Newham’s Sustainable Community Strategy for 2010–2030
Making Newham a
place where people
choose to live work
and stay
1
Newham’s Sustainable Community Strategy for 2010–2030
Contents
Foreword
3
by Sir Robin Wales, Mayor of Newham
Introduction 6
Living here
7
Safer Newham
Cleaner, Greener Newham
8
10
Building Community
Housing Newham
Active and Connected Newham Building the Future
Young Newham
Ambitious Newham
Healthy Newham
People and place Working together
Measuring our progress
12
13
15
17
18
21
24
27
31
32
Newham’s Key Performance
Indicators – Local Area Agreement Targets
33
Safer Newham
Cleaner Greener Newham Young Newham Mandatory Children’s Performance
Indicators
Ambitious Newham Housing Newham Active and Connected Newham
Healthy Newham Convergence – An Olympic legacy for the host boroughs 42
Outcome 1 – Creating a coherent
and attractive city within a city region
Outcome 2 – Improving educational
attainment, skills and raising aspirations
Outcome 3 – Reduce worklessness,
benefit dependency and child poverty
Outcome 4 – Homes for all
Outcome 5 – Enhancing health
and well-being
Outcome 6 – Reduce serious crime
rates and anti-social behaviour
Outcome 7 – Maximising the sports
legacy and raise participation levels
43
43
44
44
45
45
46
Sustainable Community Strategy Action Plan 47
Living Here
Building Community
Building the Future
48
48
49
34
35
36
37
39
40
40
41
2
Newham’s Sustainable Community Strategy 2010–2030: Foreword
Foreword
By Chair of the Newham Partnership;
Sir Robin Wales, Mayor of Newham
Making Newham a place where people choose
to live, work and stay requires a shared vision
and commitment from all concerned – the
council, partners and the local community.
Newham is London’s future – our population is one of
the youngest in the country and this is reflected in the
vibrancy and confidence you will find in the borough.
We are also an ambitious place with ambitious plans;
and young people are at the heart of those plans.
Our aim is to build an
inspirational place in
which everyone plays
their part, regardless
of social or economic
circumstances.
Sir Robin Wales, Mayor of Newham
Our aim is to build an inspirational place in which
everyone plays their part, regardless of social or
economic circumstances.
By 2030, we fully expect Newham to be recognised
across Europe as a prosperous and forward looking
borough, synonymous with health, opportunity, and
sustainable employment. We will have a strong and
innovative local economy, which is focused on modern
low carbon industries including high quality retail and
leisure. Most importantly, we will be a net contributor
to London’s economy, with our residents enjoying the
same standard of living as other Londoners.
The Five Olympic Host Boroughs have together
agreed the Strategic Regeneration Framework, which
sets out our aims for achieving convergence in living
standards with the rest of London by 2030. The
legacy of the 2012 Olympic and Paralympic Games
is a key part of achieving this. Some of this can be
achieved in the short-term; other aspects within an
extended time frame. What is certain is that nothing
will happen overnight, which is why we have created
a blueprint for the borough that sets out our vision for
the next 20 years. To achieve this vision we will look
to transform the area, both in terms of regeneration
and the types of opportunities available to residents.
We are well-placed to build on existing plans in what
is already a largely successful borough at the heart
of the UK’s largest regeneration area.
We are committed to improving people’s lives, helping
them fulfil their potential and boost aspirations. We want
to strengthen the partnership between individuals and
services providers so that there is the trust that enables
people to achieve what they want.
To deliver this we will continue to improve public
services, with an innovative and tailored approach to
meeting local needs and ensuring value for money for
our residents. Newham is a vibrant borough and one of
the most diverse in the country. Research shows how
85% of residents believe their local area is a place
where people from different backgrounds get along.
3
Newham’s Sustainable Community Strategy 2010–2030: Foreword
We have a strong track record of welcoming new
people and helping them to achieve more, but we
want to make sure that more people choose to stay
in the borough as they fulfil their ambitions.
In setting out our community strategy, we are working
to a number of key principles. They are:
Building personal and economic capacity
We want to support and challenge people to achieve
more, by:
• Challenging dependency on the state – work is the
only sustainable way out of poverty and we must
emphasise the role of the government in breaking
down barriers to work and helping people to
access new opportunities
• Providing alternative routes for young people not
attracted or suited to academic learning
Trust and fairness
We want residents to know that we are fighting
their corner. This means:
• Transparency in services, such as housing
allocations, where ‘what you see is what you get’
• Building neighbourhood pride and creating a
heightened sense of community engagement
• Helping people in tougher times, particularly
the recession
• Emphasising prevention by targeting the root
causes of ill health and poor quality of life
• Offering effective support for people with specific
needs at different times in their lives, including
vulnerable people. This will include methods such
as allowing people to select their care services
rather than being prescribed a single offer, which
may be unsuitable.
• Emphasising prevention through a tailor-made
approach, such as allowing people to select their
care services rather than being prescribed a single
offer, which may be unsuitable
• Offering effective support for people with specific
needs at different times in their lives, including
vulnerable people.
4
Newham’s Sustainable Community Strategy 2010–2030: Foreword
Connecting people
We want to build communities where there are strong
bonds of friendship and trust between people and
with service providers. This will break down prejudice,
tackle social exclusion and encourage people to stay
in Newham by:
• Getting people together through activities, from
sports to events
• Ensuring that our places and community are mixed
by class, ethnicity and tenure
I hope that we will achieve many of our goals much
sooner than 2030, but to do so we need to be bold,
brave and ambitious – not just for ourselves but for
the whole community, in order that we can truly make
Newham a place where people choose to live, work
and stay.
Sir Robin Wales
Mayor of Newham
Chair, Newham Partnership
• Building community, friendship and common purpose.
This strategy outlines residents’ priorities and
establishes how we aim to achieve them according to
our vision. Our collective approach is brought together
within the Newham Partnership and it is my role as the
Chair of the Partnership, and Mayor of Newham, to
provide leadership and drive forward these ambitions.
5
Newham’s Sustainable Community Strategy 2010–2030: Introduction
Introduction
The Council and its partners undertake an ongoing
programme of consultation throughout the year
including the Annual Residents Survey and Liveability
Survey, as well as service specific surveys and
consultation events. Even more detail on people’s
ideas and concerns, and how these are addressed in
this Strategy, has been collected through undertaking
focus groups with a cross section of local residents
and through online consultation.1
The key principles
and themes of this
Sustainable Community
Strategy come from
what local people have
told us makes the most
difference to them in
living or working
in Newham.
Sir Robin Wales, Mayor of Newham
From this research and from the Mayor and
Councillors’ contacts with local people, Living Here,
Building Community and Building the Future have
been identified as our residents’ top priorities for
action. The table below shows how the themes
of the Strategy contribute to these priorities.
How the themes contribute to Newham’s priorities
Living here
Safer Newham
Cleaner Greener Newham
Building the Future
Young Newham
Ambitious Newham
Healthy Newham
Building Community
Housing Newham
Cleaner Greener Newham
Active and Connected
Newham
The major actions that will be taken to contribute to
achieving these priorities and outcomes are set out in
the action plan that accompanies this strategy. This
high level action plan sets out what we will do and
who will do it in the short and medium-term and will
be refreshed every year. Each partner also has its
own detailed plans for delivery. Appropriate composite
actions are pulled together from these plans to formulate
detailed action plans for each of the LAA targets.
These are monitored by the Newham Partnership.
1. More detail on the research used in developing this Strategy
is available in Appendix 3 at the end of the document
6
Living Here
Safer Newham
Cleaner, Greener Newham
7
Newham’s Sustainable Community Strategy 2010–2030: Living Here
Living Here
Safer Newham
We will focus on
persistent offenders and
will continue to work in
partnership to challenge
their behaviour, stop the
cycle of offending and
make Newham a safer
borough for all.
Simon Letchford, Borough Commander
Newham Metropolitan Police
Fear of crime is a major concern for most people,
wherever they live, and safety is a basic right and
requirement for strong communities to thrive. Feeling
safe is consistently at the top of residents’ priorities
when we consult with them. But while tackling
serious crime is crucial, low-level crime and antisocial behaviour erodes people’s sense of community
safety on a continuous basis, meaning that even
where residents have never been a victim of crime,
they can feel unsafe. We want an environment, which
rewards citizenship and provides positive activities as
an alternative to disruptive and intimidating behaviour,
and where standards of good behaviour and the law
are understood and shared.
We will focus on persistent offenders and businesses
or activities, which encourage or fuel anti-social
behaviour, which is why we are working with the
police and probation service to ensure problems are
nipped in the bud. We will continue to work with the
courts to push for appropriate sentencing, which
breaks the cycle of re-offending.
“To help with anti-social behaviour you have to give
lots of things for youngsters to do, free after school
activities, lots of activities in local schools, investing
more in things for them to do, to preoccupy their
minds, so they don’t have to walk the streets.”
