MAYOR AND CABINET London Borough of Lewisham by liaoqinmei

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									               ORDER OF BUSINESS - PART 1 AGENDA



                               MAYOR AND CABINET
Date:                  WEDNESDAY, 3 DECEMBER 2003 at 6.30 p.m.

Committee Room 2
Civic Suite
Lewisham Town Hall
London SE6 4RU

Enquiries to:             Mike Brown




                                                                                                                 AGENDA
                                                                                                                 AGENDA
Telephone:                020-8-314-8824 (direct line)

MEMBERS

The Mayor (Steve Bullock)                     (L)         Chair
Councillor Moore                              (L)         Vice-Chair and Deputy Mayor
Councillor Best                               (L)         Cabinet Member for Social Inclusion
Councillor Brown                              (L)         Cabinet Member for Environment
Councillor Donnelly                           (L)         Cabinet Member for Children & Young People
Councillor Holder                             (L)         Cabinet Member for Social Care & Health
Councillor McGarrigle                         (L)         Cabinet Member for Culture
Councillor Onuegbu                            (L)         Cabinet Member for Community Safety
Councillor Whiting                            (L)         Cabinet Member for Resources
Councillor Wise                               (L)         Cabinet Member for Housing

                    Members are summoned to attend this meeting
Barry Quirk
Chief Executive
Lewisham Town Hall
Catford
London SE6 4RU
Date: 25 November 2003




  The public are welcome to attend our committee meetings, however, occasionally, committees may have to
  Consider some business in private. Copies of reports can be made available in additional formats on request.




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Item                                                                                           Page
No.                                                                                            No.


  1       Minutes                                                                                 1

  2       Declarations of Interests                                                               1

  3       Exclusion of the Press and Public                                                       8

  4       Matters Referred by the Environment Select Committee                                   10

  5       Matters Referred by the Creative Lewisham Select Committee                             16

  6       Response to the Governance Select Committee                                            19

  7       Response to Council Motion on Light Pollution                                          23

  8       Cemeteries and Crematorium Fees & Charges                                              33

  9       Best Value Review of Planning & Building Control - Options and                         37
          Recommendations

 10       Anerley School                                                                         74

 11       Library Position Statement                                                             86




  The public are welcome to attend our Committee meetings, however, occasionally committees may have to
  consider some business in private. Copies of reports can be made in additional formats on request.



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MAYOR AND CABINET

Report Title                   MINUTES

Key Decision                                                                     Item No. 1

Ward

Contributors                   CHIEF EXECUTIVE

Class                          Part 1                                 Date: 3 DECEMBER 2003


    Recommendation

    It is recommended that the Minutes of the meeting of the Mayor and Cabinet
    held on 12 November 2003, be confirmed and signed (copy attached).




MAYOR AND CABINET

Report Title                   DECLARATIONS OF INTERESTS

Key Decision                                                                     Item No. 2

Ward

Contributors                   CHIEF EXECUTIVE

Class                          Part 1                                 Date: 3 DECEMBER 2003


    Members are asked to make any declarations of pecuniary interests or other interests
    they may have in relation to items on this agenda (if any). Members are reminded to
    make any declaration at any stage throughout the meeting if it then becomes apparent
    that this may be required when a particular item or issue is considered.




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                                            LONDON BOROUGH OF LEWISHAM

    MINUTES of the meeting of the MAYOR AND CABINET, which was open to the
    press and public, held at LEWISHAM TOWN HALL, CATFORD, SE6 4RU on
    WEDNESDAY, 12 NOVEMBER 2003 at 6.30 p.m.

                                                                Present
    The Mayor (Steve Bullock)(Chair); Councillor Moore (Vice-Chair); Councillors
    Donnelly, Holder, McGarrigle, Whiting and Wise.

    Apologies for absence were received from Councillor Best.


Minute No.                                                                                  Action

    1             MINUTES (page

                  RESOLVED                  that, subject to the addition of "and beyond
                                            until a decision is made to withdraw the
                                            control" to Minute No. 10(ii), the Minutes of
                                            the meeting of the Mayor and Cabinet held
                                            on 21 October 2003 be confirmed and
                                            signed.

    2             DECLARATIONS OF INTERESTS (page

                  Councillor Moore declared that he is a Governor at
                  Haberdashers' Aske's.

    3             MATTERS REFERRED BY THE GOVERNANCE SELECT
                  COMMITTEE (page

                  RESOLVED                  that

                                            (i) the views of the Governance Select          HCB
                                            Committee set out in section 4 of the report
                                            be noted; and

                                            (ii) the relevant Executive Directors be
                                            asked to draft a response to the matters
                                            raised by the Select Committee and to
                                            report back to the Executive at the next
                                            available Mayor and Cabinet meeting.




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Minute No.                                                                                  Action

    4             ANNUAL REVIEW OF SOCIAL SERVICES PERFORMANCE
                  2002-2003 (page and Appendix page

                  RESOLVED                  that the report be accepted.                    ED SC &
                                                                                            H

    5             BLACKHEATH: THE NEXT 50 YEARS (page                   and Appendices
                  page

                  RESOLVED                  that

                                            (i) the study be endorsed and its adoption ED
                                            be agreed in principle subject to further  Regen.
                                            discussion on controversial elements;

                                            (ii) the proposal, for implementation by
                                            Transport for London (TfL), to narrow the A2
                                            and to install soft banking to either side,
                                            separate cycle paths and simplified lights
                                            and signs be supported;

                                            (iii) TfL be advised to give consideration to
                                            removing the scope for unauthorised
                                            parking near the Tea Hut;

                                            (iv) officers submit a Capital bid for
                                            Medium term proposals for the Lewisham
                                            sector that received strong support from the
                                            consultation process;

                                            (v) further consultation be undertaken
                                            regarding proposals for controversial low-
                                            level lighting at Lincoln Field and West Kent
                                            Field;

                                            (vi) agreement be given to look in more
                                            detail with partners and the Blackheath
                                            Joint Working Party at those proposals
                                            identified as controversial during the
                                            consultation exercise;

                                            (vii) agreement be given to look in more
                                            detail with partners and the Blackheath
                                            Joint Working Party at those longer term
                                            proposals which could be packaged
                                            together to form a bid for Heritage Lottery
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Minute No.                                                                                  Action

                                            funding to restore and enhance the public
                                            open space. (This would include an
                                            assessment of the relationship between the
                                            All Saints Church and the Heath);
                                            (viii) Planning Briefs be produced for Holly
                                            Hedge House and the Council's sports
                                            changing rooms at Talbot Place when staff
                                            resources permit;

                                            (ix) the recommendation for the
                                            expansion of the World Heritage Site buffer
                                            zone to include contiguous greens around
                                            the edge of the Health be supported; and

                                            (x) the Council's parks contractor,
                                            Glendale, will undertake areas of planting
                                            at Long Pond and Whitfield Mount and
                                            Pond, and remove fencing at Mounts Pond
                                            as part of their 2004/05 contractual works
                                            be noted.

    6             PRIVATE SECTOR HOUSING ASSISTANCE POLICY (page
                  and Appendix page

                  RESOLVED                  that the Private Sector Housing Assistance      ED
                                            Policy targeting housing financial assistance   Regen.
                                            to local needs as part of a comprehensive
                                            strategy to achieve the Council's corporate
                                            aims and objectives be agreed.

    7             THE FUTURE OF MALORY SCHOOL - CONSULTATION
                  OUTCOMES (page and Appendices page

                  The Public Notice attached as Appendix A to the report
                  was amended as follows:-

                  Paragraph 3: amend "2003" to "2005"

                  Paragraph 4: amend "5 miles" to 3 miles"

                  RESOLVED                  that agreement be given to the issue of the     ED E & C
                                            public notice set out in Appendix A to the
                                            report as amended.



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Minute No.                                                                                 Action

    8             2ND QUARTER 2003/04 CAPITAL PROGRAMME MONITORING
                  (OSCP) (page and Appendix page

                  RESOLVED                  that

                                            (i) the Ladywell Leisure Centre budget be      ED Res.
                                            increased by £100k and the revenue
                                            contribution of £97k from Education &
                                            Culture for additional works be noted;

                                            (ii) the current status of bids against the
                                            2003/06 OSCP Investment in Services
                                            budget and the bids emerging as part of
                                            the 2004/07 OSCP budget setting process
                                            be noted;

                                            (iii) the changes to the allocations against
                                            the Asset Managment Planning budgets
                                            totalling £293k taken under delegation and
                                            the proposed treatment of the remaining
                                            2003/04 AMP contingency budget of £313k
                                            be noted;

                                            (iv) the three bids totalling £593k awarded
                                            from the Investment in Services budget by
                                            the Executive Director for Resources &
                                            Deputy Chief Executive under delegated,
                                            be noted; and

                                            (v) the balance of £2.807m of the 2003/04
                                            Investment in Services budget be noted.

    9             COUNCILWIDE BUDGET MONITORING REPORT 2003/04
                  (page

                  RESOLVED                  that

                                            (i) the revised cash limits for directorates   ED Res.
                                            shown in Table 1 be noted;

                                            (ii) the current projected overspend for
                                            2003/04 is £551k after the allocation of £2m
                                            of corporate working balances and
                                            allowing for a planned underspend of £1.9m
                                            on corporate provisions be noted; and

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Minute No.                                                                               Action

                                            (iii) the present directorates' overspends
                                            requiring attention by Executive Directors
                                            before the next budget monitoring report
                                            are Education & Culture £665k,
                                            Regeneration £178k and Social Care &
                                            Health £3.906m be noted.

    10            REFERRAL FROM THE OVERVIEW & SCRUTINY BUSINESS
                  PANEL (page

                  A copy of a note from the Chair of the Overview & Scrutiny
                  Business Panel to the Mayor and Cabinet on this matter
                  was circulated at the meeting. (Copy attached at page

                  The Mayor stated that the Council was not in a position to
                  resolve the final decision on this matter. In relation to the
                  original decision he had been unhappy that the Voluntary
                  Sector Compact had forced the Cabinet to make a
                  decision on all grants including the Law Centre Grant
                  without any prior member involvement in the preparation
                  of the report.

                  He went on to say that there were two issues on the
                  proposed cut to the budget - the closure of the Law
                  Centre and the services provided by the Law Centre some
                  of which were funded by the Legal Services Commission.
                  Overall the Council would not have been able to achieve
                  the proposed saving as there would have been a need to
                  make alternative provision for legal advice. The Cabinet
                  had received detailed presentations by the groups
                  involved in the proposed budget savings but he was not
                  sure whether the Business Panel had been made aware of
                  the content of those presentations.

                  In response to the matters raised by the Chair of the
                  Overview & Scrutiny Committee he stated:

                  (i)        What actions will you take to track further progress of
                             the review so that timescales are met?


                            The review had now been completed and a report on the
                         findings would be submitted to the Mayor and Cabinet
                         (Contracts) at a special meeting in December.


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Minute No.                                                                                Action

                  (ii)       How will you ensure this problem is avoided in
                             future?

                             The agreed saving could never have been achieved. The
                          reversal of the agreed saving needed to be dealt with. In
                          future if similar proposals arise the real impact should be
                          made clear.

                  (iii)      How will quality issues be reported to you; and what
                             steer are you giving about future direction?

                             The question pre supposes the outcome of the review i.e.
                          the review may not raise concerns about the quality of the
                          Law Centre's work, what ever it says, an invitation will be
                          made to the Management Committee of the Law Centre to
                          attend the proposed meeting of the Mayor and Cabinet
                          (Contracts) when this issue will be discussed. Similarly,
                          Members of the Council will be given the opportunity to
                          attend and to comment on the report and the Law Centre's
                          response..

                             The Cabinet agreed that the Mayor's decision to
                             give the Law Centre a further 2 months grant was
                             correct and agreed that the Mayor's decision be
                             sustained.

                  RESOLVED                  that the decision of the Mayor be sustained
                                            and the Overview & Scrutiny Business Panel
                                            be informed accordingly.

                  The meeting ended at 7.35 p.m.




                                                                            Chair




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MAYOR AND CABINET

Report Title                   EXCLUSION OF THE PRESS AND PUBLIC

Key Decision                                                                     Item No. 3

Ward

Contributors                   CHIEF EXECUTIVE

Class                          Part 1                                 Date: 3 DECEMBER 2003


    Recommendation

    It is recommended that under Section 100(A)(4) of the Local Government Act
    1972, the press and public be excluded from the meeting for the following item
    of business on the grounds that it involves the likely disclosure of exempt
    information as defined in paragraphs 7, 8 and 9 of Part 1 of Schedule 12(A) of
    the Act:-

    101       Silwood SRB Phase 3 Development and Disposal




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MAYOR AND CABINET

Report Title                       MATTERS REFERRED BY THE ENVIRONMENT SELECT COMMITTEE –
                                   29 OCTOBER 2003 MEETING
Key Decision                       NO                                              Item No. 4

Ward

Contributors                       Reference from ENVIRONMENT SELECT COMMITTEE

Class                              Part 1                                 Date: 3 DECEMBER 2003




        1.        Summary

                  This report informs the Mayor and Cabinet of the comments/views of the
                  Environment Select Committee on various matters. These are set out in section 4.

        2.        Purpose of the Report

                  To inform the Mayor of the views/comments of the Environment Select
                  Committee on the outcome of scoping exercise for a Green Prioritisation
                  Review that was considered at their 29 October 2003 meeting.

        3.        Recommendation

                  The Mayor is recommended to:

                  (i)        note the views of the Environment Select Committee as set out in
                             section 4; and

                  (ii)       agree that the relevant Executive Directors be asked to draft a
                             response to the matters raised by the Select Committee and to
                             report back to the next meeting of the Mayor and
                             Cabinet.

        4.        Environment Select Committee Views

                  On 29 October 2003, the Environment Select Committee considered the
                  Outcome of a Scoping Exercise for a Green Prioritisation Review (GPR).
                  Following consideration of the report the Environment Select Committee
                  wish to recommend the Mayor and Cabinet to implement all of the 21
                  recommendations listed in Appendix A of the GPR report (copy attached).
                  The Select Committee also raised some further comments that they would
                  like brought to the attention of the Mayor and Cabinet;
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                       On recommendation 21, Appendix A, concerning Batteries, the
                        Committee believe that it would be useful if domestic battery
                        retailers made facilities available for recycling domestic batteries.
                       On recommendation 6, Appendix A, concerning sustainable
                        design and construction, the Committee felt that consideration
                        should be given to whole life-cycle costing.
                       On recommendation 7, Appendix A, concerning Electrical Waste,
                        the Committee heard that under the WEEE directive, ‘by 31
                        December 2005 at the latest, a minimum rate of separate
                        collection of four kilograms on average per inhabitant per year of
                        waste electrical and electronic equipment must be achieved’.
                       On recommendation 5, Appendix A, concerning Catering, the
                        Committee agreed that schools should be given advice on the
                        sale of sweets via school tuck-shops so that they do not sell sweets
                        with known hyperactivity-inducing ‘e’ numbers.

5.        Financial Implications

          There are no financial implications arising from this report.

6.        Legal Implications

     The Constitution provides for the Select Committees to report to the
Mayor and Cabinet and for the Executive to consider the report within one
month of receiving it.


                                                  BACKGROUND PAPERS

                                         Green Prioritisation Review Paper
                                         Appendix A - Recommendations

If you have any queries on this report, please contact Fola Beckley, extension
49976 or Mike Brown, Head of Committee Business, extension 48824.




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No.     Product or service          Generic title of              Environmental issue                Current 'state of play' on related       Current state of     Recommendation for Environmental Select Committee to consider
              area                service or product                                                      environmental issues                play on finance/     putting to Mayor and Cabinet
                                         area                                                                                                 contract issues




1     Paints / chemicals /       Hazardous               Volatile Organic Compounds (VOC's)         Health & safety issues apply - belief    Generally price led   A policy needs to be produced clearly stating the councils position on
      solvents                                           and solvents have multiple toxic health    that there is no policy beyond this      contracts.            the use of Paints / chemicals / solvents, following on from and possibly
                                                         effects, household effects. New                                                                            exceeding health and safety recommendations. Best practice research m
                                                         legislation ; The EU is planning new                                                                      appropriate products that the council should be using in its building
                                                         legislation, the REACH (Registration,                                                                     and refurbishment activities.
                                                         Evaluation, and Authorisation of
                                                         CHemicals) directive, under which new
                                                         chemical products will need to be more
                                                         thoroughly tested before being onto the
                                                         market (ref 4 and 8).




2     Fridges / freezers         White goods             Energy consumption, CFC usage, raw         Recycling / disposal of entire fridge,   Believed to be no     Policy for charging for the removal of fridges and freezers should be
                                                         materials, disposal. Legislation ; EU      in particular CFC's issue                current system        reviewed to ensure that products are not illegally dumped.
                                                         Label for purchase, Fridge directive for
                                                         re-cycling

3     Lighting                   Buildings               Staff comfort and hence productivity,      Energy issue, Health & Safety            Contracts tendered    Lighting specifications should be reviewed to ensure that all in
                                                         energy consumption                                                                  as necessary          stallations not only conform to EU and U.K. legislation, but are
                                                                                                                                                                   also operated in an energy efficient manner.



4     Furniture                  Office equipment        Safety, flammability, raw materials,       Believed to be no policy in existence Part of the existing     A formal system for the effective purchase of environmentally sound
                                                         disposal. FSC timber for purchase                                                Guilbert contract        furniture needs to be introduced, together with a formal system for
                                                                                                                                                                   the recycling and disposal of unwanted furniture.




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5     Catering, use of           Education               Long term health and ecosystem effects The Council does not have a formal Contract tendered              The catering contract should be reviewed to see how issues
      Genetically Modified                               of GM food and unsustainable farming   policy on GM foods, but the current for operation of              surrounding the use of GM food , organic produce, ethical / fair Trading
      (GM) food, organic                                 practices and food transport           contract states that they do not        catering contract          can be incorporated. Verify that all inappropriate 'E' numbers are
      food, ethical / fair                                                                      knowingly use GM foods. There is a                                banned from use under the contract. Tuck shop 'E' numbers in sweets,
      Trading, 'E' numbers                                                                      list of 'E' numbers that the contractor                           crisps, etc to be addressed.
      in food.                                                                                  should not use in school food.




6     Sustainable design         Buildings               Sustainability; energy consumption,         Environmentally Responsible             Contracts tendered   All new build and refurbished properties should be constructed on
      and construction                                   chlorine, disposal                          Procurement Strategy introduced.        on cost / other      Best Value principles with a life cycle analysis conducted on all
                                                                                                     Forum is required for development       quality issues       designs. The council should agree to use of a system such as the
                                                                                                                                                                  Considerate Constructor Scheme on all major construction and
                                                                                                                                                                  refurbishment projects.



7     Electrical Waste           Hazardous               Disposal of public electrical waste.        Health & safety issues apply - belief   Not effectively      The new EU WEEE directive needs to be considered and policies
                                                         New legislation ; The EU is introducing     that there is no policy beyond this.    addressed            introduced appropriately to address it.
                                                         the new WEEE (waste electrical and          There is currently an external pilot
                                                         electronic equipment) Directive stating     for a London wide scheme
                                                         that authorities must set up a collection
                                                         system under which final holders and
                                                         distributors of electrical and electronic
                                                         equipment can return such equipment
                                                         from private households free of charge
                                                         (ref 3).




8     Asbestos removal           Buildings               Highly toxic material causes asbestosis     Health & Safety, installed disposal     Asbestos register    The asbestos register should be reviewed for completeness.
                                                                                                     risk                                    requires updating.


9     Lumber collection          Refuse/recycling        Potential localised burning of materials    Fee for collection may encourage        Contact charges      The policy for charging £20 per item should be reviewed on the
                                                         due to lumber charge ; health risks         home incineration. There is a           £20 per household    basis that it encourages fly-tipping and local back-garden incineration
                                                                                                     project to chararcterise fly-tipping by for collection       of combustible material.
                                                                                                     origin.




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10    Abandoned vehicles         Refuse/recycling        Public hazard, recycling resources.        Cars are removed within 24 hours  Contracted out           The abandoned vehicle contract should be reviewed against other
                                                         New legislation ; under The End of Life    when hazardous and are crushed                             boroughs.
                                                         Vehicle Directive, over 85% of vehicles    for recycling. Council is working
                                                         must be recycled by 2006 (ref 6).          with the ALG on the Abandoned and
                                                                                                    Nuisance Vehicle Working Group.
                                                                                                    Batteries, tyres, wheel rims and
                                                                                                    alloy wheels are recycled.



11    Maintenance -              Housing                 CO poisoning if chimneys not swept,        Energy consumption                   Annual in-house       The policy for the maintenance of local authority domestic boilers,
      boilers, etc                                       fires not maintained, etc                                                       programme.            fires and chimneys should be reviewed to ensure that Best Value is
                                                                                                                                                               being received.


12    Pollution; transport,      Theme                   Need to conform to multiple legisaltion    Statutory service. There is a        In-house service     Need to review fly-tipping ; link to Lumber collection issue, should this
      air, land, litter,                                 on noise, contaminated land and air        Contaminated Land Strategy. Air      due to the           be charged for ? Confirmation of the need for a further waste disposal
      chemical, noise,                                   quality. Prevention of fly-tipping.        quality is monitored from two        regulatory nature of site in the South of the Borough, with household permits to allow
                                                         Legislation ; multiple (ref 11)            borough sites. Noise disputes are    the issue            access.
                                                                                                    growing.


13    Computers                  IT equipment            Energy consumption, toxic materials,       Contract addresses some of the       Contract placed       Review of contract for procurement of computers, but also for their
                                                         disposal. New legislation ;The WEEE        issues and disposal arranged         with Fujitsu          effective disposal. Life cycle analysis to be conducted.
                                                         directive will apply (ref 3).


14    Building services /        Buildings               Staff comfort and hence productivity,      Review of environmental issues       Some contracts in     Review of the effectiveness of Building services maintenance
      maintenance                                        energy consumption. New Legislation ;      within maintenance required          place                 procedures on all corporate council buildings. A system for meeting
                                                         EU Building Performance Directive.                                                                    the new EU Building Performance Directive needs to be introduced
                                                                                                                                                                by 2006.



15    Sustainable                Housing                 Sustainability ; effects of poor           A new cross directorate Sustainable Issue generally left   Support for the on-going pilot being undertaken for the Meadows
      Construction issues                                construction on residents. Legislation ;   Construction Forum has met once     to individual          Estate refurbishment ; recommend that Housing set up a Sustainable
                                                         Decent Homes Standard                      and further discussion are required contracts /            Construction Forum, with officers from across the Council.
                                                                                                                                        contractors.



16    Printers                   IT equipment            VOCs; solvents, energy consumption,        Under review with new contract       Contract not yet      Monitor the new contract being piloted for centralised printing.
                                                         disposal. New legislation ; VOC            proposed                             tendered
                                                         Solvents Directive (ref 10).

17    Photocopiers               IT equipment            VOCs; solvents, energy cons., disposal. Under review with new contract          Contract not yet      Monitor the new contract being piloted for centralised printing.
                                                         New legislation ; VOC Solvents          proposed                                tendered
                                                         Directive (ref 10).




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18    Timber policy              Theme                   Sustainability; damage to ecosystem        Ad-hoc / occasional use of FSC        Issue generally left   A Timber Policy is required, committing the Council to the use of
                                                                                                    (Forestry Stewardship Council)        to individual          timber accredited to FSC (Forestry Stewardship Council) or similar
                                                                                                    recommended timber                    contracts /             standard .
                                                                                                                                          contractors.
19    PVC policy                 Theme                   Energy consumption, chlorine               Long term decision needed on PVC      Individual contracts   A decision on whether to support wooden or UPVC windows is
                                                         compounds, disposal. New legislation ;     versus timber, in particular for      placed on price/       required ; to be discussed by a Sustainable Construction Forum,
                                                         The EU has drafted advice on the long      windows                               quality                as recommended above.
                                                         term increase in waste PVC and the
                                                         problem that this poses (ref 9).



20    Disposal of                Refuse/recycling        Toxic materials; health risks. New         Civic amenity site accepts waste,     In-house service       Procedures / policy for the disposal of hazardous materials such
      hazardous materials                                legislation ; EU Waste Legislation on      with some provision for batteries                             as batteries, oil, brake fluid, and other noxious materials need to be
                                                         Hazardous Waste exists, due to be          and oil, but not specifically for                            reviewed.
                                                         updated. Waste facilities should include   metals, fluorescent lamps. There is
                                                         separate collection for fluorescent        currently an arrangment with the
                                                         lamps (ref 7 and 8).                       Corporation of London for disposal
                                                                                                    of some hazardous materials.



