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					PARTNERSHIP FOR EALING

EALING’S LOCAL AREA AGREEMENT

FIRST DRAFT




                                29th September 2006
Contents:


Part A

1. Introduction

2. Ealing and it’s People

3. Ambitions for Ealing’s LAA

4. Approach to developing Ealing’s LAA

5. Governance & Performance Management Framework for the LAA

6. Community & Voluntary Sector Involvement

7. Our requests for enabling measures




Part B

1. Stretch Target Proposals

2. Children & Young People

3. Healthier Communities & Older People

4. Safer & Stronger Communities

5. Economic Development & Enterprise




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PART A

1. INTRODUCTION:
Welcome to Partnership for Ealing’s Local Area Agreement First Draft

Since our Initial Submission in June, significant activity has taken place to refine our LAA
priorities and respond to feedback from government. This document aims to provide a First
Draft of our LAA priorities, proposed targets and annualised milestones. Proposals for “stretch”
priorities and targets are also included.

Within this section are:

       The context in which Ealing’s LAA has been developed
       Governance and Performance Management arrangements for Ealing’s LAA
       The role of the community and voluntary sector
       Our requests for enabling measures to increase efficiency and effectiveness of the
        delivery of our priorities.

Part B contains:

       Outcomes framework for each of the four blocks and rationale for inclusion
       Our proposed Reward Element priorities
       Funding streams that will contribute to our LAA priorities.

Annual Round-Up

The last year has been an exciting and eventful one for Ealing’s LSP partners (known as
“Partnership for Ealing”):

       A new Chief Executive and Corporate Board of the council has overseen a move from
        a “weak” CPA rating in 2004 to a three-star “Good” rating during 2005.
       Ealing Primary Care Trust moved from a zero-star organisation in 2004 to a two-star
        PCT in 2005.
       A new Borough Commander of Police has introduced Ward-based policing and has led
        the renewal and refreshing of the system of partnership working.
       Following intensive consultation, a new Community Strategy has been developed




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        which has the support of all Partnership for Ealing’s members.
       There has been extensive work to build the capacity and effectiveness of the Local
        Strategic Partnership in preparation for the LAA. This has resulted in Ealing’s LSP
        receiving an “amber-green” rating from GOL in September 2006.

In May of this year, the residents of Ealing elected a new Council for the next four years and
with it a new Conservative administration. The new administration’s manifesto set out three key
areas which they wish to prioritise over the next four years:

       Improving environmental services
       Tackling anti-social behaviour
       Achieving value for money and low council tax increases

The new administration has signalled its support for the LSP’s vision and new Community
Strategy. These priorities have been incorporated into the Council’s 4-year corporate plan,
which sets out a broader range of priorities towards delivering Partnership for Ealing’s long-
term vision.




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2. EALING AND IT’S PEOPLE

A Borough of Contrasts

Ealing is an extraordinarily diverse and vibrant borough in the west of one of the world’s
greatest capital cities. It is home to over 303,000 people, the third largest borough population in
London. Ealing is within outer London and has an identity built around its seven town centres
and a green, suburban look and feel. This belies the fact that population densities, at 55 people
per hectare, are higher than the London average.

A borough of contrasts, one of Ealing’s wards is amongst the least deprived in England, whilst
six are amongst the most deprived. The borough will receive £1.38M Neighbourhood Renewal
Funding during 2007-08.

Ealing’s Community

41.3 per cent of residents come from ethnic minorities (excluding white minority groups) making
Ealing the fourth most ethnically diverse borough in the country. 24.5% have Asian or British
Asian heritage, the second highest figure in London. Ealing is also home to a large and growing
Polish community and the largest Sikh population in London. Southall is the site of the largest
Gurdwara outside India. There are a significant numbers of refugees and asylum seekers in
Ealing – over 1,000 of whom receive assistance from the local authority. This is a significantly
higher number than the London average. At ward level ethnic diversity is highly varied. Whilst
over 80% of people living in Southall are from black or minority populations, the figure is less
than 20% in Southfield ward.

Ealing’s population is also highly mobile, having a high rate of turnover of between 25 – 30
percent per annum. Although some people will have lived locally all their lives, many will live in
Ealing for only a few months before moving on.