Newham resident
8
Newham’s Sustainable Community Strategy 2010–2030: Living Here
Safer Newham continued
A safe environment is important for attracting visitors
to Newham; this is of increasing importance as our
visitor economy grows with the completion of
Stratford City, expansion of Excel, and, of course,
the Olympics. We want tourists to contribute to the
economy by using facilities and to leave having had
an enjoyable experience.
An environment, which is safe and also feels safe,
can best be achieved through working together
across the partnership to tackle crime and anti-social
behaviour and the sources of such behaviour. The
Council and its partners in the statutory and third
sectors will provide appropriate alternative facilities
and activities and address how a place looks. We will
clear up graffiti and other visible effects of anti-social
behaviour, as soon as they come to our attention
and will work with the police to take action against
those responsible.
Despite the challenge presented by the macroeconomic situation and the impact this will have on
levels of funding, Newham is in the fortunate position
of being able to attract unprecedented levels of
investment over the coming years because of the
major regeneration taking place in the borough and
the effects of the 2012 games. We will use this
investment to produce a built environment and green
spaces, which are second to none in safety and
accessibility for all. We will improve levels of street
lighting and the design of buildings and public spaces,
bearing in mind the impact they have on safety and
the perception of safety.
9
Newham’s Sustainable Community Strategy 2010–2030: Living Here
Cleaner, Greener Newham
We will be making an
unprecedented level of
investment in roads,
pavements, and street
lighting across the
borough over the next
three years.
Councillor Ian Corbett, Executive Member
for Public Realm
A clean borough, along with a safe borough, is one
of the top priorities for Newham residents. Tidy
streets swept properly and regularly should be a
basic entitlement. These duties help make a place
feel prosperous, healthy and safe. As Newham grows,
it is more important than ever that we have a reputation
for high standards of street cleanliness, as clean
streets and public spaces build neighbourhood pride,
encourage visitors to return and help to retain and
attract residents and businesses. We know many of
Newham’s residents recognise their responsibility to
do their bit, for example by helping to keep their local
neighbourhood clean and tidy through not littering,
writing graffiti or fly-tipping. We will work to ensure
the minority who do engage in anti-social behaviour
are also held accountable and understand their
responsibility to help make their local community a
better place to live, work and stay.
We are also ensuring that businesses take their waste
management responsibilities seriously, and will enforce
rules better to make sure we stop people fly-tipping.
Individuals breaking the rules and illegally expanding
their properties for financial gain will be tackled through
enforcement because unauthorised expansion and
subdivision leads to poor living conditions and unpaid
for demands on council services.
We all want to play our part in a greener future and
know residents and businesses want to recycle and
minimise waste in the easiest and most cost effective
way. The Council is examining ways to improve waste
management in order to reduce the amount of waste
produced, improve how it is disposed of and improve
access to recycling. We are also working to reduce
our carbon emissions and to use this as a means
to increase our efficiency in terms of both using less
energy and increasing cost effectiveness so that we
can save money and reduce our carbon emissions.
We will be making an unprecedented level of
investment in roads, pavements and street lighting
across the borough over the next three years. There
will be greater funding available at a neighbourhood
level, which means we will better meet local needs
in terms of improved traffic and parking, and better
facilities for young people.
10
Newham’s Sustainable Community Strategy 2010–2030: Living Here
Cleaner, Greener Newham continued
Newham residents have some of the lowest carbon
footprints in the UK. But as the population prospers
we will need to encourage people to make more
sustainable choices. Currently fuel poverty is a major
concern for many of our residents and reducing our
carbon footprint will help people save money by
making their homes more energy efficient through
better insulation.
“What I like about Newham is the green spaces in
terms of community facilities like parks. I’ve got
children and parks are fantastic.”
Newham resident
Newham is a surprisingly green borough. We know
residents value our parks and open spaces, which
host community events and facilities for everyone –
encouraging healthy lifestyles and variety. The borough
will soon be able to enjoy a new open green space as
part of the Olympic Park, and this is set to deliver a
real legacy for local people. The Council and local
partners have presented a case for the new park to
be granted Royal Park status to reflect the high quality
public space we wish to create for local residents.
We are not satisfied with staying still and want to see
additional, new green spaces across the borough in
the coming years.
11
Building Community
Housing Newham
Active and Connected Newham
12
Newham’s Sustainable Community Strategy 2010–2030: Building Community
Building Community
Housing Newham
Our approach to housing
is integral to tackling
worklessness and serves
a fundamental role in
making Newham a place
where people choose to
live, work and stay.
Our approach to housing is integral to tackling
worklessness and serves a fundamental role in
making Newham a place where people choose to
live, work and stay. While Newham has a proud
history of welcoming people, of supporting them
through difficult times and providing a springboard
to greater things, the supply, quality and price of a
decent home are all major factors for residents –
simply put, we need to have the housing that will
ensure that people choose to stay in the borough
as they achieve more and their families grow.
“I like living here as everything is so close together.
Even if I haven’t got a car it’s not a problem.”
Newham resident
Fairness and transparency are essential to community
cohesion. Crucially this is the case for housing, where
we challenge the perception that new or recent
arrivals get housing first. We do this by ensuring that
‘what you see is what you get’, with order of access
based on waiting time. We also recognise clear links
between employment and housing, and the need
to create empowered and cohesive communities.
Where possible, we want social housing to support
people in finding work through discouraging
dependency and encouraging independent,
responsible lifestyles.
Development opportunities will deliver new housing
which needs to be linked to creating stability in our
community. Setting high standards in private sector
housing, including enforcement action against
unscrupulous landlords and those who try to flout
our planning rules, will form a key part of our strategy.
Sir Robin Wales, Mayor of Newham
Regeneration and new housing provision will provide
opportunities for all of Newham’s population, drive-up
aspiration, and support people out of poverty, rather
than trapping them in communities where worklessness
is concentrated. Regeneration opportunities will expand
housing supply and choice, but this must never be at
the expense of a cohesive community. Because we
are building communities rather than housing estates,
housing must be mixed by class, ethnicity and tenure,
whether the property is new or old.
13
Newham’s Sustainable Community Strategy 2010–2030: Building Community
Housing Newham continued
Our housing offer for Newham can be defined
by the following clear principles:
• Access – Mixed communities with an end to
having the worst off concentrated in the worst
housing. We want to halt a benefits culture in which
people access social housing through continually
stressing dependency and avoiding assistance.
Residents want social housing to be addressed
with fairness and a commitment to tackle the
vicious cycle of “getting out to get on”
“The good thing about Newham, I would say is the
mix of people.”
Newham resident
• Opportunity – Housing policy in Newham will be
an engine to drive aspiration and support people
into work and out of poverty and social exclusion.
Housing and employment should be tackled together
in order to support people into long-term employment
and self-reliance
• Supply – Newham is important in delivering the
housing numbers that the borough, the city, and
the country require. We have the land, the ambition
and the capacity to deliver. We embrace this growth
agenda, although it must be balanced, sustainable
and earmarked for local people – we do not accept
the need to deliver numbers above all else. We also
need more flexibility in tenure mix and a commitment
to investment in infrastructure
• Quality – Our residents want the highest quality
in design, management, and environmental
sustainability. We are on target to meet the Decent
Homes Standard for all social housing by 2012, but
we also want to improve quality across all tenures,
by working with partners, landlords and other
agencies to improve the existing stock in the private
rented and owner-occupied sectors. Poor quality or
overcrowded housing can also impact on people’s’
health and their personal development, particularly
for younger people and families.
•T
enure – We want more owner occupancy and
intermediate tenures. But in our Victorian terraced
neighbourhoods, we need more social housing.
Where the private-rented sector dominates, we want
more of both social and owner-occupied housing
14
Newham’s Sustainable Community Strategy 2010–2030: Building Community
Active and Connected Newham
Newham has a proud and continuing history of
welcoming new communities to Britain and of strong
community kinship. Physical and social development
must build that sense of belonging for everyone.
Knowing and socialising
with people around you,
sharing past times and
swapping favours are
all part of a strong
community and happy
neighbourhood.
Councillor Unmesh Desai, Executive
Member for Community and External Affairs
Knowing and socialising with the people around you,
sharing pastimes and swapping favours are all part of
a strong community and happy neighbourhood.
Bringing people together helps to dissolve prejudice,
provide a sense of community and prevent social
exclusion. We do more than any other local authority
to provide opportunities for people to get together.
We want to work across the Partnership to provide
support and make activities accessible for everyone.
For example, disabled residents want to be able to
access and enjoy the same opportunities as our
other residents and we must ensure we enable
equality of outcomes wherever possible, through
designing our services to meet individual needs.
An Active and Connected community is also about
ensuring that residents and businesses have the local
infrastructure and facilities that give them greater
choice about how they access services for example
though greater accessibility to broadband services.
