshore, River Wandle and Beverley Brook. Specific actions to include a further Council campaign similar to For Fishes Sake, to reduce plastic pollution in Wandsworth, and to work with organisations such as the Boat Race, Thames 21 and our event organisers, to minimise use of single use plastics.

A summary of Thames 21 events from March 2019 and during 2020 to date is provided below. Thames River Watch Project April 19 to Sept 19 (Old Swan Wharf by St Mary’s Church) • Foreshore litter clean-ups - 5 events with a total of 145 people. • Plastic bottle counts: 5 events with an added 5 volunteers. Other volunteering events • April 19 –Sept 19 - Delivered 8 events involving 282 volunteers. Groups lead by Thames21 trainee group leaders • April 19 –Sept 19 - 8 Thames foreshore and tow path litter clean up events involving 63

volunteers • 5th and 19th October 2019 - Battersea Training events • 18th January 2020 Battersea clean up - Old Swan Wharf Scheduled events for 26th and 29th April 2020 at Battersea foreshore were postponed and to date further events need to be determined taking into account COVID restriction requirements.

Leisure and Culture

WKI084 Review of Sports and Leisure facilities completed – Summer 2019

Completed.

WKI085 Complete the new all-weather floodlit artificial pitch at Falcon Park by June 2019.

Completed.

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WKI086 Build on the success of Wandsworth Fringe both in terms of programme and audience, with a target of reaching 75% of wards

The planning for the 2020 Wandsworth Arts Fringe was disrupted by the Covid pandemic in March 2020. The team provided an alternative digital platform (branded as In your Living Room) this provided an opportunity for over 100 local artists to showcase their work for an extended period from 8 May 2020.

WKI087 Arts Strategy to be produced early 2020.

The Wandsworth Art and Culture Strategy is being developed within the Arts Councils Joint Cultural Needs Assessment model with the following project stages; Convening, Collecting, Consulting, Co-ordinating, Commissioning, Checking / Capturing. The final draft strategy will be presented to the Community Services and Open Spaces Overview and Scrutiny Meeting 18th Nov 2020.

Libraries

WKI088 Guarantee the future of all 11

borough libraries and ensure

Wandsworth has the best used

network of libraries in London.

Ensure that any proposed new library

buildings are delivered to the highest

standard, with cutting edge services

and the most innovative and up to

date technologies, through a

programme of Council and

commercially funded rebuilds and

regeneration programmes.

Wandsworth Town Library – Open

February 2021.

Northcote – Building completion

Summer 2021.

Wandsworth Town Library: Interior design planning was underway, including fit-out of

equipment and furniture, although these works are dependent upon the delivery of works to

the shell of the building which were delayed prior to COVID-19. The site was closed due to

COVID-19 and as such the revised completion date has had to be pushed back

accordingly. Current scheduled completion date is now end of 2021.

Northcote Library: Tender documents have now been returned for the library development

project and a contractor will be appointed once these have been reviewed. Building

completion currently set for late 2022.

Alton (Roehampton Library): HROSC on 17th September confirmed continued support for

the proposed regeneration and asked officers to explore options to procure a new

development partner. A revised programme will become clearer once the new programme

for the regeneration becomes clearer.

Winstanley York Road development: Interior design, layout and fittings of the building

ongoing but delayed due to Covid-19. Completion date expected to be early 2024

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Roehampton: Building completion

due January 2021

Battersea Park: Building completion due June 2021

Battersea Park: There has been no further update from the Developer on when application will be made for planning consent,

WKI089 Publish new library strategy, which will set out the Council’s vision for the Library and Heritage Service and will be a key document for modernising and driving the service forward.

Consultation work with library focus groups and stakeholders undertaken during 2019. Opportunity now being taken to develop a targeted programme to ensure future library developments are focused on community needs. Updates will be brought to future CSOSOSC meeting.

Parks and bereavement Services

WKI090 Identify locations and identify most appropriate cafe provision for each park.

The review of mobile catering contract services delayed during the year. As a consequence of COVID-19 and procurement considerations the review is set to commence in August 2020.

WKI091 Increase the number of Green Flag awards for our parks through further applications to the scheme.

Coronation Gardens was not submitted, however following completion of park improvements this will be further reviewed. Tooting Common and Wandsworth Common green flag applications in progress. Battersea Park and Wandsworth Park will also be resubmitted.

WKI092 Plant 320 new trees by April 2020 and provide 75 trees to community organisations to plant on their own land.

Wandsworth Council has been successful in achieving £17,000 of grant aid from the Mayor of London through the GLA’s Greener City fund to plant 75 trees with community groups in 9 locations during Winter 2019/20. In addition, and through capital funding, a further 450 trees were planted on streets, housing and park sites by March 2020

WKI093 Identify locations in all major parks suitable for installing water fountains.

Wandsworth Common; Tooting Common; King Georges Park; Coronation Gardens; Christchurch Gardens and Battersea Park Wandsworth Park financing fountains through donations, awaiting installation costs for TC and Christchurch Gardens and programme of installations with the aim of completing the project by March 2021.

WKI094 Create new burial space at Wandsworth Cemetery subject to capital funds.

A capital funding bid was submitted to the next funding round to deliver further re-landscaping of the cemetery grounds to increase new burial space, which was unsuccessful. A further capital bid to be submitted 21-22 for £131k.

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WKI095 Upgrade Coronation Gardens and invest in improvements to encourage greater use and deter anti-social behaviour.

£35,000 had been secured from a central Government grant for improvements to Parks which, following consultation with the Friends of Coronation Gardens, will be allocated to removing areas of hard standing and re-landscaping to create a rose garden and new lawn area in keeping with the style of the Gardens which has been welcomed by the Friends. Improvements onsite were scheduled to commence in Spring 2020. The planned spring landscaping was delayed due to COVID-19 and scheduled for start in September/October.

WKI096 Review existing trim trail facility outside Wandsworth Common station. Any new proposal to support the developing Management and Maintenance Plan

Two out of three Wandsworth Local Fund schemes to improve playgrounds on Wandsworth Common have been completed, with consultation on the future of Windmill playground having taken place in the latter half of the year. Following liaison with the Friends of Wandsworth Common and the MAC the design for Windmill Gardens changed slightly which requires Secretary of State approval. In May 2020 the following actions were taken; • Planning application submitted May 2020 • Consultation on boundary changes to follow in August//September 2020 • If previous two steps are successful application to Secretary of State winter 2020 • Tendering and work on site subject to Secretary of State approval – spring 2021

WKI097 Work with residents to develop plans to increase access to Roehampton playing fields and ensure future plans increase access and continue to offer valuable social and sporting support to young people.

In early 2019, the council decided to give existing users and the wider community the opportunity to be involved in the use, management and improvement of the fields and the pavilion. To help inform the tendering process, a consultation was undertaken for an 8-week period ending on 23rd August 2019. 239 responses were received. Options for future management and maintenance arrangements are being developed to allow for the community to be more involved in the site and ensure activities provided reflect those sought by, and for, the local community.

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WKI098 Use successful application funding to secure amenity value of Putney Park lane.

In 2016 a WLF application secured £245,000 of investment to improve the Putney Park Lane. Phase 1 was completed earlier in 2019 and approximately £120,000 remains of the original grant to deliver further improvements, subject to further consultation, to the amenity value of the lane. Costs received for the carriageway improvements to complete and address Phase 1 in relation to addressing drainage issues related to heavy rainfall equate to £35,789 including contingency and fees. There are planned drop-in sessions and consultation with local stakeholders to finalise drawings on the next phase. The feasibility study is to be completed on plan to reduce carriageway width and increase the size of grass verge.

