appropriate assessment and intervention. (Tier 2 & 3). Outcome 1.3 – Childhood obesity is reduced. Action Indicator Baseline Target Reporting Lead Officer Lead Review National Child Measurement Programme (NCMP) data to ensure full understanding of inequalities and inform effective targeting of services. Re-commission Tier 2 weight management services and for children and young people, including a focus on prevention. Ensure effective prevention programmes are delivered, focusing on schools in the east of the Borough, and the most at risk cohort between 5-10 years. 1.3.1 Excess Weight in 10-11 year olds 36.4% 2013/14 35.7% Annual Public Health -LBM Children’s Trust Board 1.3.2 Gap between % of year olds with obesity weight between east and west Merton 6.2% 2010/11-2012/13 6% Annual Public Health -LBM Outcome 1.4 - The proportion of children ready for school is increased Action Indicator Baseline Target Reporting cycle Lead Officer Lead Promote and deliver children centre services that focus on families living in deprivation and those less likely to engage, to enhance school readiness. Increase the uptake of free quality 2 year nursery places as part of the ‘disadvantaged children’ offer. 1.4.1 Gap between % of premium children achieving a good level of development in early Years Foundation stage and children not 13.1% (2013/14) Tbc* indicator is due to change, further work required to define target measure. Annual CSF - LBM Children’s Trust Board
Outcome 2.1 – All partner organisations promote health in their policies and services Action Indicator Baseline Target Reporting cycle Lead Officer Lead Train frontline staff across Merton (council, CCG, GP, fire, police, voluntary sector and other partners) to become health champions, enabling them to understand and apply their role in prevention and signpost to relevant services No. frontline trained as health champions within HWB partner organisations 0 Y1: 100 staff trained Quarterly LBM Public Health/ MCCG/ HWB HWB Develop a prevention strategy to include consideration of: Role of frontline staff across HWB partners in prevention. Embedding prevention in local public policy. Jointly owned HWB Prevention Strategy developed. N/A Prevention Strategy in Annual DPH HWB Outcome 2.2 – Settings e.g. workplaces, schools, high streets, where people spend their time are healthier Action Indicator Baseline Target Reporting cycle Lead Officer Lead
Promote healthy workplace schemes with employers in the borough Number/% of employers delivering healthy workplace schemes and / or signed up to the London Healthy Workplace Charter SMEs (<250 employees) Larger (>250) 0 1 TBC (once healthy workplace outreach mobilised) Annual LBM Public Health HWB Implement the GLA Healthy Workplace Charter in LBM Action plan developed by LBM Workplace Steering based around the 8 LHWC themes level Action plan agreed Annual LBM Public Health HWB Council sickness absence rates 9.92 days lost per FTE (2014/5) 9.29 days lost per FTE (2013/4) 8.0 days lost per FTE Annual LBM Public Health HWB Work with planning and licensing to promote healthy high streets Ensure the review of the Statement of Licensing Policy (SLP) explicitly considers health and wellbeing. Develop a best practice approach for health input to planning Statement of Licensing Policy explicitly considers health and wellbeing. N/A (review of SLP being in 2015/16) SLP includes HWB Annual LBM Public Health / E&R HWB Gap in alcohol-related harm (Standardised Admission Ratio) between east and west 31.7 TBC (25 by 2018) Annual LBM Public Health HWB Public Health process for responding to N/A Process developed Annual LBM Public Health HWB
planning applications developed and Develop a pilot in Pollards Hill to test approaches to deliver this HWB strategy Build on Living Street audit to engage community organisations and residents to agree joint action plan Deliver activities and monitor delivery through a community oversight group N/A Pollards Hill community working together with formal sector partners to improve community Annual LBM Public Health/ Community Trust HWB Outcome 2.3 - The proportion of adults making healthy lifestyle choices is increased Action Indicator Baseline Target Reporting cycle Lead Officer Lead Implement coordinated Tier 1, Tier 2 and Tier 3 healthy lifestyle and healthy weight programme, fully integrated with healthy eating/ physical activity programmes in the borough Service commissioned with single point of access The percentage of obese residents who achieve a 5% weight loss N/A N/A Service in place by April 2016 N/A in first year Annual Annual LBM PH LBM PH HWB HWB