Effective community engagement is key to achieving
our vision of making Newham a place where people
chose to live, work and stay. We want Newham to
be an area where participation, local knowledge and
working together shapes our neighbourhoods. To
achieve this we want local people to be active in their
community, have access to community centres and
facilities and to feel like they have a say in decisions
that affect them.
With the arrival of the Olympic and Paralympic
Games, there has never been a better time to get
more involved – over 100,000 people attend free
community events in Newham each year, including
the Town Show and Under the Stars. We will use the
ambition of London 2012 to promote aspiration and
excellence, and to engage and inspire local people
to participate more in their neighbourhoods.
Equally, we are making sure older residents have the
best opportunities. We will continue to provide a wide
range of activities – from tea dances to lunch clubs –
so that people can stay active for longer. As well as
enjoying considerable investments in our parks, older
people are also benefitting from free swims in our
leisure centres.
15
Newham’s Sustainable Community Strategy 2010–2030: Building Community
Active and Connected Newham continued
Led by the democratically elected Mayor as the Chair
of Newham Partnership (our Local Strategic Partnership),
we will work with local people and Partners to make
services more accessible, accountable and responsive
to local priorities. A constant process of open
communication and knowledge-sharing will shape
our actions. Newham’s residents should feel
empowered and unified, confident of their ability to
influence decisions locally. As a result, they will feel
a sense of pride and satisfaction in where they live.
Encouraging people to volunteer in the community
and participate in local organisations and activities
enables them to share experiences, gain common
values and therefore re-enforces a sense of community.
This can play an important role in changing attitudes
and helping people to understand their role and
responsibilities in making Newham a more prosperous
place to live. On an individual basis it also allows
people to make new friends, gain confidence and learn
new skills – all of which can help them access new
jobs and new opportunities, contributing to both their
own and their local community’s prosperity.
16
Building the Future
Young Newham
Ambitious Newham
Healthy Newham
People and place
Working together
Measuring our progress
17
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
Building the Future
Young Newham
We have one of the youngest populations in England
and Wales – with young people making up almost
a third of Newham. Understanding their needs and
priorities is imperative in achieving our vision. We
must ensure young people have opportunities and
aspirations – otherwise we risk losing their skills and
talent in the long-term.
We must ensure young
people have aspirations
and opportunities –
otherwise we risk losing
their skills and talents
in the long-term.
Councillor Quintin Peppiatt, Executive
Member for Children and Young People
We invest in our youngest residents. Good quality
childcare and support for parents is essential to
making sure we have happy, healthy and bright
children – and that their families are supported.
We are investing in buildings and services to improve
childcare, healthy eating advice, support activities,
and education.
Our young people are doing as well, if not better, than
peers in more prosperous boroughs and we want to
continue raising standards and, therefore, results. We
are committed to giving young people the opportunities
to learn additional skills and gain qualifications,
whether academic or vocational, and will achieve this
by improving access to schools, college and workplace
learning. We will provide an environment where
learning and development tops the agenda and is
tailored to the strengths of students and needs of
employers. Learning choices must be flexible for
different needs, abilities and interests, but all must be
geared towards the realistic prospect of getting a job
at the end, with the knowledge, skills and results to
build a career.
“Education is good here, giving our kids a chance
to succeed in life. My dream is study once my
boy has grown.”
Newham resident
Safeguarding vulnerable children and young people
is a special responsibility for us as a partnership, and
we work together to protect them and work in their
best interests across all service areas. We must also
give children who have fewer opportunities through
family circumstance the same options and aspirations
as everyone else. High quality, personalised support
is particularly essential for those who are disabled or
have learning disabilities, and we have a strong track
record in terms of inclusion.
18
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
Young Newham continued
Our Young Mayor and Youth Council will continue
to work together, across the Newham Partnership
Year-on-year improvements in attainment at schools
and outside the borough to ensure young people’s
and colleges have afforded the borough impressive
views are represented in decision-making and service
Key Stage 2 and GCSE results, which have risen faster provision. Extensive consultation helps shape priority
than national results. However, we must demand more actions for achieving our ambitions for young people
for our young people, challenging poor or coasting
and the way we provide services. This, nationwide,
performance, improving facilities and expanding after
consultation has resulted in the development of
schools activities, such as sport and music. A wider
priorities, which are grouped into five areas under
range of non-academic and vocational learning should Newham’s Children and Young People’s Plan.
be further embraced; for example, the development
They are: being healthy, staying safe, enjoying
of Studio Schools – a programme which promotes
and achieving, making a positive contribution,
practical skills and work experience.
and achieving economic well-being.
“I like the education system here, and I like living
near our primary school, the lunch is free for kids
and it is really healthy food.”
Newham resident
“I say the good thing about Newham is that there
are lots of facilities for children. I have a child of
10 and there’s lots for him to do.”
Newham resident
Tackling child poverty is a key issue for us. If we are to
achieve convergence with the rest of London, tackling
the root causes of child poverty will be critical.
Employment is the most effective route to reducing child
poverty in families and halting what we call worklessness
– when people have had no experience of work, often
where there is a family history of long-term unemployment.
Young people from working families achieve more, in
terms of qualifications and skills. They also have greater
aspirations and confidence, allowing them to achieve
more for themselves and their families and to contribute
more to their community.
19
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
Young Newham continued
Newham’s Young Mayor and Youth Council
The benefits for young people:
• Power and influence – high profile elected
representatives raise the profile of the issues that
matter to Newham’s young people, and they influence
local opinion-formers. Control over a budget is a
hallmark of our scheme which enables young people
to act on their concerns
We have one of the
youngest populations
in England and Wales –
with young people
making up almost a third
of Newham’s residents.
Understanding our needs
and priorities is essential
to achieving Newham’s
vision for the future.
Kaycee de Belen, Young Mayor of Newham
• Getting their voices heard – our Young Mayor
scheme ensures that Newham’s young people are
more informed and involved in local decision-making.
They can see that they are being listened to and that
their concerns are being acted on
• Understanding and development – young people
gain new skills and develop valuable experiences.
Representation promotes the understanding of local
democracy and political processes
• Positive representation – Newham’s Young Mayor
represents young people in the media; countering
negative stereotypes and promoting positive images.
The benefits for Newham Partnership:
• Informing policy makers – Newham’s Young
Mayor and Youth Council are local partners that
help elected members, officers and other activities
understand the issues that affect young people,
as well as their needs and opinions
• Developing civic identity – voting at a young age
can become a lifelong habit that leads to greater
participation in the democratic process and wider
civic society
• Increasing legitimacy – Newham’s Young Mayor
provides a voice for sections of the population that
often go unheard. Representation of young people
lends credence and focus to the work we undertake
with adult politicians and officers across a wide
range of partners
• Improving services – youth representation acts
as a catalyst to strengthen local accountability and
improve services for young people; making them
responsive and user driven
• Fulfilling statutory duties – local partners have
a duty to inform, consult and involve people in the
running of local services, as well as a duty to
promote democracy – particularly to young people.
20
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
Ambitious Newham
Building job opportunities
and helping people out
of benefits strengthens
communities, it gives
people economic capacity
and builds personal
responsibility.
Liam Kane, Chief Executive, East London
Business Alliance
Newham is a place of progress and the centre of the
UK’s largest regeneration area. We have managed to
bring this level of change to the borough through our
hard work and determination and we are using the
investment to give impetus to Newham’s priorities,
despite the recession continuing to bite. We are building
resilience and sustainability through our support for a
mixed economy in the best connected place in London.
Our strategy will focus on meeting the needs of new
and innovative industries as well as high quality leisure
and retail services which attract visitors and boost the
local economy. We will take appropriate steps to work
with private and public employers to encourage new
employment and protect existing jobs.
In true East End spirit, we recognise a good opportunity
when we see it and want to make sure that local people
get the best of what’s coming. We have already got over
2,000 local people into jobs through Workplace since it
opened in June, 2007. Another 120 residents who have
been out of work for over a year or who have never
worked at all have found work with the support of The
Mayor’s Employment Project, which provides benefits
advice, training and access to jobs.
“I would probably stay in Newham, I’ve lived here all
my life, but education-wise, I think it’s quite
good. I’ve known people who have gone on to
‘A’ levels and like myself, I’m doing a degree. In a
way I think it depends on yourself as well.”
Newham resident
Regeneration must always benefit local people and we
will continue to work with partners in the business and
statutory sector to achieve this. Following the depletion
of traditional industries – notably the railways and docks
– we have sought to support a new dynamic economy,
to which national and international business is attracted,
and where local businesses prosper in thriving
town centres.
We aim to ensure residents have the skills and
determination to compete for the jobs created by
regeneration, both here in Newham and across London
and the Thames Gateway. We want local people to
grasp every opportunity within Newham but to also
recognise the wealth and range of employment
prospects across the region, including the continuing
development of Canary Wharf and Greenwich Peninsula,
the City and the West End. To maximise potential we
must match skills with jobs and continually assess
the ever-changing face of London in this respect.