WKI099 Protect Wandsworth Common. Completed: The new 10-year management and maintenance plan has been produced and shared with key stakeholders and is available on the council’s Website.

Local Plan (Formerly Local Development Framework)

WKI100 The second consultation stage of the full review of the Local Plan will be reported to SPTOSC in Spring/Summer 2020. A second round of consultation of the Planning Obligations SPD will be commenced in Summer 2019. The Central Wandsworth Economic Use Intensification Area Masterplan SPD (including the Wandsworth Gasholder site and the Council’s Depot) will be commenced in Summer 2019.

A new revised Local Development Scheme (2019-2022) was agreed by SPTOSC in September 2019 and set out an updated programme and timetable for the Wandsworth Local Plan. The Draft Local Plan and a proposed timetable for the LDS going forwards will be presented to SPTOSC in November 2020, including an enhanced Area Strategy and Delivery Framework for Wandsworth Town Centre (FCROSC Paper 20-202) The draft Planning Obligations SPD was reported to SPTOSC in September 2019, to approve a second round of public consultation. Public consultation took place from 31 January to 28 February 2020. Currently finalising review of draft Planning Obligations SPD consultation responses. Consultants appointed for the Wandle Delta Masterplan SPD (see WKI104 below) in November 2019 and consultation on Issues undertaken in February 2020. Draft Wandle

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Delta SPD to be reported to SPTOSC in November 2020 and public consultation to commence thereafter. Adoption of SPD in Spring 2021.

WKI101 Identify the appropriate level of support and conformity with the London Borough Development Viability Protocol to ensure that the Council achieves a consistent approach to achieving the maximum reasonable level of affordable housing whilst maintaining housing delivery and transparency in terms of process and financial appraisal.

This is an ongoing process undertaken through the Council’s development management function. There is no apparent slowing of housing delivery and affordable housing will be provided as part of that delivery, taking into consideration the viability of each scheme. To assist transparency the Council now requires that redacted viability appraisals will be made available on the Council’s website, as part of the planning application process. It should be noted that the Local Plan Full Review will be supported and informed by a Whole Plan Viability Assessment, which seeks to test all the financial as well as in-kind policy requirements (such as affordable housing) at plan-making stage. This is because the revised NPPF (2019) places a lot more emphasis on viability testing at plan-making stage in so far as it expects policy requirements to be set at a level that take account of affordable housing and infrastructure needs and allows for the planned types of sites and development to be deliverable, without the need for further viability assessment at the decision making (planning application) stage. It is anticipated that the Whole Plan Viability Assessment for the Local Plan will be commissioned early 2021.

Resolve key sites

WKI102 -Clapham Junction (Northcote). No progress on comprehensive over station development given difficulties with Innova JV partnership (Network Rail and Capco). Network Rail is looking at short term capacity solutions and preparing a business case for longer term that includes a new overbridge and entrance and/or some over site development. Application for redevelopment of former Arding and Hobbs (Debenhams) Grade II Listed Building imminent after permanent closure of retailer.

WKI103 -Young’s Brewery (Fairfield). Phase 1 residential complete and occupied. Occupation of commercial units is commencing soon, including Sam Brookes taking on the micro-brewery site. Permission granted in March 2020 PAC to allow a flexible range of town centre uses for the ground floor commercial units.

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Greenland (site owners) have advised that 75% of the commercial floorspace within phase 1 has now been let. A 5-year consent has also been granted for the use of the former Capital Studios site as a temporary cinema. This site will form part of phase 2 of the Ram Quarter development. Greenland have advised that phase 2 is under review, but do not currently have a date of when they expect to approach Officers with amendments/updates. Hazardous Waste Substance Consent for Gasholder site to north revoked so no longer prohibits development of part of the site.

WKI104 -Wandsworth Town Centre/Wandle Delta Area: all other sites (Fairfield).

Wandsworth Town: Youngs have planning consent to redevelop the Spread Eagle site for hotel and to relocate the head office back within the site (and retaining the pub). The detailed applications for conditions work is progressing and the associated works are now imminent. Buckhold Road site is progressing on site, with South Thames nearing completion and affordable housing block now occupied. Permission granted on appeal for 1 Armoury Way, 1562 sq.m office space. Works of demolition have recently commenced on site. Wandle Delta: Consultants appointed for the Wandle Delta Masterplan SPD in November 2019 and consultation on Issues undertaken in February 2020. Draft Wandle Delta SPD to be reported to SPTOSC in November 2020 and public consultation to commence thereafter.

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Adoption of SPD in Spring 2021. Pre-application discussions taking place on individual sites.

WKI105 -Putney town centre sites. The Carlton Drive/Upper Richmond Road nearing completion; Putney High Street/Putney Bridge Road corner site – permission granted on appeal; however, applicants have now submitted a further application to make changes to the approval. The Hotel application on the corner has been further amended to be considered at September PAC. 56-60 Putney High Street to be occupied by Lidl so no likely activity on implementing current planning permission.

WKI106 -Clapham Junction/Riverside Housing Zone Sites, including resolution of the impact of Crossrail 2 and Station enhancement and regeneration proposals. Continue to promote and seek support for a new pedestrian bridge across the Thames to link the south riverside to Imperial Wharf Station.

No update on Crossrail 2, although impact on local development has been resolved for time being. Update on Clapham Junction Station with short term proposals to address immediate capacity concerns by the construction of an additional bridge linking all platforms to provide additional internal rail interchange capacity, discussions held on longer term options for the station at an early stage of development. Network Rail has indicated importance of working closely with the Council. No progress on overstation development but pre-application discussions progressing on adjacent sites. TfL are awaiting DfT support to review safeguarding of Crossrail 2. Review of safeguarding considered unlikely before 2021. TfL has indicated that a Ministerial update will happen in early Autumn 2020. JV scheme for main York Road /Winstanley making good progress on site for Grant Road phase of regeneration scheme. Main phase was considered at PAC in Jan 2020 with a resolution to grant and is presently with the Mayor for consideration of Stage 2 referral.

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WKI107 - Springfield Hospital Phase 1 of the development has now been completed and is occupied. Works are underway on Phase 2 (Springfield Park and road infrastructure works). Reserved matters application for the first of 3 phases to convert the listed Main Hospital Building into residential units has been received and will be reported to Planning Applications Committee in July. This initial phase would provide 72 residential units in approximately a third of the existing Main Building. Applications for reserved matters for the first substantial phase of new residential (phases 5A and 5B) have been received and are currently out to consultation, and due to be reported to Planning Applications committee in September. The phase 5 proposals would provide 227 residential units and 330 sq.m. of flexible commercial floorspace in phase 5A and 71 residential units and public realm works in phase 5B. Works on implementing phase 3 (the new hospital buildings) have commenced on site. The completion dates for the different elements of the work are dependent upon the NHS who are managing the overall project delivery.

WKI108 - Nine Elms/Vauxhall Opportunity Area, including new developments and associated infrastructure requirements.

Good progress on a number of sites has been slowed by Covid 19 restrictions including One Nine Elms, Nine Elms Square, Embassy Gardens Phase 2, Greystar, New Covent Garden, Prince of Wales Drive and Battersea Power Station. Work now progressing again on Northern Line Extension with planned opening for Autumn 2021. Further planning approvals for Nine Elms Square Phase 2, Royal Mail Group plots A, E, F and G, Embassy Gardens A01, Prince of Wales Drive S73 and Battersea Power Station 3b.