Given the significant ethnic and religious diversity in the borough, and the highly mobile
population, community cohesion is an important issue, and one that Partnership for Ealing
actively seek to promote. There is positive evidence that we are succeeding. The council’s
recent residents survey showed that three quarters of Ealing residents agree that the local area
is a place where people from different backgrounds get on well together, whilst 81 percent
agree that that their locality is a place where residents respect ethnic differences.



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Children & Young People

The number of people aged under 16 years has increased by 5% since 1991. 72 percent of
pupils in maintained schools are classified as being of ethnic minority background, with over
100 recorded first languages. Entitlement to free school meals, an accepted indicator of
deprivation, is high at 29 and 30 percent for primary and high school pupils respectively.
Despite these factors, Ealing has a good record of academic achievement, with the number of
children gaining five A* - C grades at GCSE being higher than the national average,
significantly so for our Asian students. Indeed, schools in Ealing feature amongst the best in
England for “added value” as assessed by Ofsted.
Not all minority students achieve academic success: those of African-Caribbean and African
heritage, and white working class boys, score significantly worse than the England average, a
significant challenge that we are determined to address.

Health & Older People

People in Ealing can expect to lead a comparatively long and healthy, and independent, life.
Ealing’s life expectancy for men and women almost mirrors the England average, and in six
wards life expectancy at birth is significantly higher. This figure, however, masks some
substantial health inequalities between different areas of the borough. Six wards suffer from
significantly lower than average life expectancies, and higher than average death rates from
heart disease and stroke. At its most extreme, life expectancies in Ealing’s best and worst
wards differ by eight years for men and five years for women, showing marked health
inequalities.

Diabetes is also a problem for many people, and again is concentrated in specific parts of the
borough. Rates of TB infection are also high, reflecting the diversity and international mobility of
the population.
Ealing supports a greater number of older people to live independently in their own home than
the national average and we are keen to extend this success to as many vulnerable adults as
possible. Although Ealing has experienced a reduction in the number of over 65s in recent
years, there is some evidence that the increased number of elders from communities not born
in the UK, who tend to become frail at an earlier age than UK born counterparts, will require
improved health and social care provision. A key aim of Ealing’s new Community Strategy is to
increase the quality of life and independence of older and vulnerable people living in the




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borough. This is also a commitment of Ealing Council’s new administration.

Safer & Stronger Communities

Community Safety is residents’ top concern. The Safer Ealing Partnership is committed to
improving public feeling of safety and reducing crime, including high volume offences of motor
vehicle crime, burglary, robbery, and violent crime whilst tackling more complex issues of
domestic violence, hate crime and anti-social behaviour. The Partnership has set stringent
targets to reduce British Crime Survey Comparator Crime by 19.7% by March 2008, however
last year saw a 2% increase largely due to increases in robbery and burglary despite significant
decreases in violent crime and motor vehicle crime.

Ealing is a geographically and demographically large borough with a high population and
number of households. It also attracts a high number of visitors as a gateway to central London
from the West and Heathrow airport, all of which serve to have a negative impact on crime
rates. Ealing is currently ranked 28th of 32 London boroughs for BCS crime experiencing
23,679 crimes in 2005/06 compared to the London average of 17,716. Ealing is highest of all
London boroughs for burglary by total number and ranks in the top three for motor vehicle
crime and robbery. When this is adjusted to reflect population and number of households,
however, Ealing compares more favourably to other London Boroughs.

Ealing has traditionally been known as the Queen of the Suburbs. This is epitomised by the
open spaces of Ealing common, numerous other formal parks and open spaces (there are 109
in the borough) and tree-lined streets. Resident surveys have shown, though, that people want
to see us devote more attention to environmental issues, from keeping our open spaces better,
to tackling litter and graffiti and recycling more of our domestic waste. Resident expectations
are not currently being met. Our record dealing with litter and “enviro-crime” currently places us
near the bottom quartile for performance in England. Whilst our record for recycling is better,
we want to be able to fulfil the rightly high expectations of residents and become an excellent
performer in this area.




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Ealing’s Economy & Employment

Ealing is a strong economic centre. Ten thousand businesses are based in the borough and
nearly 150,000 people work here – including 56,000 people who travel from outside the
borough. The current unemployment rate is 2.8 percent, and 72 percent of residents are
economically active. The area boasts prosperous employment and above average incomes,
with a job growth rate three times that of the rest of the UK. Skills levels amongst adults are
also above London averages.