21
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
Ambitious Newham continued
We will help develop businesses so that they are fit to
compete for and win work in and outside the borough
and will work with those from whom we procure
goods and services to ensure that they help deliver
work and training opportunities for our community and
deliver tangible and sustainable community benefits as
part of their corporate social responsibility.
“What’s good about Newham is that it’s full of
opportunity. I work out of Knowledge Dock, we
started in a two person office and moved up to
an eight person office and now we’re looking at
where we go next.”
Newham business person
Employment is a crucial issue as it provides the most
sustainable route out of poverty through income. Our
vision is for local people to be independent through
employment, which allows them to take responsibility
for their future, and provides a solid base for becoming
more responsible, healthy and happy. Independence,
and encouraging and supporting people to take
responsibility for their own circumstances, is key to
building a strong community. We know our residents
want to live in a borough where people have shared
values around respecting their neighbours and where
people recognise they have a duty to help maintain
a clean and safe environment.
At family level, a job helps families climb further up the
ladder of prosperity. On a social level, it provides links
between people and different communities, strengthening
community cohesion and delivering a sense of common
purpose. Everyone has something to contribute,
regardless of social or economic circumstances.
Our residents recognise this and value a strong work
ethic, understanding that out of work benefits are a
welfare right – not a lifestyle choice. That is why we
provide a guarantee in our employment schemes that
people will be better off in work.
Greater employment brings about a greater need
for affordable, high quality childcare and early years
provision. The Partnership supports residents in
accessing employment through helping them access
financial support in this sense. We also need to work
with local employers, those with whom we contract,
developers and new investors in the borough to
encourage more opportunities for local people and
a flexible approach to working families.
However, we appreciate that finding employment is
not an easy task and that from time to time people will
need support and advice to help them through difficult
times. We will work with advice and support agencies
to ensure that Newham has an appropriate supply of
the assistance needed including ensuring we have a
Credit Union which is able to provide support for our
community and drive out loan sharks.
22
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
Ambitious Newham continued
To ensure that we are building places where people
want to live, we treat all proposed developments the
same by asking ourselves: “Will this help us achieve
our vision of building a better borough?” Put simply,
all new developments must be based on high quality
sustainable design which is attractive, fit for modern
living and complementary to community cohesion
and safety. Additional housing will be matched with
health centres, schools, and shopping amenities. All
development must provide access to services, meet
strict environmental standards, and complement our
transport infrastructure plans. This requires clear
standards for the physical quality of public realm,
buildings and infrastructure – but with the flexibility
to retain and nurture local identities.
23
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
Healthy Newham
Our aim is that the health
of all Newham people will
be better than other
Londoners by 2020 and
the quality of services
which affect health will
be as good as anywhere
in the country by 2012.
Marie Gabriel, Chair of Newham Primary
Care Trust
Our aim is that the health of all Newham people
will be better than other Londoners by 2020 and
the quality of services which affect health will be as
good as anywhere in the country by 2012. This is a
challenging target in a borough with high levels of
health inequality, which must be overcome if our
ambition is to be realised. A wide range of factors
impact on the health of individuals, including:
• Poor social and economic circumstances
• Psychological circumstances
• Adverse events in prenatal life and early childhood
• Social exclusion and lack of social cohesion
• Work environment
• Unemployment
• Difficulties accessing healthy food
• Difficulties accessing health services
• Individual lifestyles.
Our focus will be on not only ensuring high quality
services and healthcare, which is delivered around the
individual’s needs, from maternity care to end of life
care but also services that impact positively on the
wider determinants of health with an aim of reducing
health inequalities. As a partnership we will work
together to improve the choice, access and quality of
healthcare and social care provided to all our residents,
through providing more locally based, responsive and
tailored services.
We are committed to moving our health and well-being
services closer to local people both geographically and
in terms of individual needs. Residents will be able to
go to a Polyclinic and be seen without an appointment.
Polyclinics will provide a range of health and well-being
services at four locations around the borough. They will
link to other health service provision and to Children’s
Centres, Local Service Centres, Leisure Centres and
Workplace to provide a joined up approach to health
and the factors which contribute to health and well-being.
We will offer support, advice and opportunities to
families so they can prosper and begin supporting
themselves while recognising the universal right to
expect support and protection. We have a special
responsibility to ensure our more vulnerable residents
are safe and to support them to participate fully in
their local community, particularly those residents
with long-term conditions and mental health needs.
We will promote good health and support our residents
to choose and maintain healthy and active lifestyles.
When our residents need care and treatment we will
ensure their needs are met appropriately, focusing on
their respect and dignity in the way we do so. We will
make the investment that people need to stay at home
for longer, whether that means adapting people’s
properties or helping them choose the services they
need to stay active and independent for longer.
24
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
Healthy Newham continued
Those who experience poor health are far less likely to
be in employment, and more likely to suffer a range of
problems, associated to unemployment, which contribute
to poor health such as lower income, poorer housing
conditions and reduced access to opportunities. Equally,
employment is a key element in improving long-term
health, particularly mental health, and in keeping generally
healthy. We will work with residents with ongoing
health problems to assist them in overcoming barriers
to work.
“I go to a community centre and they are open five
days a week and they do chair-based exercises,
Alzheimers meetings once a month, outings where
you all go out together and they run a diabetic
clinic. I also go on a Monday as they have a games
afternoon and they play scrabble, chat, and have
tea and biscuits. Tuesday they have a coffee
morning, in the afternoon they play darts, or
women do crafts, or exercises on a Wednesday.”
We will be proactive in encouraging people to lead a
healthy lifestyle through exercise and diet and to realise
the benefits that this can have in terms of a longer and
more rewarding life. Residents also want the opportunity
to feel part of, and play an active role in, their community.
Through a vast range of voluntary and third sector
organisations, we can help people to be active and healthy
– no matter what their age. The health inequalities we
need to overcome cannot be resolved by medicine and
healthcare alone. Encouraging participation in sports and
cultural activities such as dance, cycling and walking
together with more gentle exercise, can all contribute in a
major way to ensuring people lead a healthy and active life.
Newham resident
25
So
diti
o
in
cia
d
l an
community infl
ue
n
l lifestyle fa
idua
cto
v
i
rs
Ind
ns
co
n
ns
Ge
ne
r
Liv
tio
di
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
s
al
ce
s
Healthy Newham continued
We must also recognise that while for some people we
can help them to help themselves, other residents with
long-term health and learning needs will always require
support and help to ensure they have a decent quality of
life. The Partnership’s role is to ensure that those people
are able to manage how they receive that support.
Age, sex &
hereditary factors
“I have used the social services for my poor vision
and they are good, they gave me everything I need.”
ns
s
rs
I
S
Ge
ne
ra
l
ltural and env
ic, cu
iron
m
no
me
o
c
nta
e
r
k
l
d wo ing con
n
a
a
i
lc
d
g
c
itio
in
v
o
i
so
n
L
s
community infl
d
n
ue
la
nc
a
i
e
c
e
f
s
i
l
t
yle f
o
ua l
d
a
i
cto
iv
nd
itio
Councillor Joy Laguda, Executive Member
for Older People and Adults
Newham senior resident
nd
Through a vast range
of voluntary and third
sector organisations
we can help people to be
active and healthy – no
matter what their age.
Age, sex &
hereditary factors
Source: Health determinants model (Dahlgren & Whitehead, 1991)
26
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
People and place
ewham is a unique place with a unique population
N
– we are the youngest place in England and Wales
and one of the most diverse places on Earth.
“Not enough people know about Newham. 2012
is good for Newham but we need to do more to
get ourselves noticed.”
Newham resident
Newham is an ambitious
place. London is moving
east at an accelerated
pace and massive
regeneration continues
to progress here in
Newham.
Graham Houghton, City & East London,
District Manager, Jobcentre Plus
Greater London Authority figures estimate that 66.8%
of people living in Newham come from non-white groups
and 36.4% of the population are aged under 25. We
also have one of the highest birth rates in the country,
and the highest fertility rate of all the London boroughs.
Our evidence shows that our population is increasing
and that the ONS mid year estimates, of 249,600 for
2007, are undercounting Newham’s residents by at
least 20,000, we believe a more accurate estimate
of our current population is around 270,000 people.
We aim to create a fair, strong and cohesive community,
in which local people can enjoy the opportunity and
prosperity which has previously been concentrated in
other parts of the capital.
Newham is in an ideal position to achieve this – we are
well connected with the City and the Thames Gateway,
and have international connections through London City
Airport and, soon, through international rail. The future
development of Crossrail will bring five new stations to
the borough and enable even better connections across
the capital. These links mean the borough will play
an increasingly important role in providing a home to
professionals accessing London’s working opportunities,
but not at the expense of those residents already here.