WKI109 Ensure that all major sites have a robust Construction Management Plan in place that seek to minimise the

All major sites have approved construction management plans in line with existing Local Plan Policy. This will also be addressed as part of the emerging new Local Plan.

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impact of the construction works on local residents and businesses.

Thames Tunnel

WKI110 Continue to work with Tideway, their contractors and other councils to ensure that the construction of the scheme has limited impact on the borough.

All Tideway sites in the borough are now operational. Two tunnel boring machines fully operational at Kirtling Street, as Eastbound tunnelling commenced in March 2019 and now 24hr working. Work at all sites was temporarily halted due to Lockdown but has subsequently restarted using safe work practices. Extent of delay to overall project not yet known. Frogmore Tunnel drive to Carnwath Road completed. Monitoring the use of road and river, to ensure all agreed materials are transported by river, is being undertaken through the Strategic Relevant Authority meetings and regular monitoring reports. The Council is still discharging requirements arising from the Development Consent Order, prior to specified works taking place at the various sites. Working closely with Tideway and contractors to agree handback and long-term operational management and maintenance arrangements for each of the sites. There are a number of Community Liaison Working Groups (CLWGs) meeting quarterly (now remotely), which provide local groups and individuals an opportunity to question/engage with Tideway and its contractors. The Council has a close working relationship with Tideway to ensure that any issues are addressed.

Neighbourhood CIL

WKI111 Ensure the effective delivery of the >£2m of NCIL schemes agreed so far in all parts of the borough. Ensure residents and members are engaged in identifying options for further neighbourhood improvements.

Round 12 of the Wandsworth Grant Fund was decided by the Grants Sub-Committee in November 2019, and Round 13 of the Wandsworth Grant Fund was decided by the Grants Sub-Committee in February 2020. Wave 8 of the Wandsworth Local Fund is now closed and the applications being assessed. Progress on previous waves and funding rounds is being monitored.

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Rail Capacity Improvements – Access Improvements to stations

WKI112 Work with Network Rail and other partners to expand capacity at local stations at peak hours, and seek improved access to all stations where necessary, with particular focus on much needed improved access and capacity at Clapham Junction, and Putney, Wandsworth Town and Battersea Park Stations.

No update on Crossrail 2, although impact on local development has been resolved for time being. Update on Clapham Junction Station with short term proposals to address immediate capacity concerns by the construction of an additional bridge linking all platforms to provide additional internal rail interchange capacity, discussions held on longer term options for the station at an early stage of development. Network Rail has indicated importance of working closely with the Council

WKI113 Work with key stakeholders to bring forward a planned series of major infrastructure projects at Clapham Junction station including Crossrail 2, and additional capacity on Gatwick line. Work with Network Rail to support long term redevelopment and improvement plans for the station as part of a broader strategy for attracting investment to the town centre and delivering wider economic benefits including new jobs, homes and business growth. Ensure these plans are linked into delivery of Housing Zone objectives agreed with the GLA for the area.

TfL are awaiting DfT support to review safeguarding of Crossrail 2. Review of safeguarding considered unlikely before 2021. Network Rail developing congestion relief plan for station but currently has no active longer plan terms following withdrawal of potential partners. Nearby development of Winstanley Estate being phased accordingly to avoid uncertainty surrounding timing of TfL and Network rail plans. Case for additional capacity to Gatwick impacted by effect of COVID on rail and air travel. SoS has signalled intention for rail not to return to previous arrangement but to apply results of the Williams Review – the Council will feed in aspirations for service changes when opportunity arises.

WKI114 Push for further improvements and repair, painting and pigeon-proofing of Earlsfield Bridge.

Pigeon proofing of critical areas and painting complete. Network Rail has provided an estimate to clean the walls that is considered excessive – no works currently planned. Further works dependent upon availability of CIL/NCIL funding.

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WKI115 Work with TfL to make East Putney Tube station more accessible with less clutter, a new forecourt, appropriate new retail units and more cycle storage.

TfL developing designs for discussion with the Council. TfL have separately commissioned a feasibility study for lifts, funded by S106/CIL. Awaiting designs for public space at East Putney Station from TfL – long delay at TfL

WKI116 Lobby Department for Transport and Network Rail to co-fund with a Council a second entrance to Putney Station on Oxford Road.

Legal agreement completed. Design options for a second entrance at Putney Station are due end 2020

WKI117 Campaign for more seats, upgraded trains and improvements in overcrowded stations Balham, Tooting Bec and Tooting Broadway.

Some minor service improvements may be possible with opening of NLE (Northern Line Extension) and improvements at Bank Station, however no short-medium terms plans due to constraints at Camden Town. TfL has advised there is currently no programme for redevelopment at Camden Town.

WKI118 Approach Network Rail and secure funding for a full upgrade of the prominent Balham railway bridge.

Considered lower priority at present due to other bridges needing greater attention, lack of Network rail priority and relative lack of CIL in Balham area.

WKI119 Champion schemes to repaint and relight the East Putney Rail bridges and underpass

Awaiting update from TfL as per WKI115

Transport initiatives

WKI120 Work with TfL on the development of the Crossrail 2 proposals. Ensure that the safeguarded alignment serves the borough, with a preference for stations at Clapham Junction and Tooting Broadway, while minimising the potential impact on the borough during its construction. Continue to lobby TFL

Crossrail 2 - DfT approved Strategic Business case in January 2020. Still awaiting Ministerial decision on support for line. Revised safeguarded likely in late 2020. TfL has indicated confidentially a preference for the alignment via Tooting, but a formal announcement is still awaited.

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to ensure that in Tooting, where there is a high proportion of small traders who are tenants, that their interests are fully considered at all stages of the process to avoid any disproportionate impact.

WKI121 Work with the DfT, Network Rail and borough partners to achieve direct rail access from Clapham Junction to Heathrow in 30 minutes, which was demonstrated to be feasible by studies commissioned by this Council with Network Rail. This direct link to Heathrow was recommended by the Interim Airports Commission report as being required for a 2-runway airport.

Heathrow Third Runway expansion plans defeated. Case for improved surface access is strong in any event, but no current progress; Heathrow was also considering options for increasing airport capacity using independent parallel approaches (relates to Airspace consultation).

WKI122 Work with partners to promote the Diamond Jubilee cycle and footbridge.

Council is still supportive and bid to Government (MHCLG) in June 2020 for funding from COVID recovery budget – awaiting outcome.

WKI123 Work with the selected joint venture partners to ensure the required transport improvements are achieved as part of the Alton and Winstanley/York Road masterplans. In particular seek to ensure improved public transport accessibility to Roehampton, working closely with TfL.

Transport conditions and obligations have been agreed for Winstanley. Alton planning application is currently being assessed to ensure that transport impacts are mitigated and provided for. TfL have been consulted on potential highway improvements and public transport enhancements

WKI124 Work with TfL on options for improvement of the Wandsworth One-Way Traffic System, including land

TfL has proposed a local redesign of the junction of Ram Street with Armoury Way, reported to SPTOSC in September 2019. TfL in process of preparing the business case to support Major Road Network funding application. Work currently halted while TfL staff are

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acquisition and commencement of a detailed scheme design for implementation in 2021.

furloughed. Scheme now expected to commence in 2022. Update provided in paper 20-210 to FCROSC and then Executive with resolution that the Leader to write to the Mayor/Deputy Mayor for an update on funding and clear timeline for implementation.