21    Batteries                  Hazardous               Toxic heavy metals have multiple health Health & safety issues apply - belief    Part of Guilbert       A procedure / policy for the effective collection and disposal of
                                                         risks. New legislation ; The EU is        that there is no policy beyond this    stationary             household and corporate batteries needs to be introduced.
                                                         currently reviewing Directive                                                    catalogue.             Recommend that shops that sell batteries also have facilities for
                                                         91/157/EEC on batteries and                                                                             disposal of old batteries.
                                                         accumulators. European governments
                                                         are already supposed to encourage the
                                                         separate collection of batteries (ref 5).




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  MAYOR AND CABINET

  Report Title                          MATTERS REFERRED BY THE CREATIVE LEWISHAM SELECT COMMITTEE

  Key Decision                          NO                                                  Item No. 5

  Ward

  Contributors                          CHIEF EXECUTIVE
                                        Reference from Creative Lewisham Select Committee
  Class                                 Part 1                                    Date: 3 DECEMBER 2003


       1.           Summary

 This report informs the Mayor and Cabinet of the comments/views of the Creative Lewisham
Select Committee on the role of the Council in the Inward Investments and partnership for the
Creative Economy in Lewisham – Thames Gateway and LDA.

       2.           Purpose of the Report

                    To inform the Mayor of the views/comments of the Creative Lewisham Select
                    Committee on the role of the Council in the development of Thames
                    Gateway partnership.

       3.           Recommendation

                    The Mayor is recommended to:

                    (i)          note the views of the Creative Lewisham Select Committee as set
                                 out in section 4; and

                    (ii)         agree that the relevant Executive Directors be asked to draft a
                                 response to the matters raised by the Select Committee and to
                                 report back to the next meeting of the Mayor and Cabinet.

       4.           Creative Lewisham Select Committee’s Views

       4.1          On 22 October 2003 the Creative Lewisham Select Committee received a
                    presentation on Thames Gateway and the cultural and creative agenda by
                    David Powell, who spoke from his draft report, as commissioned by the
                    Thames Gateway Task Group, Thames Gateway &the Cultural & Creative
                    Agenda. It was agreed that the importance of ensuring active political and
                    officer participation in the Thames Gateway Partnership Board be brought to
                    the attention of the Mayor and Cabinet. Members agreed that Lewisham’s
                    presence on the Partnership Board should be notable in order that the
                    council can have a real impact on the decisions made.
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4.2          In order to have an impact on the Thames Gateway Partnership it is
             advised that Aileen Buckton represents the Council at officer level,
             especially at the Thames Gateway London Partnership Creative & Cultural
             Industries Task Group.

4.3          It is also recommended that the Council participate actively on a political
             level during the discussions of the Partnership Board in January 2004.

5.           Financial Implications

             There are no financial implication arising from this report

6.           Legal Implications

             There are no legal implication arising from this report

                                              BACKGROUND PAPERS
                                                                  None.

If you have any queries on this report, please contact Fola Beckley, extension
49976 or Mike Brown, Head of Committee Business, extension 48824.




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  MAYOR AND CABINET

  Report Title                          RESPONSE TO THE GOVERNANCE SELECT COMMITTEE

  Key Decision                          NO                                                 Item No.

  Ward

  Contributors                          CHIEF EXECUTIVE

  Class                                 Part 1                                 Date: 3 DECEMBER 2003




       1.           Summary

 This report provides a response to the Governance Select Committee on matters raised by
them on 17 September 2003.

       2.           Recommendation

 The Mayor is recommended to:

       2.1          agree that Members questions at Council meetings and the replies to them,
                    be grouped together in accordance with the issues raised so that
                    respondents can address all the questions within their portfolio in one go;

       2.2.         agree that the Constitution Working Party be asked to consider the operation
                    of Question Time in detail and to undertake a review of the current provision
                    for members and public questions in the Constitution; and to determine
                    whether they go far enough in holding the Mayor to account; and

       2.3          inform the Governance Select Committee accordingly.

       3.           Background

3.1  On 12 November 2003 the Executive noted the views of the Governance Select
Committee on the following matters:-

                    (i)          "Creating a better informed Lewisham" Best Value Review

                    (ii)         Political Governance Arrangements

       3.2          It was also agreed that a response be prepared on the matters raised by the
                    Select Committee for consideration by the Executive.

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       4.           Progress on the "Creating a better informed Lewisham" Best Value Review

4.1    The Select Committee had noted that the Best Value Review "Creating a better
informed Lewisham" had ceased in the current year; and that progress with the review had
been uneven over time, the Project Manager had been promoted to another position within
the Council; and with much work still to complete it was felt appropriate to relaunch the
review with a new project manager, chair and team at the start of the new review next year.

       4.2          The Select Committee therefore recommended that:

                    (i)          the "Creating a better informed Lewisham" Best Value Review
                                 be included in the Best Value Performance Plan for 2004/05; and

                    (ii)         progress on this Best Value Review be reported in a timely manner
                                 and opportunity be made for the relevant Select Committee to have
                                 an input to the Review.

       4.3          Response

                    It is proposed to include the Communications Review in the Best Value
                    Review Programme for the forthcoming year. The timetable for this review
                    will include a commitment to ensuring the involvement of the relevant Select
                    Committee.

       5.           Political Governance Arrangements

       5.1          The Select Committee reported that the agenda items for full Council
                    meetings are tightly defined by the functions and responsibilities regulations,
                    which largely determine the format and order of meetings. In relation to the
                    roles of backbench and opposition members the Select Committee
                    recommended that:

                                      in order for question time at full Council meetings to operate more
                                       expediently, questions should be grouped according to the issues,
                                       for example education, environment, housing etc. to enable
                                       respondents to address all questions relating to individual portfolios in
                                       one go; and

                                      all questions and answers, including supplementary questions and
                                       answers, raised at full Council meetings be made available in writing.

       5.2          Response

5.2.1 It is agreed that members questions and the replies to them can be grouped together
in accordance with the issues raised so that respondents can address all the questions relating

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to their portfolios in one go. It is intended that this change will be effective from the next
meeting of the Council, which is to be held in January 2004.

       5.2.2 The publication of the supplementary questions and the replies to these is a
             more complex matter to deal with. Although it is possible to publish this
             information, it could undermine the political exchange in the Council
             Chamber; and therefore no.

       5.2.3 There are other issues, therefore the Constitution Working Party is to be asked
             to consider the operation of question time in detail and to undertake a
             review of the current provisions for members and public questions in the
             Constitution; and to determine whether they go far enough in holding the
             Mayor to account.

       6.           Financial Implications

 There are no financial implications arising from this report.

       7.           Legal Implications

 Part !V, paragraphs 13 and 14 of the Constitution set out the procedures for questions by the
public and members of the Council at Council meetings.

       BACKGROUND PAPERS

       Short title                             Date                      File       File         Contact
              Exempt
       of Document                                                       Location   Ref          Officer        Inf.

                 Report to Mayor                          12.11.03           Gov.       Minute        M Brown
                                                                                 N/A
       & Cabinet                                                         Support    Book

       Report to Gov.                          17.9.03                    "          "            "              "
       Select Cttee


       If there are any queries on this report, please contact Mike Brown, Head of
       Committee Business, on extension 48824 or Barrie Neal, Head of Corporate Policy &
       Governance on extension 49852.




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                                                                      MAYOR AND CABINET

Report Title                         RESPONSE TO COUNCIL MOTION ON LIGHT POLLUTION

Key Decision                                          YES                                 Item No. 7

Ward

Contributors                         EXECUTIVE DIRECTOR FOR REGENERATION/HEAD OF PLANNING/HEAD
                                     OF TRANSPORT.HEAD OF ENVIRONMENT/HEAD OF LAW
Class                                Part 1                                Date: 3 DECEMBER 2003




    1.           Summary

               This report sets out the Mayor’s response to the agreed Council Motion on
            Light Pollution. Future changes to the Council’s town planning policies are
            recommended to minimise light pollution from new development. The current
            Best Value Review of the Highways Service is examining the strategy for street
            lighting and includes considerations of light pollution issues. The Council’s
            Environmental Health Service has no legal powers with regard to light pollution
            but will continue to offer informal advice as resources permit.

    2.           Purpose

               This report is in response to a unanimous resolution of the Council passed in
            June 2003 in response to a motion moved by Councillor Massey concerning
            Light Pollution. In part the motion called for ‘The Mayor to bring forward
            proposals designed to control and minimise light pollution, in accordance with
            guidelines issued by the Institute of Lighting Engineers’.

    3.           Policy Context

               The recommendations of this report are consistent with the Council’s policy
            framework as set out in the alterations to the Development Plan; the Local
            Transport Plan and the Local Agenda 21 Strategy.

    4.           Recommendations

         It is recommended that the Mayor:
            4.1      approves the changes to standard conditions of planning conditions
            referred to in paragraph 6.6 and otherwise agrees the action set out in
            paragraphs 6.4-6.6 regarding the town planning service;

            4.2       notes the position set out in paragraph 7 regarding the highways and
            transport service; and
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        4.3      notes the position set out in paragraph 8 regarding the environmental
        service.

5.           Background

             The Motion by Councillor Massey recommended that the Mayor give
             consideration to the following three proposals:

             1. On highways and paved areas where Lewisham Council has
                responsibility for upkeep, new and replacement street light fittings
                be shielded and designed to permit an upward light ratio in line with
                ILE guidelines.

2. As part of the Local Development Framework to specifically address light
      pollution, developers could be required to submit details of lighting
      schemes required as part of any new development in the planning
      application. Applicants could be asked to demonstrate that the
      scheme proposed is the minimum needed for security and working
      purposes and that it minimises potential pollution from glare and
      spillage through measures such as shielding.

             3. To support the broad aims of the Council for the Protection of Rural
                England’s campaign against ‘night blight’ including supporting the
                introduction of a light pollution clause in a future environmental protection
                bill.

6. Response 1 Local Development Frameworks

             Current Position

6.1 The current planning policy on this issue is set out in the Adopted Lewisham
       Unitary Development Plan [July 1996] and the Revised Deposit UDP, [
       August 2001], that will shortly replace the Adopted Plan. However, the
       Planning and Compulsory Purchase Bill currently before Parliament
       proposes to abolish the UDP system and replace it with Local
       Development Frameworks. It is expected that the Bill will become an
       Act in June 2004 and the new system is expected to commence at that
       time.

6.2          The Revised Deposit Unitary Development Plan already specifically
             mentions light pollution, and there are conditions that may be
             attached to planning permissions requiring new development to
             minimise light spillage, as set out in Annex 1. Specifically policy
             ENV.PRO 10 Light Generating Development requires proposals for light
             generating development to be accompanied by a detailed light
             impact survey outlining possible attenuation measures. However, there

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             are many instances involving the use of lighting which would not
             require town planning approval.

6.3 Policy ENV.PRO 10 does not however include a requirement that any
       lighting scheme proposed is the minimum needed for security and
       working purposes. Neither does it require that potential pollution from
       glare and spillage should be minimised, although the conditions
       attached to planning permissions state that light pollution from
       schemes to neighbouring properties should be minimised.

             Proposed Action

6.4 The rules concerning the adoption of a UDP are prescribed by central
       government. They specify that, modifications to the revised deposit UDP
       must be advertised and the public can object. If a new policy change
       is proposed this could trigger further objections and in an extreme
       situation even require a new public inquiry.

6.5 As the UDP system is to change next year with the introduction of a new
       system of Plan making known as Local Development Documents the
       recommended approach is to introduce a revised policy at that time.
       The new policy would clarify that light pollution in new development
       should be minimised having regard to security and working purposes.

6.6 If the Mayor agrees the standard conditions [Annex 1] attached to
        planning permissions could be altered to accommodate the desired
        change. The additional text is show below in italics:

             N12 EXTERNAL LIGHTING – COMMERCIAL

             Details of any external lighting to be installed at the site, including
             measures to prevent light spillage, shall be submitted to and approved
             in writing by the local planning authority before any works on site are
             commenced. Any such external lighting shall be installed in
             accordance with the approved drawings and such directional hoods
             shall be retained permanently. The applicant should demonstrate that
             the proposed lighting is the minimum needed for security and working
             purposes and that the proposals minimise pollution from glare and
             spillage.

             N13 EXTERNAL LIGHTING – RESIDENTIAL

             Details of proposed lighting to external areas within the site, including
             the proposed parking areas, shall be submitted to an approved in
             writing by the local planning authority before building work on the site is
             commenced. Any such lighting shall be installed in accordance with
             the approved drawings. The applicant should demonstrate that the
             proposed lighting is the minimum needed for security and working
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             purposes and that the proposals minimise pollution from glare and
             spillage.

7. Response 2 Street Lighting

7.1 All new lighting installations incorporate high pressure sodium semi cut-off
        lanterns whose lamps emit white light and limit upward lighting. In
        special locations, such as roads near the railway, full cut-off lanterns are
        used to minimise stray light. Apart from localised initiatives such as the
        New Deal for Communities [NDC] project in the New Cross area and
        some isolated damaged lamp column replacements, no new area-
        wide relighting programmes have been possible in recent years and
        consequently, still a sizable minority [43%] of the Council’s 14,000 street
        lights have low pressure sodium lamps that emit a dull yellow light and
        do not comply with modern lighting expectations.

7.2 A Best Value review is currently investigating the issue of a ten-year
       highway infrastructure investment programme, which includes the
       replacement of all the old lighting equipment with new.


7.3 The House of Commons Science and Technology Committee has recently
       agreed that guidelines issued by the Institution of Lighting Engineers [ILE]
       be adopted. A recommendation was that full cut-off lanterns should
       only be located near observatories and dark rural areas. Lewisham
       may be categorised as a medium to high brightness area. Informal
       consultation with the Royal Observatory at Greenwich indicates that
       the facility there is now used largely for education purposes and is
       utilised by children from Lewisham’s schools. It has been suggested that
       cut-off units down as far as the centre of the Borough [along the line of
       the South Circular Road] would assist the Observatory.

7.4 The widespread use of cut-off lanterns would cause the overall number of
       lamp columns to increase to ensure uniform highway lighting and a rise
       in energy consumption might be expected.


8. Response 3 Environmental Protection Bill

8.1          Revising the terms of the Environmental Protection Act is not in the
             Department for Environment Food and Rural Affairs’ (the EPA’s
             sponsoring government department) work programme for this
             parliamentary year.

8.2          Environmental organisations which represent those professional officers
             with responsibility for enforcing the Environmental Protection Act do not
             expect a revision to the EPA to be undertaken within this parliamentary
             term.
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8.3          Light pollution isn't currently a statutory nuisance under the
             Environmental Protection Act and the Chartered Institute of
             Environmental Health will not push for its inclusion in future statutory
             instruments or regulations as an environmental health (Part 3) issue, until
             there has been research which proves its health disbenefits.

8.4          Lewisham Council officers will continue to work at a pragmatic and
             informal level, as resources allow, to advise owners of lighting for which
             complaints are received on ways to reduce the potential for public
             nuisance. Changes to the local moth population represent a useful
             indicator of the impact of external lighting. In order for empirical data
             to be assembled to inform future planning decisions about Lewisham
             developments, Lewisham Council’s Green Scene service will investigate
             the opportunities to establish a benchmark moth population before
             and after a specific floodlighting scheme.

9.           Financial Implications

     There are no direct financial implications as a consequence of this report.

        10.               Legal Implications

10.1 There is currently no duty on local authorities to investigate or resolve light
     pollution and light is not included in section 79 of the Environmental Protection
     Act 1990, which defines the areas that fall within the statutory nuisance remit.
     Environmental Health’s role therefore can only be advisory unless and until
     light pollution is made capable, through further legislation, of constituting a
     statutory nuisance for the purposes of Section 79. It appears that there is no
     prospect of legislation being passed to this effect within the current
     Parliamentary session.

10.2 The only other current means of control for local authorities in attempting to
     ensure that appropriate lighting schemes are adopted in new developments is
     by means of imposing appropriate conditions on planning permissions. Under
     the Local Government Act 2000, and the regulations and guidance made
     under it, the formulation of planning policy is a function of the Executive
     although the decision to adopt, or to approve changes to, the Unitary
     Development Plan (UDP) is reserved to full Council. The decision to approve
     changes to standard conditions of planning permissions does not entail a
     change to the UDP and is therefore a decision to be made by the Mayor.

        10.3      Local highways authorities have a discretion under Section 97 of the
        Highways Act 1980 to provide lighting for the purposes of any highway for which
        they are the responsible authority. Under Section 2 of the Local Government
        Act 2000 Local authorities have power to do anything which, in opinion of the
        authority, would achieve the promotion or improvement of the social, economic
        or environmental wellbeing of their area.         This could include incurring
        expenditure on new lighting equipment designed to reduce light spillage. In
        exercising this power members are required to have regard to the Council’s
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        Community Strategy and would also need to be satisfied that the non-financial
        benefits to be achieved would outweigh the amount of expenditure to be
        incurred.

        11.               Crime and Disorder Implications

             The public need good quality street lighting to:

                               Help protect the elderly, disabled and other vulnerable groups
                                and promote social inclusion
                               Increase confidence against perceived potential of crime
                                against all groups of people and property
                               Increase pedestrian avoidance of accidents
                               Increase general road safety


        12.               Equalities Implications

          Adequate street lighting and lighting for buildings is necessary for safety
        reasons and this has implications for many disadvantaged groups. However, the
        proposals recommended include the provision of adequate lighting to protect
        members of the community.

        13.               Environmental Implications

13.1 The increased use of lighting has caused problems, which is reflected in the
     complaints that the Council have historically received. Light in the wrong place
     at the wrong time can be intrusive and many of the complaints have arisen
     from over bright or poorly positioned and directed lights onto neighbouring
     property, which affect the neighbours right to enjoy their own property.

        13.2      Light pollution represents wasted energy resulting from light shining
        where it is not wanted or needed, which contributes to global climate change.
        The GLA advises that light pollution may have effects on species including the
        following: bats, hedgehogs and other small nocturnal mammals, owls and other
        nocturnal birds of prey, trout, badgers, great crested newts.

        14.               Conclusion

14.1 The proposed changes to town planning policy [paragraph 6.4-6.6] are
     recommended to conform with the legislation and regulations relating to the
     adoption of a UDP.

        14.2     Consideration should be given to using appropriate lighting units in
        general area relighting schemes as and when funding is made available.

14.3 Light pollution is not a statutory nuisance, the Environmental Services will
     therefore continue to offer pragmatic informal advice to citizens and
     businesses about reducing the impact of lighting on the people and wildlife
     living in Lewisham.
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                                                          BACKGROUND PAPERS

Short Title       Date        File        Contact     Exempt
Of Document                   Location    Officer     Information
______________________________________________________________

Council Minute                          19.6.03                   Governance   M Brown   n/a
Book                                                              Support


If you would like more information on this report, please contact Brian Regan
(Planning) ext. 48774, Malcolm Smith (Highways) ext. 72590, or Conrad Young
(Environment) ext. 72119.




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MAYOR AND CABINET                                                 3 DECEMBER 2003
                                                                  APPENDIX
                                                                  ITEM NO.

ANNEX1: Revised Deposit UDP POLICY AND STANDARD CONDITIONS ON LIGHT
    POLLUTION


Revised Deposit UDP Policy

      ENV.PRO 10 Light Generating Development
      Proposals for light generating development, floodlights or otherwise
      obtrusive lighting may be required to be accompanied by a detailed
      light-impact survey outlining possible attenuation measures.

      Reasons
      Light generating development can have a seriously damaging effect on
      the amenity of an area, including harm to wildlife. This Policy is designed
      to control and prevent badly-designed lighting that spills out from its
      intended area to the detriment of nearby residents and wildlife. The
      Council will where necessary attach planning conditions to a planning
      permission for a light generating use to moderate its impact.

      Policy HSG 3 Residential Amenity seeks to improve and safeguard the
      character and amenities of residential areas throughout the Borough. The
      policy has several clauses but the relevant ones here are:
      (a) ensuring that new dwellings and high buildings are site appropriately
      (b) resisting the siting of incompatible development in or close to
      residential areas and dealing with existing uses that create a nuisance.
      The Adopted Lewisham Unitary Development Plan (1996) has the following
      policy that still has some relevance until the Revised Deposit Plan is
      formally legally adopted by the Council having completed all the
      processes of plan preparation:-

      ENV.PRO 13 Noise and Other Nuisances
      The Council will not usually permit development which could be reason of
      noise, intrusive lighting, noise, vibration, small, fumes, smoke, soot, ash, dust
      or grit, lead to unacceptable levels of pollution or nuisance. In
      exceptional circumstances, where development is to be permitted, the
      Council will seek suitable attenuation measures.



                     Standard Conditions for Planning Permission
      N12 EXTERNAL LIGHTING - COMMERCIAL
      Details of any external lighting to be installed at the site, including
      measures to prevent light spillage, shall be submitted to and approved in
      writing by the local planning authority before any works on site are
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      commenced. Any such external lighting shall be installed in accordance
      with the approved drawings and such directional hoods shall be retained
      permanently


      Reason
       In order that the local planning authority may be satisfied that the
        lighting is installed and maintained in a manner which will minimise
        possible light pollution to neighbouring properties and to comply with
        Policy ENV.PRO 13: Noise and Other Nuisances in the Council's Unitary
        Development Plan and ENV.PRO 10 Light Generating Development and
        HSG 3 Residential Amenity in the Revised Deposit Draft Unitary
        Development Plan (August 2001).

      N13 EXTERNAL LIGHTING - RESIDENTIAL
      Details of proposed lighting to external areas within the site, including the
      proposed parking areas, shall be submitted to an approved in writing by
      the local planning authority before building work on the site is
      commenced. Any such lighting shall be installed in accordance with the
      approved drawings.

      Reason
      In order that the local planning authority many be satisfied that the
      lighting is installed and maintained in a manner which will minimise
      possible light pollution to neighbouring properties and to comply with
      Policy ENV.PRO 13: Noise and Other Nuisances in the Council's Unitary
      Development Plan and ENV.PRO 10 Light Generating Development and
      HSG 3 Residential Amenity in the Revised Deposit Draft Unitary
      Development Plan (August 2001)."




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                                                                  MAYOR AND CABINET

Report Title                     CEMETERIES AND CREMATORIUM SERVICE – PROPOSED INCREASE IN
                                 CHARGES, JANUARY 2004
Key Decision                           YES                                       Item No.

Ward

Contributors                     EXECUTIVE DIRECTOR FOR REGENERATION/HEAD OF LAW/HEAD OF
                                 BEREAVEMENT SERVICES
Class                            Part 1                                Date: 3 DECEMBER 2003




1.           Summary

             To seek the Mayor and Cabinet’s approval:

1.1          to increase the Crematorium fees by 3%;

1.2          to increase Cemeteries fees and charges by 5%.

1.3          to introduce a new fee for the provision of Right of Burial in graves for
             babies and young children at a reduced cost of 50% of the relevant
             fee.

2.           Purpose

             To seek the Mayor and Cabinet’s approval:

             to increases in current fees and charges for the Cemetery and
             Crematorium Services;

             to the reduction of charges for babies or a young child to 50% of the
             current fee

3.           Policy Context

          The Council is committed to providing value for money services and
        making the most cost effective use of its resources whilst maintaining and
        improving the services provided to its residents. The fees and charges
        levied in Lewisham compare well with services across London, however
        increases in Lewisham’s burial fees and charges over the past four years
        have made our fees and charges greater than some of our neighbouring
        boroughs, some of which are quite heavily subsidised.

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        4. Recommendations

             The Mayor is recommended to agree:

4.1          the proposed increase of 3% in cremation charges (Appendix A) and
             memorialisation fees and charges, with effect from Monday 5 January
             2004;

4.2          the proposed increase of 5% in cemeteries fees and charges as
             detailed in Appendix A, with effect from Monday 5 January 2004; and

4.3          to the introduction of 50% of the current purchase fee for 50 year Rights
             of Burial graves for babies and young people

5.           Narrative

5.1          Cemeteries and Crematorium fees and charges were last increased in
             January 2003. At that time it was agreed it was necessary to increase
             cemeteries fees by 10%, and crematorium fees and charges by 3.5%, in
             order to maintain the level of service and to meet agreed cuts to the
             annual budget.

5.2          Two years ago Mayor and Cabinet agreed that there should no longer
             be a charge made for the burial or cremation of a child under 16 years,
             who was a resident of the borough. If a family choose to have a burial
             they often purchase a plot with the intention of using the grave for
             adults at a later date, in such cases full Rights of Burial fees would have
             to be applied. However, some families when losing a child wish to
             purchase a grave only for that child. Currently in such cases the full
             purchase fee would be applied.