Support food establishments, particularly fast food outlets, to deliver healthier options No./% eligible food outlets signed up to Healthy Catering Commitments TBC (audit planned in 2015) Y1: 20 outlets Annual LBM PH / E&R HWB Develop a food partnership to improve coordinated action on all aspects of the food environment in Merton Food network or partnership set up 0 Food partnership in place Annual LBM Public Health Sustainable Partnership Action plan or charter developed and agreed by network 0 Charter agreed Annual LBM Public Health Sustainable Partnership Conduct independent assessment against the PHE physical activity strategy and explore opportunities/findings Assessment undertaken and recommendations agreed to address inequalities in provision / access N/A Assessment completed, agreed Annual LBM PH HWB PHOF 1.16 people outdoor space for exercise / health reasons 15.0 (Mar 2014) 15/16: 16 16/17: 18 17/18: 20 Annual LBM PH HWB PHOF 2.13 Percentage of active and inactive adults - inactive adults 2012: 31.5 2013: 24/2 15/16: 22 16/17: 20 17/18: 18 Annual LBM PH HWB Improve uptake of smoking cessation services by: Undertaking insight analysis around attitudes towards smoking cessation by smokers, ex-smokers and professionals Use insight to increase referrals from health and non-health partners (GPs, pharmacies, Insight completed, implemented, action plan agreed N/A Insight completed Annual LBM Public Health HWB Smoking prevalence – adults (18+) (PHOF 2.14) 2013: 13.9 2015: 12.7 2016: 12.0 2017: 11.3 2018: 10.6 Annual LBM Public Health HWB
frontline staff) and target outreach using appropriate comms messages Work with Responsible Authorities to promote a sensible and safe drinking environment in Merton PHOF 2.18 Alcohol-related admissions to hospital 502 15/16: N/A 16/17: 469 17/18: 458 Annual LBM PH / E&R HWB Regular Responsible Authorities meetings N/A Meetings held Annual LBM PH HWB Develop an alcohol strategy working across prevention to rehabilitation closer to home Alcohol strategy developed N/A Strategy completed Annual LBM PH HWB Increase alcohol prevention in primary care through IBA targeted in areas with highest risk drinkers Number alcohol IBA conducted 0 TBC Annual LBM PH HWB Conduct Health Needs Assessment to identify non-Class A drug users (e.g. uses of ‘legal highs’) and develop actions to address risk behaviour Conduct HNA and develop action plan N/A HNA completed Annual LBM PH HWB Improving testing/screening and between commissioned sexual heath and substance misuse services. Increase uptake of Hep B, Hep C and HIV and other testing in clients of substance misuse services TBC Y1: 10% on baseline Annual LBM PH HWB Clinical prevention –initiatives to increase screening for cancers starting with bowel screening: ACE Cancer Screening pilot Pilot developed, implemented and evaluated Number of GP Practices participating in the pilot Percentage of patients sent a bowel screening test (FOBT) and did not submit the test, who N/A N/A N/A 15 GP Practices 80% of patients Quarterly LBM PH and MCCG HWBB monthly
were engaged through the pilot Pilot developed, and evaluated Health Facilitation and Promotion provided Community Nurses in LBM Learning Disability service A range of Health facilitation and promotion activities delivered to support people with learning disabilities 0 Range of activities and support in place Annual LBM Learning Disability Service HWB Outcome 2.4 - Integrated Mental Health pathway Action Indicator Baseline Target Reporting cycle Lead Officer Lead Building on the successful implementation of localities as part of the Better Care Fund, develop a programme of mental health integrated pathways in Merton localities, starting with East Merton the highest levels of inequalities in mental health are evidenced, improve waiting times for referral to treatment where the primary and secondary diagnosis is mental health and a physical condition or vice-versa and reducing the number of contacts with services that mental health patients have (Right Care, Right Place, Right time), and align commissioning processes to deliver more coordinated patient outcomes in mental health Mental Health clearly reflected in the Merton Integration Programme governance at all appropriate levels. Patient experience Implementation of mental health key workers in teams (MDTs) Mental health specific integrated care pathways developed Baseline waiting times Subsequent waiting times Before and after comparisons of the number of contacts For year 1 the process objectives are the baseline Annual MCCG HWB