WKI125 Improve traffic in Wandsworth Town Centre and support the creation of two new public squares and a riverside walkway. Invest in heritage at the Huguenot Cemetery and Ram Brewery.

See WKI124 for update on Wandsworth One way. Designs still include significant public realm improvements in the town centre and on East Hill/Huguenot Place. Wandle Delta Masterplan is being drafted for report to November SPTOSC and public consultation thereafter. Will contain new public realm within Masterplan.

WKI126 Work with TfL, through its Healthy Streets agenda to bring forward proposals for the boroughs town centres to include the Tooting Broadway Pedestrian Safety scheme and Putney High Street improvements.

Putney High Street works started spring 2020. Tooting High Street scheme being led by TfL has stalled but temporary COVID response scheme is expected July 2020.

WKI127 Appoint a “healthy streets” champion that works to help reduce street clutter and create new pocket parks, as part of a total safety approach.

A Healthy Streets Forum has been established, chaired by the cabinet member, which first met November 2019 and in March 2020. The need or otherwise for a single Champion is to be kept under review. The meeting in March focussed upon cycle lanes and working collaboratively with the community to improve cycling within the Borough.

WKI128 Continue the introduction of electric vehicle charging points across the borough to facilitate and encourage the take up of electric vehicles as an alternative to petrol / diesel vehicles. In 2019/20, pilot EV charging expansion in Shaftesbury and Thamesfield and install EV charging points at 250 lamp posts.

Circa 180 new lamp post chargepoints due for installation July-September 2020, including area trials in Shaftesbury and Thamesfield. Further funding secured for another programme to follow late 2020/early 2021.

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WKI129 Continue to support car clubs to manage the number of car journey, reducing congestion.

Maintaining position as number one borough for car club members at c25,000.

WKI130 Complete pilot studies to reduce rat-runs in Wandsworth Common and West Hill wards in Quarter One 2019/20. Take forward findings of pilot studies.

There are ongoing discussions with TfL in respect of potential improvements to the Trinity Road and Burntwood Road junction that could be delivered independent of the now suspended LTNs for that area. On West Hill, the June Committee paper agreed scheme amendments for additional banned turns and that the original measures be made permanent.

WKI131 Ensure money from Springfield Hospital is used to improve the Trinity Road/Burntwood Lane junction layout and ease congestion.

Initial design for the junction was submitted for consideration by TfL. TfL not in agreement with the proposed junction changes and further feedback from TfL is outstanding.

WKI132 Reduce congestion on local streets in Earlsfield. Put forward traffic management measures including double yellow lines, parking removal and corridor improvements.

Corridor study of Garratt Lane has taken place with the results and next steps reported to the February 2020 Strategic Planning and Transportation Overview and Scrutiny Committee.

WKI133 Make improvements to the road layout on Bedford Hill, to make it more pedestrian and cycle friendly. Develop a scheme to alter the road layout, plant more trees and improve cycle parking.

The phase 1 completion is delayed, with estimated completion by December 2020, assuming that the funding shortfall cause by cancellation of LIP 20/21 can be mitigated.

WKI134 Pilot a free parking scheme on Replingham Road, to support local businesses. Review application that was made to Community Services Overview and Scrutiny Committee (July 2016) and identify potential way forward

Proposals for this scheme were rejected at OSC and the scheme is not expected to be delivered.

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WKI135 Improve environment and shopping at Tooting Bec and Trinity Road, including off-street parking in business yards on Balham High Road. Work closely with TfL with a view to removing the existing banned right turn at Tooting Bec Road/ Balham High Rd. Detailed designs from TfL are anticipated in Autumn 2018. A package of traffic calming and environmental improvements will be developed from there and taken to OSC. Increase the operational hours/days of the CPZ in Mandrake Road (Upper Tooting Road and Glenburnie Road) to 9.30pm to 6.30pm, Monday to Saturday. This should improve parking availability both for residents and shoppers Work closely with the BID and EDO in order to create a dialogue with businesses who may be willing to create a number of off-street parking options.

Off-Street parking in business yards on Balham High Road is now being explored however it is likely to be undeliverable as it involves third party land and agreements. The banned turn removal option at Tooting Bec Road/ Balham High Rd has been rejected by TfL and is unlikely to proceed. A wider package of traffic calming and environmental improvements has been delivered around Elmbourne Road with Phase 2 of these expected to be delivered for September 2020. The operational hours of the CPZ in Mandrake Road have been extended. A wider off-street parking options need to tie into a wider town centre parking review which TfL have agreed to lead on.

WKI136 Protect local parking for local people in Earlsfield. CPZs in operation in this area. Amendments to be considered in response to demand from residents.

Controlled Parking Zones are in operation in this area.

Cycling

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WKI137 Monitor Mayor’s Cycle Hire scheme and seek its extension to other parts of the borough. Monitor the introduction of a Dockless Bike Hire scheme within the Borough.

Santander bike use in 2020 is setting records (due mainly to COVID). S106 funds to support scheme be transferred to TfL September 2020. Additional Santander sites due for Nine Elms as developments progress.

WKI138 Implement the programme of cycle improvements as outlined in the approved cycle strategy, including a review of the Borough Cycle Route Network, to permit cycling more widely, identify and implement cycle route improvements and to provide better cycle route information. Implement Quietways in line with the objectives and ambitions of the Mayor’s Vision for Cycling, taking into consideration local impacts of any such implementation.

Major improvement schemes for Garratt Lane and Queenstown Road reported to November SPT OSC. Detailed designs commissioned June 2020.

WKI139 Increase cycle parking facilities to meet demand.

A paper recommending bikehangers was approved by September SPT OSC - 21 bikehangars due for installation by September 2020 as per Smart Growth Action Plan Paper 20-202. A £60,000 programme of conventional cycle parking was installed in 19/20.

Roads and Infrastructure

WKI140 Implement programme to replace 150 old BT phone boxes with 75 InLinkUK modern media units.

Programme completed Spring 2019.

WKI141 Work to make Garratt Lane cleaner, safer and more attractive. Identify

The corridor study in Garrett Lane and proposed next steps was presented to the February meeting of the Strategic Planning and Transportation Overview and Scrutiny Committee.

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areas of focus within the ward, with necessary measures put in place.

The scheme is planned to deliver public realm enhancements through a controlled environment which includes: (a) Retaining existing on-street car parking (marked bays) and loading bays (b) Retention of bus lanes (where provided) (c) Public realm improvements including localised road narrowing (d) New formal and informal crossing points (e) Introduction of parklets, new trees and other planting schemes

WKI142 Identify funding to improve Penwith Road bridge over the river Wandle. Source funding to refurbish the bridge including improved lighting and new paintwork.

Minor improvements undertaken to Penwith Road bridge but that no additional funding has been identified.

WKI143 To work with landowners as development sites come forward to improve links and connectivity to the river frontage and open spaces in St Mary's Park Ward.

Bridges Court is being improved as part of adjacent development to improve connectivity to the Riverwalk. Bridges Court lighting fully upgraded June 2020. NCIL scheme for surfacing improvements near Vicarage Gardens programmed for autumn 2020

WKI144 Ensure Community Infrastructure Levy generated in St Mary's Park Ward is used to help everybody who lives there.