5.3          It is not anticipated that changes to fees and charges would result in
             an overall fall in usage. The suggested increase in charges for the
             Crematorium and Crematorium Memorials is at the rate of inflation to
             keep fees in line with those charged by neighbouring boroughs. ( See
             appendix A). The demand for burials remains constant and it is not
             anticipated that increases in these fees and charges will affect
             demand.

6.           Legal Implications

6.1    The Council is the burial authority under the Local Government Act
1972. It is responsible for providing a burial and cremation service.

6.2          A burial authority has powers to charge such fees as they think are
             reasonable associated with providing burials in a cemetery. This
             includes fees for providing tombstones or other memorials in a

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             cemetery. A burial authority may also charge fees for the costs
             associated with cremations.

6.3          A burial authority is required to maintain a table showing the levels of
             fees charged for specific matters. This table must be available for
             public inspection.

7.           Financial Implications

        7.1      Currently the estimated bereavement service income for 2003-4
        is some £1.2m. If the proposed charges are agreed, the additional
        income in a full year would be approximately £50k.


8.           Equalities Implications

           The fees and charges for this service are set with due regard to the
        Council’s Equal Opportunities Policy. Increasing fees and charges will
        disproportionately affect lower income groups, but the costs are
        comparable with other London Local Authorities. The Department of
        Health and Social Security do provide financial assistance to clients
        eligible for support. The recommended provision of graves for babies
        and young people would reduce the financial burden on families at a
        very difficult time.

9.           Environmental Implications

             There are no specific environmental implications arising from this report.

10.          Crime and Disorder Implications

             There are no specific crime and disorder implications arising from this
             report.

11.                Conclusions

11.1         The proposed increase in Cremation and Crematorium Memorial fees
             and charges are in line with inflation.
11.2
             Increases in Cemetery fees and charges are slightly higher than
             inflation, but are required to continue to provide the current level of
             service.

11.3         The proposal to use areas within the cemeteries which have insufficient
             space for full sized adult graves, for the burial of babies and small
             children, will meet a need for such provision and also provide a use for
             these areas.

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                                                            BACKGROUND PAPERS

                                                                  None reported.

If you would like more information about this report, please contact Shirley
Bishop, Head of Bereavement Services, telephone no. 020 8697 2555.




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                                                                MAYOR AND CABINET

Report Title                     BEST VALUE REVIEW OF PLANNING AND BUILDING CONTROL - OPTIONS
                                 AND RECOMMENDATIONS
Key Decision                           YES                                        Item No.

Ward

Contributors                     EXECUTIVE DIRECTOR FOR REGENERATION/EXECUTIVE DIRECTOR FOR
                                 RESOURCES & DEPUTY CHIEF EXECUTIVE/HEAD OF LAW
Class                            Part 1                                Date: 3 DECEMBER 2003




          1.           Summary

          1.1 This report sets out the background to and the key findings of the best
                  value review of Planning and Building Control Services in the
                  Regeneration Directorate.      The report considers the need for
                  improvements in performance on key indicators, improvements to the
                  accessibility (including e-accessibility) of the services to customers,
                  improvements to the integration of the services to form a coherent
                  development team approach and finally improvements to proactive
                  planning and the contribution that planning makes to the physical,
                  economic and social regeneration of the borough.

          1.2 Having summarised the best value review’s findings on the 4 Cs of
                challenge, consult, compare and compete, the report considers a
                number of options for improvements in the service, set out in a series of
                tables that list those service innovations already undertaken as part of a
                process of continuous improvements, service innovations that would
                entail major investment, service innovations that would entail moderate
                investment and finally, alterations to the service that would enable
                service savings, albeit at the expense of quality and performance.
                Further to these options, the report lists eleven key recommendations
                for the achievement of best value in planning and building control,
                and sets out some issues to be considered in the longer term.

          1.3 A draft Improvement Plan for the recommendations is attached at
                Appendix 1.

          2.           Purpose

                       The purpose of this report is to present the key findings, options and
                       recommendations arising from the Best Value Review of Planning and
                       Building Control and to seek Members’ approval of the
                       recommendations and the Improvement Plan presented.
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3.           Recommendations

             It is recommended that the Mayor:

3.1          agrees the recommendations contained in sections 17-21 of this report;

3.2          notes that recommendations 1, 5 and 11 at 17.1, 18.2 and 20.1 will
             require growth funding, which will be sought at the appropriate time
             and which will need to be considered in the round with other calls
             upon available budgets. The government recognises the need for
             additional funding for planning and, as a result of Lewisham’s greatly
             improved planning performance, there is significant potential for this
             growth to be directly funded from the government’s three year
             planning delivery grant programme; and

3.3          subject to 3.3 above, agrees the Implementation Plan attached at
             Appendix 1.

4.           Narrative

4.1          The joint Planning and Building Control Best Value Review is a review
             covering Planning and Building Control related functions. The scope of
             the of the review was approved by Executive Committee and included
             the following areas:

                               Development Control
                               Forward Planning
                               Land Charges
                               Design and Conservation
                               Building Regulation and Control
                               Building related Health & Safety functions.

4.2          The review has generally followed the guidance given in the Council’s
             Best Value Review Handbook.            Accordingly, a number of ‘key’
             documents have been produced to shape the review. These may be
             found in the full appendices to this report and include:

                         Scoping Document
                         Project Initiation Document
                         External Challenge report (IDeA )

         4.3    The review team included a range of functions in accordance
         with the Council’s guidance. Each member had specific roles to
         perform:

                   Chair                                         Emma Peters
                   Project Manager                                    Mark Brayford
                   Service Manager (Planning)                    John Miller
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                   Service Manager (Building Control)     Tony Mottram
                   Internal Challenger              Simon Berlin
                   External Challenger              Elspeth Hall (IDeA)



                   Project Support (Administration)              Karen Donovan/Roey Barr

         4.4     The review time-scale initially required the report to be
         completed by December 2001. However, the timetable was extended
         to incorporate the challenge of the radical new Government proposals
         for planning, presented in the Green Paper (December 2001) and the
         White Paper/draft legislation (November 2002). The changes proposed
         in the White Paper suggest new priorities for the planning system and
         these need to be reflected in the future direction of the service if it is to
         deliver best value for the residents and businesses of the borough. The
         delays have been reported to the appropriate Council committees.

4.5          The terms of reference for the Best Value Review of Planning and
             Building Control were as follows:

                         To identify areas of weakness and suggest ways of rectifying
                          them.
                         To outline measurable and sustainable improvements to be
                          implemented over a five year period.
                         To consider change in the light of the improving development
                          climate and regeneration potential of the borough.
                         To present options for service development (or service reduction
                          if appropriate) to be considered by Members.

4.6           As part of the scoping exercise undertaken at the beginning of the
             review, and in consultation with the external challenge, a number of
             key issues were identified that framed the review process. These key
             issues were as follows:

                         The need to improve performance and to develop more robust
                          performance management tools.
                         The need to improve service accessibility, both in terms of
                          developing e-access and the approach to public consultation
                          and participation.
                         The need to improve the integration of Planning and Building
                          Control (and other key regulatory services) particularly from the
                          customers’ perspective.
                         The need to improve proactive planning and the contribution
                          that planning makes to the physical, economic and social
                          regeneration of the borough.


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4.7          These four themes have consequently shaped the review and all
             options and recommendations refer back to these four themes.


4.8          Planning and Building Control are fully devolved service groups. All
             administrative functions - including those relating to committee
             administration - are undertaken within the groups. Each service is also
             responsible for its own budget management and other support
             functions, including maintaining all enquiries (and for planning,
             reception services).




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4.9          The Planning Service has a staff complement of 47 and Building Control
             has 14. The Council’s arrangements for managing these activities place
             them within the Development Division of the Directorate of
             Regeneration. Development Control, Forward Planning, Design &
             Conservation and Land Charges operate as a Service Unit with the
             generic title of Planning. Building Control is part of a regulatory unit that
             also includes Trading Standards, Environmental Protection and the
             Food Service and is managed by the Service Group Manager for this
             grouping.

4.10         The Planning Service’s total expenditure for 2003-4 is estimated at £1.6
             million, of which £1.38 million is staff costs. Income for the year from
             land charges and from planning applications is forecast to be £1.9
             million. The service is thus a net earner of income to the General Fund.
             In overall spending terms the service is one of the smallest in London - in
             2000-1 the gross expenditure on the services was £1.5 million - the third
             lowest in inner London. The average gross expenditure in inner London
             was £3.35 million. Over the past two years, the Council’s budget
             strategy has involved raising the income target during the year to offset
             overspends elsewhere - the service now struggles to meet its income
             target. Moreover, income is entirely dependent on market conditions.
             Any reversal of the current strong housing market and development
             economy would represent a problem for the service and the
             Regeneration Directorate.

4.11         The Building Control Service’ total expenditure for 2003-4 is £646,000 of
             which £497,500 is expenditure on salaries. Income from fees is forecast
             to be £494,800. The service’s net budget for the year is £152,000 of
             which £107,000 is a central recharge.       The service operates in a
             competitive market and is therefore vulnerable to market fluctuations.
             The budget strategy is to maintain (and possibly increase) the Council’s
             market share and thus fund investment for the service’s future needs.

4.12         The Planning Service’s performance is measured through a basket of
             best value performance indicators. The key indicators are as follows:

         BVPI Indicator                           Lewisha         London   Lewisha   Londo     Lewisha   Londo
                                                  m               Averag   m         n         m         n
                                                  1999-           e        2000-1    Avera     2001-2    Avera
                                                  2000            1999-0             ge                  ge
                                                                                     2000-1              2001-2
         BVPI 107                                    £2.41         £4.60    £7.49    £14.95     £8.26    £12.40
         Planning cost per                           (net)         (net)   (gross)   (gross)   (gross)   (gross)
         head
         BVPI 106
         % of new homes
         built on previously                          N/A          N/A      100%     93.5%      100%     96.4%
         developed land
         BVPI 109 % of                                43%          62%
         applications                                  h-           h-      61%       56%       59%       59%
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         determined within 8                        holder        holder
         weeks                                       58%           53%
                                                    non h-         non
                                                    holder          h-
                                                                  holder
         ACPI G1 – standard
         searches in 10                               66%         84.9%    79%   86%   99.7%   98.28%
         working days
         BV111 - % of
         applicants satisfied                         N/A          N/A     72%   65%   N/A      N/A
         with service




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4.13         Performance in the critical area of turnaround of planning applications
             has improved in 2003 following an injection of resources funded by the
             Government’s Planning Delivery Grant. Prior to this it had been in
             decline, following several years of gradual improvement. This has to be
             seen against a background of the reduced overall resources, together
             with a significant increase in workload - over the past two years the
             number of planning applications handled by the service has increased
             by 30%. The quality of the service remains high - There is a relatively
             high success rate for the service in appeals and the Unitary
             Development Plan process has been held up as an example for other
             London boroughs by the Government Office for London. Performance
             on land charges has improved significantly in the two years, following
             an injection of resources in recognition of the significant increase in
             volumes of searches undertaken - 26% between 1998/9 and 2001/2.

4.14         In Building Control most London Boroughs are part of a benchmarking
             club which measures performance for various building control activities,
             with standards based on central Government’s national performance
             standard. Lewisham’s Building Control Service performance is as
             follows:

            Building Control Service’s Best Value Performance Indicators
                             Lewisha               London                                Lewisha    London
                                                                  Lewisham    London
                               m                  Average                                   m      Average
                                                                  2000/200    Average
                            1999/200              1999/200                               2001/20   2001/200
                                                                      1      2000/2001
                                0                     0                                    02          2
% Full plans
applications                   Not                  Not              42        61.5       64.12    65
responded to                 monitore             monitore
within 3                        d                    d
Weeks.
% Arriving at
Dangerous                         100               Not             100         100       100        100
Structures                                        monitore
within 2                                             d
Hours.
%
Attendance                        100               Not             100        Not        100        Not
on site within                                    monitore                   monitored             monitore
4 Hours of                                           d                                                d
request (or as
agreed).
% Detailed
response to                    Not                  Not             Not         88        57.8          81
premises                     monitore             monitore        monitore
enquiry's                       d                    d               d
within 14
days.
%
Acknowledg                     Not                  Not              50        75.6        51           74
es of                        monitore             monitore
application                     d                    d
within 3
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working days
of receipt.
%
Applications                      100               Not           100   98.9   100   99
determined                                        monitore
within the                                           d
statutory time
limit.




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5.           Policy Context

             This Best Value Review has been carried out in accordance with the
             Local Government Act 1999 and associated guidance which requires
             Local Authorities to conduct reviews of all services over a five year
             period. The Council’s Best Value Performance Plan had designated
             that these services should be reviewed jointly in Year 2 of the 5 year
             cycle.

6.           Challenge

6.1          The key challenges to the review of Planning and Building Control
             came through three key sources. The Improvement and Development
             Agency (IDeA) provided a challenge report at the beginning of the
             review process. The Creative Lewisham process gave particular
             scrutiny to the borough’s built environment and suggested methods for
             its improvement that contained a fundamental challenge to the
             Planning and Building Control Services and other services that act as
             custodian to the borough’s environment. Finally, the Planning Green
             Paper and subsequent draft legislation fundamentally challenges and
             proposes changes to the approach to proactive planning.

         6.2     Headline findings from the Challenge Process - full details are
         given in the Service Analysis section of the BVR report, but the findings of
         the challenge to the services may be summarised as follows:

                         A requirement for a more robust approach to performance
                          management to improve the turnaround of planning
                          applications.
                           The need for user involvement/consultation and customer
                          focus.
                           Improved access to the services, including meeting e-
                          government targets.
                           An integrated approach to supporting Lewisham's corporate
                          quality of life and regeneration objectives.

7.           Consult

7.1          A consultation plan was prepared by the review team to ensure
             comprehensive views from the following groups:

                   Staff
                   Councillors
                   Planning and Building Control applicants
                   Applicants who have used private consultants rather than Building
                    Control
                   Those submitting representations on planning applications
                   Those submitting representations on the Unitary Development Plan
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                   Council service groups
                   Associated external agencies

7.2          Consultation was undertaken in a variety of forms including
             questionnaires, interviews and externally facilitated events for staff and
             service users. A summary of the responses is set out below, with a more
             detailed assessment of the consultation set out in a separate
             document.

7.3          Headline findings from the Consultation process - full details of the
             consultation undertaken can be found in the BVR report (Service
             Analysis section) and supporting documentation, but the key findings
             from the consultation may be summarised as follows:

                         A need for a more co-ordinated Development Team Approach
                          between the regulatory services to ensure improved
                          communication and sharing of knowledge, with joint briefings
                          and integrated working procedures. A more favourable Planning
                          experience for applicants assists Building Control in securing a
                          greater share of the market.
                         A requirement for a more robust approach to performance
                          management to improve the turnaround of planning
                          applications. This should be coupled with adequate resourcing
                          to meet the opportunities afforded by the improving profile and
                          increased development pressures in the borough, in turn
                          facilitating a more proactive service and approaches to
                          consultation envisaged in the Planning Green Paper.
                         An enhanced customer focus, with clearer written procedures
                          and documentation.
                         Improved staff training and development, opportunities for job
                          shadowing and particular training in handling public meetings.
                         Improved service accessibility, including significant development
                          of, and service control over, interactive joint website and
                          enhanced IT.
                         Improvements in provision of information to Members, to assist
                          their role in handling planning queries.

8.           Compare

8.1          Comparative assessments of the Planning and Building Control Services
             have been undertaken through an analysis of national data on
             performance and costs collected by the Audit Commission and the
             Chartered Institute for Public Finance Accountants and through local
             independent benchmarking with other authorities. Cost, performance
             and local benchmarking data were compared. Full details can be
             found in the Service Analysis section of the BVR report.


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8.2          The headline findings of the Comparison process may be summarised
             as follows:

             Lewisham currently spends considerably less than the London
                    
             average on its Planning and Building Control Services.
           The improving profile of the borough and increasing
             development pressures are being reflected in both an increase in
             the overall number of planning applications and the scale of
             major schemes.
           Lewisham’s performance against Best Value Performance
             Indicators does not rank in the top 25% in London, but significant
             improvement is being achieved within the available resources.
The services have learnt from good practice elsewhere to improve customer
focus in a number of areas.

9.           Compete

9.1          A key issue for the review team was to assess who is best placed to
             provide the Planning and Building Control Services at the lowest cost.
             The team considered:

                         Whether the services should be provided at all.
                         Whether the local authority should be the agent for providing the
                          service and the extent to which there are alternative providers.
                         Whether in-house provision is the only current option.

9.2          The vast majority of the work undertaken by the services is statutory.
             The only exception in Planning is the small urban design team which
             plays a key role in delivering the Council’s corporate regeneration
             objectives together with statutory conservation work. In Planning there
             is also no legal alternative to the decision making responsibilities vested
             in the local planning authority. However, there is an increasing private
             sector market and the review has assessed the opportunities for the
             service to make greater use of consultants to undertake a range of
             work.

9.3          The headline findings from the competion process may be summarised
             as follows:

                         The market for external supply of Planning and Building Control
                          Services is currently under-developed.
                         Both services rely on specialist external services, either to cope
                          with fluctuations in demand, or to provide skills and resources
                          that it would be uneconomic to provide in house.
                         Services are procured externally in order to maximise flexibility,
                          rather than to reduce costs, because external costs (where there
                          is a ready market) are more expensive.

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                         Reforms to the national framework for Planning may provide
                          further opportunities for procuring specific services externally.

10.          Equalities, EMAS and E-Access

10.1         In line with corporate guidelines, the Service Analysis section of the BVR
             review examines Equalities, EMAS (Environmental Monitoring and
             Sustainability) and E-access.

10.2         A staff equalities working party, comprising members of Planning and
             Building Control Services, was formed as part of the Best Value Review.
             The working party examined equalities issues in relation to both service
             delivery and people management. It produced an interim report of its
             findings and will continue to meet to oversee progress in the identified
             areas. Key issues identified were:




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                         The delivery of a major upgrade to the website.
                           A review of consultation procedures in line with the green
                          paper.
                           An update of guidance leaflets.
                           A fully equipped (potentially joint) reception to meet user
                          needs.
                           Consider locally advertised appointment of trainees.

10.3         The Planning and Building Control Services have completed their
             assessment of significant impacts as a basis for environmental
             performance monitoring and have identified key areas. Development
             division objectives and performance indicators were developed in
             October 2001.

10.4         An examination of best practice has identified a series of projects
             which could significantly enhance e-accessibility to the services. The
             services currently use the ACOLAID software system for the majority of
             their administrative functions. This ‘package’ is widely used by other
             local authorities and it is well regarded by users. A major upgrade of
             the system to improve response times has recently been undertaken.

10.5         It must be accepted that the current I.T. capabilities fall well short of the
             Government’s targets for e-accessibility of services. In particular, it is
             not possible to submit drawings electronically and planning
             applications cannot be viewed over the web. The existing software
             suppliers (Plantech) provide an additional module (ACOLNET), which
             delivers many of the improvements that are necessary. Resources
             have now been identified to purchase this module. The authority’s
             Local Land and Property Gazetteer (LLPG) is to be integrated and
             rationalised with the property data base used by Planning and Building
             Control which will feed into the National Land and Property Gazetteer
             (NLPG) and enable land charges to be submitted and returned
             electronically through the National Land Information Scheme (NLIS)
             hub. Together with other related improvements, which can be '’bolted-
             on'’, this should enable the services to meet e-governance targets.

11.          Options for Improvement

The review team has used the baseline assessment information summarised in
      the service analysis above to identify the key priority areas for
      improvement and development. Many of the areas for improvement
      were identified through the external challenge process and the
      subsequent consultation, benchmarking and other review tools have
      confirmed these main issues, and added detail to them.

The key areas for improvement are as follows:


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                         The need to improve performance, particularly in development
                          control and to develop more robust performance management
                          tools.
                         The need to improve service accessibility, both in terms of
                          developing e-access and the services’ approach to public
                          consultation and participation.
                         The need to improve the integration of planning and building
                          control and other regulatory services, particularly from the
                          customers’ perspective.
                         The need to improve proactive planning and the contribution
                          that planning makes to the physical, economic and social
                          regeneration of the borough.

The early external challenge identified a number of areas within the two
     services that would benefit from relatively minor changes in practice or
     resource deployment. A number of these have been addressed as the
     review has progressed, to secure early improvements in the value that
     the services provide to residents and businesses of the borough. This
     was particularly important given the fact that the national review of
     Planning, through the Green/White Paper, has protracted the period of
     the Best Value Review.

Another important factor has been the reality imposed by the Council’s
     financial situation during the period of the Best Value Review. The
     review has been conducted - and concluded - during a period when
     the emphasis across all services has been on cost reductions, without
     significant opportunities for growth.

However, the Best Value process is also intended to highlight areas where
    productivity improvements can be gained, enabling the Council to
    deliver “more for less”. In some cases, this could mean improving
    management information to inform directing of resources, in some
    cases it could mean changing practices to save time and/or improve
    quality. In some cases there is an option to cease or restrict some types
    of activity, to free resources for redirection within the service or
    elsewhere. Ceasing to deliver services altogether is a very limited
    option for Planning and Building Control, because the Council has a
    statutory obligation to ensure their provision, but there are some
    options.

Inevitably, there are some areas where investment will be required to secure
       any significant change. This is most notably the case if significant
       improvements to performance on 8 week turnaround of planning
       applications are to be achieved or any significant expansion in areas
       of work that are currently not prioritised, such as proactive planning.
       Even in these areas, however, there are improvements that can be
       made with very little call upon extra (or diverted) resources.

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The approach taken in developing the options for improvement (or service
     restriction) can be divided into four areas:

                         The improvements that have been identified and implemented
                          during the two years over which the review has taken place,
                          either within budget or using once off growth funds allocated for
                          specific purposes.
                         The options for further improvements that would require
                          significant investment and/or significant changes in service
                          delivery.
                         The options for further improvements that would require
                          moderate investment and/or changes in service delivery.
                         The options for reducing expenditure on the services, noting that
                          these would involve a reduction in service or service quality.

All of the improvements/options have been assessed against the core
      objectives of the Best Value Review, as set out in paragraph 1.2 above.
      The review team has only considered options which are genuinely
      achieveable/deliverable, (although some would require investment)
      and it should be noted that some options are incompatible.
12.   Improvements Already Secured (Continuous Improvement)

12.1         Following the external challenge, and in the course of the Best Value
             review, a number of initiatives and improvements have been
             implemented. These are summarised in the table below.

12.2         All the improvements listed in the table have been secured within
             existing resources. The only exception to this is the development of
             area plans, for which the planning service was awarded once off
             growth funding through the Creative Lewisham Initiative. The growth
             funding was made available for two area studies in 2002-3 and one
             area study in 2003-4, plus one full time officer to support the process. An
             evaluation of the approach is to be commissioned during 2003-4. It
             should be noted that the area planning approach, plus the
             establishment of the Design & Conservation Panel, led directly to
             Lewisham being nominated by local architects for the RIBA/CABE
             award for local authorities (2002). Lewisham was a runner up in the
             scheme.




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Table 1 - Improvements to Services Already Secured (Continuous Improvement)

Initiative                  Objective(s) Addressed                         Description            Advantages                Disadvantag Date
                            (P) - Primary (S) -                                                                             es          Implement
                            Secondary                                                                                                   ed

Performan                   Performance                           Introduction of an improved     Individuals know how      Extra         April 2002
ce                          Improvement (P)                       system to monitor officer       they are performing in    manageme
Managem                                                           caseloads and individual        comparison to others.     nt time
ent                                                               performance against             Managers have better
Framework                                                         targets. This helps deal with   workload information.
                                                                  peaks in workload, reduction
                                                                  of backlogs and allocation
                                                                  of cases.


UDP/EMAS                    Performance                           Development of                  Provides better           Extra         September
Performan                   Improvement (P)                       performance indicators for      information on            manageme      2001
ce                                                                the UDP and for EMAS in         effectiveness of UDP      nt time
Framework                   Proactive Planning (S)                both services.                  and delivery against
                                                                                                  sustainability targets.   Monitoring
                                                                                                  Will facilitate           systems not
                                                                                                  preparation of an         yet
                                                                                                  annual monitoring         developed
                                                                                                  report.