We have an extensive river frontage and waterscape
in the Royal Docks, together with canal connections,
which will not only provide attractive places to live and
visit, but also revitalise under used connections. In terms
of open spaces, we have a number of high quality
parks across the borough, from Central Park in East
Ham to King George V Park, Custom House.
London is a global city at the centre of one of the
wealthiest regions of the world. However, this opportunity
and prosperity is not distributed evenly. Newham
residents deserve the same standard of living as the
rest of the Capital – our vision is underpinned by the
need to achieve convergence with the rest of London.
27
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
Newham also mixes the traditional with the new.
Green Street’s vibrant retailers contrast well with the
conservation area of nearby Forest Gate, while East
Ham successfully juggles a cocktail of independent
and high street names. Other areas, including Beckton
and Plaistow, provide the focal point for their respective
local communities. What these areas have in common
is a commitment from the council to build on their
strengths and identities over the coming years as a
lasting legacy is built.
The 2012 Olympic and Paralympic Games provide a
catalyst for our existing plans to redevelop the borough
and will provide a once-in-a-lifetime opportunity for
monumental change. Newham and the four other host
boroughs in East London have joined together to develop
a shared vision for the Games legacy. Together we
want to ensure a real and long lasting legacy so that
within 20 years those communities who host the
Games have the same social and economic chances
as their neighbours across the rest of London. We also
want to ensure that our residents have access to the
Games as participants, volunteers and spectators and
that we maximise on opportunities that maybe offered
to our local businesses and workforce.
What does this legacy mean for Newham’s residents?
It is about ensuring residents have the skills and
qualifications to take advantage of new job opportunities
– and giving them the confidence and aspiration to go
for it. It is about using those employment opportunities
to reduce worklessness, child poverty and a dependence
on benefits. Its about ensuring the quality and affordability
of new and existing homes. It is also about our
communities – ensuring people are able to live healthy
and active lives, where they participate and have pride
in their community, making it a safer and more content
place. In addition, it is about working closely with our
neighbouring boroughs and the other agencies
involved in delivering the 2012 games to ensure we
maximise these opportunities. By achieving all of this
we want to ensure East London is seen a place where
people choose to live because of the high quality of life
its residents enjoy.
28
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
The Olympics aside, Newham has a golden
opportunity to ensure economic development leads
to more and better jobs and homes for local people.
Next to the Olympic Park, Westfield Stratford City
will become one of Europe’s largest leisure and retail
centres, delivering a significant number of jobs for
local people. The £3.7 billion Canning Town and
Custom House regeneration programme will create
new decent homes, shops, businesses and jobs in
what is one of the most deprived areas in London. The
nearby Royal Docks are set to be given a new lease of
life as continued investment brings development and
jobs from new businesses or existing enterprises,
such as ExCeL – a world class exhibition and visitor
venue, which is undergoing significant expansion.
We want to work closely with existing and future
business, large and small. In the south of Newham,
an area hit hard by the decline of the traditional docking
and railway industries, economic foundations have
since switched to the retail and hospitality sectors,
supported by the location of Excel and City Airport.
The completion of Stratford City in 2011 will reinforce
the regeneration of local commerce, through extensive
retail, hotels and business facilities. We want to create
a varied economy which will provide for the greatest
range of job possibilities with opportunities for upskilling, social enterprise and advancement, and for
resilience and sustainability, rather than reliance on
single industries.
We must take advantage of this regeneration and
continue to plan for more development opportunities
with a view to ensuring that they benefit local residents
first and foremost. There is an opportunity through the
2012 Games to position Newham as a premier location
in London and Europe for national and international
business to locate and grow. Newham has the land
and the people to help existing and new businesses
flourish – our approach to economic development
must therefore support and nurture these businesses
by providing the right support and a local workforce
with the skills and aspirations that potential new
businesses require.
We are ensuring residents are given more choice than
ever about how they access our services, jobs, school
and life decisions, and this is at the core of what will
make Newham a place where people will actively
choose to live and raise their family. Despite the
recession, we have been successful in building resilience
and sustainability into our future plans. We will continue
this through striving to find the most efficient way of
providing services, aligning resources to the outcomes
that our community want and through working in
partnership both within and outside Newham.
29
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
It is essential that all our residents have opportunities,
such as skills and training, to help overcome the
barriers to work, particularly as regeneration and
investment increases. This needs to be twinned with
enabling people to access decent and affordable
homes that meet their needs. More employment and
better housing will lead to a cleaner, safer and more
prosperous place, echoing our aim of increasing
community involvement.
Developing Newham’s Local Development
Framework
Over the next year Newham will be consulting on and
agreeing the borough’s Local Development Framework,
this will set out our vision and plans for the economic
and physical development of the borough. The
Sustainable Community Strategy provides the context
for the Local Development Framework and will be
crucial in ensuring we can deliver our priorities. As a
starting point we recognise that Newham has a vital
role in the continuing development of London as a
World City. Our ambition is to build on the area’s
heritage and location to place the borough at the
heart of the economic growth of London as the City
spreads eastwards. Newham is a vibrant, dynamic,
cohesive and ambitious borough and we will maximise
the opportunities for regeneration and physical and
social transformation that come from the Olympic
and Paralympic Games and the growth that is
planned for the Thames Gateway.
Newham will be the most exciting place in East
London offering improved living standards, a wealth
of job opportunities and a sense of well-being that
comes from a high quality and safe environment. In
twenty years time those living here can expect to be
as skilled, as prosperous, as safe and as healthy as
those living anywhere else in London with access to
good schools, a better choice of homes, restaurants
and retailing that reflect our population’s diversity and
a range of world class sporting and cultural facilities.
The area’s natural resources of waterside, docks,
rivers and green spaces will be improved, creating
outstanding public spaces alongside development
that exemplifies excellence of design.
30
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
Working together
Encouraging people
to volunteer in their
communities enables
people to share
experiences, make
new friends, and
gain confidence and
new skills.
Reverend Ann Easter, Newham
Partnership Faith Sector Representative
Our vision is ambitious; we know it will take hard
work and commitment to achieve. We recognise the
importance of strong and effective leadership from the
Mayor of Newham and all of the borough’s partners.
Our partnership must have a shared commitment to
delivering improvements for our residents – and most
importantly concrete plans to achieve real results. In
return our residents understand that as well as having
a right to access high quality services and new
opportunities, they too have a responsibility to Newham
as their local community. This may be through doing
their bit in helping to keep their local neighbourhood
clean and tidy by not littering or fly-tipping, or on
a more personal level through recognising their
responsibility to actively seek work and contribute
to the prosperity of Newham.
We are committed to working together as a Local
Strategic Partnership and through other partnership
and joint activity, both within Newham and across
borough boundaries. For example, the Council and
NHS Newham continue to explore opportunities for
joint working and commissioning of services. We also
work closely with the other four Olympic and Paralympic
Host Boroughs, as well as other Councils in East
London and further afield. Together the five boroughs
have agreed a Strategic Regeneration Framework
which sets out the long-term targets we want to
achieve using the legacy of the Games in order to
deliver improvements in the standard of living of East
Londoners. To encourage job opportunities the Council
will co-operate with private and public employers. We will
take appropriate steps to encourage investment in
Newham and actions to support existing and future
job opportunities.
In terms of asset management, our approach is to
efficiently operate and use our assets and where
appropriate to generate value and/or income to support
our wider strategic and policy objectives. We shall also
consider sharing asset use with our local and regional
partners. In the next section of the Strategy you can
find information on how we measure success through
our current Local Area Agreement which sets out our
key targets agreed as a partnership. These targets
are for 2008–11 and during 2010 we will be working
together as a partnership to set ourselves new local
targets to continue to achieve real improvements for
Newham’s residents.
In addition, we need to ensure an efficient Council and
other local partners that can support resources being
deployed to promote the well-being of people and our
area. The Council will seek to work efficiently and,
where appropriate, share services and capacity with
its local strategic and regional partners.
31
Newham’s Sustainable Community Strategy 2010–2030: Building the Future
Measuring our progress
Newham’s Local Area Agreement (LAA) 2008/11 sets
out how we are currently measuring our progress on
the priorities and themes of the Sustainable Community
Strategy. There are 35 performance indicators in the
Local Area Agreement, plus 10 statutory children’s
indicators, each with a baseline and target. These
indicators are arranged by the Sustainable Community
Strategy themes and represent where we want to be
by 2011.
The current LAA targets will be used as a basis for
considering what our long-term objectives for achieving
better outcomes for local residents should be. The
overarching, long-term aim of this Strategy is for the
life outcomes of Newham residents to be as good as
anywhere in London by 2030. This ambition is captured
in the term convergence. Newham is working, together
with the other Olympic host boroughs, to make
convergence the lasting legacy of the 2012 games
for East London.
The indicators and targets in the table at Appendix 2
are taken from the action plan of the Olympic and
Paralympic Legacy, Strategic Regeneration Framework:
they are owned by Newham, together with the other
host boroughs and the Mayor of London. The targets
indicate the scale of our ambition and where we need
to be in order to achieve our aim of convergence
with London.