Wider Wandsworth strategic CIL bids approved at February 2020 FCROSC (Paper 20-39). WLF Wave 8 open for applications February-April 2020 and allocations approved at July 2020 FCROSC (Paper 20-207).

WKI145 Install energy efficient underlighting to Putney Bridge to make it a feature of the riverside.

Completed August 2019.

WKI146 Create a new Tonsley’s Conservation Area. Renew Old York Road with new

Old York Road Conservation Area designated in 2019 following public consultation and liaison with Historic England.

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pavements, plants and historical features. Protect the area from insensitive development by creating a new Conservation area.

Proposals are being developed for a “Liveable Neighbourhood” for Old York Road area with major improvement to public realm. Temporary measures introduced for Old York Road post COVID-19 including diversion of buses.

Road Safety

WKI147 Working with TfL reduce casualty rates on TfL roads and in doing so help meet Mayor for London road safety targets.

The council operates a wide-ranging programme of activities alongside TfL as part of third local implementation plan to support the safety of all road users in the Borough.

WKI148 Deliver a programme of initiatives and schemes aimed at reducing traffic casualties amongst the most vulnerable road users.

Constant and wide-ranging programme of activities running to achieve this.

WKI149 Progress soft trial of 20mph enforcement cameras on residential roads with target date of Autumn 2019, subject to greater delegation of powers to the Council.

No agreement has been reached with the Police and TfL on delegation of powers to allow this to be implemented.

WKI150 Invest in additional mobile CCTV equipment, working with the police. Additional mobile cameras in use. New fixed cameras at Nine Elms, Ram Brewery and Frogmore.

Completed: Additional mobile cameras in use. New fixed cameras at Nine Elms, Ram Brewery and Frogmore.

WKI151 Improve safety by using cameras at accident hotspots and placing limits on construction traffic. Continue to lobby TfL to put in additional speed cameras.

No new safety cameras are currently being rolled out across London as TfL are reviewing the criteria around these. Limits on construction activity are captured as standard through Construction Management Plans. Any wider work beyond new planning developments has

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Construction traffic from new developments is controlled via Construction Management Plans and these will continue to be included as conditions on planning applications.

been picked up such as through 7.5T weight restrictions like the one recently introduced in Earlsfield.

WKI152 Implement further 20mph speed limits on classified roads where they meet the proposed criteria

For Phase 2 following the approval of Paper 19-32 in February 2019, consultations were undertaken in response to petitions for the roads listed below. All received a majority support and are programmed for delivery in Summer 2020. • Northcote Road and Bolingbroke Grove • Bellevue Road • Putney High Street • Rectory Lane • Silverthorne Road As part of the Council’s response relating to COVID 19, it is proposed to introduce a boroughwide 20mph trial on all classified roads maintained by the Council via an Experimental Traffic Order to support more walking and cycling. It is also proposed to ask the Mayor of London to implement the same measure on the TLRN. The outcome of the trial will be used to determine suitable next steps for remaining classified roads.

Better homes and neighbourhoods by delivering the Wandsworth Decent Homes Plus Programme

WKI153 Deliver and publicise the Wandsworth Decent Homes Plus Programme of works that will maintain and improve Wandsworth’s homes and estates to a decent homes plus standard. This will include the Environmental Estate Improvement Programme which will target areas of estates of poorer

The Department continues to undertake works to improve homes and estates, surpassing the existing decent homes standard. The 4-year approved programme for new kitchens and bathrooms is at an all-time high, including new additions, agreed at HROSC in January 2020, with the budget now at £37m. Roof and window renewals have a similar budget; the heating repairs and improvement budget stands at over £13m as does the budget for lift replacements and refurbishments. Nearly £10m will be spent on electrical works including £1m specifically set aside for sheltered accommodation. The environmental estate

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quality. Programme to be set out and monitored as part of the HRA Capital Programme arrangements.

improvement programme has a budget of £2.3m. 7 estates will benefit from these works which are currently on site or at the planning stage.

Winstanley and York Road Estates

WKI154 To commission a feasibility study with options for Inkster and Penge House and to undertake initial engagement with affected owners and residents by December 2019

The feasibility has now been commissioned and consultation was undertaken in early January 2020. HROSC decided in January 2020 to extend Residents’ Offer for Winstanley-York Road to tenants and leaseholders in both blocks Further options work and consultation is scheduled for later in 2020.

WKI155 For Winstanley- York Road regeneration . To conclude legal agreement with Battersea Baptist Chapel & Thames Christian College by May 2019 . Workshops with local residents and community groups on scheme branding and street/block naming - June 2019 . To organise and support a summer festival on York Gardens July 2019. To conclude the internal design of the leisure centre/community building by December 2019 . Planning permission approved locally and by GLA and permission granted for hybrid scheme by December 2019 . To complete the allocation of residents to Shuttleworth Road and

• Agreement with Battersea Baptist Church and Thames Christian College completed September 2019 and construction has commenced.

• Workshops with local residents and community groups commenced in June 2019 with Providence House, local schools and KLS and is ongoing.

• The summer festival on York Gardens was held on 13th July 2019 with around 1,000 attendees.

• Internal design (RIBA Stage 3) signed off October 2019. • Hybrid scheme approved by Planning Application Committee on 28th January 2020. • Pre- allocation for residents’ choice completed for Shuttleworth and Gideon • Allocation to Block A Grant Road completed with handover of building and viewings

expected September 2020.

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Gideon Road “off-sites” by December 2019. . To complete the allocation of residents to the new Council block on Plough Road by March 2020

Alton Estate

WKI156 For the Alton regeneration: . Hybrid planning application to be submitted by Redrow by May 2019 . Submission of planning application for new Council housing on Fontley Way by June 2019 . Workshops with local residents and community groups on scheme branding by June 2019 . Consult with schools and users on proposals for Witley Point MUGA to inform design and subsequent public consultation by June 2019 . Commence construction of new Council housing on Bessborough Road by August 2019 . To organise and support the Alton Festival in September 2019

• The Hybrid planning application was submitted by Redrow on 7th June 2019. • The June target submission for Fontley Way was delayed owing to the preparation of an

alternative parking plan and further community consultation held on 6th August re alternative parking and play provision. A revised Planning submission was submitted on 30th October 2019.

• Overall branding selected and implemented after Roehampton Festival 2018: ‘Alton Green’ with bull icon (Devonshire Field is locally called ‘Bull Green’). Workshops held with Heathmere Primary School in May 2019 to design the hoarding for the Bessborough Road site.

• Consultation event was held at the Witley Point MUGA on 4th June 2019. Engagement sessions have also taken place with Roehampton Youth Club, Chelsea Kicks Juniors, Chelsea Kicks Seniors and pupils from Heathmere Primary School.

• Construction of new Council housing on Bessborough Road on site 5th August 2019. • Successful Festival and Kings and Queens lunch held on 7th September 2019,

sponsored by the Council, Redrow, and the voluntary sector.

Meet Housing Management Service Standards and improve service response

WKI157 To continue the roll out of the provision of Broadband to council managed

Community Fibre Limited (CFL) are working on another 2,000 properties which on completion will mean that 82% of the Council managed stock has access to full fibre broadband (currently 25,168 council managed properties can access this). It will take time

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blocks taking the total number of properties to 30,000 during 2019/20.

to extend coverage to smaller infill blocks and street properties given the infrastructure challenges. CFL are also contacting the main housing associations in the borough who between them have another 11,000 units under management.