Joint                       Service Accessibility (P)             Development and                 Sets out clearly what     Extra staff   April 2002
Service                                                           publication of service          users may expect from     time



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Charter                     Service Integration (S)               charters for planning,      the services and
                                                                  building control and land   facilitates reporting of
                                                                  charges.                    performance against
                                                                                              standards and targets
                                                                  Consultation was            set.
                                                                  undertaken with staff and
                                                                  users                       Published in new
                                                                                              handbook - funded by
                                                                                              advertising revenue.




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Initiative                  Objective(s) Addressed                         Description            Advantages               Disadvantag Date
                            (P) - Primary (S) -                                                                            es          Implement
                            Secondary                                                                                                  ed

Improvem                    Service Accessibility (P)             Development of planning &       Improves range of        Concerns       April 2002
ents to                     Service Integration (S)               building control pages on       ways in which            expressed
Planning                                                          Council website to enable       enquirers can obtain     by amenity
website                                                           downloading of relevant         information.             societies at
                                                                  application forms,                                       lack of hard
                                                                  publication of weekly list of   Some saving of officer   copy of
                                                                  applications & decisions.       time on minor            weekly list.
                                                                                                  enquiries and the
                                                                                                  copying and dispatch
                                                                                                  of weekly lists.

Improvem                    Service Accessibility (P)             Minor improvements to           Better customer care.    Impacts on     April 2002
ents to                                                           appearance of offices and                                staff
signage,                                                          quality of immediate                                     resources.
enquiry                                                           advice, to assist people
office                                                            making in person or                                      Has not
coverage                                                          telephone enquiries.                                     overcome
& duty                                                                                                                     problem
officer                                                                                                                    that two
coverage                                                                                                                   offices are
                                                                                                                           not
                                                                                                                           integrated.




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Developm                    Service Integration (P)               Team of officers identified to   Better customer care     Processes     January
ent Team                    Service Accessibility (S)             handle major applications,       for applicant.           are taking    2002
Approach                    Proactive Planning (S)                to ensure key contacts for                                time to
                                                                  applicants.                      Helps to secure good     become
                                                                                                   market share for         established
                                                                                                   Building Control.        but will be
                                                                                                                            facilitated
                                                                                                                            by co-
                                                                                                                            location of
                                                                                                                            services.

Joint                       Service Integration (P)               Planning and Building            Seamless service.        None        February
Service                                                           Control have established                                              2002 (for
Objectives                                                        common service objectives,       Adherence to                         2002-3
                                                                  to inform business planning.     corporate objectives.                business
                                                                                                                                        cycle)
Initiative                  Objective(s) Addressed                         Description             Advantages               Disadvantag Date
                            (P) - Primary (S) -                                                                             es          Implement
                            Secondary                                                                                                   ed

Area Plans                  Proactive Planning (P)                Under the Creative               Early pilot for          Very          2 pilots
                            Service Accessibility (S)             Lewisham initiative, area        Government’s area        resource      commissio
                            Service Integration (S)               plans have been                  action plan proposals.   hungry -      ned
                                                                  commissioned for Deptford,                                £30,000 to    January/Fe
                                                                  Forest Hill and Catford.         Opportunity to work      £60,000 per   bruary
                                                                  These are design led and         proactively with local   study plus    2002.
                                                                  highlight opportunities for      community and            full time
                                                                  physical and economic            stakeholders to shape    officer       Catford



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                                                                  development, transport         the future of their       support         study
                                                                  initiatives and other          area.                                     commissio
                                                                  environmental                                                            ned July
                                                                  improvements                   Co-operation                              2003.
                                                                                                 between various
                                                                                                 Council directorates                      No further
                                                                                                 and services, plus                        resources.
                                                                                                 stakeholders.


Design                      Proactive Planning (P)                Establishment of panel of      Better quality specialist Officer time.   April 2001
Panel                                                             local architects and amenity   advice to Planning
                                                                  society representatives, to    Committees.
                                                                  advise on design issues on
                                                                  major applications.            Higher profile for
                                                                                                 design issues in the
                                                                                                 borough.




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13.          Options   for    Improvement                         Requiring   Significant
             Change/Resources

13.1         A number of options have been identified that could deliver a
             significant degree of improvement to the Planning and Building
             Control Services across all of the issues that have been identified
             as weaknesses. Almost all the proposals would require either
             significant further investment of either capital or revenue
             resources in the services, or would require significant
             organisational change.

13.2         In most cases, the options that are identified related to those
             areas where Lewisham experiences under investment in relation
             to most equivalent services. For example, Lewisham has relatively
             few development control officers and unusually has no proactive
             planning service at present other than the once off growth
             funding made available through the Creative Lewisham initiative
             referred to in paragraph 2.2 above. Lewisham’s organisational
             structure also means that there has been a relatively loose
             alignment between Planning and Building Control and other
             regulatory services - although the links with other development
             services are much stronger.

13.3         As with the Improvements Already Secured, the options are set
             out below in tabular form, according to the objective they
             address and advantages and disadvantages are listed, together
             with an estimated cost and timeframe.




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Table 2 - Options involving significant investment/significant changes in service delivery

Option                 Objectives                                 Description              Advantages              Disadvantages            Estimated Timefra
                       Addressed                                                                                                            Cost      me
                       Primary(P)
                       Secondary (S)

Investme               Service Accessibility                      Full digitalisation of   Instant access to       High Cost/               Overall        First
nt in IT               (P)                                        records                  all record.             Service Disruption/      costs          phase
                       Service Integration                        Full process re-         Electronic transfer     Services not currently   high           April
                       (P)                                        engineering              of data.                high priority for this   (£1m           2004.
                       Performance                                Purchase/adaptatio       Full e-accessibility.   investment/              plus) but      Estimate
                       Improvement (S)                            n of LEAP.               Meets e-Govt.           Slow to convert into     could be       d3
                                                                  Purchase/adaptatio       PSA target              service/performance      phased         years
                                                                  n of Planning Portal.                            Improvements.            with initial   minimu
                                                                                                                                            first year     m
                                                                                                                                            cost of        overall.
                                                                                                                                            £152,000

Increase               Performance                                Recruitment of 4         Speedy to               Benefits limited to DC   Approx.        Immedia
DC staff               Improvement (P)                            junior DC planners       Implement.              performance.             £330 k         te
complem                Service Accessibility                      and 3 related            Rapid conversion                                 ongoing
ent                    (S)                                        technical support        to                                               revenue
                                                                  staff, together with     service/performa                                 cost
                                                                  training and             nce
                                                                  consultant/legal         improvements.
                                                                  budget.                  Opportunity to
                                                                                           broaden access



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                                                                                          to jobs for local
                                                                                          people.
                                                                                          Reflects
                                                                                          Government
                                                                                          priority for grant
                                                                                          spend.

Proactive              Proactive Planning                         Councils will shortly   More direct          New approach which       Approx.   April
Develop                (P)                                        be producing more       intervention and     needs clarification.     £280k     2004
ment                   Service Integration                        streamlined Local       community                                     ongoing
Planning               (S)                                        Development             involvement in       Costs not fully known.   revenue
                       Service Accessibility                      Frameworks and          locations where                               cost
                       (S)                                        Area Action Plans -     change is taking
                                                                  more detailed,          place
                                                                  design led
                                                                  statements to direct
                                                                  intervention and an
                                                                  annual monitoring
                                                                  report.
Option                 Objectives                                 Description             Advantages           Disadvantages            Estimated Timefra
                       Addressed                                                                                                        Cost      me
                       Primary(P)/Seconda
                       ry(S)

Create                 Service Integration                        Bring together all      Could assist         Cost - additional JNC    £130 k    6-9
Integrate              (P)                                        regulatory services     common process       salary plus associated   ongoing   months
d                      Performance                                (Planning, Building     re-engineering       costs.                   revenue
Regulator              Improvement (S)                            Control,                (productivity and                             cost



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y Service                                                         Environmental            performance          Would undermine the
Division                                                          Health, Trading          gains) and           synergies (especially
                                                                  Standards) into one      integrated           for Planning) with the
                                                                  division or service      records              proactive
                                                                  group, with one          management           development and
                                                                  specialist manager       improvements.        renewal services that
                                                                  (Head of Service)        Would strengthen     have been fostered
                                                                                           senior               within the
                                                                  (This could be           management           Development
                                                                  developed further as     focus on             Division.
                                                                  a “business facing”      regulatory
                                                                  division, located in     services.
                                                                  the town centre and
                                                                  could foster direct
                                                                  connections with
                                                                  other services
                                                                  (Council and other
                                                                  agencies) that have
                                                                  a direct impact on
                                                                  the performance
                                                                  and viability of local
                                                                  businesses).


Create                 Proactive Planning                         An entirely new          Would facilitate a   Could damage             £300 k    6-9
Strategic              (P)                                        team to provide a        more aggressive      existing strong                    months
Sites                  Improving                                  specialist approach      approach to          integration of policy,   5 staff
Team                   Performance (S)                            to major sites and       development          development and          plus



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                                                                  development                opportunities.   regulation            consulta
                                                                  opportunities, from                                               ncy
                                                                  feasibility to             Would release    Perception of “A”     budget)
                                                                  implementation. To         development      team/”B” team could
                                                                  include a mix of skills,   control to       undermine morale
                                                                  including Valuation,       concentrate on   and further damage
                                                                  Planning and               performance on   staff retention and
                                                                  Regeneration.              smaller &        recruitment.
                                                                  Could also take over       householder
                                                                  responsibility for area    applications     High cost option.
                                                                  plans.




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14.          Options for Improvement Requiring Moderate Change/Resources

14.1      Given that the scope for major investment in the services is likely
        to be limited, the Review team has identified a number of smaller
        scale changes to operating or managerial arrangements that
        would require a smaller level of investment. These would have a
        more limited impact on the quality and scope of the services under
        review, but they would help the service to respond to the pressures
        currently faced as a result of the buoyant development conditions.

14.2      The options set out in the table below represent alternatives to
        the more radical investment proposals in Section three, paragraph
        3, although some (e.g. the proposals for taking forward e-
        Government) could be seen as intermediate solutions to the
        pressures on the services.

14.3      As with the Improvements Already Secured, and the Options for
        Improvement Requiring Significant Change/Resources, the Options
        are set out below in tabular form, according to the objective they
        address, and advantages and disadvantages are listed, together
        with an estimated cost and timeframe.




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Table 3 - Options Requiring Moderate Investment/Moderate Changes to Service Delivery

Option                      Objectives                            Description               Advantages           Disadvantages        Estimated Timefram
                            Addressed                                                                                                 Cost      e
                            Primary(P)/Secondar
                            y(S)

Changes to                  Improving                             Change from current       Would reduce         Committee            Nil       Immediat
Operation                   Performance (P)                       area committee            significant          members may                    e
of planning                                                       format with six week      scheduling           have less
committee                                                         cycle back to             delays, improving    detailed
cycle                                                             previous non area         performance          knowledge of
                                                                  based arrangement         and government       individual sites
                                                                  with fortnightly cycle.   grant potential.     and local issues
                                                                                            Reduces              than is the case
                                                                                            potential conflict   on area
                                                                                            for members          committees.
                                                                                            between Ward
                                                                                            Councillor and
                                                                                            committee
                                                                                            member roles.

Changes to                  Improving                             Remove the current        Would remove         Could damage         Nil       Immediat
Operation                   Performance (P)                       practice of allowing      significant          perception of                  e
of                                                                applicants/objectors      scheduling           applicants and
Delegated                                                         to appear in person       delays,              objectors of their
Powers                                                            at Delegated              streamline           rights of access
                                                                  Decision Panels. (This    administrative       to/influence over



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                                                                  is not standard           processes,       the decision
                                                                  practice at any           reduce costs and making process.
                                                                  other authority).         improve
                                                                                            performance.

Creation of                 Improving                             Two new                   Easier to recruit   The benefit is not   Approx       April 2004
2 DC                        Performance (P)                       graduates/school          than qualified      immediate -          £50k in
trainee                                                           leavers recruited to      planners.           would take some      first year
posts                                                             train as DC officers -–   Easier to retain    months before        rising to
                                                                  posts as fixed term,      for fixed term.     they assume a        approx
                                                                  for flexibility. Could    Adds to overall     case load.           £65k in
                                                                  be pursued through        skills basis.                            third year
                                                                  Council’s existing        Improves            The Council has
                                                                  scheme.                   Councils            to cover cost of
                                                                                            performance on      training (high for
                                                                                            young               planning).
                                                                                            employees.

    Option                       Objectives                       Description               Advantages          Disadvantages        Estimated Timefram
                                 Addressed                                                                                           Cost      e
                            Primary(P)/Secondar
                            y(S)




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Creation of                 Improving                             Tree applications to      Improves service   Less cost
Tree and                    Performance (P)                       be dealt with by a        to applicants      effective than    Approx           April 2004
Landscape                   Service Accessibility                 specialist tree officer   and quality of     current use of    £35k per
officer post                (S)                                   who would also            outcomes.          technical support year
                                                                  provide landscape                            officer with
                                                                  advice on major                              assistance where
                                                                  schemes –requires                            required.
                                                                  specialist
                                                                  expertise/training.
Co-location                 Service Integration                   Re-locate Planning   Improved direct         Some initial
of Planning                 (P)                                   to 2nd floor Laurencecommunication           capital costs -      £20k          Dec 2003
& Building                  Service Accessibility                 and develop          between                 floor
Control                     (S)                                   common reception     Planning and            strengthening,
                            Improving                             service              regulatory              reception
                            Performance (S)                                            services, assisting     improvements.
                                                                                       BC market share.        Probable short
                                                                                       Improved                term disruption to
                                                                                       reception               services.
                                                                                       facilities, with
                                                                                       integrated
                                                                                       information.
Develop e-                  Improving                             ACOLNET is the most Improved remote          Limited scope for
access                      Accessibility (P)                     appropriate software access to service       interactive          £30K          18
through                     Service Integration                   for LBL and the      - meets PSA             accessibility in     (software     months
ACOLNET                     (S)                                   Planning Portal      target.                 the absence of       purchase      to
and                         Improving                             represents current   Relatively              digitalisation of    ,             complete
Planning                    Performance (S)                       best practice in e-  inexpensive to          records.             installatio
Portal                                                            Govt for planning    develop - some                               n and



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                                                                                           staff time to                            training)
                                                                                           customise
                                                                                           programmes.
Improve                     Improving                             The current range of     Can be made         Additions to the                 Rolling
and                         Accessibility (P)                     guidance literature is   widely available    range will be        £10K Per    program
Expand                      Service Integration                   some years old.          through libraries   labour intensive -   upgrade     me of
Range of                    (S)                                                            and Council         and takes staff      or new      updates
Supplemen                   Proactive Planning                                             offices.            away from core       title       to
tary                        (S)                                                                                duties.                          coincide
Planning                                                                                   Upgrades could                                       with
Guidance                                                                                   reflect changes     Overall costs of                 ‘downtim
                                                                                           in government       upgrading full                   e’ on
                                                                                           guidance.           range plus new                   policy
                                                                                                               titles high.                     work




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Option                      Objectives                            Description               Advantages         Disadvantages    Estimated Timefram
                            Addressed                                                                                           Cost      e
                            Primary(P)/Secondar
                            y(S)

Pilot                       Service Accessibility                 Make use of the           Helps to break     Needs to be      Up to        Depende
Advocacy                    (P)                                   services of a             down the           sensitively      £30K per     nt on
Approach                                                          specialist in             adversarial        handled to       major        Governm
(Major                                                            consultation to help      approach.          define role of   applicati    ent
Schemes)                                                          the local community                          advocate.        on -         guidance
                                                                  have an effective         Improves local                      develope     arising
                                                                  voice on major            people’s                            r            from
                                                                  schemes - e.g. use of     understanding of                    contributi   Planning
                                                                  Planning Aid at           schemes.                            on (in       Bill
                                                                  Convoys.                                                      part or in
                                                                                            Developers could                    full).
                                                                  This was one of the       be requested to
                                                                  recommendations of        contribute to
                                                                  the Planning Green        cost.
                                                                  Paper.

Investment                  Proactive Planning                    This is a smaller scale   Enable the         Need to assess   £150K pa     From
in Forward                  (P)                                   approach to a             Council to         approach in                   2004
and                         Service Integration                   strategic sites team -    respond            relation to      (2 x staff
Developme                   (S)                                   Consolidate the           proactively to     Government       plus
nt Planning                                                       existing team, with a     development        guidance         operation
function                                                          small budget to           opportunities.     emerging from    al



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                                                                  support site feasibility                      Planning Bill.      budget)
                                                                  work and Area              Embed key
                                                                  Action Plans               achievement of
                                                                                             Creative
                                                                                             Lewisham.


Design                      Proactive Planning                    The Council could          Bettter quality    Cost - both to      £30-40K     As
Competitio                  (P)                                   facilitate design          architects         support             per         required
ns/                                                               competitions to            working locally.   architects’ costs   competiti
Award                                                             improve                                       and                 on
Schemes                                                           architectural quality      Raise borough      administration
                                                                  on its own/others’         profile.           costs
                                                                  schemes on key sites.




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15. Options to Reduce Costs of Services (Involving Negative Impact on
    Quality)

15.1         One of the purposes of the Best Value Review process is to
             identify opportunities for savings. There is some scope for
             achieving savings in the Planning and Building Control Services -
             the Planning Service in particular regularly contributes significant
             sums to Directorate in-year savings targets to balance pressures
             elsewhere in the Regeneration Directorate or in the Council.
             These are achieved either by increasing fee income (for
             example by raising the fee level on land charges, or increasing
             the target for fee income on planning applications, which are
             fixed nationally); or by making reductions in expenditure by
             freezing recruitment.

15.2         There is less scope with Building Control because the main part of
             the service has to operate as a Trading Account.              The
             Government are considering legislation which will legally bar the
             use of surplus funds from the Trading Account to support other
             areas, Building Control related or not. The objective is to
             maximise all other charging options for services to minimise the
             burden on the general fund.

15.3         There are some more deliberate measures that could be made
             to reduce expenditure in Planning, but it should be recognised
             that these will have an impact on quality. In most cases, the
             proposals involve reducing the service provided to an absolute
             statutory minimum - for instance minimum consultation
             (notification), minimum forward planning and an end to special
             projects such as the Conservation Area Partnerships (Heritage
             Environment Regeneration Schemes). Proactive work on area
             strategies could be curtailed, but this would directly conflict with
             the Government’s intentions in the Planning Bill and restrict the
             opportunity for the Council to work proactively with the local
             community and stakeholders to shape the future of their area.

15.4         The options for Reducing Service Costs are set out below in
             tabular form, according to the objective they affect (as
             opposed to address) and advantages and disadvantages are
             listed, together with estimated savings (as opposed to cost) and
             timeframe. This mirrors the format of the tables above which set
             out Improvements Already Secured, the Options for
             Improvement Requiring Significant Change/Resources and the
             Options       for      Improvement       Requiring     Moderate
             Change/Resources,




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Table 4 - Options to Reduce Service Costs (With Impact on Quality)

Option                   Objectives Affected                      Description             Advantages            Disadvantages        Estimated   Timeframe
                         Primary(P)/Secondar                                                                                         Saving
                         y(S)

Reduce                   Improving                                A reduced number of     Potential savings     Customer             Approx     2 months
emphasis                 Performance (P)                          DC officers would       on DC staff.          satisfaction         30K in
on                       Service Accessibility                    concentrate on          Turnaround times      would go down        short term
negotiati                (S)                                      processing              would probably        - negative BVPI      but
ons with                 Proactive Planning                       applications to 8       improve in the        impact.              subject to
develope                 (P)                                      week/13 week            short term with a     Number of            likely
rs                                                                deadlines, with less    positive BVPI         appeals would        impact of
                                                                  emphasis on quality     impact. Both          increase -           greater
                                                                  and a positive          would be short        negative BVPI        level of
                                                                  outcome (permission).   term due to the       impact if lost       appeals
                                                                  Applications would be   impact of more        together with        and
                                                                  refused with less       appeals and           impact on            replacem
                                                                  emphasis on             applications          resultant quality    ent
                                                                  negotiated              submitted             to the               applicatio
                                                                  improvements with       following refusals.   environment.         ns which
                                                                  the applicants.                               Costs would be       would
                                                                                                                incurred on          offset any
                                                                                                                staffing             savings in
                                                                                                                appeals.             the longer
                                                                                                                Staff satisfaction   term.
                                                                                                                would be
                                                                                                                affected.



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Reduce                   Service Accessibility                    The current protocol     Could reduce      Could lead to       Approx       6 months
consultati               (P)                                      for consultation in      number of         significant         25K per
on to                                                             planning includes        objections        increase in         technical
statutory                                                         commitments to           (facilitating morecomplaints and      support
minimum                                                           notification by letter   delegated         challenges on       officer
                                                                  and local meetings       decisions - BVPI).schemes with
                                                                  between applicants                         increased Ward      Approx
                                                                  and objectors in some    Might enable      Councillors’        £30 per
                                                                  cases. This is non-      reduction in      case load on        DC officer
                                                                  statutory and time       technical support planning
                                                                  consuming and could      staff and/or DC   matters
                                                                  be reduced to site       planner.          Could reduce
                                                                  notices and                                service
                                                                  newspaper                                  satisfaction
                                                                  advertisements.                            levels (BVPI).
                                                                  This would require
                                                                  review of
                                                                  supplementary
                                                                  guidance (SPAN 8) on
                                                                  consultation.
Option                   Objectives Affected                      Description              Advantages           Disadvantages    Estimated    Timeframe
                         Primary(P)/Secondar                                                                                     Savings
                         y(S)

Restrict                 Service Accessibility                    The Planning Enquiry     This would give      Very poor        £12K pa      3-6
Enquiry                  (P)                                      office would operate     officers a           customer care.   (half time   months
times                    Improving                                only in morning.         chance to                             post)



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(office                  Performance (S)                          Telephone enquiries    concentrate on   Changes would
and                                                               would not be           case work        need to be
telephon                                                          accepted on certain    without          advertised
e)                                                                days                   interruption

                                                                                                          Contrary to
Cease                    Proactive Planning                       Creative Lewisham       Cost savings    government’s       Approx       2003-4
existing                 (P)                                      currently supports a                    emerging           £90K per
design                   Service Accessibility                    full time urban design                  approach to        year from
work and                 (S)                                      post and the                            planning.          Creative
proactive                                                         preparation of urban                                       Lewisham
develop                                                           design frameworks                       Reduction in       budget.
ment                                                              (Forest Hill completed,                 creative
activity                                                          Deptford and                            solutions to       (no
                                                                  Brockley Cross nearing                  difficult          funding
                                                                  completion, Catford                     sites/environme    identified
                                                                  commissioned)                           nt.                beyond
                                                                                                                             March
                                                                                                          Loss of recent     2004)
                                                                                                          high profile for
                                                                                                          the borough in
                                                                                                          architecture
                                                                                                          and design
                                                                                                          circles.

                                                                                                          Negative
                                                                                                          impact on staff
                                                                                                          morale.



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16.          Conclusions from the Review

16.1         The Best Value Review of the Planning and Building Control Services
             has provided the potential for scrutiny at a time when development
             pressures and regeneration opportunities in the Borough are
             increasing. At the same time the Government is introducing new
             primary legislation involving radical changes to the framework for
             Planning to give it a more proactive role and promoting the
             regeneration of Thames Gateway.

16.2      At present, Planning and Building Control are comparatively low
        cost services. Planning, in particular, is one of the smallest services in
        London. Both services are relied upon to be overall earners of income
        to the General Fund, with Planning making a contribution to the
        general fund and the fee earning elements of Building Control
        increasingly funding statutory non fee earning elements. This may not
        be a sustainable position for much longer.

16.3         Although speed of performance, a key area for the services, has
              been historically relatively weak (notably in development control 8
              week processing times), the government grant injection of
              £184,000 has facilitated significant improvement in 2003 despite
              the continuing comparatively low level of resources in the services.
              In other areas - including low levels of appeals, progress on the
              UDP review, land charges, building control market share -
              performance has remained strong.

16.4         A number of reforms to the services have been made during the
             review to improve performance through better management and,
             where possible, by improved service integration. Initiatives have
             also been developed around e-accessibility and a more proactive
             approach to development - although most of these have required
             once off investment and/or growth funding.

16.5         In the short term, the key challenge facing the services is to
             maintain the recent significant improvement in the specific area of
             turnaround time for planning applications. The Planning Service’s
             Performance Plan target for 2003-4 is to achieve 65% of all
             applications within 8 weeks. This indicator is given particular scrutiny
             by external performance measures such as the Comprehensive
             Performance Assessment and Best Value Performance Indicators,
             and is held to be of such significance by Central Government that
             a targeted grant has been made available through the SSA to
             local authorities. The grant is worth £184,000 to Lewisham in
             financial year 2003-4, and the level of payment in future years will
             reflect the Planning Service’s ability to improve rapidly on its
             performance. The service is currently significantly exceeding its
             target of 65% turnaround in 8 weeks and this should result in a
             substantially higher grant for 2004/5.