The general prosperity of the borough is not shared by all of our communities however. Not all
areas or demographic groups benefit equally. Tackling worklessness in Ealing requires a very
localised response in the six wards where there are concentrations, and on those groups of
people - also concentrated in those wards - who face particular barriers in accessing work,
particularly lone parents, people with low or no qualifications and people from black, minority
ethnic and refugee backgrounds.

Ealing has a relatively young population, of which around seven percent are in neither
employment, education nor training. Progress with these young people during their transition
from school to work is a key priority. This is reflected in both the Council’s Corporate Plan and
the administration’s manifesto, as a specific commitment to achieving an increase in
apprenticeships for this age group.

We are working hard to improve the effectiveness of our partnerships in this area, particularly in
the field of skills and worklessness, and our NRF investment in developing those relationships
and knowledge base will enable us to bring forward new outcomes in future refreshed LAAs.




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3. AMBITION’S FOR EALING’S LAA

A Vision for Ealing

The peer review of the local authority during December 2005 highlighted the need to develop a
renewed Community Strategy that has the support of all LSP partners as a high priority.
Following extensive consultation, which has included workshops, discussions at all key second
tier LSP partnerships and a public consultation exercise, a new vision and framework of
themes, goals and objectives has been developed. Partnership for Ealing’s Vision is that:

“By 2016 Ealing will be a successful borough in the heart of west London, where everyone has
the opportunity to prosper and live fulfilling lives in communities that are safe, cohesive and
engaged”.

We have agreed key goals for the borough and for each goal we have expanded our vision and
listed a number of objectives that we intend to deliver over the next ten years:

       Environment, housing and culture
        to make Ealing a better place to live

       Safety
        to make Ealing one of the safest places in London

       Health and independence
        to reduce health inequalities and promote well-being and independence for adults and
        older people


       Economy
        to ensure that there are opportunities for all people and businesses to prosper

       Children and young people
        to create a great place for every child and young person to grow up

       Success through partnerships
        to develop an effective and high performing Local Strategic Partnership

When we tackle these issues we will be guided by our key values:



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       Balancing community interests
        to ensure our communities are active, cohesive and engaged

       Reducing inequality
        to tackle inequality and disadvantage


The Community Strategy has been agreed by all Partnership for Ealing members. Our
challenge now is to deliver the Vision, and future development of our Community Strategy
Action Plan will run in tandem with the development of our LAA. Our aim is that our LAA will act
as part of the medium-term Action Plan for the borough’s Community Strategy, with shared
goals, aims and targets.

Wider Strategic Integration

LSP second tier partnerships have played a leading role in shaping and integrating each of the
LAA blocks with wider strategic and service-led aims. Throughout the development of our
Community Strategy, the key thematic partnerships ensured a clear strategic “line of sight”.
Strategic interactions and dependencies are illustrated at Appendix 1.




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4. APPROACH TO DEVELOPING EALING’S LAA

Over-arching Aims of the Local Area Agreement

In addition to ensuring our LAA supports the delivery of our strategic framework, Partnership for
Ealing members were clear in their wishes to see the Agreement support a number of other
requirements:


       Consolidate existing priorities and initiatives amongst partner organisations
       Prioritise activities where improved joint working creates efficiencies and improved
        services to customers through the elimination of duplication and overlap
       Ensure resources are focused on delivering improved services, not create a further
        layer of costly and bureaucratic monitoring
       Strengthening and embedding partnership working


Delivering the Vision

From the outset, Partnership for Ealing has seen the development of Ealing’s Local Area
Agreement as complimentary to the delivery of our Community Strategy. Our view is that the
LAA should truly be a “practical expression” of the Community Strategy. To this end, the non-
mandatory indicators from the LAA Guidance were first cross-checked against the themes of
Ealing’s Community Strategy. Only those supporting its outcomes were selected for further
consideration.

An over-arching LAA Project Board, chaired jointly by the council’s Chief Executive and
Executive Director of Strategy & Development, has provided co-ordination and project
management oversight of the LAA programme.


The Project Board has been instrumental in reviewing:

       Project management
       Risk management
       Governance arrangements
       The performance management framework
       Financial and legal issues




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Consulting with Partners

A wide-ranging consultation and involvement process for the development of the borough’s
Community Strategy has recently been undertaken, including stakeholder and public
consultation exercises. This has enabled Partnership for Ealing to set its strategic direction to
2016. In view of the fact that the borough’s LAA is being configured to support and deliver this
vision, and the tight timescales for the preparation of this Agreement, engagement has
principally taken place with our key delivery partners to determine the shape of the outcomes
framework.