WKI158 To assist in the conclusion of the tender programme for the new SSA CCTV/emergency control facility. Tender award to be completed by summer 2019. To train the staff group in the functions of the new CCTV service and produce procedures for front line staff. Go live date Summer 2020.

This project has been badly affected by the COVID-19 pandemic given that some of the new kit will be imported from countries significantly affected by the emergency. The new joint control room is now likely to go live in 2021 with works to CCTV upgrades continuing.

WKI159 To continue work at Sudbury House and Castlemaine to remove and re-clad both buildings. Works to be completed by March 2020.

The final piece of non-compliant cladding was removed from Castlemaine in November 2019 with the waking watch stood down. At Sudbury House the final piece was removed in June 2020. Due to the impact of COVID-19 works have been delayed and are now due to complete in August 2020.

WKI160 To take forward a programme for retro-fitting sprinklers in sheltered and hostel accommodation to include appointment of consultant by Spring 2019.

This has been out to tender and dependent on securing a contractor, work will then commence in conjunction with the London Fire Brigade on the design phase with works due to start winter 2020. Consideration will need to be given to the vulnerability of residents and planning works to reduce any risk to tenants due to COVID-19. Therefore, start dates of subject to change.

WKI161 Develop a programme of communal electrical testing and inspections, prioritised towards blocks of 10 storeys and above. To be presented for approval at September HROSC.

Paper approved at September HROSC (Paper No. 19-254). The Contract documents are currently with Legal and likely start date is now early 2021.

WKI162 To review compliance arrangements within the service including in relation to fire safety matters. To present a

This work was concluded at the mid-year point, recruitment is currently underway with appointments made in summer 2020.

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proposed structure to June 2019 HROSC.

WKI163 Further to the Social Housing Green Paper establish a resident working group to review participation structures to improve how we communicate with residents. To present a participation strategy to September 2019 HROSC for approval.

Due to the cancellation of November Committee the final strategy was presented to January 2020 Borough Residents' Forum and approved at committee.

WKI164 To begin work to gain the domestic abuse housing alliance accreditation which recognises best practice in dealing with domestic abuse. To report on progress to June 2019 HROSC.

This work continues to progress with a new module built into the housing management system to monitor cases. Training for frontline staff has also been undertaken and will continue into 2020/21. It is anticipated that accreditation will be applied for in late 2020.

WKI165 Take forward a reorganisation in the Housing Strategy and Development Division to provide capacity to champion and enable development on private and publicly owned sites. This will include seeking to maximise resident and worker focused housing offers. For new team structures to be in place by winter 2019.

This was completed at the mid-year point and the new Head of Development role started employment in December 2019. Further recruitment of additional posts has also been concluded including two additional Project Managers. The Programme is now forecast two years ahead of schedule and delivering 64% affordable housing against a target of 60%.

WKI166 Zero tolerance approach to graffiti and maintain strong partnership with local police.

The Council continues to maintain a zero-tolerance approach to graffiti and wherever possible offenders will be prosecuted, and police notified.

Housing IT

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WKI167 Continue work with Northgate Consultants for the new housing IT system to replace Saffron and begin implementation for a go live date of July 2019. Continue to work with Co-ops to encourage take up of the new system. Review any further work required to improve data quality requirements and action plan for improvements.

Work continues to bed in the new IT system and additional training continues to be provided to staff as appropriate.

Affordable Housing to own and rent – delivering the Wandsworth Housing Offer

WKI168 Utilise approved budgets to purchase housing for temporary and low-cost rent use.

As set out in Paper No 20-180, one unit of temporary accommodation was secured in the year, as the capital budget has been fully used and as the focus of acquisitions activity was on providing future rehousing opportunities for those within the two major regeneration schemes.

WKI169 Use agreed budget for 2019/20 of £500,000 to identify opportunities to extend and convert Council homes to provide larger low-cost rent housing to meet demand.

Spend is dependent on appropriate properties becoming available. In 2019/20 actual spend of £223,000 was achieved through 4 completed schemes. In addition to this a further 1 scheme is on site, 5 are at the planning stage, and 4 more are being assessed. Including actual spend from 2019/20; the anticipated spend when all works are completed is £1.548m. A further £0.5m is available for future works. All sites that have been completed or fully assessed will have at least one extra bedroom with the majority having two.

Housing Options and Housing Needs

WKI170 Co-ordinate multi agency work to develop action plans for entrenched rough sleepers to assist in minimising rough sleeping in the borough and monitor and report annually in the Annual Resources Report the percentage change year on year in the

The works continued throughout the year, underpinned by successful bids for continued and new funding from MHCLG. During March 2020, as part of the Council’s response to Covid-19, rough sleepers began to be brought into accommodation as detailed in Paper No 20-179A.

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estimated number of rough sleepers in Wandsworth. Monitor activity under the successful CLG bid and SPEAR’s performance against funding outcomes.

Affordable Housing Delivery

WKI171 Continue to promote and enable the development of diverse and innovative forms of affordable and low-cost market housing. This will include products aimed at first time buyers and/or local residents, that are designed specifically to be affordable compared to the local open market, for 2019/20 this will include working with the private sector to secure beneficial Build to Rent Schemes where possible and appropriate which provide affordable market and sub market housing options and the Council exploring a pilot low impact roof top extension. The Affordable Update report will review and update on progress and promotion of these schemes.

The legal agreement for the Collective co-living scheme at Trewint Street was completed. A further co living scheme with the Collective on Chatfield for 182 co living units of which 64 are to be let at discounts to Open market Rents was approved at April 2020 Planning Committee (PAC.) subject to the completion of a S 106 legal agreement. The Winstanley York Road planning application was considered at January 2020 PAC and resolution to grant permission was approved, including a 342 unit Build To Rent (BTR) scheme. The Section 73 application for the B&Q Wandsworth site was approved at April 2020 PAC that will deliver 357 BTR as well as 184 affordable homes including London Affordable Rent, shared ownership and intermediate rent housing subject to a S 106 Legal Agreement. A number of further preplanning applications for co living and BTR schemes are currently at pre application discussions with housing and planning officers. In terms of low-cost sale, a scheme of 27 flats of which 10 will be for discounted market sale was approved at May 2020 PAC, subject to the completion of a S106 Legal Agreement. The Council are also planning the first low cost sale units as part of its 1,000 home programme at three sites with planning applications either submitted or feasibilities at advanced stages. All dwellings for discounted market rent or sale will require the homes to be offered for an exclusive period of no less than 3 months to households living and/or working in the borough.

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WKI172 Deliver Council Development Programme and meet delivery plan forecasts. Maintain programme within budget and subsidy ceiling. 85 homes to complete in 2019/20, 154 homes either under construction or to start on site in 2019/20 and to bring forward a further 13 sites for development reporting on progress through the planning, consultation and feasibility stages. To bring forward development and delivery proposals in respect to Blore garages and the Oasis site by November 2019.