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16.6         The Planning and Building Control Services need to make more
             sustained improvements not only to performance, but also to
             service accessibility (including e-accessibility); to service integration
             and to proactive planning.        This final section of the Best Value
             Review makes recommendations for all of these areas in turn.


17.          Recommendations for Improving Performance

17.1         Recommendation 1 - Improve Capacity in Development Control

             Justification - The Planning Service will not be able to handle the
             increased number and complexity of planning applications (up 30%
             in the past three years) without a larger and more stable
             complement of staff in development control. The Service will need
             to continue to use the targeted grant from Central Government to
             increase the total complement of Development Control
             professional staff from eleven to fifteen, with related recruitment in
             technical support. The service is currently using a mixture of new
             recruitment and agency/overtime to exceed the target
             performance of 65% turnaround of applications in 8 weeks during
             2003/4. However, in the medium term it will seek to improve the
             stability of the development control workforce (professional and
             non professional) by reducing its reliance on temporary and
             agency staff. Additional resources will be required in 2004/5 to
             appraise staff grades in the light of recruitment and retention
             problems in London, to provide additional training for staff,
             including day release degree courses for trainees, and to fund
             consultancy and legal work to support staff in handling the
             increasingly complex applications being submitted and to address
             existing in year pressures in these areas. These costs are estimated
             at £330,000.

17.2         Recommendation 2 - Improve the Speed of Committee Decision
             Making

             Justification - The current six weekly committee cycle, resulting from
             the introduction of area based committees, frequently delays the
             timely determination of those applications which are likely to have
             a significant regenerative benefit. It also impacts significantly on
             the Council’s ability to meet the government BVPI targets for the
             percentage of major planning applications determined within 13
             weeks. A return to a fortnightly cycle of meetings would address
             these concerns.

17.3         Recommendation 3 - Improve the Efficiency of Delegated Decision
             Making


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             Justification - The current practice of inviting applicants and
             objectors to attend delegated decision making panels, with
             speaking rights, adds 10 days to the application turnaround time.
             Since its inception in July 2000 only 24% of applications determined
             by panels have been processed within 8 weeks compared with 64%
             of all delegated decisions. It is not operated in any other borough
             and there have been no examples where applicants’/objectors’
             contributions has changed the outcome of the panel. The current
             practice adds delays (and some minor costs), with no real addition
             to the quality of the decision and impacts on the BVPI with
             associated implications for grant award.




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18.          Recommendations for Improving Service Accessibility

18.1         Recommendation 4 - Purchase and implement specialist software
             to upgrade the existing informational retrieval system used by
             Planning and Building Control to enable electronic access for
             customers

             Justification - The Services have to meet the Council’s PSA target of
             e-access to services by 2004. At present the ability to collate and
             place information on the LBL external website is slow and there is
             only a minimum level of interactive service. Purchase of specialist
             ACOLNET software will enable seamless and much speedier
             retrieval and interrogation of service information via the internet for
             Council Members, the public and any party with an interest in the
             borough’s built environment. Once off resources have been
             identified for the purchase and installation of the software and
             appropriate staff training at a cost of £55,000.

18.2         Recommendation 5 – Additional e governance and IT advances

             Justification – There is a need to make progress on a range of
             service accessibility improvements. These include the scanning of
             application drawings for viewing remotely over the web,
             equipment upgrades and additions to enhance public
             consultation, improvements to S106 and enforcement monitoring,
             to site visit records and access to scanning systems. Scanning the
             statutory register of planning decisions should be undertaken as a
             first stage of a programme of digitally capturing records. The cost
             would be approximately £152,000.

18.3         Recommendation 6 - Develop Integrated Information/Enquiries
             desk

             Justification - At present the two services have separate
             information/enquiry desks, both within Laurence House. The service
             to customers - especially business customers - could be improved
             by a single integrated reception area staffed with properly trained
             information assistants. It is proposed to use some of the Planning
             Performance Grant to recruit an additional information assistant
             (See also recommendation 1 and 10 regarding co-location of
             services)

18.4         Recommendation 7 - Implement review of supplementary planning
             guidance literature - subject to funding being identified

             Justification - Lewisham already has a comprehensive range of
             guidance information on Planning and Building Control. Reviewing
             and updating these to reflect changes in development conditions

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             and legislation, and extending availability through libraries, access
             points, business advice centre etc is a relatively cost effective way
             of improving public information. They should also be posted on the
             planning web site. This will be undertaken when excess income
             generation is sufficient to cover the cost.




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18.5         Recommendation 8 - Seek contributions from developers to
             specialist support on consultation (major developments only)

             Justification - One of the Planning Bill recommendations is that
             major developers should contribute to the costs of more thorough
             consultation on larger proposals. This approach should be adopted
             as a model for the future once detailed government guidance has
             been produced.

19.          Recommendations for Improving Service Integration

19.1         Recommendation 9 - Establish new Regulatory Service Group
             bringing Environmental Protection functions together with Trading
             Standards and Building Control to promote business friendly
             regulatory approach.

             Justification - this recommendation follows from this Best Value
             Review, together with that on Environmental Health and Trading
             Standards. In order to develop a regulatory framework that is more
             responsive to business needs and to achieve economies of scale
             within the regulatory services “family”, it is proposed to bring
             Environmental Protection functions (including Inspections and
             Pollution Control) together with Trading Standards and Building
             Control in one service group with a single service unit manager.
             The group would be located within the Development Division.
             Planning would remain a separate service group, but the Divisional
             link would remain. Environmental enforcement functions (excluding
             Planning enforcement) and Street Trading functions would move to
             the Environment Division. The reorganisation that is proposed would
             be achieved within budget.

19.2         Recommendation 10 - Co-locate Planning and Building Control,
             together with the new environmental regulation service group

             Justification - Significant progress has already been made with the
             implementation of the development team approach for customers
             of Lewisham’s services for the built environment. Co-location, with
             an integrated front end, would stimulate closer working between
             the two services, embed the team approach and enable similar
             closer working to be developed with other environmental
             regulatory services, such as Licensing and Environmental Protection.
             The whole regulatory function would pursue a more business friendly
             approach, with the “one stop” opportunity as a key target for the
             individual service areas.

20.          Recommendations for Proactive Planning



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20.1         Recommendation 11 - Increase the Capacity of proactive,
             development planning

             Justification - Under the reform of planning the Unitary
             Development Plan framework will be superceded and Councils will
             be responsible for producing more streamlined Local Development
             Frameworks and Area Action Plans - more detailed, design led
             statements to direct intervention in the built environment in key
             localities across the borough. It is envisaged that these will replace
             the current area strategies previously funded by Creative
             Lewisham.      This will be a proactive, more resource intensive
             approach, with more rapid changes to plans and more local
             responses to opportunities for regeneration. Local Development
             Frameworks will act as the land use and development delivery
             mechanism for the objectives and policies set out in the community
             strategy.    There will be related requirements to produce a
             statement of community involvement and an annual report
             monitoring progress against plan policies.

             To meet this challenge, the Planning Service will seek growth
             funding to recruit an appropriately qualified group manager (at the
             same level as the Development Control Manager), to retain the
             urban design/forward planning capacity (one officer) previously
             resourced by the Creative Lewisham project and undertake the
             level of monitoring required by the new plan making process. The
             availability of additional funding for planning nationally is also
             exacerbating existing staff recruitment and retention problems in
             London and there is an urgent need to appraise staff grades. A
             consultancy budget is required to fund work on the Area Action
             Plans and to support other areas of specialist input, such as retail or
             economic advice, needed in understanding the dynamics of
             regeneration. The total costs are approximately £280,000.

21.          Recommendations for the Longer Term

21.1         If improvements to Planning and Building Control over the longer
             term are to be sustained, there are several areas that will need to
             be kept under review. More sustained investment will be needed,
             as part of a wider Council approach to areas such as e-
             government, sustainability and regeneration. The key areas to be
             kept under review are as follows.

21.2         Electronic Record Management - both the Planning Service and
             the Building Control Service maintain huge volumes of paper
             records. These form part of the formal history of every property or
             site in the borough. They are statutory records and they cannot
             therefore be” archived”. If the Council is to develop a fully
             interactive approach - e-government as opposed to e-access to
             services - then these paper records will need to be digitally

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             captured and stored. This is an enormous undertaking in terms of
             staff resources and hardware/software/scanning requirements.
             There would undoubtedly be advantages beyond increasing e-
             government capabilities - there would be a saving on prime office
             space (currently in Laurence House) and it is probable that there
             would be performance/productivity gains for officers if they had
             electronic access to records. To date, Planning, Building Control
             and other regulatory services have not been given high priority in
             the Council’s programme of digitalisation of records.

21.3         Architectural Competition on major Council building scheme - the
             highly positive publicity recently attracted by the Stirling Prize
             winning Laban Centre in Creekside shows the value that high
             quality architecture and design can have for regeneration and
             urban renewal. Over the next 2-5 years the Council will be
             commissioning major buildings - a new secondary school and a
             new swimming pool in Lewisham town centre are key buildings
             already being planned. A full architectural competition for such
             buildings would build on the architectural world’s interest in the
             Laban Centre, enhance the borough’s “creative” reputation and
             ensure that new public buildings are landmarks for 21st Century.
             There are resource implications - an architectural competition such
             as that run by the Laban Centre would cost an estimated £100,000.


21.4         Demographic and Economic Research - As noted above, the
             current approach to forward planning is undergoing legislative
             change. Lewisham is in the final stages of its review of the Unitary
             Development Plan - a demanding and lengthy process, with the
             prospect of formal adoption of the revised UDP by May 2004. In
             parallel with the adoption of the UDP, the Council will need to
             review its approach to forward planning - with a careful analysis of
             the skills set required for the preparation of a local development
             framework and monitoring of implementation, supported by a
             design led approach to area action plans. One area which is likely
             to require more investment is that of demographic and economic
             research. It becomes more and more apparent to the professionals
             working in the area of development planning that the Council is
             wholly deficient in its approach to population estimates, economic
             forecasting and analysis of the impact of lifestyle change. At very
             best these are guesstimates - and yet significant increases in
             numbers of households and changes in sizes/profiles of households
             are anticipated. This does not simply impact on the Council’s own
             development plan, or upon treatment of planning applications, but
             on the Council’s and other agencies/institutions approach to the
             building of healthcare facilities, schools and other educational
             facilities, leisure, retail and business provision. The recent Economic
             Development Best Value Review concluded that a greater
             research and information capacity was required. Sadly, that

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             service’s investment in this area was short lived, falling victim to
             budget savings within two years. If Lewisham as a place is to rise to
             the challenges of the 21st century, the Council (and indeed the
             Local Strategic Partnership) should consider investing in forecasting
             and analysis in the longer term.

21.5         Planning Advocacy - As the development pressure on the borough
             increases, the Council may wish to examine approaches to
             advocacy on Planning (and wider environmental issues) for the
             community. This may be even more of an issue if the Council
             should lose any of its current powers to a non-elected Urban
             Development Corporation (which currently seems unlikely, although
             reserve powers may apply). At present, the Council is dependent
             upon the willingness of applicants such as News International to
             cover the costs of retaining organisations such as Planning Aid, or
             upon the efforts of community groups such as Convoys Opportunity
             or Pepys Community Forum. It is recommended that the approach
             to advocacy on such issues should be considered through a
             separate review, perhaps in conjunction with other services such as
             the Community Sector team and the Local Strategic Partnership,
             but if development pressure intensifies, there will be an increasingly
             urgent need to address the issue.


22. Legal Implications

22.1         The best value review has been carried out in line with the Local
             Government Act 1999 and associated guidance which require best
             value authorities to conduct reviews of all services over a 5 year
             period.

22.2         Significant changes to the planning process are proposed in the
             Planning and Compulsory Purchase Bill currently going through
             Parliament. The Bill also contains a proposal to allow authorities to
             make a reasonable charge for supplying pre-application advice to
             applicants. A number of the recommendations from the best value
             review are designed to address the changes to the planning
             process which the Bill proposes. Current indications are that the
             new Act is likely to be in force in late summer/early autumn 2004.

22.3         Any proposal to move away from the current area Planning
             Committee structure would entail a change to the Council's
             constitution and would require the approval of full Council.


23.          Financial Implications

23.1         A number of options have been identified in the report that could
             deliver significant improvements to the Planning and Building Control

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             Services. Many of these proposals if adopted would require significant
             financial investment by the council and the cost implications are set
             out under the 'Options for Improvement' in the main body of the
             report.

23.2         As part of the 2004/5-budget process the following applications for
             growth funding have been put forward by the Regeneration
             Management Team for members scrutiny.

             Proactive Development Planning - £280k
             Development Control Enhancing Performance - £330k
             Investing in Information Technology - £152k
             Land Charges-reduce income target - £257k

             These growth proposals totalling £1,019k are linked in part to the
             potential increase in Planning Delivery Grant for 2004/5 which could
             present the council with an opportunity to secure an improved
             Planning Service with growth funded substantially by Government
             Grant. The implementation of many of the recommendations for
             improving performance cannot be contained within the existing
             Planning budgets and are largely dependent upon the approval of
             the growth monies requested.

23.3         Once of resources of £64,950 are available in the form of an
             earmarked reserve for the Building Control Service. This represents
             50% of the trading surplus generated on Building Control trading
             activities in 2002/3. This funding has been specifically retained for
             the purchase and implementation of specialist software to upgrade
             the existing information retrieval system. The cost of further service
             improvements in Building Control could not be covered from
             existing budgets and would require either growth funding or the
             ability to retain any future trading surplus generated for
             reinvestment in the service.


24.          Crime and Disorder Implications

24.1 The quality of the layout and design of buildings and places has a
significant impact on crime and the fear of crime.          The Unitary
Development Plan includes policies designed to ensure that development
maintains and improves safety and security.

25.          Equalities Implications

25.1 The Planning and Building Control Services can bring about
significant improvements to facilities, access and to the general
environment to benefit a number of individuals and groups who are
currently disadvantaged.


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26.          Environmental Implications

26.1 The Planning and Building Control Services seek to ensure that
adequate measures are taken by developers, or by the Council on their
behalf, to ameliorate any potential environmental dis-benefits likely to
arise from major development proposals and to secure positive
improvements to the natural and built environment.

                                                        BACKGROUND PAPERS

BVR Planning and Economic Development - full report and supporting
documentation

For further information on this report please contact John Miller, Head of
Planning 020 8314 8706 or Tony Mottram, Head of Regulatory Services
020 8314 8063




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MAYOR AND CABINET                                                                                                               3 DECEMBER 2003
                                                                                                                          APPENDIX 1
                                                                                                                          ITEM NO.
Planning and Building Control
Best Value Review (2001-3)

Improvement Plan

Objective 1 - Improving Performance and Developing More Robust Performance Management Tools

No Description of                         Addition           Potential    Task/Actions             Start   Finish   Impact (how will it   Who to lead on
   Proposed                               al Cost            Saving                                                 be measured?)         task
   Improvement
1. Improving                              £330k              Addition     Additional Agency        Feb     March An 8 week                John Miller/
   capacity in                            (potenti           al           staff and planned        2003    2003  turnaround               Peter Smith/
   Development                            ally               planning     overtime to be used                    performance of           Roey Barr
   Control                                funded             performa     to target 8 week                       62.5% to be
                                          by                 nce          turnaround times.                      achieved between
                                          govern             grant will                                          March and June
                                          ment               be           4 additional trainee     Oct     March 2003
                                          grant)             available    full time professional   2003    2004
                                                             if           planning staff and 3                   An overall 8 week
                                                             performa     technical support                      turnaround score
                                                             nce          staff to be recruited                  exceeding 65% to
                                                             improves     subject to resolution                  be achieved for
                                                                          of accommodation                       April 2003 - March
                                                                          needs.                                 2004


2.      Improve the                       £nil               None         Revert to fortnightly    April   ongoi    A major               John Miller




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        speed of                                                        cycle of committee    2004    ng      applications 13
        committee                                                       meetings which are                    week turnaround
        decision making                                                 not area based                        score exceeding
                                                                                                              50% to be
                                                                                                              achieved for April
                                                                                                              2004 - March 2005

                                                                                                              An overall 8 week
3.      Improve                           £nil               Savings in Cease to invite       April   ongoi   turnaround score     John Miller
        efficiency of                                        officer    applicants/objector   2004    ng      of 65% to be
        Delegated                                            time       s to delegated                        exceeded for April
        Decision Making                                                 panels                                2004 - March 2005




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Objective 2 - Improving Service Accessibility (e:access and public information & consultation)

No Description of                      Additional             Potenti   Task/Actions                Start   Finish   Impact (how will it be   Who to
   Proposed                            Cost                   al                                                     measured?)               lead on
   Improvement                                                Saving                                                                          task


4.      Purchase and                   £55k                   Nil       Acolnet software to be      Dec     March Increased use of            Tony
        Implement                      (identified                      purchased and               2003    2004  Internet by customers       Mottram
        specialist                     from                             installed, and key staff                  of Planning and             Danny
        software to                    surplus fee                      to be trained in its use.                 Building Control.           Budzak
        upgrade                        income in                                                                  PSA target met.             Roey Barr
        Plantech to                    BC)
        enable
        electronic
        access by
        customers

5.      e governance                   £152k        Nil                 Scanning of application     April   ongoi    Increased interactive    Roey
        and IT                         (potentially                     drawings and statutory      2004    ng       use of internet by       Barr/Mike
        advances                       funded by                        register of planning                         customers of Planning    Haggar
                                       governme                         decisions.                                   and Building Control
                                       nt grant)

6.      Develop                        Post                   Nil       Additional resource to      Dec     ongoi    Improved Customer        Annettal
        Integrated                     funded by                        be applied to customer      2003    ng       satisfaction             Whyte.Roe
        Information/En                 governme                         care, with appropriate                       (questionnaires/3        y
        quiry desk                     nt grant                         training, and facility to                    yearly survey to         Barr/Janet
                                                                        be located on 2nd floor                      illustrate               Sloggett
                                                                        Laurence House.




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7.      Upgrade                        Approx                 Nil    Individual guidance          Tbc - as   Ongoi   Customer satisfaction    Pete
        Supplementary                  £10K per                      leaflets to be upgraded      funding    ng      to improve               Smith/Phil
        Planning                       leaflet                       to reflect changes in        is                 (questionnaires/3 year   Ashford/Bri
        Guidance and                   indentified                   legislation and local        availabl           survey to illustrate     an Regan/
        Building Control               from                          policy.                      e                                           Tony
        Literature                     surplus fee                   Text to be made                                                          Mottram
                                       income                        available on the
                                                                     internet.
8.  Seek              Tbc (will     Nil                              Larger developers to be      Tbc - as   Ongoi   Greater level of local   Pete Smith
    contributions     vary - but                                     asked to fund specialist     develo     ng      response to major
    from              nil cost to                                    firms/groups to              pments             schemes
    developers to     Council)                                       undertake more               require
    specialist                                                       detailed public
    support on                                                       consultation at an early
    consultation                                                     stage.
    (major
    developments
    only)
Objective 3 - Improving Service Integration

N       Description                of Addition              Potential Task/Actions              Start   Finish   Impact (how Who to lead on
o       Proposed                      al Cost               Saving                                               will  it   be task
        Improvement                                                                                              measured?)


9       Establish New                     Within            Nil      Bring Building Control, Dec        Ongoi    Improved         Pat Hayes
        Regulatory                        existing                   Trading Standards       2002       ng       business         Tony Mottram
        Service Group to                  budgets                    and Environmental                           understanding
        improve business                  (buildin                   Protection together to                      of regulatory




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        facing service                    g                       form new “Business                     regimes and
        quality                           control                 Regulatory Services                    improved
                                          only)                   Group                                  business
                                                                                                         satisfaction
                                                                                                         (business
                                                                                                         survey)


10      Co-location of                    Within            Nil   Rationalise             Dec    Ongoi   Improved          Pat Hayes
        Planning and                      existing                accommodation on        2003   ng      customer          Janet Senior
        Building Control                  budgets                 2nd & 5th floors of                    satisfaction (3   Annettal
                                                                  Laurence House to                      yearly survey     Whyte
                                                                  co-locate Planning                     and business
                                                                  and new Business                       survey)
                                                                  Regulatory Group                       Improved staff
                                                                  (rec.8), with records                  satisfaction
                                                                  and integrated                         (staff survey)
                                                                  reception (rec. 5)




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Objective 4 - Improving Proactive Planning and its Contribution to Regeneration & Renewal

N       Description of                    Addition          Potential Task/Actions            Start    Finish   Impact (how     Who to lead on
o       Proposed                          al Cost           Saving                                              will it be      task
        Improvement                                                                                             measured?)


11      Increase                          approx            Nil      Recruit development      April    Sept     Greater ability John Miller
.       capacity of                       £210K                      planning manager         2004     2004     to respond to
        development                       pa                         (PO8) to oversee         (subje            opportunities
        planning function                 (growth                    Planning Policy,         ct to             and planning
                                          bid                        Conservation and         fundin            reforms.
                                          required                   Design staff. Recruit    g)                Avoid risk of
                                          )                          permanent Urban                            losing major
                                                                     Design Officer and                         development
                                                                     monitoring officer.                        responsibility to
                                                                                                                UDC.


12      Continue                          £70k pa           Nil      Identify next location   April    March Service will       John Miller
.       Programme of                      (growth                    for an Area Strategy     2004     2005  meet its
        Area Strategies                   bid                        (Area Action Plan);      (subje         obligations
        as new Area                       required                   prepare brief and        ct to          under the new
        Action Plans                      )                          tender for work.         fundin         Planning and
                                                                                              g              Compensation
                                                                                                             Act, through
                                                                                                             continued
                                                                                                             programme of
                                                                                                             Area Action
                                                                                                             Plans.




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13      Run full                          £100,000 Nil            Identify appropriate   April    ongoi   Significant     John Miller
.       Architectural                     (once                   building               2004     ng      land mark
        Competition on                    off -                   (new pool at           (subje           building
        major Council                     growth                  Sundermead and/or      ct to            achieved.
        building scheme                   bid                     new school at          fundin           Consolidation
                                          required                Ladywell suggested)    g                of “creative
                                          )                                                               Lewisham”
                                                                                                          reputation.




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MAYOR AND CABINET

Report Title             ANERLEY SCHOOL

Key Decision             YES                                                         Item No.

Ward

Contributors             EXECUTIVE DIRECTOR FOR EDUCATION & CULTURE, HEAD OF LAW

Class                    Part 1                                            Date: 3 DECEMBER 2003



         1.        Summary


               On 25 June 2003 the Mayor and Cabinet agreed that, in accordance with
                 the requirements of Section 31 of, and Schedule 6 to, the Schools
                 Standards and Framework Act 1998 and the Education (Maintained
                 Special Schools)(England) Regulations 1999, formal consultations be
                 carried out on a proposal to close Anerley School at the end of the
                 summer term 2004. This report presents the outcomes of the
                 consultation and makes further recommendations regarding the
                 proposed closure of Anerley School.

         2.        Recommendation

               It is recommended that a public notice be issued to close Anerley School
                    at the end of summer term 2004, as set out in appendix A.

         3.        Background

         3.1       A report was presented to Mayor and Cabinet on 25 June 2003 seeking
                   authority to begin formal consultation on the proposals for the closure
                   of Anerley School at the end of the summer of 2004.

         3.2       The proposal was borne out of a number of factors including:

                  That offering pupils with Emotional and Behavioural Difficulties (EBD)
                   boarding at a school so near to the Borough is not ideal, and neither is
                   it ideal for the LEA’s predominantly day provision for EBD pupils to be
                   located outside the Borough. This anomalous position has been a
                   significant contribution to the school’s difficulties and has been
                   highlighted by two Best Value Reviews.

                  Her Majesty’s Inspectorate (HMI) and OfSTED formally identified Anerley
                   as a school having serious weaknesses, following its inspection in May
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          2002. Prior to this it was known to the LEA as a school causing concern.

3.3       In June 2003 the school was again inspected to assess the progress it
          was making to implement its action plan and address the key issues in
          the inspection report of May 2002. The inspection was carried out under
          section 3 of the School Inspections Act 1996, which gives Her Majesty's
          Chief Inspector of Schools the authority to cause any school to be
          inspected. The outcome of this inspection was to place the school in
          “Special Measures”.