Dedicated Block Leads have consulted a wide range of partners via a series of Block Meetings
with individuals from senior practitioner to service director level. With a clear steer emerging
from Partnership for Ealing members that our LAA should be focused, consolidatory and
deliverable, these meetings have “honed” non-mandatory indicators to support local priorities of
the highest importance, and developed “stretch” priorities to drive up service standards where
they are required most.

Introducing Ealing’s LAA Priorities

A considerable amount of work has already been undertaken to develop key themes and goals
in relation to the four LAA blocks as part of the development of our new Community Strategy.
The summaries detailed below show the key areas our LAA outcomes are seeking to address:

Children & Young People
The borough’s Childrens Single Plan has provided the strategic steer for both the new
Community Strategy and LAA. Specific local issues we have attempted to address include:

   Closing the gap in educational attainment levels between the best and least well
    performing students in our schools. We propose focusing on raising standards for under-
    performing cohorts in our schools: White working class boys, African/Caribbean boys and
    looked-after children. By the end of the period of the Agreement, we are seeking to ensure
    that all schools in Ealing reach or exceed floor targets in reading/English and Maths at Key
    Stages One and Two.
   Making an impact on the marked health inequalities in Ealing in future years by ensuring
    our children are equipped to make healthy choices and have opportunities to participate in
    healthy play and physical activity.



                                               12
   Addressing anti-social behaviour through targeted test purchases on the sale of a range of
    banned substances, reducing the number of 16 – 18 year olds not in education,
    employment or training and giving children and young people a voice in the community.

Healthier Communities & Older People
This block has drawn heavily on the PCT’s LDP and Annual Report from the Director of Public
Health in order to determine specific localised health issues that must be addressed. These
include smoking cessation amongst BME communities, completion of treatment programmes
for TB and reducing the gap in mortality rates between geographic wards.

LSP partners are determined to improve the quality of life for older people. This is a key aim of
our new Community Strategy and Ealing’s new administration has placed a strong emphasis on
improving services to enable independent living. Our priorities are centred on increasing the
responsiveness of home care services and reducing the number of age-related hospital
admissions.

Safer & Stronger Communities
Our Community Strategy aims to make Ealing one of the safest places in London. Our
proposals for this block include ambitious targets for reductions in overall crime, and in the
numbers of people reporting fear of crime. Our LAA centres on increasing sanctioned detection
rates in relation to:

        Total notifiable offences
        Domestic violence
        Race crime offences

Motor vehicle crime (thefts of and from) makes up 42 percent of the total reported crime in the
borough. Our proposals give a particular focus to this area with a demanding “stretch” target.

Improving the quality and cleanliness of Ealing’s streets and open spaces has consistently
featured as one of the top three resident concerns in surveys. This is reflected in our
Community Strategy, and reinforced as a key manifesto commitment by Ealing Council’s
administration. Our LAA seeks to deliver tangible and significant improvements through a
testing stretch target focusing on BV199, reducing levels of litter and detritus in our
neighbourhoods to current upper quartile levels of performance by 2010.




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Economic Development
This block seeks to build on the priorities set in the floor target action plan (FTAP) for
worklessness submitted to GOL earlier this year, as framed by the Economic Development
Strategy. The LSP has identified through development of the worklessness FTAP the need to
address inequalities in outcomes for particular sections of the community. These inequalities
are also expressed geographically. For example, while Ealing as a borough has employment
rates comparable to the London wide average (72.8% in 2004/05 compared to 69.1% London
average), there remain distinct differences in outcome for certain communities at a ward level
and for lone parents, ethnic communities and those with lowest qualifications/NEETS
compared to the borough average. The borough also has a high volume of incapacity benefit
claimants - the third highest in London - due to it being a highly populated borough.


Ealing’s LSP - Partnership for Ealing has recognised that in order to set effective targets for this
block and agree activities to deliver them we need to:

       Improve our understanding of these communities, their needs and how best to meet
        them to enable them to access employment

       Scope current service delivery and any gaps/capacity issues


       Strengthen partnership working between all sectors to improve employment rates for
        these disadvantaged groups. It is particularly important to engage the business
        community who are currently not sufficiently engaged at most levels of the LSP.