Good progress has been made to advance design proposals at Battersea Church Road and the Alders, including a local consultation event shortly before COVID-19 movement restrictions were put in place in March 2020. GLA have confirmed support for proposals at a pre application meeting with them. Further consultation event planned prior to planning application October 2020. This will require a different approach to consultation given continuing lockdown requirements with plans now in hand to ensure process is comprehensive. 163 homes at Randall Close & Patmore centre submitted for planning in March 2020. Across the two sites 65% affordable housing will be delivered. COVID-19 was a contributory factor behind delays to handover of three sites into 2020/21: Stag House, Battersea Education Centre and Haine Court – with all three schemes effectively completed and 29 homes completed in 2019/20. A further consultation event for Blore Close garages and the Oasis site have been delayed due to the introduction of COVID-19 restrictions. These events which would have happened early in the new financial year would have set out an option to fully re-provide improved open space across the two sites with this improvement work being funded by residential development on part of the Oasis site. These plans have the support of Lambeth Planning Service albeit officers are looking at any options that would secure the long-term future of the sites and which would bring the sites back for community use.

WKI173 Progress a modular build scheme on Council owned sites with contractors procured to develop at least one site in 2019/20. Consider temporary accommodation options through modular development through the London Councils’ PLACE initiative.

The options available to utilise modular build remain fairly limited with the London wide PLACE scheme not having made as much progress as anticipated. Assessments of products and opportunities will continue. Designs are being progressed for houses on a site in Balham Hill West that will offer the potential for modular construction should a credible supplier be found. Other future pipeline sites will be considered for modular construction, subject to cost:benefit assessments on a case by case basis.

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WKI174 Implement requirements of Custom and Self Build Act including selecting resident self-builders and procuring a contract for a pilot self-build scheme on a Council owned site in 2019. Continue to review other smaller council disposal sites and prioritise for sale to resident/self-builders and other requirements of the Act, with 2 sites progressing for sale in 2019. Review self-build register and operation by June 2019.

The potential self-build site on the Edgecombe Hall estate remains an option, however in the short term the site will be used to accommodate parking displaced by construction works at the nearby site at 165-232 Whitlock Drive that are due to commence in early 2021. Prospective purchasers will be given the opportunity to purchase a home in that scheme or wait until the original becomes available. Other opportunities from site disposals will also be put forward to the prospective self-builders as a matter of course.

WKI175 Supported Housing Delivery - For housing associations to commence on site on two schemes in 2019/20 to deliver up to 95 homes for Extra Care housing at St Johns Hill and Pocklington Court. In addition, one Council developed supported housing scheme at Stag House to complete in 2019/20 and another at Fordyce House to commence on site in 2019/20. As part of the Local Plan review and SHMA evidence base to have reviewed the need and requirement for supported housing for key ASS client groups.

Both the Roehampton and Clapham Junction extra care schemes delivering a total of 95 homes are progressing on site although the previous forecast completion dates may be slightly delayed due to the workforce restrictions caused by the pandemic. Stag House handover was slightly delayed due to the pandemic and in turn UKPN being able to complete utility connections. A second Council led supported housing scheme, Fordyce Close, is due on site in November 2020. The Local Housing Need Assessment is progressing with the Council’s consultants, GL Hearn that includes assessment of future supported housing client groups demand and supply. The LHNA and draft Local Plan will be considered by the ECOSC in the Autumn.

WKI176 By June 2019 bring forward proposals for a resident do it yourself shared

As previously it has been difficult to move this scheme forward given the challenges now being faced by the housing association sector. These include additional costs relating to fire

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equity scheme for consideration with the aim of securing a registered provider delivery partner in 2019.

safety works and market uncertainty which has affected the sector taking on new business. Additional funding during the year has been provided to support the House Purchase Grant Scheme which remains popular and an area of focus.

WKI177 To maximise the delivery of affordable housing through work with partners, including developers, registered providers and the planning service. Continue to champion housing schemes where key workers, such as teachers, and local people on below average salaries are given priority. In 2019/20 to submit to the GLA identified schemes to take up £10m of indicative GLA funding for 83 affordable rent and 67 shared ownership homes from the Building Council Homes for Londoners Programme. Enable the delivery of 354 affordable homes in 2019/20.

During the year 332 affordable homes were completed. This was slightly behind the start of year forecasts due to schemes being delayed. However, no affordable homes have been lost as the delayed homes will complete in 2020/21. A further 963 affordable homes started on site. For the 648 affordable homes given planning approval in 2019/20, the Council’s affordability requirements in relation to affordable housing were secured in S106 legal agreements. 75% of all sales of intermediate housing in the Borough were purchased by households living or working in Wandsworth. In addition, clauses are being included in S106 agreements where appropriate and practical, to limit the impact of service charges on the household costs of affordable residents. To date £ 2.376m of the total of £ 12.472m of affordable housing grant secured by the Council for its build programme has been claimed delivering 45 rented and 4 intermediate homes. Officers are currently working on submitting further schemes to the GLA to seek additional funding to that already secured.

WKI178 Produce the Annual Affordable Housing Update Report to June HROSC setting out performance against forecasts for delivery of affordable and resident focused housing offers to maximise take up and housing options for residents and workers including key workers.

Report submitted and approved by Housing and Regeneration Overview and Scrutiny Committee June 2019 (Paper No 19-167).

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WKI179 Following planning approvals (for all satellite sites linked to the Winstanley and York Road regeneration) provide an update in the Council led development. Update report to June 2019 HROSC on the timetable for start on sites and completion.

Report submitted and approved by Housing and Regeneration Overview and Scrutiny Committee June 2019 (Paper No 19-168).

Private Sector Housing

WKI180 Undertake a review of HMO licensing following the changes to mandatory licensing, and report to members in November 2019 highlighting outcomes of licensing and other pieces of legislation e.g. Letting Agents.

A report setting out HMO licence and charges was presented to the January 2020 Housing and Regeneration Overview and Scrutiny Committee.

WKI181 The focus of the Private Sector Tenants Champion in 19/20 will be to provide up to 200 hours of assistance to private tenants who are in dispute with their landlord over such matters as repair and maintenance responsibilities, failure to return deposits or harassment and unlawful eviction.

The Private Sector Tenants Champion post became vacant in late 2019 and has remained vacant whilst consideration is given as to the nature of this role and therefore whether recruitment exercise should be carried out.

Ref Key Issue 2019/20 End of Year Update

Public Health

WKI182 Continue the implementation of the Council’s Prevention Framework, including:

(a) Agreement that the Prevention Framework workstream (including Steering Group) would be launched in Quarter 1 2020/21. It was not prioritised during early phase COVID-19

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Piloting the embedding of key prevention initiatives (e.g. Making Every Contact Count (MECC) training for staff) into the Council’s procurement processes. Continuing to develop and implement the Social Prescribing programme to allow GPs and other primary care workers to refer residents to community-based preventative and wellbeing services. Influencing the spending of the local NHS by delivering a commissioning offer to the CCG and embedding prevention in the Local Health & Care Plan.

therefore the workstream has been delayed. The draft Framework, Terms of Reference and membership are already developed. Online MECC course completions at the end of Quarter 4 was 217, exceeding the target of 200. 41% completed by SSA staff and 59% by frontline staff. Emotional Health and Wellbeing module is in development and due to go live this year. (b) Social Prescribing service was successfully launched in November 2019. Public Health contribution to the model is an Enhanced Social Prescribing (Enhance Care Navigation) model across Public Health, Adult Social Care and the CCG. The model was approved by the Wandsworth CCG executive team in early March. c) The social prescribing offer is currently progressing through the Council governance process which has been delayed due to COVID-19. During COVID-19 the service ceased, and link workers re-assigned to specifically support GP Practices manage their at-risk patients. Stakeholder engagement was successfully undertaken and shared with SP steering group.

WKI183 By 31st March 2020, to complete the recommissioning of substance misuse services under a new specification designed around securing enhanced access to support and treatment for people with substance misuse problems.