3.4       The main findings of the June 2003 inspection were:

       many aspects of the school's work are in decline, and morale among
        staff is low; there is a lack of consistent and systematic communication
        between staff, senior management, governors and the LEA in order to
        provide clarity and direction for the school's future;

       standards achieved by the pupils are low in key areas of their work, and
        there are many gaps in their learning. Although historically, pupils have
        left the school with nationally recognised awards, this is proving difficult
        to sustain in the current circumstances;

       a high proportion of the teaching observed was unsatisfactory or poor;
        the weaknesses in teaching are having a direct and negative impact
        on the pupils' learning in lessons and on their achievement over time;
        strategies for managing the pupils' behaviour remain too variable;

       the curriculum is becoming increasingly narrow, and the regular loss of
        staff expertise continues to weaken its overall quality. Areas previously
        identified as strengths are now in decline, for example science, and the
        unsatisfactory aspects of physical education (PE) persist. Currently there
        are strengths in English and numeracy, though further losses of staff at
        the end of term threaten these areas;

       the very poor attendance by many pupils hinders their learning. A very
        high proportion of pupils were not at school during the inspection, and
        of those who were at school, a significant number were not in lessons.
        Pupils are thus missing significant amounts of their education;

       the atmosphere for learning is overshadowed by the school's state of
        decline. There is little that celebrates the pupils' achievements, or
        conveys a sense of ambition for them to achieve. Pupils are becoming
        increasingly aware of the pending closure, and continue to use this as
        a reason for challenging the system further, and question the value of
        their efforts. Pupils are not being prepared or supported adequately
        through the prolonged period of uncertainty and changes in their
        education.

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4.        Consultation Programme

4.1       Following agreement from Mayor and Cabinet in June 2003 a
          consultation exercise was undertaken between July and the end of
          September 2003. The purpose of the consultation exercise was to
          capture the views and comments of parents/carers, governors, staff of
          Anerley School and New Woodlands schools, the local community and
          interested parties.

4.2       A copy of the consultation document with a letter from the Head of
          Pupil Services introducing the paper and giving details of specific
          consultation meetings was sent to the parents/carers, governors and
          staff of both Anerley and New Woodlands Schools. In addition it was
          also sent to the following bodies and organisations:

               All Lewisham Schools
               All Lewisham Governing Bodies
               Local Teaching Unions and Professional Associations
               MPs for Lewisham Deptford, Lewisham East and Lewisham West
               Haberdashers’ Aske’s Hatcham College
               Christ the King College
               Lewisham College
               Archdiocese of Southwark
               Southwark Diocesan Board of Education
               Members of the School Organisation Committee
               The Learning and Skills Council
               Director’s of Education for Greenwich, Southwark and Bromley
               Lewisham Legal Services

4.3       Consultation meetings were also arranged for the following groups:



               Parents/carers of students at Anerley School
               Staff at Anerley School
               Governors of Anerley School
               Staff and governors at New Woodlands School
               Parents/carers of pupils at New Woodlands School
               A public meeting for the local community and interested parties

5.        Consultation Outcomes

5.1       Six written responses were received to the consultation including letters
          from Anerley governing body, Anerley staff and the NUT.

5.2       The main themes and issues of concern communicated through the
          consultation process are identified below. All consultation response
          and minutes of the consultation meetings are available for review in the
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          Members’ Room. It is worthy of note that there have been no parental
          objections to the proposals. One parent attended the consultation
          meeting and outlined the difficulty in getting her son from Lewisham to
          Anerley. She was concerned that in the transition children should not
          have periods of time out of school.

          Theme/Issues

                        Transitional arrangements for older secondary pupils (Key
                         Stage 4)
                        Lack of funding and secure timetable for the development of
                         Key Stage 3 provision at New Woodlands
                        Cost of out-borough placements in the interim
                        Support provided by the LEA to Anerley school
                        Commitment to provide broad and balanced curriculum at
                         the school until July 2004
                        Arrangements for the staff including re-deployment
                         arrangements and loyalty bonuses. Response to this aspect of
                         consultation is addressed in section 7.

5.3.1 Transitional Arrangements for Pupils at Key Stage 4

          Concern was expressed that Broadoak and John Evelyn PRUs were not
          the most appropriate provision for pupils with statements of Special
          Educational Needs.




          Response

          The Mayor & Cabinet agreed in the Best Value Review of Pupils out of
          School that arrangements for pupils with challenging behaviour should
          be based upon an individual assessment of need and build upon the
          development of vocational options available at Key Stage 4.
          Lewisham does not have a “blanket” policy that pupils will
          automatically transfer into the PRUs. The development of appropriate
          vocational pathways within the PRUs will, however, make it an
          appropriate option for some pupils. For some pupils a transfer to a
          mainstream school, further education college or special school may be
          more appropriate.

5.3.2 Lack of funding and secure timetable for the development of a KS3
      provision at New Woodlands.

          Concerns were expressed that capital funds had not been identified for
          the development of the KS3 provision and that alternative
          arrangements will need to be made. The staff at Anerley suggested
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          that an interim KS3 provision be developed on that site. The staff side
          suggested that the closure proposals should not be agreed until a firm
          timetable for the development has been agreed.

          Response

          The LEA has a responsibility to ensure that the pupils receive an
          appropriate education that meets the needs identified in their
          statements. There is no doubt that the staff and governors are
          committed to the pupils and want to endeavour to ensure that their
          pupils receive a quality education. There is little evidence to suggest
          that Anerley will achieve the overall standards required even on an
          interim basis. The proposal for the capital development at New
          Woodlands school will be considered as part of the Council’s corporate
          capital programme.

5.3.3 Cost of out-borough provision in the interim

          Concern was expressed about the overall costings of out-borough
          placements until a Key Stage 3 provision was developed. The
          Governing Body suggested that a temporary site be developed within
          Lewisham.

          Response

          Until provision has been developed locally the authority will need to
          make some placements out of Lewisham and financial projections
          were contained in the report to Mayor & Cabinet on 25 June 2003. All
          respondents cited this as a critical financial argument for not
          proceeding with the timetable for closing the school. However, even
          with the places at Anerley Lewisham has needed to make some
          placements out of borough. This is because for some parents Anerley is
          not an ideal preference. The school has not been able to meet the
          needs of all pupils that the LEA referred. For the last several years the
          school has excluded two or three children a year. The LEA has had no
          option but to find alternative out-borough placements for this group of
          pupils. Under these circumstances it is not certain that keeping Anerley
          open would result in a significant saving on out of borough placements.
          The savings will result when high quality KS3 provision is developed at
          New Woodlands.

          It would not be appropriate for the LEA to make interim arrangements
          for the pupils in an unregistered provision. It would not be in the best
          interests of the pupils and the LEA would not be fulfilling its statutory
          duties in meeting the needs of children’s statements.

5.3.4 Support provided by Lewisham

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          Commentaries by some respondents suggested that the LEA has not
          provided the level of professional support in relation to attendance
          expected since the OFSTED inspections. This is linked by respondents to
          the provision of transport for pupils.


          Response
          The level of attendance has been a concern over a number of years. It
          was one of several issues highlighted in the inspection of 1997. It was
          and remains LEA policy that older pupils at special schools are
          encouraged and assisted to use public transport to school, using bus or
          rail passes. It was expected that the development of the school’s
          curriculum and the broadening of accreditation would encourage
          attendance. Changes were substantial but the impact was not as
          significant as was hoped. The school’s own action to provide transport
          to some pupils has been beneficial, and as a response to falling
          attendance of younger pupils the LEA agreed to continue to provide a
          transport service for year 8 in 2003-4.

          Education Welfare support to the school has, in line with LEA policy,
          been shared in relation to need and therefore provision did reflect the
          concern of the LEA. The attached officer had some success although
          many cases appeared intractable. The LEA was unable to replace the
          attached officer’s role at the school quickly enough, but in officers’
          opinion the overall benefit would have been limited. The combination
          of replacement from May 2003 with maintenance of transport, the
          school’s own minibus and a further improved curriculum offer is
          preventing the fall in attendance of younger pupils.

5.3.5 Commitment to provide a broad and balanced curriculum

          A reply to the consultation asks for commitment from the LEA to
          maintenance of a suitable curriculum until the school closes.


          Response
          The LEA has shown its concern not only to maintain but also to improve
          the curriculum during this year. It has preserved a higher budget than
          might have been expected given the current number of pupils in order
          to provide flexibility in the offer. When setting the budget for the
          summer term 2004, the LEA will continue good provision for the year
          groups which remain and within this offer will aim to prepare all pupils
          suitably for transition to their next placement.

6.        Timetable for the proposals
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6.1       If approval were given to this proposal the public notices would be
          issued in January. There would then be a period of one month for any
          person to make representation to or comment on the proposals for
          closure of Anerley School.

6.2       If there were objections, the final decision would be referred to the
          Lewisham School Organisation Committee which is likely to meet in
          February 2004 to make a decision. If there were no objections, the
          Mayor would need to determine to implement the proposals.

7.        Arrangements for pupils

          Anerley school did not have an intake in September 2003. The LEA will need to
          make alternative arrangements for the current Y8 children. The current Y9 as
          part of their transitional planning will be looking at appropriate Key Stage 4
          options including the vocational options available within Lewisham.
          Consultation with pupils and parents will be essential in ensuring a smooth
          transition for pupils. The special placement panel will continue to oversee the
          appropriate placements of children. For the academic year 2003/4 KS4 pupils
          from Anerley transferred to Broadoak.


8.        Personnel Implications

          The future arrangements for staff at Anerley school will be the subject of
          formal consultation with the recognised trade unions. Every effort will
          be made by the LEA to re-deploy displaced staff. However, at this
          stage a complete guarantee of no redundancies cannot be given.

9.        Crime and Disorder Implications

          The link between truancy, pupil attendance and behaviour is well
          documented. The proposals outlined in this report will ensure better
          and more relevant provision for pupils with emotional and behavioural
          difficulties. They will contribute to better outcomes for pupils and will
          ensure a targeted response by all key agencies particularly the Police,
          Social and Health Services.

10.       Equalities Implications

          It is very important that pupils with challenging behaviour have access
          to an appropriate education. The proposal in this report seeks to
          provide a better quality provision for the pupils of Anerley School. Given
          that average attendance is less than 50% at present, the risk of
          continuing absence is high. In order to give these students the best
          possible life chances, they need access to a relevant educational
          provision. A race equality impact assessment has been carried out and
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          shows that the policy is not likely to result in adverse impact for any
          group. The policy does promote equal opportunities as boys will be
          transferred to provision more appropriate to their needs.

11.       Legal Implications

11.1      Section 31 (1) of the School Standards and Framework Act 1998
          requires an LEA to publish proposals if it intends to discontinue a
          community special school, and Section 31 (4) requires that before
          publishing proposals the LEA must consult such persons as seems
          appropriate, having regard to guidance issued by the Secretary of
          State.

11.2      The guidance for consultation is set out in Circular 15/99 paragraphs 10
          and 11 which states that the Secretary of State considers that the
          interested parties who should be consulted should include;

               any school which is the subject of proposals
               any LEA which maintains a statement of a child attending the
                school
               parents of pupils at the school
               any Health Authority whose area covers any part of the area of the
                maintaining LEA
               any NHS Trust responsible for a hospital or other provision in the area
                of the maintaining LEA.

11.3      If the Mayor agrees to the publication of a public notice, such notice
          must be published in a local newspaper and also be posted at or near
          the main entrance to the school. There is also a requirement for the
          proposals to be sent to each local educational authority who maintain
          a statement of special educational need in respect of a registered
          pupil at the school.

11.4      Schedule 6 to the School Standards and Framework Act 1998 and the
          relevant regulations contained in the Education (Maintained Special
          Schools) (England) Regulations 1999, stipulate that once proposals for
          the closure of a community special school that has been identified as
          having serious weaknesses have been published, there will be a period
          of one month for any person to make objection to those proposals. If
          there were no objections to the proposals the LEA would have, within
          four months from the date of publication of the proposals, to determine
          to implement them. If there were objections, the decision would have
          to be referred to the Lewisham School Organisation Committee.

11.5      Where objections are sent to the local education authority, the
          Authority is required to forward such objections to the School
          Organisation Committee, together with the local education authority's

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          comments on such objections within two weeks after the end of the
          objection period.

11.6      Section 75 of, and Schedule 10 to, the Education Act 2002 will, when
          invoked by the making of Regulations, stipulate that in addition to
          objections, any person may also make comments on the proposals.
          However, the need for an LEA to refer the proposal to the School
          Organisation Committee would only arise if there had been objections
          and these had not been withdrawn in writing during the one month
          representation period.

11.7      Section 176 of the Education Act 2002 makes provision for Secretary of
          State’s Guidance, when made to stipulate that LEAs must also provide
          for pupils’ views on a proposal to be considered, in the light of their age
          and understanding.

12.       Conclusions

          It is the advice of the Executive Director for Education and Culture that
          it is in the best interests of the pupils that alternative placements are
          made and Anerley School closes in July 2004

                                               BACKGROUND PAPERS

Anerley School – Consultation on Proposed Closure – Report to Mayor and
Cabinet – 19 February 2003.
Anerley School – Consultation on Proposed Closure – Report to Mayor and
Cabinet – 25 June 2003.
Anerley School – Proposed Closure consultation paper

If there are any queries on this report, please contact Christine Grice,
Education & Culture, extension 46300.




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Appendix A
    DRAFT – to be cleared by legal services
LONDON BOROUGH OF LEWISHAM
PUBLIC NOTICE

ANERLEY SECONDARY SCHOOL
VERSAILLES ROAD,
LONDON
SE20 8AX

The London Borough of Lewisham hereby gives notice in accordance with the
provisions of Section 31 (1) (C) of the School Standards and Framework Act 1998 that it
intends to discontinue Anerley Secondary School, Versailles Road, London SE20 8AX
with effect from the end of the Summer Term 2004 on Sunday 29 August 2004. ( to
check date ?)

The School is registered as a special residential school for 40 boys aged 11-16 with
severe emotional and behavioural learning difficulties. All the pupils have statements
of special educational needs. Lewisham has not used it as a residential school for
several years. All pupils currently registered at the school are day pupils.

Lewisham will be reviewing the statements of all the boys who attend the
school. Alternative placements will be sought for the boys based on a
thorough review of their individual needs. Placements will be made in
neighbouring special schools, mainstream schools or alternative vocational
provision.

List Schools ?

In accordance with the provisions of Section 509 of the Education Act 1996, a
travel grant will be payable by the London Borough of Lewisham to all
parents whose children have a statement of special educational need and
who have to travel more than 3 miles from home to their new school and for
whom the new school is the nearest educational establishment offering the
course to be followed by the pupil.

Within four weeks after the date of publication of the proposals, any person
may make representations on the proposal to close Anerley School.

Any representations of the above proposals should be sent to Christine Grice ,
Education and Culture, 3rd floor, Laurence House, 1 Catford Road, London
SE6 4RU.

Within a month after the end of the representation period, the LEA will send to the
Lewisham School Organisation Committee copies of all representations made (and
not withdrawn in writing) within the representation period, together with the Authority’s
observations on them.
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Frankie Sulke: Executive Director for Education and Culture
Dated; 7 January 2004

Explanatory note (not forming a part of the statutory notice).




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                                                       MAYOR AND CABINET

Report Title                   PUBLIC LIBRARY POSITION STATEMENT 2003

Key Decision                                YES                                      Item No. 11

Ward                           Borough Wide

Contributors                   EXECUTIVE DIRECTOR FOR EDUCATION AND CULTURE

Class                          Part 1                                      Date: 3 DECEMBER 2003


    1. Summary

              Library authorities have a new statutory responsibility to publish a Public
              Library Position Statement and submit it to the Department of Culture,
              Media & Sport (DCMS) for scrutiny by 30 September of each year.
              Lewisham Library & Information Service submitted a Position Statement
              in draft format to the DCMS on 30 September 2003. The Position
              Statement outlines how the London Borough of Lewisham intends to
              shape and deliver its Library Service, in line with the themes within the
              DCMS report “Framework for the Future”.

    2. Purpose

    2.1       From 1998 until 2003 the Secretary of State for Culture, Media and Sport
              has required all library authorities to produce an Annual Library Plan
              (ALP), which included standing information about their library services,
              reviews of past performance and strategies and targets for the current
              and future years.

    2.2       A Public Library Position Statement, the first one of which was submitted
              in September 2003, has now superseded the ALP. The following report
              introduces the new Position Statement framework and Lewisham’s
              Position Statement, which currently has draft status.

    3. Policy Context
              The ALP makes up part of the Council’s policy framework.


    4. Recommendations

              The Mayor is recommended to:

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4.1       note the changed requirements from DCMS for 2003; and

4.2       agree the content of the Position Statement 2003 and endorse its
          submission to DCMS.

5. Background

5.1       Since 1998 it has been a requirement of the DCMS for each library
          authority to submit an ALP. In April 2001 Public Library Standards were
          introduced to complement ALPs and provide a link between planning
          and performance.

      5.2        In February 2003 the Government published its 10 year vision for public
      libraries entitled “Framework for the Future”. The strategy identifies three key
      priorities for library service delivery:

                        To promote reading and learning for everyone, regardless of
                         income and background.
                        To encourage access to digital skills and services.
                        To take a positive role in tackling social exclusion in
                         communities.

5.3       Following the announcement of the 2002 Annual Library Plan
          assessments, ALPs were discontinued as part of the Local Government
          White paper implementation process. They were succeeded by
          Position Statements, to be submitted for a maximum of two years by
          library authorities. Only those authorities that received an “Excellent”
          overall Comprehensive Performance Assessment or a “Good” overall
          assessment with an “Excellent” Libraries and Leisure score, are exempt
          from this new process.

      5.4       Lewisham Library and Information Service is currently undergoing a
      Best Value Review, which is scheduled for completion in the New Year. The
      scope of the review includes consideration of the Service implications of
      Framework for the Future and the implementation plan will detail the step
      changes required to deliver the agreed vision. The 2003 Position Statement
      details current capacity for delivering the national vision, and anticipates some of
      the changes in service provision that will be required.

6. Public Library Position Statement 2003

      6.1       The objective of the Public Library Position Statements is to show how
      English public library authorities intend to shape and deliver their library services,
      in line with the themes within “Framework for the Future”, and to give an
      indication of their current service levels.

      6.2      The DCMS is the primary audience for this document. Other audiences
      include local authority members, Council officers, the Audit Commission,
      Re:Source (The Council for Museums, Archives and Libraries) and other
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      Government departments.

      6.3      The Position Statement must be submitted in draft form for assessment
      by 30 September of each year. The Statement will be assessed in relation to the
      guidance issued by the DCMS and information on the local authority
      performance in relation to the Public Library Standards. The statement requires
      endorsement from the Member with specific responsibility for the Council’s
      Library Service.

      6.4       The DCMS provided guidance at the end of May 2003 as to the content
      and layout of the Position Statements. Authorities should concentrate on the
      performance of the library service and state how they are improving it.
      Authorities are encouraged to quote examples of evidence of the implementation
      of their policies and practices.

      6.5      Position Statements will be assessed in relation to the guidance
      provided by DCMS and information on authorities’ performance in relation to the
      Public Library Standards. An assessment framework has been published. A
      four point scoring system will be used; 1 = weak to 4 = excellent. Two
      assessment scores will be given:

                        The quality of the evidence that authorities are providing
                         excellent policies and practice to implement “Framework for
                         the Future”, in line with local needs.
                        The quality of the evidence that authorities are meeting the
                         public library standards, including the realism of resource
                         provision.

7. Content of Position Statement

Position Statements comprise four sections as detailed below:

(1)       Corporate Vision

          Vision and ambition for the public library service
          The authority is asked to state:
                  the authority’s ambition and vision for the public library service
                   in the context of contributing to corporate objectives and
                   meeting local needs;
                  an assessment of the capacity of the authority to meet the
                   vision;
                  the headlines of evidence on which this assessment was
                   based.

(2)       Response to Framework for the Future

          Books, reading and learning
          The authority is asked to provide:
                        a short analysis of key strengths, constraints and challenges;
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                        the headlines of policies, and practices for adults and children;
                        the key points of activities to develop and evaluate practice;
                        a short note on how the library service fits into/or contributes to
                         the Authority’s Educational Development Plan;
                        priorities and targets;
                        the time scale for activities.

          Digital citizenship
          The content of this section follows the format used in Books, reading
          and learning. In addition authorities should provide:
                   a note of the library services that users may access
                    electronically in libraries and remotely;
                   a short note on the library’s service’s involvement in
                    implementing the Authority’s e-government strategy.

          Community and Civic values
          The content of this section follows the format used in Books, reading
          and learning. In addition authorities should provide:
                 the headlines of actions which assist library users and non-users
                  to develop citizenship and to encourage a community
                  identity;


                        a short note on how your library service links into the Authority’s
                         plans to improve and develop customer services.

          Building capacity to deliver transformation
          The content of this section follows the format used in Books, reading
          and learning. In addition authorities should provide:
                 a note of the partnerships which are in place and are
                  proposed.

(3)       Public Library Standards

          This section asks for information relating to standards met or not met in
          the financial year to March 31st 2003. In addition the Position Statement
          has to state the intentions of the authority towards any of the Public
          Library Standards not met.

          The authority is asked to provide local targets for the following services:
                 services for people with disabilities;
                 services for ethnic minorities;
                 services for socially excluded people;
                 services for children.

         The Department for Culture Media and Sport (DCMS) has recognised that
      Library Services may not have local targets for the above client groups, and if
      this is the case, the Position Statement has to state how the service will develop
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      and monitor such targets.

(4)       Resources

          This section asks for information on spaces (buildings), stock, staffing
          and ICT.

          Spaces
           The Position Statement must provide:
                  short analysis of the key strengths, constraints and challenges
                   which impact significantly on the delivery of the service
                   overall;
                  a note of the adequacy of resources to deliver against
                   priorities in this area including the level of commitment within
                   the authority to provide the resources;
                  time scale for responding to those constraints and challenges
                   identified.

          Stock
          The content of this section follows the format used for Spaces.

          Staffing
          The content of this section follows the format used for Spaces.

          ICT
          The content of this section follows the format used for Spaces.

          Submission of Position Statement
          The document must be submitted to the DCMS by 30 September each
          year when it will be assessed. The Library & Information Service
          submitted the Position Statement for 2003 to DCMS in draft format on 30
          September. The Statement needs to be formally endorsed to confirm
          that the document has the approval of the Council.

          It is important to note that authorities are requested to be succinct and
          to use bullet points wherever possible. The position statement should be
          no longer than 25 pages printed in 10 point Times New Roman font size.
          Due to the prescriptive length of the document only key aspects of
          service delivery under the relevant headings have been included.

8. Financial Implications

          The Library and Information Service budget currently stands at
          £4,678,672. The activities set out in this library plan must be contained
          within this budget. The projected outturn for 03/04 as at 30 September
          is currently showing a nil variance. There are some references to large
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          development schemes e.g. Downham Healthy Lifestyles and significant
          service issues e.g. upgrading of the library computer system that
          cannot be contained with the existing budget. Although the libraries
          budget will be scrutinised for monies that can be redirected to fund
          these areas it is likely that additional funding will be required if they are
          to be fully implemented and consequently growth bids will be put
          forward. The outcome of these growth bids and their impact will be
          reported in the next position statement in September 2004.



9. Legal Implications

          Under the Public Libraries and Museums Act 1964 the Council as a
          library authority is under a duty to provide a comprehensive and
          efficient library service. The submission of a Position Statement as
          required by the DCMS is intended to fulfil obligations placed on the
          Council as to the manner in which certain aspects of provision of a
          library service are to be carried out.

10. Crime and Disorder Implications

          Learning opportunities and access to information
          make a contribution to the Council’s overall drive to
          combat crime and disorder.
11. Equalities Implications

          The Library and Information Service has a good record of equalities
          practice in terms of both reader development schemes and stock
          selection. Not all the current library buildings are DDA compliant chiefly
          as a consequence of their listed status and the consequent costs of
          making the necessary improvements.

12. Environmental Implications

          There are none arising from this report.
13.       Conclusion

13.1      There is a statutory obligation on library authorities to publish a Position
          Statement and submit it to the DCMS for scrutiny by 30 September 2003
          and again in 2004.

13.2      The Position Statement will show how the London Borough of Lewisham
          intends to shape and deliver its Library Service, in line with the themes
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          within “Framework for the Future”. The Lewisham’s Position Statement
          for 2003 submitted to the DCMS on 30tSeptember 2003 in draft form
          needs to be endorsed by the Council.