Work with Jobcentre Plus through a partnership agreement to reduce the number of claimants of Employment Support Allowance (ESA) and Incapacity Benefit (IB) by 2017 Labour Market Bulletin As of May 2014 5160 people were claiming ESA/IB 5000 (1 year) Figures are provided monthly from JCP FutureMerton SCTP People are able to find employment when they want, maintain a family and social life and contribute to community life, and avoid loneliness or isolation ASCOF 1E. Proportion of adults with a learning disability in paid employment 50 residents engaged in IT and 150 residents engaged in employability skills 18 people with a Learning Disability per year into permanent paid employment Annual Andy HWB Outcome 3.2 – Increase employment by initiatives to improve soft skills and deliver skills in growth sectors (with the intention of 50 job outcomes per annum) Action Indicator Baseline Target Reporting cycle Lead Officer Governance Lead Deliver a programme of training through the Economic Well Being Group and the 2015 Employment and Skills Action Plan 2-5 programmes of training per year 100 residents in IT 200 residents in employability skills To exceed baseline ITT in Feb/Mar 2015 Award contracts by May/June 2015 Delivery over 12 months J Ogunade Sustainable Communities and Transport Partnership Outcome 3.3 Assist business and growth of existing businesses (creating 160 jobs in Merton)
Action Indicator Baseline Target Reporting Lead Officer Governance Lead Deliver a programme of business forums throughout the year as part of the Economic Development Strategy Support Programme (EDSS) 6 forums per year 120 businesses 360 businesses over 3 years 6 months S Williams SCTP Work with employers through the Merton Business Support Programme (MBSS) Number of businesses who participate in the programme 120 businesses 360 businesses over 3 years Every 6 months E Osei SCTP Work with employers to “Take One” young person either through a traineeship, apprenticeship , work experience or into employment No of apprenticeships/ traineeships in post 100 pa 300 over 3 years Quarterly or annually S Williams SCTP Outcome 3.4 – Bridge the lifelong learning gap in deprived wards Action Indicator Baseline Target Reporting cycle Lead Officer Governance Lead Bridging the skills gap – increased participation in adult education programmes among those living in disadvantaged wards Enrolment numbers Current figures: 36% of learners on qualifications live in a disadvantaged ward 27% of learners on courses in a disadvantaged ward Increase in enrolment and qualification achieved Annual academic year Y Tomlin SCTP Employability - Percentage of participants that went into employment after attending an adult education course % Current figures: 11% including self employment Increased number of employed Annually Y Tomlin SCTP
Increase number of ESOL students, health theme materials Number of ESOL students 60 240 LBM Public Health HWB Priority Theme 4: Community Participation and Feeling Safe Outcome 4.1 – The number of people engaged in their communities is increased through volunteering Action Indicator Baseline Target Reporting Lead Officer Governance Lead Refresh Merton Partnership Volunteering Strategy for 2015-17, Resident’s Survey volunteering participation. 20% 2014 21% from 2015 Residents Survey 22% 2016 23% 2017 Annually Head of Policy & Partnerships - LBM Merton Partnership Executive Board Residents who require support to volunteer e.g. with disabilities, long term health conditions, mental health problems, 16-18 year olds, MVSC Statistics 800 2014/5 900 for 2015/6 900 2016/17 Annually Head of Volunteering – MVSC MVSC Board of Trustees
and the long term unemployed are supported to volunteer 900 2017/18 subject to end of year reviews Residents are able to easily identify volunteer opportunities and approach organisations MVSC Statistics 1000 2014/5 1,200 for 2015/6 1,200 2016/17 1,200 2017/18 subject to end of year reviews Annually Head of Volunteering – MVSC MVSC Board of Trustees New web based portal for volunteering and community action developed and launched New system up and running No portal in Portal fully active and promoted Annually Head of Volunteering – MVSC Merton Partnership Executive Recruit volunteers to support LBM Adult Social Care Staff: Merton's Direct Provision day services actively recruit volunteers to work with staff supporting customers to participate in a range of activities Number of volunteers recruited Target figure of 40 volunteers by 2017 Annually Andy HWB Outcome 4.2 – Sustainable voluntary and community organisations partner with the public sector to strengthen community capacity and cohesion