In order to monitor the actions we are taking to achieve
these targets each Partner has a detailed business
plan and other Strategies which contribute to our
shared priorities. The attached Sustainable Community
Strategy Action Plan sets out at a strategic level a
summary of the high level actions which accompany this
strategy in order to ensure we deliver real improvements
for our local residents and businesses.
32
Newham’s Key Performance
Indicators
33
Newham’s Sustainable Community Strategy 2010–2030: Newham’s Key Performance Indicators
The current LAA targets will be used as a basis for
considering what our long-term objectives for achieving
better outcomes for local residents should be. Figures
for 2008/09 performance are final figures for the year
unless stated – latest performance is used where final
2008/9 data is not yet available.
Newham’s Key Performance
Indicators – Local Area
Agreement Targets
Safer Newham
Indicator
Baseline
Targets
2008/09
NI 15
Serious Violent Crime
545
2.18 per 1000 population
(2008/09)
NI 32
Repeat incidents of domestic
violence
Performance
2008/09
2009/10
2010/11
2009/10 (YTD)
N/A
4% reduction
on baseline
9% reduction
on baseline
Please see baseline
486
1.95 per 1000 population
(April – Dec 09)
31%
(Home Office suggested
baseline based on average
performance expected of
MARACs)
N/A
N/A
27%
Please see baseline
4.76%
(April – Dec 09)
NI 16
Serious acquisitive crime rate
45.663 per 1000
population (2007/08)
44.065 per 1,000
population
42.010 per 1,000
population
39.27 per 1,000
population
39.2 per 1000 population
(13.6% reduction)
29.63 per 1000 population
(April – Dec 09)
NI 17
Perceptions of anti-social
behaviour
47.9%
(2008/09)
N/A
N/A
43%
(5.5% improvement
from baseline)
Please see baseline
No further data available
NI 19
Rate of proven reoffending by
young people
1.56
(156 per 100 offenders)
(2007/08)
1.54
(154 per 100
offenders)
1.50
(150 per 100
offenders)
1.45
(145 per 100
offenders)
1.29
(129 per 100 offenders)
0.28
(28 per 100 offenders)
(Quarter 1 2009/10)
(1.5% improvement) (2.5% improvement) (3% improvement)
Table continued overleaf >
34
Newham’s Sustainable Community Strategy 2010–2030: Newham’s Key Performance Indicators
Safer Newham – Continued
Indicator
Baseline
Targets
2008/09
2009/10
2010/11
37%
(8% improvement
from baseline)
NI 21
Dealing with local concerns about
anti-social behaviour and crime
issues by the local police
29.2%
(2008/09)
N/A
N/A
NI 38
Drug Related (Class A) Offending
0.91
(2008/09)
N/A
Average 3% reduction below baseline
across 09/10 and 10/11 cohorts
Performance
2008/09
2009/10 (YTD)
Please see baseline
No further data available
Please see baseline
0.72
(Quarter 1 2009/10)
Cleaner Greener Newham
Indicator
Baseline
Targets
2008/09
2009/10
2010/11
Performance
2008/09
2009/10 (YTD)
NI 185
CO2 reduction from local authority
operations
48,194 tonnes
CO2 Emissions Baseline
(2008/09)
N/A
N/A
7% reduction from
baseline (TBC)
Please see baseline
No further data available
NI 192
Household waste recycled and
composted
14.49%
(2007/08)
20%
22%
27%
15.83%
19.10%
(April – Nov 09)
NI 195
Improved Street and environment
cleanliness Litter, Detritus, Graffiti,
Flyposting
A=24%
B=16%
C=3%
D=1%
(2007/08)
A=16%
B=16%
C=3%
D=1%
A=14%
B=14%
C=2%
D=1%
A=13%
B=13%
C=1%
D=1%
A= 18%
B= 19%
C= 5%
D=1%
A= 17%
B= 21.5%
C= 5%
D= 1.5%
(Taken from 2 out of 3 surveys)
NI 196
Improved Street and environment
cleanliness (flytipping)
1 = very effective, 2 = effective
3 = not effective, 4 = poor
3
(2007/08)
2
2
2
2
3
(April – Dec 09)
35
Newham’s Sustainable Community Strategy 2010–2030: Newham’s Key Performance Indicators
Young Newham
Indicator
Baseline
Targets
2008/09
2009/10
2010/11
Performance
2008/09
2009/10 (YTD)
NI 56
Obesity among Primary School age
Children in Year 6
23.60%
(2006/07 academic year)
22.6%
23.5%
23%
25.60%
(2007/08 academic year)
24.58%
(2008/09 academic year)
NI 57
Children and Young People’s
Participation in high quality PE
and sport
81%
(2008/09)
N/A
83%
84%
Please see baseline
83%
(2009/10 actual)
NI 59
Percentage on Initial assessments
completed on time
59%
(2007/08)
75%
90%
92%
77.03%
44.38%
(April – Nov 09)
NI 79
Achievement of a Level 2
qualification by the age of 19
65%
(2006/07)
67.9%
70.3%
72.60%
69%
(2007/8)
No further data available
NI 110
Young People’s participation in
positive activities
73.80%
(Tell Us Survey 3 2008/09)
N/A
75%
81.1%
Please see baseline
No further data available
NI 117
16 –18 year olds who are not in
education employment or training
8.7%
(2007/08)
8.2%
7.6%
6.6%
7.7%
7.4%
(November 09)
37.4%
35.8%
34.2%
(TBC)
38.5%
(2008)
No further data available
Please note there has been
a change in definition
40.6%
NI 116
Child poverty (this definition is due to (2007)
change from next year)
36
Newham’s Sustainable Community Strategy 2010–2030: Newham’s Key Performance Indicators
Mandatory Children’s Performance Indicators
Indicator
Baseline
Targets
2008/09
2009/10
2010/11
Performance
2008/09
NI 72
Achievement of at least 78 points
across the Early Years Foundation
Stage with at least 6 in each of
the scales in Personal Social
and Emotional Development
and Communication, Language
and Literacy
39%
(Academic Year 06/07)
44%
(2009 Target)
44%
(2010 Target)
46.0% (TBC)
(Summer 2011)
42.2%
(2009)
NI 73
Achievement at level 4 or above in
both English and Maths at Key
Stage 2 (Threshold)
65%
(Academic Year 06/07)
73.00%
(Summer 2009)
73.00%
(Summer 2010)
75% (TBC)
(Summer 2011)
69%
(Summer 2009)
NI 75
Achievement of 5 or more A*–C
grades at GCSE or equivalent
including English and Maths
(Threshold)
43.4%
(Academic Year 06/07)
48.5%
(Summer 2009)
51%
(Summer 2010)
55% (TBC)
(Summer 2011)
47%
(Summer 2009)
NI 87
Secondary school persistent
absence rate
4.2%
(2006/07 Ac yr)
4.10%
(08/09 Academic
Year Target)
3.8%
(09/10 Academic
Year)
3.8% (TBC)
4.1% (Autumn 2008
& Spring 2009 Term)
NI 92
Narrowing the gap between the
lowest achieving 20% in the Early
Years Foundation Stage Profile
and the rest
39.4%
(Academic Year 06/07)
34.48%
(2009 Academic
Year target)
34.4%
(2010 Academic
Year Target)
32.5% (TBC)
(2011 Academic
Year Target)
37.9%
(Summer 2009)
(Provisional)
2009/10 (YTD)
Table continued overleaf >
37
Newham’s Sustainable Community Strategy 2010–2030: Newham’s Key Performance Indicators
Mandatory Children’s Performance Indicators – Continued
Indicator
Baseline
Targets
2008/09
2009/10
2010/11
Performance
2008/09
NI 93
Progression by 2 levels in English
between Key Stage 1 & Key Stage 2
87.3%
(06/07 Ac Year)
91.00%
(Summer 2009)
91.00%
(Summer 2010)
91% (TBC)
(Summer 2011)
85.7%
(Summer 2009 Provisional)
NI 94
Progression by 2 levels in Maths
between Key Stage 1 & Key Stage 2
76.4%
(06/07 Ac Year)
84.00%
(Summer 2009)
84.00%
(Summer 2010)
86% (TBC)
(Summer 2011)
84.6%
(Summer 2009)
NI 99
Looked after children reaching level
4 in English at Key Stage 2
44.4%
(06/07)
42%
(Summer 2009)
39%
(Summer 2010)
41.7% (TBC)
(Summer 2011)
51.7%
(Summer 2009)
NI 100
Looked after children reaching level
4 in mathematics at Key Stage 2
33.3%
(06/07)
39%
(Summer 2009)
46%
(Summer 2010)
37.5% (TBC)
(Summer 2011)
44.8%
(Summer 2009)
NI 101
Children in care achieving 5 A*–C
GCSEs (or equivalent) at Key Stage
4 (including English and Maths)
10.4%
(06/07)
14%
(Summer 2009)
16%
(Summer 2010)
17.4% (TBC)
(Summer 2011)
8.8%
(Summer 2009)
2009/10 (YTD)
38
Newham’s Sustainable Community Strategy 2010–2030: Newham’s Key Performance Indicators
Ambitious Newham
Indicator
Baseline
Targets
2008/09
2009/10
2010/11
Performance
2008/09
2009/10 (YTD)
NI 151
Overall employment rate
58%
(July 06 – June 07)
59.3%
60.6%
Narrow the gap
to the London
Regional average
rate to a maximum
of 11 percentage
points (TBC)
56.2%
(July 08 – June 09)
No further data available
NI 152
Working age people on out of
work benefit
18.4%
(June 06 – May 07)
18%
17%
Narrow the gap
to the London
Regional average
rate to a maximum
of – 4.9 percentage
points (TBC)
17.7% (Q2 2009)
No further data available
NI 161
Learners achieving a Level 1
qualification in literacy
531
(2006)
536
554
576
No data available
No data available
NI 163
Working age population qualified
to at least level 2 or higher
56.1%
57.3%
58.50%
61.20%
57.50%
No further data available
NI 171
New business registration rate
47.4 per 10,000 population
(2006)
48
(2008)
48.6
(2009)
50.1
(2010)