                                   BACKGROUND PAPERS
Short title of                                        File Location   Contact Officer
Document

Framework for the Future    Town Hall Chambers                        Julia Newton
Position Statement Guidance Town Hall Chambers                        Julia Newton


If there are any queries on this report, please contact Hilary Renwick,
Education & Culture, extension 46359.




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           LEWISHAM LIBRARY AND INFORMATION
                        SERVICE




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                                                     Education and Culture




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Lewisham Library & Information Service Public Library Position Statement 2003
1. Corporate Vision

1.1 Vision and ambition for Lewisham Library & Information Service
The Library & Information Service is currently the subject of an internal Best Value Review (BVR), the outcome of which will ensure the Library & Information Service is evolving in line with
local and national priorities e.g. Framework for the Future. It is therefore likely that some aspects of the vision will change following the review’s conclusion in January 2004.

                               Vision 2003 - 2013                                                                   Milestones*
    A modern customer orientated library service with a high level of              3 year BVR Service Improvement Plan produced.                         2003
     participation by all members of the community delivered through                Active borrowers as a % of population increased from 18.1% to
     venues that are fit for purpose.                                                30%.                                                                  2006
                                                                                    Visits per 1,000 population increased from 5,478 to 6,500 (Best
                                                                                     Value Performance Plan).                                              2005
                                                                                    Buildings portfolio rationalised to provide flexible and accessible
                                                                                     venues (BVR Performance Plan)                                         2007
    Key provider of integrated reading and learning strategies and services,       65% of people successful in finding book to borrow.                   2003
     which encourage people of all ages in reading and learning widely.             90% of people find information they were looking for.                 2003



    Key provider of support for independent learners especially those with         Increase basic skills provision by providing a minimum of one         2004
     low basic skills.                                                               weekly class per library.
                                                                                    Increase the numbers of ICT training hours from 165 in 2002/03 to     2004
                                                                                     493 in 2003/04.

    Provide a library stock that reflects users needs, anticipates demand and      Improved stock turn from 8 years to 5.5 years.                        2005
     attracts lapsed and non-users.                                                 Achieve and maintain top quartile status for items added to stock     2004
                                                                                     annually.
                                                                                    Increased visits to 6500.                                             2005
                                                                                    Increased issues to 6.0 per head of population.                       2005

* Milestone targets are predicted on a likely BVR Improvement Plan for 2004-2007.
N.B. Glossary of Terms on page 23
                                 Vision                                                                             Milestones




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    A Library Service that is accessed easily by all members of the                Review of membership processes to ensure they are socially         2003
     community, that promotes digital citizenship by providing access to             inclusive.
     digital skills and services including e-government and contributes to the      Increase registered users by 10%.                                  2006
     achievement of social cohesion across communities.                             Increase visits from 5.4 per head to 6.5 per head.                 2005
                                                                                    Smart card technology in place (pilot in 2003).                    2004
                                                                                    Adaptive technology at all sites to encourage use by people with
                                                                                     disabilities.                                                      2003
                                                                                    50% of information resources available electronically across the
                                                                                     service.                                                           2008
                                                                                    Wireless technology in place (pilot in 2003).
                                                                                                                                                        2004

* Milestone targets are predicted on a likely BVR Improvement Plan for 2004-2007.

Capacity to meet the Vision
The authority is committed to developing and modernising its Library & Information Service. A three year modernisation programme was completed in 2002 funded by £1.25 million capital
programme investment. Seven libraries were refurbished and stock at all libraries was improved in terms of choice of authors, titles and subject coverage. New services of videos, DVDs and CD-
ROMs for loan were introduced and music CDs provision was extended to all libraries. The Service Improvement Plan produced by the BVR will cover the period April 2004 – March 2007 and
will have the approval of Mayor and Cabinet. It is intended to identify measurable, sustainable and continuous improvements to Library & Information Service delivery, with regard to the 6 Es
and 5 Cs of Best Value.

Headlines of Evidence on which assessment based
 Modernisation Programme 2000-2002.
 Issues for 2002/3 have risen in all of the refurbished libraries.
 Visits increased from 5544 to 5734 per 1,000 head of population in 2002/03.
 Phased staff restructuring began in April 2002, due for completion in March 2004.
 The Best Value Review is a corporate commitment to position the Library & Information Service to be both fit for purpose and fit for the 21 st Century.
 The service is already a key player in the delivery of the Council’s E- Government strategy and is piloting Smartcards and wireless technology.
 The presence of libraries is an integral part of the regeneration plan for specific geographical areas of the borough.




2. Response to Framework for the Future

2.1 Books, reading and learning




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Analysis of Key Strengths, Constraints and Challenges

                       Strengths                                                      Constraints                                           Challenges
£410,000 additional funding provided in 2000-2003                 Space for activities is limited in several smaller   Continue to obtain external funding for reading and
to improve stock quality.                                         libraries.                                           lifelong learning activities.
Electronic Data Interchange (EDI) stock purchasing                Static library at Downham closed 1/03; Healthy       Develop staff skills in supporting life long learners.
facilitates speedier stock purchasing.                            Lifestyles building with new library to open 2005.
Membership of South East London Performance                       Low standard performance for aggregate opening       Provide additional dedicated study space.
Information Group (SELPIG) Stock Consortium                       hours per 1,000 population.
ensures value for money on stock purchases and
increased efficiency in stock supply.
Three strategic posts created in 2001 to develop                  Large stock holdings need re-focusing to improve     Maintain and develop library services in the
stock, reader development and life long learning                  stock turn and issues as % of total stock.           Downham area whilst new Healthy Lifestyles
strategies.                                                                                                            building is being constructed (open 2005).
Specific budget stream for reader development                     Inability of Resources Fund to meet all the          Develop differentiated activities for homework
activities.                                                       demands for titles, formats, authors, subject        support that are sustainable.
                                                                  coverage and quantities.
Extensive reader development programme for all                                                                         Ensure that all activity can be represented as hard
ages is in place.                                                                                                      targets/outputs and therefore make recognised
                                                                                                                       contribution to Education Development Plan targets
                                                                                                                       and to the Creative Lewisham agenda.
Participation in regional and national reading and
learning programmes.
Automatic stock rotation in place.
Partnership working with local educational and
culture providers.
10 libraries registered as UK Online Centres.
Training in libraries on a variety of topics e.g. ICT,
basic skills, languages and CV writing.



Policies & Practices for adults and children

Books
The Library Service aims to provide a wide range of materials for adults, children and young people. Stock quality is considered in terms of the range (i.e. new titles, classics and standard
works), availability in different formats and languages and demand. Practices in place to support this policy include:




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    Three tier system of stock provision based on library size.
    Ongoing development of a Total Collection stock management system.
    Increased delivery of reference and information materials electronically.
    Membership of a stock purchasing consortium, which supports enhanced purchasing power of Resources Fund.

Reading
The service aims to provide the best possible reading experience to all users and to initiate non-readers into the world of works of the imagination. Practices include:
 Annual costed plan of activities and promotions for reader development to implement written strategy and actions arising from staff SWOT analysis.
 Staff reader development group leads on delivering and evaluating activities. Feedback informs annual plan.
 Adult reading groups at Lewisham, Forest Hill, Blackheath Village & Manor House, teenage reading groups at Sydenham & Wavelengths and children’s reading groups at Crofton Park,
    Manor House, Sydenham and Wavelengths.
 ‘Read and Recommend’ scheme at 5 libraries - parents of underfives meet, choose and recommend titles. ‘Read & Recommend’ sticker on titles promotes them to other parents and children.
 Participation in a wide range of national, regional and local programmes e.g. London Libraries Development Agency’s (LLDA) Read Routes & Young Cultural Creators, Reading Agency’s
    Summer Reading Scheme, Book Trust’s Baby Book Crawl and BBC’s Big Read & Queer Choice.
 Gaining external funding to support activities e.g. £ 14,000 New Deal for Communities (NDC) funding for literature development residency based at New Cross Library with strong African-
    Caribbean focus.
 Use of non-library spaces to provide reading activities and develop audiences e.g. Blackheath Concert Halls, George Wood Theatre.

Learning
Lewisham Libraries provide opportunities for formal and informal learning to people of all ages. The authority aims to reduce by 30% the number of resident adults with poor basic skills by
2010 (2200 new learners per year). Through increasing classes in 2003/04 the Library Service will provide increased basic skills learning opportunities significantly. Priority groups for learning
activities are the unemployed, jobseekers, those with low skills, young adults, groups at risk of exclusion and parents. Successful partnerships have been developed with Community Education
Lewisham (CEL) and Lewisham College of Further Education. Practices in place to develop the policy include:
 Basic skills and English for Speakers of Other Languages (ESOL) classes run in partnership with CEL at Lewisham, Manor House and Torridon Road libraries.
 ICT skills training at 10 libraries including ICT for people with learning difficulties.
 A referral service agreement with JobcentrePlus refers jobseekers to Lewisham Library for ICT and reference services.

    ‘Start Smart’ family literacy classes at five libraries on a rolling programme.
    Information, Advice & Guidance (IAG) accreditation and services provided at Lewisham Library.
    Primary class visits to libraries with customer guarantees in place for class visits.
    Torridon Road Library Homework Club provides support for ESOL children at keystage 1.
    Free photocopying for homework use by children and young people.
    Talks to parents at health clinics and parent and toddler groups about reading and literacy development.
    Participation in national programmes and promotions e.g. Bookstart, Bookstart Plus, Sure Start, Adult Learner’s Week, Family Learning Weekend.
    Children’s PCs providing access to word processing software and educational programmes at all libraries.
    Partner in Libraries & Learners in London (LLDA pan London initiative).




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Activities to develop and evaluate practice

                                                                        Activities                                                                          Timescale
Develop systematic stock rotation to secure better value from Resources Fund as part of Total Collection stock management system.                          Mar 2004

Standardise stock categories and spine labelling across the service.                                                                                       Mar 2004
Review performance of SELPIG stock consortium to ensure continued value for money.                                                                         Oct 2003
Establish an additional adult reading group at Sydenham.                                                                                                   Dec 2003
Establish a children’s reading group at Lewisham library.                                                                                                  Mar 2004
Pilot ‘Wordwise’ a collection of material for children with dyslexia.                                                                                      Oct 2003
Establish ‘Chatterbooks’ branded children’s reading groups at Forest Hill, New Cross and Wavelengths libraries.                                            Mar 2004
Exploit Government crime-cutting funding stream to develop positive activities for young people.                                                           Mar 2005
Events exploring stories through dance, cartoons and ICT in Lewisham Library and town centre to launch Lewisham Literacy Festival, ‘Total Words’.          Sep 2003
Develop the Bookstart programme with the Traveller community.                                                                                              Ongoing
Devise a programme of reader development activities for homebound people including participation in national Persula Storytelling tour and International   Dec 2003
Day for People with Disabilities.
Develop the ‘Right to Read’ Project for looked after children; SELPIG project awarded 35K from Paul Hamlyn Foundation.                                     Oct 2004
Extending the basic skills learning programme to all libraries in partnership with CEL.                                                                    Mar 2004
Provide 493 hours of ICT training across the service via NOF ICT suites.                                                                                   Mar 2004
Reflect lapsed and non-user consultation in stock purchases following BVR consultation.                                                                    Jul 2004
Review basic skills materials in all libraries to reflect learning programme offered in libraries.                                                         Dec 2003
Install Microsoft Office in 11 libraries.                                                                                                                  Oct 2003

Evaluation
 Analysis of quantitative data e.g. issues, stock turn visits, numbers of participants, staff input, cost, frequency.
 Analysis of qualitative monitoring data e.g. staff assessment of sessions; opportunity for audience/partners/participants to make written comments.
 Survey analysis e.g. Public Library User Survey (Plus) and Children’s Plus.
 Externally funded projects are subject to monitoring specified by funding agency.
 Education & Culture Directorate management team scrutinises library visits monthly.
 Reviews on learning and reader development activities are reported to libraries management team by Early Years Librarian, Lifelong Learning Librarian and Service Development Librarian
   as appropriate and reflected in annual planning process.
 Evaluation/best practice discussion via regional groups e.g. SELPIG's Reader Development Sub Group.

Contribution to Lewisham’s Educational Development Plan

The Library Service contributes to four of the eight priorities identified in the plan:
 Raising attainment in early years towards early learning goals and in primary education especially in numeracy and literacy




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      Bookstart and Bookstart Plus programme.
      ‘Start Smart’ family literacy classes.
      Story times and activities focusing on books and reading as part of ‘Living Libraries’ and ‘Summer’s Alive’ programmes.
      Homework Help Club at Torridon providing support to ESOL children at Key Stage 1.
    Raising attainment in Key Stage 3
      Librarian visits to schools to deliver basic training in library core skills, advice on books and reading and use of the school library.
      Class visits to libraries for book exchange, stories and user education.
      Special tickets for teachers and classes visiting the local library.
      Support for schools during book weeks - talks, advice & guidance, Carnegie Shadowing scheme.
      Homework and reference collections available at all libraries including CD ROMs and internet access.
      Family ICT classes held at 10 libraries.
      Children with learning difficulties from Brent Knoll and Greenvale Schools make class visits to Sydenham Library.
    Raising attainment in Key Stage 4 and post 16
      Teenage Reading Groups at Sydenham and Wavelengths libraries.
    Raising the attainment of underachieving groups of pupils
      National Summer Holiday reading scheme aimed at 4-11 years contributes to maintenance of reading levels out of school.

Priorities & Targets

    Increase the number of issues from 4.7 per head of population to 6.0 by March 2005.
    Increase the number of visits from 5734 to 6500 by March 2005.
    Develop basic skills programme at all libraries and ensure a minimum of one class per library per week.
    Improve accessibility to learning through ICT by installing Microsoft Office at 11 libraries by October 2003.
    Through the ‘Living Libraries’ activity programme promote the value of books, reading and learning.
    Through BVR consultation and Improvement Plan promote socially inclusive nature of the service. Increase the number of registered users by 10%.
    Maintenance and development of involvement in national and regional programmes for literacy, learning and reader development.
    20 foster families to be involved in the SELPIG ‘Right to Read’ project by September 2004.


2.2 Digital citizenship

Analysis of key strengths, constraints and challenges

                      Strengths                                                       Constraints                                    Challenges
Free public internet access at all static sites.                  Library Service currently unable to amend      Utilise web-based technology to offer services via a
                                                                  information on Council website directly.       library web page.
Collaboration with the Museum of London on                        Installation of New Opportunities Fund (NOF)   Library catalogue and community information




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‘Lewisham Voices’ a record of photographs and                     People’s Network computers at Downham Library        database to be available via the Council web site.
oral history reflecting experiences of local people               postponed until new building constructed.
presented using a website and touring exhibition.

Tutored training courses run in 10 libraries.                     Manor House Grade II listed building awaiting        Develop and implement a digitisation policy;
                                                                  outcome of a heritage lottery bid therefore NOF      £15,000 currently allocated within Resources Fund.
                                                                  People’s Network installation deferred.
Participation in NOF funded pan London ‘Sense of                  Restructuring of Local Studies and Information       To develop and begin to implement a digitisation
Place’ digitisation project.                                      Services into a Heritage & Information team          programme for local studies materials.
                                                                  delayed.
Pilot authority for Ask-a-Librarian Live.                         Necessary security of the corporate network can      Secure additional funding for ICT developments
                                                                  come into conflict with the needs of new services.   and sustainability of the People’s Network
                                                                                                                       infrastructure.
                                                                                                                       Maintenance and development of ICT skills of staff
                                                                                                                       post NOF training whilst continuing to provide
                                                                                                                       front line services.
                                                                                                                       Encourage use of ICT and access to information by
                                                                                                                       people with a disability including homebound
                                                                                                                       service users.
                                                                                                                       Ensure funding for existing and future electronic
                                                                                                                       resources and services.


Policies and practices for adults and children

Lewisham aims to utilise developments in ICT to improve library services and provide access to ICT for the public. Sustaining and developing ICT training for the public is a priority as well as
developing the necessary staff skills to provide ICT support to the public. The policy of age limits for internet use by unaccompanied children and young people to be removed in September
2003. An acceptable use policy for the internet will be in place by September 2003.
Practices include:
 A wide range of computer-based training courses at the Learning Centre; over 100 different titles covering a variety of topics e.g. ICT, typing, management, languages, interview and
    jobskills.
 ‘WebWise’ training by CD-ROM and ‘Becoming WebWise’ training from internet (BBC site) available in 10 UK Online libraries.
 Tutored training courses on using the internet and general computer use are available at UK Online libraries for adults and children e.g. family groups, Travellers and over 55s.

Library Services that may be accessed electronically in libraries and remotely

    Enquiry service by email to Reference library, Local Studies Centre and the Mobile library service.
    Library service information available on Council’s website in nine community languages.




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    Access to library catalogue and community information via online public catalogues (OPACs) in all libraries.
    Access to electronic reference resources e.g. Xreferplus, Newsbank at all libraries.
    Online reference enquiry service via Ask-a-Librarian and Ask-a-Librarian Live.
    Library catalogue accessible via www.londonlibraries.org.uk/will as part of a pan London initiative, What’s in London Libraries (WiLL).

Involvement in Lewisham’s E-Government Strategy

Lewisham’s electronic strategy is a vision based on the seven critical tests expressed in the national document, ‘E-gov@local’; joined up, accessible, delivered or supported electronically,
delivered jointly, delivered seamlessly, open and accountable, used by e-citizens. The Library Service is involved in all aspects of delivery of the E-Government vision.

Current activities include:
 Completed roll out of People’s Network computers in 10 libraries (accessible, used by e-citizens).
 Free public internet access and free email available in 11 libraries (accessible, used by e-citizens).
 Further development of Library Service information on the Lewisham corporate website (accessible, delivered or supported electronically).
 Online access to community information in all libraries via Lewisham’s community information database (LEWCID) a module on the Dynix library system (accessible, delivered or
   supported electronically).
 Online interactive enquiry service via video link ‘Telly Talk’ to one stop shop service providers’ e.g. Council Tax, Housing Benefits, Reference Library (accessible, delivered jointly, open
   and accountable, used by e-citizens) at Torridon and Lewisham.

Developments planned include:
 User access to their personal records electronically via OPACs by March 2004 (accessible, delivered or supported electronically).
 Library Service’s Comments & Suggestions form electronically via the web by 2004 (accessible, delivered or supported electronically, used by e-citizens).
 User access to their personal records online and online reservation service by 2004. (accessible, delivered or supported electronically).
 The Library Service’s community information database to be used as a pilot database for corporate policy to develop community information online by March 2004 (accessible, delivered or
   supported electronically, delivered jointly, delivered seamlessly).

Activities to develop and evaluate practice

                                                                            Activities                                                                        Timescale
Install Microsoft Office in 11 libraries.                                                                                                                   Oct 2003
Develop a range of library services available via a Libraries home page.                                                                                    Mar 2004
Introduce adaptive technology in all ICT suites to facilitate access by people with a disability.                                                           Dec 2003
Pilot project secured with private sector to test out wireless technology in Lewisham and Manor House libraries to provide wireless internet access.        Dec 2003
Extend the number and variety of tutored classes from 289 in 2002/03 to 537 by March 2004.                                                                  Mar 2004
Library Catalogue available via the web as part of the ‘WiLL’.                                                                                              Sep 2003
Extend Telly Talk provision to Wavelengths library.                                                                                                         Mar 2004
Development of a digitisation policy and strategy for the Library Service.                                                                                  Jun 2004




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Play a key role in the corporate Office of the Deputy Prime Minister (ODPM) funded Smart card pilot with Croydon and Greenwich initially for library and           Mar 2004
leisure centre membership.
Pilot project with the 7 S.E. London boroughs to build a Community portal providing one gateway to library service data and community information based            Mar 2004
on the integration of two national projects, APLAWS (Accessible & Personalised Local Authority Websites) and Seamless UK.
Introduction of web skills training for the public to build community identity.                                                                                    June 2004
Participate in ‘Sense of Place’ digitisation project.                                                                                                              Sep 2004
Introduction of Netloan internet booking system in 10 libraries.                                                                                                   Oct 2003

Evaluation
 Analysis of quantitative data e.g. number and frequency of classes, numbers of participants, use of software, staff input, cost.
 Analysis of qualitative data e.g. staff assessment of sessions, course feedback from participants.
 Survey analysis e.g. Plus, Children’s Plus, corporate/library specific surveys.
 Reviews on learning activities and ICT developments reported to management team by Lifelong Learning Librarian and Resources & Service Development Librarian as appropriate and
   reflected in the library service annual planning process.
 Externally funded projects are subject to additional monitoring specified by funding agency.
 Netloan internet booking system will record management data.

Priorities & Targets

    The roll out of Microsoft Office to be completed by October 2003.
    Extend online access to the library catalogue, (currently available via WiLL) through the Council website.
    Devising digitisation policy and digitisation of local history stock is a priority for the new Heritage and Information team.
    Ergonomic mice, keyboards, trackballs, magnification and screen reading software to be installed by October 2003.
    Implement strategy by March 2004 to exploit electronic access to personal records/online reservations.


2.3 Community & Civic Values

Analysis of Key Strengths, Constraints & Challenges

                    Strengths                                                        Constraints                                    Challenges
Network of 12 libraries and homebound service.                    Downham demolished; temporary mobile service   Abolish lunchtime closures at appropriate libraries.
                                                                  provided until 2005 when new services opens.

Library service to the homebound and residential                  Lack of rooms for community use.               Increase usage of library buildings as a community
homes.                                                                                                           space.
Co-located premises at Catford, Wavelengths &                     Lunchtime closures in 7 libraries.             Utilise library space for community use outside
Sydenham libraries.                                                                                              published opening hours.




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Lewisham Library located in town centre and major                 Limited opportunities for other service providers to   Refurbish Lewisham meeting room and develop
shopping area.                                                    co-locate with current library sites.                  improved income stream.
All libraries open all day Saturday and two libraries             Some ICT capability not in place making it difficult   Develop services/facilities that meet needs of
open on Sunday 1-4pm.                                             to be attractive to external partners.                 minority groups e.g. refugees, asylum seekers.
All static sites open at least 4 hours per week                                                                          Implement change more quickly and decisively as a
outside of 9am-5pm week day period.                                                                                      result of public consultation.
Meeting rooms for hire at Blackheath and                                                                                 Identify key groups of non-users/ lapsed users for
Lewisham.                                                                                                                consultation on service improvement that would
                                                                                                                         attract them to become regular customers.
Office accommodation available at Lewisham,                                                                              Compliance with Disability Discrimination Act in
Forest Hill and Library Resource Centre.                                                                                 relation to building access.
Community use of libraries e.g. councillor                                                                               Attract partners to share costs of building
surgeries, meeting space for local groups, coffee                                                                        maintenance/development and to provide enhanced
shop in Lewisham.                                                                                                        services.

                      Strengths                                                      Constraints                                               Challenges
Telly Talk facility located at Lewisham and                                                                              Attract more external funding to enable new
Torridon Road libraries.                                                                                                 initiatives to be piloted.

Policies and practices for adults and children

To co-locate with other organisations to maximise use of building space and attract wider community use. To facilitate use of space within library buildings for community use e.g. meeting
rooms for hire, Limelight exhibition space at Lewisham Library. To provide a full activities programme all year round for children and adults. To consult widely through a variety of mediums:
 CIPFA Plus survey for adults - conducted in all libraries (1999-2001), will be carried out on a three year cycle beginning 2003/04 in line with CIPFA and ODPM guidance.
 Children’s Plus - conducted in 2001 and 2002 in central library plus three others libraries. Conducted in all libraries in 2002.
 Corporate Annual Residents survey conducted by Mori.
 Corporate Best Value Residents Survey conducted every three years due to be carried out next in 2003/04.
 Specific surveys conducted when a need is identified.
 Two user groups at Manor House and Grove Park regularly consulted with.
 Lewisham Citizen’s Panel; 800 residents consulted on Council issues.
 Corporate complaints procedure and in-house comments and suggestions forms available in all libraries.

Assisting library users and non-users to develop citizenship and to encourage a community identity

Lewisham’s Community Strategy 2003-2013 developed in partnership with the Local Strategic Partnership has identified 10 priorities to improve residents’ lives. The Library Service contributes
directly to five:
 Raise educational attainment, skill level and employability
      Participation in national reading and literacy programmes e.g. Bookstart, Reading Challenge.