The contract was awarded to the South London and Maudsley NHS Trust (current provider) leading a consortium including We Are With You (formerly Addaction) and St Mungo’s. The new contract also covers Richmond and is a developmental one for a four-year period with optional extensions of up to six years, depending on satisfactory progress in implementing the new model. The new service started as planned on 1st April 2020.

Commissioning

WKI184 Mobilisation of new procured homecare contracts with implementation by April 2020.

Phase 3 and 4 were completed together on 16th March 2020. Phase 3 involved the final two spot providers and phase 4 was a transfer of packages between the eight zone providers from the four existing zone providers. This phase saw a much higher proportion of service

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users choosing to take a direct payment instead of transferring - 12.3% for phase 3 and 24.8% for phase 4. The work moving service users onto direct payments will continue for the next 6 months.

WKI185 Develop a 10-year learning disability strategy with Wandsworth CCG including a review of key learning disabilities provision.

The 2021-2025 Joint Learning Disability Strategy will be presented to the OSC in November 2020. The programme of work reviewing Day care market will recommence in Summer 2020.

Health and Social Care Integration

WKI186 Deliver improvements in health and social care through the Local Health and Care Plan to be agreed through the Health and Wellbeing Board (HWB) in Summer 2019. HWB to have oversight of the implementation of actions for Start Well, Live Well and Age Well in the two-year plan (2019-2021).

The Wandsworth Health and Care Plan (H&CP) 2019-21 was designed, developed and launched in Mid-October 2019. The Health & Wellbeing Board Partnerships Manager has provided Project Management leadership throughout this process and has led the implementation of the H&CP. As a result, Adult Social Care has designed, shared and feedback H&CP updates to Wandsworth Health & Care Board since November 2019 on a monthly basis and co-produced HWB reports outlining local and sub-regional systems alignment proposals. The Wandsworth H&CP has contributed to the SWL Long-term plan response.

WKI187 Continue to develop NHS partnerships with Commissioners, Providers and GP Federation through the Wandsworth Transformation Group and acting as a good strategic partner to the NHS in implementing the long-term plan. This will include engagement with Primary Care Networks as they develop (Summer 2019) and collaborative working in the

The Primary Care Networks (PCNs) are established with support workers and Clinical directors appointed. PCNs are still at the embryonic stages of creation and it is intended links will be formalised between them and the HWB through HWB member visits during 2020-21. PCNs are recognised in all place-based systems work.

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development of the SWL Integrated Care System (April 2021).

Adult Social Care

WKI188 Continue to support the most vulnerable in society with the best care and help.

The second year of the Department’s Promoting Independence Programme has been successfully implemented, using a strength-based approach to support residents to remain independent or to gain or re-gain their independence also assisting with managing demand for social care services. The Council has supported vulnerable residents throughout the COVID-19 pandemic through the Community Hub, Hospital Discharge service operating seven days a week and also ensuring that adequate support was available from care providers and the voluntary sector.

WKI189 Continue to promote and encourage Direct Payments and ensure rigorous monitoring systems are in place in order to avoid misuse of public money.

The year-end target for Direct Payments has been exceeded, with 32% of service users choosing a Direct Payment, compared to a target of 30%. The Direct Payment improvement plan has been implemented and robust controls are in place, with a Substantial Assurance rating received from Internal Audit report in March 2020.

WKI190 Ensure best use of the Mosaic system and start the process of joining the two systems in Wandsworth and Richmond in summer 2019 for implementation in early 2020.

• Project is established with governance in place and internal audit providing assurance. • Test migrations have taken place which have been successful with just a small number

of issues to resolve. • A plan has been established with a provisional go live date autumn 2020.

WKI191 Provide a broad range of support to meet individual carer needs and increase the number of carers assessed and supported.

The Carers Improvement Plan has been implemented resulting in a significant improvement in performance for Carers Assessments at 48.5% in 2019-20 compared to 24.7% in 2018-19. Following the redesign of public information in autumn 2019, the Carers Emergency Card scheme was relaunched as part of the refreshed offer for carers. Recording tools and process for undertaking for Carers Assessments and Support Plans were reviewed taking on board feedback from staff and carers. Feedback on revised forms

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and process has been positive and supported the improvement in performance and outcomes for carers.

WKI192 Review current model at first point of contact and review reablement service provision to ensure demand is managed effectively and residents are supported to be as independent as possible. Pathway design to be agreed Autumn 2019 with the new model/mobilisation April 2020.

Front Door: • Business case completed in March 2020 for implementation from April 2020. • Pilot on hold as a result of COVID-19 pandemic as resources were redirected to support

the Council’s response. Project restarting in Summer 2020. Reablement: • Business case completed in March 2020 for implementation from April 2020. • In response to COVID-19, an integrated Discharge to Assess Service for Wandsworth

was set up in April 2020. The new service delivers the main aspects of the proposed new service model for reablement and has accelerated the project.

Work to formalise arrangements with health partners will start in Summer 2020 as part of the Council’s Transforming the Future programme and the Southwest London Integrated Care System Programme.

WKI193 Support the Adults and Public Health Advisor to promote key services and initiatives aimed at tackling loneliness and isolation. The Advisor role to be reviewed early 2020 to ensure outcomes have been met and to make future recommendations regarding the role.

• Professor Jaspal was appointed as the Council’s Social Isolation Advisor in June 2019. He met with a variety of stakeholders including residents and voluntary sector introducing his role, explaining nudge theory and understanding what social isolation and loneliness means to them.

• He has drafted a social isolation survey, results from which will aide him to report recommendations to the November 2020 HWB and November 2020 Overview and Scrutiny Committee in terms of future approaches to overcome social isolation/loneliness.

• Through stakeholder engagement, the need for a generic monitoring tool assisting local community groups to provide data to their funders has been identified. Professor Jaspal will design a monitoring tool that will be shared with all community and voluntary groups within the borough from late September 2020 onwards.

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WKI194 Develop an accommodation strategy for all residents with care and support needs.

Needs assessments for different client groups have been collated into a statement of accommodation-based support needs, for publication as a supplement to the Council’s Adult Social Care Market Position Statement by Autumn 2020.

WKI195 Review and develop transition arrangements with Children’s Services including a framework for efficient data sharing and resource management.

A professional lead has been recruited and programme management established with a project lead. A transitions panel has been established with close partnership with Children’s Services, resulting in a much better financial grip and more focus on independence. The programme has been significantly disrupted by recent events. Wandsworth children’s reviewing 0 to 25 team and changes to the overall model are likely to be proposed.

WKI196 Assess the population need in Wandsworth in relation to dementia with a focus on Prevention and provision of Adult Social Care and support. The needs assessment will identify gaps in provision and offer recommendations for action.

The needs assessment had been presented to the Wandsworth Transformation Board and Wandsworth Clinical Oversight Group who will develop the next steps. The Public Health team in Wandsworth have organised Dementia Awareness training in March 2020 for Councillors and staff and the HWB members.

WKI197 Replace the current health centre at Battersea Park Road to provide state of the art services for Queenstown ward residents

St George’s has decided to sell its interest in the health centre independently and effectively withdrawn from the informal partnership. Tesco are also willing to revisit the option of a partnership with the Council to redevelop the car park and store. Discussions are ongoing. Discussions are now taking place with planning as to the potential of developing a planning led masterplan to inform development across a number of landholdings.

key issue 2019/20 updates - wandsworth

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