63 per 10,000 population
(2008)
No further data available
39
Newham’s Sustainable Community Strategy 2010–2030: Newham’s Key Performance Indicators
Housing Newham
Indicator
Baseline
Targets
2008/09
2009/10
2010/11
Performance
2008/09
2009/10 (YTD)
NI 154
Net additional homes provided
Average of previous 3 years
– 850
1110
1298
951
(TBC)
1040
868
(April – Nov 09)
NI 156
Number of households in temporary
accommodation
5595
(2007/08)
5200
4678
2800
4482 at the end of March
2008/9
3873
(December 09)
Targets
2008/09
2009/10
2010/11
Performance
2008/09
2009/10 (YTD)
Active and Connected Newham
Indicator
Baseline
NI
Percentage of people from different
back grounds get on well together
in their local area
68.3%
(2008/09)
N/A
N/A
73%
Please see baseline
No further data available
NI 5
Overall/general satisfaction with the
local area
56%
(2008/09)
N/A
N/A
65%
Please see baseline
No further data available
NI 6
Participation in regular volunteering
20.5%
(2008/09)
N/A
N/A
23.3%
Please see baseline
No further data available
NI 8
Adult participation in Sport
14.5%
(2007/08)
16.5%
19%
21%
14.5%
No further data available
40
Newham’s Sustainable Community Strategy 2010–2030: Newham’s Key Performance Indicators
Healthy Newham
Indicator
Baseline
Targets
2008/09
2009/10
2010/11
Performance
2008/09
2009/10 (YTD)
NI 121
Mortality rate from all circulatory
disease at ages under 75
118.34
(2006)
114
92
81
126.86 (2008 data)
111.3 (2007 data)
No further data available
NI 126
Early access for women to maternity
services
81%
(2008/09)
N/A
90%
90%
Please see baseline
71%
(Quarter 1 2009/10)
NI 128
User reported measure of dignity
and respect
N/A
N/A
N/A
N/A
No 2008/09 performance as No data available
survey will not be undertaken
until 2010/11
NI 130
Social Care clients receiving self
directed support
3.9% of all service users
(278 per 100,000)
(2007/08)
344 per 100,00
20% of all service
users
50% of all service
users
7.7% = 367.45 Service users 12.6%
per 100,000
(November 09)
NI 136
People supported to live
independently through social
services (all ages)
2378 per 100,000
1621 (over 65s)
(2007/08)
2789 per 100,000
1987 (over 65s)
2951 per 100,000
2113 (over 65s)
3112 per 100,000
2238 (over 65s)
2805 (all users)
1849 (over 65s)
2902 (All users)
1988 (over 65s)
(November 09)
N/A
Remain at baseline
level performance
Remain at baseline
level performance
Please see baseline
5.4%
(November 09)
5.2% (Local Baseline)
NI 150
(2008/09)
Adults in contact with secondary
mental health services in employment
41
Convergence
An Olympic legacy for the host boroughs
42
Newham’s Sustainable Community Strategy 2010–2030: Convergence – An Olympic legacy for the host boroughs
Convergence – An
Olympic legacy for
the host boroughs
The indicators and targets in this table are taken from
the action plan of the Olympic and Paralympic Legacy,
Strategic Regeneration Framework: they are owned by
the five host boroughs and the Mayor of London. The
action plan is under development and the data for some
indicators are still being researched. The full action plan
with actions and targets will be published later in 2010.
The title of the Strategic Regeneration Framework is
“Convergence” and, like Newham’s own Sustainable
Community Strategy, convergence with London is
its organising principle. The objective is to achieve
socio-economic convergence between the host
boroughs and the London average in seven key
areas within a 20 year timeframe.
SRF Outcome 1 – Creating a coherent and attractive city within a city region
Indicator
London Baseline
5HB Baseline
GAP Baseline
2014/15 target
NI5
Overall satisfaction with the local area
74.9%
66.7%
8.2% points
Narrow the gap with the rest of
London by 1.5 – 3.5% points
SRF Outcome 2 - Improving educational attainment, skills and raising aspirations
Indicator
London Baseline
5HB Baseline
GAP Baseline
2014/15 target
NI73
Achievement of at least Level 4 in English & Maths at Key Stage 2 (also
Convergence Principle 2)
72%
68.2%
3.8% points
Achieve convergence with the
London average by 2015
NI75
5 GCSE grades A* – C (inc Maths & English) in maintained schools
(Convergence Principle 1 – Percentage of 15 year old pupils achieving
5 GCSE grades A* – C in maintained schools)
50.6%
42.8%
7.8% points
Narrow the gap with the London
average to 3 – 4% points
NI80
19 year olds achieving Level 3 threshold
55%
51.6%
3.4% points
Narrow the gap with the
London average to 2% points
Percentage of working age population with no qualifications 12%
17.9%
5.9% points
Achieve convergence with the
London average by 2015
Percentage of working age adults with at least a Level 4 qualification
40.6%
36%
4.6% points
Achieve convergence with the
London average by 2015
43
Newham’s Sustainable Community Strategy 2010–2030: Convergence – An Olympic legacy for the host boroughs
SRF Outcome 3 – Reduce worklessness, benefit dependency and child poverty
Indicator
London Baseline
5HB Baseline
GAP Baseline
2014/15 target
Economically active people in employment (Convergence Principle 3:
increasing employment rates)
70.1%
63.8%
6.3% points
Narrow the gap with the rest
of London by 1– 5% points
Economically active people unemployed
6.9%
9.6%
2.7% points
Narrow the gap with the London
average to 0.5 –1% points
Median earnings for full time workers living in the area – (Convergence
Principle 4: increased mean incomes in the bottom two fifths of earners)
£580.80
£548.10
£32.70
To be set in SRF2
Proportion of children in working age families receiving key benefits
(Convergence Principle 5: reducing the number of families in receipt
of benefits)
27.9%
36.6%
8.7% points
To be set in SRF 2
London Baseline
5HB Baseline
GAP Baseline
2014/15 target
SRF Outcome 4 – Homes for all
Indicator
Additional housing units planned
150,000 for London by 2015
50,000 of which 50,000 will be
in 5HB
Affordable housing units delivered
35,000 for London by 2015 of
which 12,000 will be in 5HB
44
Newham’s Sustainable Community Strategy 2010–2030: Convergence – An Olympic legacy for the host boroughs
SRF Outcome 5 – Enhancing health and well-being
Indicator
London Baseline
5HB Baseline
GAP Baseline
2014/15 target
Percentage of adults participating in no sport or activity (0 times 30
minutes per week)
49%
55%
6% points
Narrow the gap with the
London average to 1% points
NI56
Obesity in primary school age children in Year 6
21%
24%
3%
Narrow the gap with the
London average to 25% points
NI121
Circulatory disease mortality rates aged under 75
83.52
112.08
34.2%
Narrow the gap with the
London average to 25% points
NI122
Mortality from all cancers at ages under 75
108.95
122.27
12.2%
Narrow the gap with the
London average to 10% points
Male life expectancy (Convergence Principle 7: increasing life expectancy)
77.9
75.5
3.4% points
Narrow the gap with the
London average to 2.5% points
Female life expectancy (Convergence Principle 7: increasing life expectancy)
82.4
80.9
1.9% points
Narrow the gap with the
London average to 1.5% points
SRF Outcome 6 – Reduce serious crime rates and anti-social behaviour
Indicator
London Baseline
5HB Baseline
GAP Baseline
2014/15 target
Violent crime levels
12.8%
18.8%
6% points
To be set in SRF2
NI17
Perceptions of anti-social behaviour
26.5%
38.9%
12.4% points
To be set in SRF2
45
Newham’s Sustainable Community Strategy 2010–2030: Convergence – An Olympic legacy for the host boroughs
SRF Outcome 7 – Maximising the sports legacy and raise participation levels
Indicator
London Baseline
5HB Baseline
GAP Baseline
2014/15 target
NI8
Adult participation in sport and active recreation
21.2%
18.0%
63.2% points
Narrow the gap with the
London average to 0.5% points
Percentage of adults participating in no sport or activity (0 times 30
minutes per week)
49%
55.0%
6% points
Narrow the gap with the
London average to 1% points
NI57
Children and young people’s participation in high quality PE and sport
not available
76.4%
not available
Achieve 100% participation
46
Sustainable
Community Strategy Action Plan
47
Newham’s Sustainable Community Strategy 2010–2030: Sustainable Community Strategy Action Plan
Sustainable
Community Strategy
Action Plan
Living Here
Safer Newham
Cleaner, Greener Newham
Integrated effective partnership work on crime and anti-social behaviour between LBN and Met
Police through an area based, intelligence and community lead approach.