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      ‘Start Smart’ family literacy classes.
      Story times and activities in libraries, schools and community venues.
      Services to schools e.g. class visits, advice on core library skills, guidance on school library provision.
      Information for homework including reference collections at all libraries available in hardcopy and electronically.
      ICT classes in 10 libraries for adults and children.
      Partnership with Opening Doors and 170 Project to offer information, advice and guidance at Lewisham Library.
    Foster enterprise and sustainable business growth, including creative industries
      Business Library and European collection available at Central Reference Library.
      South East London Business Information Service (SELBIS) a SELPIG partnership to provide co-operatively information for small/medium businesses.
    Develop cultural vitality – building on Lewisham’s distinctive cultures and diversity
      Participate in events to celebrate cultural heritage e.g. Black History Month, Lewisham’s People Day, Irish Festival.
      ‘Lewisham Voices’ reminiscence project; web site and exhibition developed in partnership with Museum of London.
      £19,140 Single Regeneration Budget for two years to provide children in Downham area with activities, Bookstart Plus packs and packs for year six pupils entering secondary education.
      Book stock and materials in community languages e.g. ‘Bollywood comes to Lewisham’ at Lewisham Library.
    Reduce welfare dependency, promote independence and increase the life chances of vulnerable members of the community
      Library service to homebound people in their own homes and residential homes.
      Facilitate physical access to static sites for homebound library users e.g. transport users to attend ICT classes, tea dances.
      ICT classes for the Traveller community held at Lewisham Library.
      Participate in delivery of corporate Traveller Education Group work plan including first Traveller conference.
      Purchase of stock with positive images of travellers and other marginalized groups.
      Improve access to and enjoyment of books and reading to ‘Looked After Children’ as part of ‘Right to Read’ project.
    Help local communities to develop the capacity to support themselves, act independently and participate in providing services and wider support to the borough.
      Provide meeting space for community groups for free or at reduced costs.
      Internet access available at 11 libraries.
      Provide services to social excluded groups e.g. Gypsy Traveller Community conference in May 2003 organised in partnership with the Traveller Education Unit.
    Lewisham Interpreting and Translation Service managed by the Library & Information Service supplies trained interpreters/signers and translators for community needs.
    Consultation with users and non-users.
    Provide space to showcase other service providers’ e.g. Pensions Agency, Community Advice.

Library service linkage into Lewisham’s plans to improve and develop customer service

    The Library Service is represented in the corporate Frontline Academy (FLA) which supports and develops front line staff. Library representatives promote FLA concepts and activities,
     encourage the interest and involvement of colleagues and take responsibility for disseminating and gathering information relevant to front line staff.
    The Library Service is represented on the corporate Customer Contact Programme steering group responsible for developing customer care training.
    Corporate Customer Services Review approved by Mayor and Officers in August 2003. The Library & Information Service will need to consider how best to respond to its recommendations
      by March 2004.




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Activities to develop and evaluate practice

                                                                           Activities                                                                          Timescale
Downham Library will be provided in a new Healthy Lifestyles building co-located with other facilities i.e. pool, fitness suites, performance & exhibition   Summer 2005
space, café, GP surgeries and community health facilities.
Programme of activities in local schools and community spaces in Downham area while static library is closed.                                                Jul 2005
Seek views of groups of non-library users via Community Plus survey.                                                                                         Mar 2005
Survey non-users and lapsed users as part of BVR consultation.                                                                                               Dec 2003
Establish new users groups at Lewisham, Forest Hill and Wavelengths libraries.                                                                               Mar 2004
Develop outreach policy in line with priorities of corporate Community Plan.                                                                                 Mar 2004
Produce staff guidelines on dealing with disruptive public behaviour.                                                                                        Sep 2003
Implement customer service desk at Lewisham to fast track general enquiries and provide tourist information.                                                 Dec 2003
Carry out mystery shopping exercise in selected libraries.                                                                                                   Mar 2004
Review in-house processes for managing customer comments effectively and efficiently.                                                                        Sep 2003
Participate in pilot project run by Re:source for a new self-assessment toolkit on cultural diversity.                                                       Dec 2003
Consider recommendations of corporate Customer Service Review 2003 and respond where applicable.                                                             Mar 2004
Coffee shop lounges to be installed in Grove Park, Manor House and Blackheath Village Libraries.                                                             Dec 2003
In consultation with children and young people in foster care develop book packs for ‘Looked After Children’ as part of ‘Right to Read’ project.             Apr 2004
Review membership criteria to eliminate socially excluding policies and reduce barriers to membership.                                                       Oct 2003

Evaluation
 Participation in SELPIG Mystery Shopping programme focused on staff customer care in action.
 Analysis of quantitative data e.g. visits to residential homes and homebound homes, use of meeting rooms, number of exhibitions held.
 Analysis of qualitative monitoring data e.g. national, corporate and service specific surveys.
 Service Development Team annual work plan is built on the analyses of data and feedback from operational service areas to create new initiatives and build on best practice.
 Externally funded projects are subject to monitoring as specified by the funding agency.
 Evaluation/best practice discussion via regional groups’ e.g. SELPIG Homebound Group creates agreed performance indicators.

Priorities & Targets
 To plan for new services in Downham Healthy Lifestyles building due to open Summer 2005.
 Develop more vigorous consultation with users and non-users - use information gained to implement change inline with user expectations and needs. Visible demonstration that service is
    customer focused.
 To develop staff customer care skills in response to BVR consultation findings.




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    Increase library membership to 50% of local population by 2008.
    Increase visits from 5734 to 6500 by March 2005.
    Increase user satisfaction with the library to 85% (BVPI 118).


2.4 Building capacity to deliver transformation

Analysis of Key Strengths, Constraints & Challenges

                Strengths                                                          Constraints                                              Challenges
Member of LLDA with Head of Library Service on                    Regional Development Agency for London not yet       Recruitment & retention of staff with appropriate
the Board.                                                        established.                                         skills and experience particularly at middle and
                                                                                                                       senior management level.
Phased restructuring/reorganisation of the Library                Less staff in post per 1,000 population than other   Development of further ICT skills for staff who
Service, to improve service responsiveness to                     authorities in statistical family.                   participated in the NOF ICT programme.
changing corporate and national priorities. Due for
completion March 2004.
Member of SELPIG consortium.                                      Developing job content outstripping pay rates,       Ensure that part time staff have access to
                                                                  particularly for senior staff.                       training/development opportunities.
Corporate Performance and Evaluation Scheme                       Historic agreements in relation to terms and         Continue with elementary ICT training for new
(PES) focuses on staff competencies and                           conditions hamper changes to service delivery.       staff following the end of the People’s Network
developmental needs.                                                                                                   programme.
Corporate funding available for generalist training                                                                    Service Development Team to be able to
e.g. customer care, recruitment, financial                                                                             interrogate library computer system for
management.                                                                                                            management information.
Induction Training programme in place for all new                                                                      Improve skills set of staff to enable them to carry
staff.                                                                                                                 out tasks required by new library services e.g.
                                                                                                                       supporting lifelong learners.
New post of Service Development librarian with                                                                         Identify funding for library specific training needs.
responsibility for training.
                                                                                                                       To create capacity to develop services within
                                                                                                                       existing budgets.

Actions to improve leadership, staff capacity and skills for the service

    Developing a leadership training programme aimed at middle managers in partnership with SELPIG consortium.
    Programme of external speakers invited to senior management team meetings to discuss strategic issues e.g. Graham Fisher (Director of LLDA), Natasha Innocent (Chartered Institute of
     Library & Information Professionals).




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    Service is represented on corporate Management Development Programme steering group and influences training opportunities.
    Corporate Performance Evaluation Scheme enables Library Service objectives to be linked to series of Lewisham core and management competencies. This will enhance skills set of library
     staff.
    Library Assistants on scale 2 can progress to scale 3 via an annual competency evaluation process.
    Revised policy on qualifications enables candidates without a formal library qualification to be considered for some professional posts.
    Induction training programme for all new staff implemented in 2003, will ensure a consistent approach to induction training at all libraries and therefore levels of service delivery.

Activities to develop and evaluate practice

                                                                           Activities                                                                      Timescale
Undertake a skills audit to enable the Library Service to plan training & development in terms of expenditure and time.                                  Mar 2004
One member of senior management team nominated to attend SELPIG Leadership programme.                                                                    Jun 2003
Seven members of staff to be trained in accessing management information from Dynix – completed Aug 2003.                                                Aug 2003
To identify how ICT training for staff can be maintained following completion of NOF and recommendations implemented.                                    Mar 2004
Devise modular training programme for developing skills for working with children.                                                                       Jan 2004

Evaluation
 Analysis of quantitative data e.g. staff attending training, performance evaluation scheme meetings.
 Analysis of qualitative data e.g. staffs assessment of courses, mystery shopping feedback.
 Review of staff learning activities to Libraries management team to influence annual planning cycle.
 Scrutiny of PES interviews monthly by Directorate Management Team.
 Scrutiny of funding spent on training – unit cost.

Partnerships

In place:
 South East Libraries Performance Improvement Group (SELPIG)
    Membership includes seven South East London boroughs (Bexley, Bromley, Croydon, Greenwich, Lambeth, Lewisham, Southwark). Current projects include Stock Purchasing
    Consortium, Leadership training programme, ‘Right to Read’ (Paul Hamlyn Foundation funding bid), Business Information Service, sub groups (e.g. Reader Development) and ‘Sense of
    Place’ Digitalisation project.
 London Library Development Agency
    Membership of LLDA strategic co-ordinating body for London public library services. Current projects include WiLL (What’s in Londons' Libraries) LiLL (Libraries & Learners in
    London), Young Cultural Creators & Read Routes.
 New Deal for Communities
    The Library Service was awarded £14,000 in 2003 from NDC to fund a literature development residency based at New Cross Library until August 2004.
 Laser Foundation




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     The Foundation awarded the Library Service £25,000 in 2003 from the Foundation to install modern equipment and software for library users with disabilities. To be completed by
     December 2003.
    Downham Pride
     £19,140 awarded in 2002 to provide activities, Bookstart Plus packs and packs for year six pupils to children and young people in the Downham area for 2 years (until 2004).
    Sure Start
     Work with other Council departments and community groups to provide services within Lewisham’s 5 Sure Start areas is ongoing.
    New Opportunities Fund
     The Library Service received funding from the Out of School Hours Childcare Programme to set up and run a homework support club at Torridon to provide support for ESOL children.
    Ask a Librarian & Ask-a-Librarian “Live”
      Participating authority in the national electronic and virtual reference service.
    Community Education Lewisham (CEL)
     Provide adult and community learning opportunities in libraries; funding varies year to year.
    Lewisham College for Further Education
     Provide adult and community learning opportunities in libraries; funding provided by college, venue & facilities by libraries.
    Travellers Education Unit
     Provide activities for the Traveller community e.g. ICT training, Bookstart for Traveller children.
    Start Smart
     Learning & Skills Council funded project run in partnership with CEL for parents and children to improve literacy and numeracy skills.
    The Reading Agency
     Involved in ‘Chatterbooks’ branded reading promotion supported by the Agency and sponsored by Orange.

    IAG (Information, Advice & Guidance)
     Joint bid to London South Banks Careers (now part of Prospects) in partnership with other agencies (Opening Doors, 170 Project).
    APLAWs (Accessible & Personalised Local Authority Websites)
     Seamless project to build a community portal to enable one gateway for information to 7 boroughs.

Proposed:
 National Youth Agency
   To assist NYA in rolling out their nationally recognised standards for children and young people –‘Hear by Right’ jointly with other SELPIG authorities.
 Wider business community
   To raise the profile of library services available to businesses (SELBIS, business library) and to develop sponsorship opportunities.


Priorities & Targets

    Reorganisation and refocusing of Librarian posts to provide opportunities for staff development whilst meeting changing service priorities in line with ‘Framework for the Future’.
    Building on base training of NOF ICT programme to develop staff skills.
    Development of a training ‘package’ of specific training needs to improve service delivery to children and young people.




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3 Public Library Standards: Information relating to standards met or not in the financial year to March 31 st 2003

3.1 Public library standards – “Comprehensive, efficient and modern public libraries’

  PLS                          Standard                           DCMS Target     Performance Mar 2003              Action Planned to reach target
PLS1(i)         Proportion of households living                     100%                  99%               No plans for remedial action at present.
                within specified distance of a static                                                       Action may be suggested by BVR.
                library
PLS2 (i)        Proportion of planned time that                        0.3%               2%                No plans to deal with national industrial action.
                service points were not available to
                visitors because of emergency closure
                of central and branch libraries
PLS3 (I)        Aggregate opening hours per 1,000                 128 annual               88               No plans for remedial action at present.
                population for all libraries                      opening hours
                                                                  per 1,000
                                                                  population
PLS 9 (ii)      Percentage of requests for books met                    70%               69%               Streamline purchasing of stock.
                within 15 days                                                                              Review and revise stock reservation system.
PLS 9 (iii)     Percentage of requests for books met                   85%                82%               Change to centralise stock purchasing.
                within 30 days                                                                              Review and revise stock reservation system.
PLS 11          Number of library visits per 1,000                    7,650              5,734              BVR will produce strategic plan to continue
                population                                                                                   increasing participation, usage and involvement.
                                                                                                            Increase number of activities and classes.
                                                                                                            Produce a marketing strategy.
PLS 12 (i)      Percentage of adult library users                      65%                43%               Streamline stock purchasing.
                reporting success in obtaining a                                                            Complete Total Stock Collection process.
                specific book
  PLS                         Standard                            DCMS Target     Performance Mar 2003              Action Planned to reach target
PLS 14 (i)      Percentage of adult library users                    95%                  87%               Introduction of Induction Training Programme for
                rating the knowledge of staff as                                                             new staff.
                "good" or "very good"                                                                       Corporate Customer Contact training programme.
                                                                                                            Carry out Mystery Shopping exercise.
PLS 15 (i)      Percentage of adult library users                      95%                90%               Corporate Customer Contact training programme.
                rating the helpfulness of staff as                                                          Carry out Mystery Shopping.
                "good" or "very good"




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PLS 19 (i)      Numbers of staff per 1,000 population                   0.15                     0.11                   Fill outstanding professional vacancies.
                with     appropriate      information
                management qualifications
PLS       19    Numbers of staff per 1,000 population                   0.5                        0                    Investigate ECDL accreditation for staff who have
(ii)            with appropriate ICT qualifications                                                                      completed NOF ECDL training.


3.2 Public library standards – Local targets identified in “Comprehensive, efficient and modern public libraries’

Corporate targets exist for services to people with disabilities, ethnic minority communities, socially excluded people and services for children. The Library Service is developing its own set of
targets for collection from April 2004 that reflects the service’s contribution to achieving Council wide targets. It is expected that SELPIG will make a contribution by agreeing a set of agreed
targets common to all seven South East London boroughs for the purpose of bench marking. Proposed targets for development include:


Services for people with disabilities                                                        Services for ethnic minority communities
 Number of homebound people served                                                           Library members from ethnic minorities as % of resident population
 Number of home library service and residential homes issues

Services for socially excluded people                                                        Services for children
 Number of basic skills classes held                                                         % of child residents who are registered library members
 Number of events targeted at Travellers Community                                           Number of children in the borough receiving Bookstart pack before their
                                                                                                 1st birthday
                                                                                              Number of 0-3 year olds with library membership (Sure Start areas)




4. Resources

4.1 Spaces

Analysis of Key Strengths, Constraints & Challenges

                     Strengths                                                         Constraints                                           Challenges
Currently operates from 11 static sites.                          Insufficient capacity at Lewisham for current use as   Revise current buildings portfolio in line with
                                                                  a central library.                                     corporate asset management plans.
Lewisham Library sited in town centre location and                5 library buildings possess English Heritage listing   Develop the new Downham Library in the Healthy




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is the main library in scale and range of services.               or listed features.                                      Lifestyles building from 2005.
Libraries are dispersed throughout the borough with               Forest Hill and the Manor House require major            To modernise Manor House Library as part of a
99% of households living within one mile of a                     refurbishment.                                           wider renovation of the Manor House and co-locate
library.                                                                                                                   with other service providers within the building.


Seven libraries refurbished in 2001.                              Inability to co-locate with other service providers at   To retain a user base for Downham whilst new
                                                                  Forest Hill, Manor House, Crofton Park, Torridon         building is under construction.
                                                                  Rd, Grove Park, Blackheath and New Cross due to
                                                                  building size.
                                                                  Libraries not sited in main areas of pedestrian
                                                                  footfall - Manor House, Sydenham, Forest Hill and
                                                                  Grove Park.
                                                                  Repairs & Maintenance budget is insufficient to
                                                                  maintain current building portfolio.
                                                                  Blackheath Village Library’s lease due for renewal
                                                                  2007.

Priorities

    An assessment of the buildings is being carried out as part of the BVR. The review should identify the necessary resources to create a portfolio of buildings fit for purpose to deliver a
     modernised library service. This is necessary to ensure continued improvement as the Library Service has already identified a lack of resources to maintain and develop the existing
     buildings. Work is also being undertaken corporately on asset management in order to rationalise the Council’s buildings portfolio to make better use of all existing buildings and ensure
     that e.g. libraries are located in the most appropriate areas and contribute to regeneration developments within the borough.
    PFI credits of £10.6 million have been awarded for the Downham Healthy Lifestyles project. The old Downham library has been demolished. The current budget for Downham will be
     insufficient for the new building, as enhanced services will be offered e.g. 7-day opening, extended daytime hours, and new stock. During 2003/04, the Library Service is reviewing existing
     budgets, identifying the revenue implications and the potential need for growth bids.
    £1.75m funding has been allocated from the Council’s Other Services Capital Programme to renovate Manor House. A Stage 1 Heritage Lottery Fund bid was submitted in April 2003
     seeking approval in principal and funding for the initial design work plus the balance of the total £3 million costs. Progress of the project is dependent on the outcome of the bid application.
     The current budget for the Manor House will be inadequate for the enhanced service plans and the anticipated revenue costs of the building. Additional funding will need to be identified
     once the future of the project is determined.


4.2 Stock

Analysis of Key Strengths, Constraints & Challenges

                         Strengths                                                    Constraints                                             Challenges




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Strategic post of Stock Services Librarian                        Additional Resources Fund funding ceased from           To complete the Total Collection stock
responsible for total collection management.                      April 2003.                                             management process.
EDI stock purchasing in place.                                    Introduction of new services in 2002/03 has placed      Build on success of collections introduced in
                                                                  additional pressure on the purchasing power of the      2002/03 and make them self-financing as
                                                                  Resources Fund.                                         appropriate.
Member of SELPIG Stock Consortium enhances                        Meeting diverse user expectations whilst reflecting     Develop further collections that meet the
the purchasing power of the Resources Fund &                      demand for new services, all within existing            requirements of Lewisham’s culturally and socially
provides additional promotional support.                          funding.                                                diverse community.
£410,000 additional expenditure to improve the                                                                            Extend the video collections to Forest Hill &
quality and choice of stock was expended in 2000-                                                                         Wavelengths. Expand DVD collections to all
2003.                                                                                                                     libraries in addition to Lewisham and Catford.
Automatic stock rotation system in operation.                                                                             Secure additional resources to provide new stock
                                                                                                                          for new Downham Library.

Priorities
 Existing Video and DVD collections to be sustained and new collections introduced from existing funds. Provision to be self-financing and managed via a trading account by September
    2004.
 Development of electronic information resources, high impact reading promotions and systematic rotation of stock by April 2004.
 Growth bid to provide high quality stock at the new Downham Library by 2005.



4.3 Staffing

Analysis of Key Strengths, Constraints & Challenges

                     Strengths                                                         Constraints                                          Challenges
Re-organisation of staffing structure (1st phase                  Less staff in post per 1,000 population than those in   To complete remaining staffing re-organisations.
completed 2002).                                                  statistical family.
Regrading of library assistants to a linked Scale                 No additional funding to provide increased opening      To standardise pattern of working hours to assist
2/Scale 3 grade.                                                  hours in line with PLS 3.                               timetabling and better use of human resources.
Performance and evaluation scheme focuses on                      Releasing frontline staff to undertake training and     Build capacity to minimise the effects of fewer staff
corporate competencies.                                           development activities causes conflict with             in post per 1,000 population.
                                                                  frontline duties.
NOF ICT training has developed staff                                                                                      To deliver the outcome of the BVR in relation to
ICT competencies and creativity.                                                                                          new priorities identified.
                                                                                                                          To incorporate the online conference as a training
                                                                                                                          and development tool.




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Priorities
 Amalgamation of reference & information service, local studies and borough information service into a Heritage & Information Centre and reorganise librarians structure needs to be
    completed in 2003/04. These changes to be funded from existing resources.
 The library service has patterns of staff working from 3 – 35 hours per week. This has often lead to difficulties in recruitment and retention of staff. A managed suite of working patterns
    will be identified to facilitate improved timetabling of staff resources during 2004/05, to create improved job opportunities as vacancies arise.
 To devise and implement a mixed economy of training and development methods which allow staff to participate in learning and development activities without causing conflict with
    frontline duties – 2004/05.
 BVR will analyse staffing capacity in relation to current and future needs and make recommendations for change by December 2003.




4.4 ICT

Analysis of Key Strengths, Constraints & Challenges

                         Strengths                                                    Constraints                                            Challenges

Central purchasing for Library Service’s ICT                      Library network provided mainly by Thin client         To identify sufficient funding for ICT sustainability
enables competitive purchasing prices.                            (Citrix) is less flexible than networked PCs.          and development post People’s Network
                                                                                                                         installation.
Mobile library is connected to Dynix automated                    Ensuring that library ICT activities are a high        Need to review/replace the library automation
library system ensuring transactions are in ‘real’                priority within the outsourced ICT corporate           system by 2005 at the latest; options to be
time.                                                             contract.                                              considered as part of BVR.
NOF funded 1 gb fibre optic line to Lewisham                      Minimal capacity to increase public access to ICT      Participate in library based E Government activities
Central library improves speed of dataflow.                       within existing buildings due to space constraints.    without compromising the security of the corporate
                                                                                                                         network.
Installation of 10mb line to Sydenham library to                  Insufficient bandwidth at larger libraries to enable   Public demand for ICT access versus the need to
improve data flow.                                                access to video/audio clips.                           provide book/audio stock.
Laser Foundation funded provision of Adaptive                     No ICT budget except for maintenance costs of          Further develop services that have been funded by
technology for 11 libraries to enhance access to                  Dynix.                                                 one-off external monies e.g. NOF, Laser




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services by people with disabilities.                                                                       Foundation.
Introduction of prototype WiFi hubs in Lewisham
and Manor House libraries to maximise existing
study space.

Priorities
 Introduce adaptive technology into all libraries and promote its use using funding of £25,000 from the Laser Foundation. To meet the grant requirements both hardware and software must
    be in place by December 2003. This initial funding will need to be supplemented in order to build and develop accessible services for all.
 There is no identified budget for ICT sustainability and development within the Library & Information Service. Some central funding is potentially available for improvements to public
    service delivery and is being investigated. The sustainability of the People’s Network infrastructure is of concern as some hardware is already three years old.
 The library buildings refurbished in 2001/2002 are at ICT capacity unless bookstock is reduced. Where further capacity is possible, building structure or layout makes installation difficult.
 There are corporate plans to improve the overall Council infrastructure. All libraries have a minimum 2mb line but due to the number of devices attached, this has proved inadequate to meet
    user expectations.
 The current library automation contract was tendered 1997. Replacement of hardware and software is overdue. A growth bid will be prepared for 2004/2005 with a view to replacing the
    system in late 2005/early 2006.
 The majority of public access terminals are winterms. This causes barriers to the provision of some services unless there is extensive staff intervention. Floppy drives and suitable security
    devices are required to convert them into PC’s. Where possible the service has been using funding opportunities to purchase PCs’ as replacements.
 The Library Service is dependent on an outsourced contract for the maintenance and implementation of most service developments. The service must ensure that it is a key player in
    corporate priorities to ensure that the necessary funding for ICT development is secured.
 In order to develop online services for the public and encourage virtual learning opportunities the service needs to ensure; line capacity/speed is optimised, a range of hardware/software in
    place, capability available to meet user demands and attractiveness to partners for developing new ICT opportunities.

Glossary

APLAWS               Accessible & Personalised Local Authority Websites          NOF              New Opportunities Fund
BVR                  Best Value Review                                           ODPM             Office of the Deputy Prime Minister
CEL                  Community Education Lewisham                                OPACs            Online Public Access Catalogues
EDI                  Electronic Data Interchange                                 PES              Performance Evaluation Scheme
ESOL                 English for Speakers of Other Languages                     PLUS             Public Library User Survey
FLA                  Front Line Academy                                          SELBIS           South East London Business Information Service
IAG                  Information, Advice & Guidance                              SELPIG           South East London Performance Improvement Group
LEWCID               Lewisham Community Information Database                     WiLL             What’s in London’s Libraries
NDC                  New Deal for Communities




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