To this end NR funding (£80k) has been deployed to appoint specialist consultants to
undertake a comprehensive scoping and partnership brokerage programme. Rocket Science
have been appointed to deliver the brief, scheduled so as to contribute significantly to refining
and developing this block prior to implementation. The detailed brief is attached as Appendix
2. A separate but complementary NR funded action research project is targeting employment
issues/barriers affecting lone parents. These key programmes have been developed and are
being managed on behalf of the LSP by; the Council, Jobcentre Plus, Learning and Skills
Council, Local Regeneration Agencies and community organisations.               This approach is
enabling the partnership culture to evolve and embed at all levels.




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On enterprise development, we have identified general indicators as baseline for and LEGI
programme, and have already started progressing some proposed projects for funding from
other sources.   The focus is on securing more enterprise outcomes in disadvantaged
communities and under-represented groups through targeted outreach, while streamlining
business support by concentrating on increasing awareness of and access to mainstream
business support of LDA and Business Link.




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5. GOVERNANCE & PERFORMANCE MANAGEMENT FRAMEWORK
FOR THE LAA
Role of Partnership for Ealing

Our LAA is owned by Partnership for Ealing. The Leader of the council, Cllr Jason Stacey, is
the Chair of Partnership for Ealing having taken over both roles in May 2006. Following
extensive capacity building and a successful improvement plan, Ealing’s LSP was rated as an
“Amber-Green” partnership in this year’s performance management review. The improvement
plan included an overhaul and realignment of LSP structures to meet the demands of the new
Community Strategy and Ealing’s LAA. This involved:

      An expanded LSP Assembly, comprising executive and non-executive representatives
       from all of the major public and community & voluntary sector bodies working in the
       borough. The purpose of the Assembly is to determine overall policy and strategic
       direction for shared objectives in Ealing.

      The establishment of the Partnership for Ealing Executive, bringing together the non-
       executives leads for key public services in the borough. The Chief Executive of Ealing
       Community Network is a member of the Executive to represent the interests of
       voluntary and community sector organisations. The purpose of the Executive is to lead
       the operational delivery of the vision, co-ordinating and reviewing the work of the
       second tier thematic partnerships ensuring a strategic fit across activities.

      The reshaping and re-aligning of existing second tier partnerships around the themes
       of the borough’s Community Strategy, with the establishment of new partnerships to
       develop and “own” the enterprise & employment and safer & stronger themes not
       currently represented. Restructure and realignment at this level is currently on-going
       and should be completed by January 2007, and will include revised terms of reference
       to reflect the work of delivering the Community Strategy and LAA.


       A diagram illustrating the new LSP structure is shown below:




                                               16
                                               Assembly
                                                 (x56)




                                           Executive Board
                                                (x12)




        Health       Enterprise     Change            Safer      Environm-       Arts and          Stronger
       and Well         and           for             Ealing      ent and        Culture        Communities
        being         Employ-       Children        Partners’p    Housing         Board          Partnership
        Board          ment          Board                         Board                        (cross cutting
                       Board                                                                   themes of SCS)




For the purposes of our LAA, the LSP Assembly will continue to oversee and own the LAA,
supported by the Executive Board. A number of Ealing’s thematic partnerships, such as the
Health & Well Being Board and partnership covering Children & Young People, have strong
and well established credentials built-up over a number of years. We would expect by the time
of the commencement of this Agreement that the capacity of all thematic partnerships will be
sufficient to take effective day-to-day control of the delivery of each of the LAA blocks. This
would include the strategic commissioning role. Each of the current LAA block leads will be a
representative on the relevant thematic partnership.

Performance Reporting & Management

We propose that the local authority take the lead for performance reporting of the LAA. Block
leads will be responsible for reporting performance for each of the thematic partnerships on a
cycled rotation to the Partnership for Ealing Executive Board.


A standardised report, the format of which will be agreed with the LSP, will be produced on a
six-monthly basis by the council’s Performance Manager (Partnerships) summarising overall
performance. This will offer an “exception report” to LSP Assembly, giving direction of travel for
each of the LAA blocks.




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PerformancePlus software is now well embedded in the council for performance management
and reporting and it is proposed that this will initially be utilised to produce performance reports.
This also has the advantage of tapping into existing performance data reported via
PerformancePlus, so avoiding duplication. In view of the close strategic tie-in with the
borough’s new LAA, it is envisaged that a performance reporting framework will be developed
that will allow joint reporting.

We will review our LAA priorities, and progress towards achieving them, on an annual basis
with Government Office for London.