Action Indicator Baseline Target Reporting cycle Lead Officer Lead Workshops on specific funding opportunities delivered Workshops delivered Groups participating 2 workshops delivered 10 groups participating Double activity across these areas 2015/16 4 workshops 10 groups 2016/17 4 workshops 10 groups 2017/18 4 workshops 10 groups 6 monthly Head of & Funding Advice – MVSC MVSC Board of Trustees Increase in finance levered into Merton for health and wellbeing activities within the voluntary & community sector in the east of the borough Value of finance levered in £100,000 £125,000 2015/16 £125,000 2016/17 £125,000 2017/18 Annually Head of & Funding Advice – MVSC MVSC Board of Trustees Organisational health checks of small community groups in East of borough conducted Health checks completed 0 21 2015/16 21 2016/17 21 2017/18 Annually Head of & Funding Advice – MVSC Director of Public Health
Review and refresh of Community Cohesion Strategy Community Cohesion Strategy Completion Community Cohesion Strategy delivered Annually Head of Policy & Partnerships - LBM Merton Partnership Executive Board Outcome 4.3 – People remain independent or regain independence as far as possible Action Indicator Baseline Target Reporting cycle Lead Officer Lead Ensuring that the people receive reablement services ASCOF 2D. The outcomes of short-term services: sequel to service This is a brand new service, so we currently have 12 clients on the books. However, we aim to increase this as the service evolves 25 clients Monthly Director of Housing and Community Care HWB Improve the provision of mental health peer support services for adults- Project Pilot developed, implemented and evaluated N/A Pilot developed, implemented and evaluated Annual Director of Housing and Community Care HWB Support older adults to reduce loneliness and isolation, and remain or regain independence: Two year Pilot Merton Befriending Scheme Number of eligible Merton residents with: Telephone befriending N/A At end of year 2, 92 telephone clients and 92 face to Director of Public Health HWB
Metropolitan Police to work with partners through Local Multi-Agency Problem Solving Panels to deliver bespoke action plans to reduce crime and fear of crime in three hotspot areas identified through the Vulnerable Localities Index Action plans agreed and delivery of outcomes through LMAPs. Total crime in ward areas 6 months before interventions. 5% decrease in specific ward area 6 months after intervention Varies as per intervention Chief Inspector Partnership, MPS Merton Safer and Stronger Executive Board Priority Theme 5: A good natural and built environment Outcome 5.1 – Positive health and wellbeing outcomes are embedded within major developments as a condition of granting planning permission in Merton Action Indicator Baseline Target Reporting cycle Lead Officer Governance Lead Undertake Health Impact Assessments for masterplans and significant planning applications in accordance with the Mayor’s Social Infrastructure SPG Every masterplan and significant planning application will have a HIA. 0 100% of significant developments and masterplans Annually each June for the previous financial year Future Merton / Public Health Future Merton / Public Health Outcome 5.2 – Fuel poverty is reduced through collective energy switching Action Indicator Baseline Target Reporting cycle Lead Officer Governance Lead Promote and facilitate the Big London Energy Switch in Merton That Merton will enable residents, especially those without internet access, to access 25 households participate per action. Increased participation of 10% annually Annually Future Merton Future Merton
collective energy switching programmes Outcome 5.3 – Pollution is reduced through an increased number of in parks Action Indicator Baseline Target Reporting cycle Lead Officer Governance Lead Increased tree planting and increasing tree canopy across the borough. Canopy cover surveys of LBM managed trees and woodland Aerial photography surveys indicate 5.5%(5.9%) to 6.5%(6.9%) tree by LBM managed trees and woodland (2012/14) 3 percentage increase in LBM managed tree canopy 3 years depending on availability of aerial imagery Sustainable Communities Outcome 5.4 – The quality of houses of multiple occupation (HMOs) will be improved Action Indicator Baseline Trajectory Reporting cycle Lead Officer Governance Lead