LBN / Met Police
Improved community engagement through ward panels and local research to measure the perception
of safety, cleanliness and confidence in the police and council, and identify problems early.
LBN / Met Police
New working arrangements for street cleaning and waste removal to provide a 24/7 service that is
aligned with the police and anti-social behaviour services.
LBN / Met Police
Develop a clear and robust sustainability strategy that will deliver more energy efficient services.
LBN
Work in partnership with Forum for the Future to create a sustainability strategy by May 2010. This
will support us in developing sustainable economic growth, alongside the regeneration being carried
out in the borough.
LBN / Forum for the Future
Make sustainability in its broadest sense (including economic, social and environmental sustainability)
the principle focus for strategic planning and economic development in the borough.
LBN
We will work to improve the standards and quality of private sector housing in the Newham, working
with Landlords to improve conditions for those who are renting.
LBN
We will work to improve access to financial assistance for individuals. We will look at ways to facilitate
the use of capital assets to increase the flexibility and choices to people, for example when they are
seeking to buy a home or to increase their personal or family’s future economic capacity through
further or higher education.
LBN
Building Community
Housing Newham
Table continued overleaf >
48
Newham’s Sustainable Community Strategy 2010–2030: Sustainable Community Strategy Action Plan
Building Community
Active and Connected Newham
We will build on our current programme of community engagement to ensure that even more of our
residents feel involved in decision making in the borough through the work of our Councillors in the
community, our programme of community engagement events and through developing our community
engagement strategy.
LBN
More effective and consistent communications between the Partnership and local people letting local
people know what we are doing to address their concerns.
LBN / Met Police / Newham PCT
We will look to improve the way residents, businesses and other service users can contact us,
through the telephone, internet or face to face. The Council will work with other Partners to
implement its Customer Access Strategy to improve the range and quality of access and ensure
value for money.
LBN / Met Police / Newham PCT
Ensuring that our community has access to an infrastructure and local facilities that gives them greater
choice about how to access services for example though greater accessibility to broadband services.
LBN
The Council and Partners will work to improve access to Advice Services. Specifically the Council will
use its Customer Access Programme to review the use of front offices and Local Service Centres as
well as web based information to ensure residents and service users are able to access comprehensive
information and advice at the right time and in a way they wish to receive it.
LBN
A single community engagement team will deliver an ongoing cycle of engagement at Community
Forum service level with detailed feedback to residents on outcomes.
LBN / Newham Partnership
Improve learning and training for young people and increase the diversity of the learning pathways
available in Newham, including:
• Increase young apprenticeships
• Roll out Foundation Learning
• Increase the number of Diplomas offered.
14–19 Partnership
Protecting our young people from harm is our paramount concern and the Council will continue to work
with partners to ensure we improve the well-being and safety of vulnerable children and young people,
enabling them to have the same opportunities and experiences as other young people.
LBN
Support the provision of more arts, sport and cultural activities for young people at the right times for them.
LBN
Building the Future
Young Newham
Table continued overleaf >
49
Newham’s Sustainable Community Strategy 2010–2030: Sustainable Community Strategy Action Plan
Building the Future
Ambitious Newham
LBN
We will develop an Economic Development Strategy to plan for future regeneration and investment
opportunities, ensuring our labour market has the skills and ability to meet the demands of future
employers. We also want to develop an Economic Development Strategy that creates a varied economy
which will provide for the greatest range of job possibilities with opportunities for up-skilling, social
enterprise and advancement, and for resilience and sustainability, rather than reliance on single
industries. We will work with existing local businesses to develop their capacity in the areas of business
growth in the borough and surrounding areas, we will help make them ready to bid for public sector
contracts and to work with major developers in the borough as sub-contractors. We will work with
entrepreneurs and those wishing to set up new business in the borough to help them establish a
successful business base in Newham. We will encourage the use of Workplace to help fill vacancies and
will develop rewards for businesses that help to tackle long-term unemployment in the borough.
Workplace job brokerage centres onsite at the 2012 Athlete’s Village and Stratford City to link local
people into construction jobs resulting from these new developments.
LBN / Jobcentre Plus
We will help develop businesses so that they are fit to compete for and win work in and outside the
borough and will work with those from whom we procure to ensure that they help deliver work and training
opportunities for our community and deliver tangible and sustainable community benefits as part of their
corporate social responsibility.
LBN
As organisations and partners we will work to ensure our Procurement Strategies support the delivery of LBN / PCT / Met Police
a strong local economy through encouraging and supporting local businesses to access new and
existing business opportunities.
Provide high quality, state of the art, retail training in a landmark building at the entrance to Stratford City
shopping centre to recruit people into jobs and provide in-work training and career development.
LBN / Westfield / Jobcentre Plus
Increase the number of local residents employed by the Council through “Training to Work”, formal
apprenticeships, targeted and accessible procurement and support for Small & Medium Sized
businesses in recruiting local apprentices.
LBN / London Apprentice Company
We will work to ensure Newham residents are able to benefit from the 2012 Olympic and Paralympic
Games, through social and economic opportunities before, during and after the 2012 Games.
LBN
Table continued overleaf >
50
Newham’s Sustainable Community Strategy 2010–2030: Sustainable Community Strategy Action Plan
Building the Future
Ambitious Newham – Continued
Healthy Newham
As one of the five Host Boroughs for the 2012 Games, Newham is committed to working sub-regionally LBN / LBH / LBG / LBTH / LBWF
on reducing worklessness through a Multi-Area Agreement. Working across borough boundaries
will allow us to take full advantage of employment and business opportunities presented to East London
by the Games and to secure a lasting legacy for our residents of increased prosperity and enhanced
quality of life.
Use the context of the 2012 Games and beyond to deliver an effective and sustained approach to
attracting inward investment and developing our existing small to medium businesses.
LBN Regeneration / East London Business
Alliance
We will work with advice and support agencies to ensure that Newham has an appropriate supply
of the assistance needed including ensuring we have a Credit Union which is able to provide support
needed for our community and to drive out loan sharks.
LBN
The Council and NHS Newham will further integrate services to deliver more joined up and locally based LBN / Newham PCT
services which are customer focused, easy to navigate and responsive to local needs.
Newham Partnership will make prevention of illness and maintenance of good health and well-being for
Newham residents a number one priority. Through public information campaigns on healthy choices
and co-ordinating health services with services moving people into work and those providing the
support to live independent and active lives.
LBN / Newham PCT
We will build on projects and services that help improve residents’ heart health through the Hearty
Lives Newham programme, our partnership with the British Heart Foundation and NHS Newham.
Newham PCT / LBN / British Heart
Foundation
Improve access to universal services with a clear focus on preventing ill health and social inclusion.
Newham PCT / LBN
Early intervention and enablement approaches to help prevent people needing long-term care.
LBN / Newham PCT
We are developing joint approaches to promoting health and well-being and preventing ill health
across the Council, NHS and voluntary sector.
LBN / PCT / Voluntary Sector
We are transforming how adult social care is provided to deliver personalised support that improves
choice and control for individuals.
LBN / PCT / Voluntary Sector
51
Newham’s Sustainable Community strategy will be delivered by
the Newham Partnership. Its membership includes a wide range
of partners in the public, private and third sectors including:
Jobcentre Plus
www.jobcentreplus.gov.uk
UEL
www.uel.ac.uk
East London NHS
www.eastlondon.nhs.uk
Newham Voluntary Sector
www.nvsc.org.uk
NHS Newham
www.newhampct.nhs.uk
ELBA
www.elba-1.org.uk
Met Police
www.met.police.uk
www.newham.gov.uk
Tel: 020 8430 2000
Newham Council
www.newham.gov.uk
Newham University Hospital NHS Trust
www.newhamuniversityhospital.nhs.uk