In the medium term we are keen to develop a Knowledge Management System (KMS) for
Partnership for Ealing that will allow data to be cross-matched and compared. We have
engaged Tribal Consulting to draw-up a proposal for the architecture for such a system, and
investigate ways in which this could be integrated with the west London Local Intelligence
Database (LID). A scoping study has now been completed, and the second phase of the
project will now examine how a KMS solution could be implemented around the four blocks of
the LAA.

From the performance management perspective, we would wish to support the governance
structures outlined above, and create strong accountability, by making thematic partnerships
responsible for front-line performance management of each block. The Block Lead will have
responsibility for ensuring under performance and co-ordinating proposals for remedial action
or developing an improvement action plan, which will then be approved by the Executive
Board, which will provide a challenge function when performance is not in line with targets,
calling relevant services and managers to account. The role of the LSP Assembly will be to
provide an over-arching strategic steer for the LAA.

Ealing Council’s Overview and Scrutiny Committee (OSC) will also provide a check and
balance, particularly in relation to value for money. It is envisaged that progress reports will be
provided to OSC on at least a six-monthly basis.




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6. COMMUNITY & VOLUNTARY SECTOR INVOLVEMENT

Ealing has a thriving voluntary and community sector with over 900 VCS organisations based
or operating in the borough. Ealing Community Network (ECN) has been a key LSP partner
since its inception, and their Chief Executive has taken a pivotal role in the development of
Ealing’s LSP as Vice Chair of the LSP, and now as the Vice Chair of the Partnership for Ealing
Executive. Voluntary and community sector representatives take an active role as equal
partners on all of the second tier thematic partnerships.

This close co-operation with the VCS pre-dates the LAA development process, however, and
ECN and VCS organisations have worked closely with the local authority and Partnership for
Ealing for a number of years both at a strategic level with members of partnership boards, and
as key delivery partners. Partnership for Ealing developed and agreed a Statement of
Community Involvement at a very early stage of the LAA process, and this is attached at
Appendix 3.

Throughout the LAA development process, VCS representatives have played an integral part in
setting LAA priorities at the regular Block Meetings established to define and agree the
outcomes frameworks for each of the four blocks.

The following summarises the key role that the VCS has taken in the development of the LAA,
and will continue to play as key delivery partners:

       Acted as a conduit for representing minority and difficult to reach communities in
        developing the priorities of the LAA

       Playing a significant role in building social capital and community cohesion

       A key partner in the delivery of the LAA priorities. This includes acting as the lead in
        organisation for one of our “stretch” target proposals

       A key partner in the governance structures, and monitoring and evaluation of the LAA




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7. OUR REQUESTS FOR ENABLING MEASURES

Experience of Round 2 LAA pilots has been mixed in relation to enabling measures. Having
reviewed and checked enabling measures agreed by government to date block-by-block, our
block leads have concluded that there are no enabling measures that are essential to the
delivery of our set of chosen LAA priorities. There are, however, two broader areas that we
would wish to draw to the attention of Government Office for London:

       Partnership for Ealing is exceptionally keen to reduce the administrative and financial
        burden that may result from monitoring our LAA. Wherever feasible we are taking
        steps to utilise indicators and measures that are already monitored. We are seeking to
        develop a robust performance management framework that integrates reporting of our
        Community Strategy Delivery Plan and the LAA, including mandatory NRF floor
        targets.

        As described in the section covering Performance Management, we are also
        developing the architecture for a Knowledge Management System for Partnership for
        Ealing.

        Although it has been agreed in principal that we may integrate reporting of NRF floor
        targets with that for our LAA, we would like to establish the principle of a single upward
        report to government across the board. This would enable resources and officer time to
        be better focused on the delivery of our priorities.

        We understand that this issue is unlikely to be resolved overnight. We would, however,
        be happy to work with central government departments to identify where further
        progress in this area can be made.

       We have previously entered into dialogue with government to seek an enabling
        measure to allow Decent Homes Grant earmarked for homes on Ealing’s Key Estates,
        and likely to be demolished, to be utilised to cross-fund renovation of other LBE
        homes, to include environmental and security works. At the current time, our Key
        Estates Strategy is being sequenced. We would hope to be in a position to be able to
        give further details of the number of units likely to be demolished and the amount of
        DH grant that could be “recycled” at the time of our first LAA refresh during March/April
        2008.




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