Public Document Pack

Agenda for a meeting of the Bradford South Area Committee to be held on Thursday, 28 March 2019 at 5.00 pm in Committee Room 1 - City Hall, Bradford

Members of the Committee – Councillors

LABOUR CONSERVATIVE THE QUEENSBURY WARD INDEPENDENTS Wainwright Senior L Cromie T Hussain Dodds Peart Warburton Wood S Khan

Alternates: LABOUR CONSERVATIVE

Berry Hargreaves Ferriby Green Jabar Johnson Tait Thornton Watson Notes:  This agenda can be made available in Braille, large print or tape format on request by contacting the Agenda contact shown below.  The taking of photographs, filming and sound recording of the meeting is allowed except if Councillors vote to exclude the public to discuss confidential matters covered by Schedule 12A of the Local Government Act 1972. Recording activity should be respectful to the conduct of the meeting and behaviour that disrupts the meeting (such as oral commentary) will not be permitted. Anyone attending the meeting who wishes to record or film the meeting's proceedings is advised to liaise with the Agenda Contact who will provide guidance and ensure that any necessary arrangements are in place. Those present who are invited to make spoken contributions to the meeting should be aware that they may be filmed or sound recorded.  If any further information is required about any item on this agenda, please contact the officer named at the foot of that agenda item. Decisions on items marked * are not Executive functions and may not be called in under Paragraph 8.7 of Part 3E of the Constitution. From: To: Parveen Akhtar City Solicitor Agenda Contact: Yusuf Patel Phone: 01274 434579 E-Mail: [email protected] A. PROCEDURAL ITEMS

1. ALTERNATE MEMBERS (Standing Order 34)

The City Solicitor will report the names of alternate Members who are attending the meeting in place of appointed Members.

2. DISCLOSURES OF INTEREST

(Members Code of Conduct - Part 4A of the Constitution)

To receive disclosures of interests from members and co-opted members on matters to be considered at the meeting. The disclosure must include the nature of the interest.

An interest must also be disclosed in the meeting when it becomes apparent to the member during the meeting.

Notes:

(1) Members may remain in the meeting and take part fully in discussion and voting unless the interest is a disclosable pecuniary interest or an interest which the Member feels would call into question their compliance with the wider principles set out in the Code of Conduct. Disclosable pecuniary interests relate to the Member concerned or their spouse/partner.

(2) Members in arrears of Council Tax by more than two months must not vote in decisions on, or which might affect, budget calculations, and must disclose at the meeting that this restriction applies to them. A failure to comply with these requirements is a criminal offence under section 106 of the Local Government Finance Act 1992.

(3) Members are also welcome to disclose interests which are not disclosable pecuniary interests but which they consider should be made in the interest of clarity.

(4) Officers must disclose interests in accordance with Council Standing Order 44.

3. MINUTES

Recommended –

That the minutes of the meetings held on 31 January and 28 February 2019 be signed as a correct record (previously circulated). (Yusuf Patel – 01274 434579)

2 4. INSPECTION OF REPORTS AND BACKGROUND PAPERS

(Access to Information Procedure Rules – Part 3B of the Constitution)

Reports and background papers for agenda items may be inspected by contacting the person shown after each agenda item. Certain reports and background papers may be restricted.

Any request to remove the restriction on a report or background paper should be made to the relevant Strategic Director or Assistant Director whose name is shown on the front page of the report.

If that request is refused, there is a right of appeal to this meeting.

Please contact the officer shown below in advance of the meeting if you wish to appeal. (Yusuf Patel - 01274 434579)

5. PUBLIC QUESTION TIME

(Access to Information Procedure Rules – Part 3B of the Constitution)

To hear questions from electors within the District on any matter this is the responsibility of the Committee.

Questions must be received in writing by the City Solicitor in Room 112, City Hall, Bradford, BD1 1HY, by mid-day on Tuesday 26 March 2019. (Yusuf Patel - 01274 434579)

B. BUSINESS ITEMS

6. HIGHWAY MAINTENANCE NON-CLASSIFIED ROADS AND 1 - 10 SURFACE DRESSING ALLOCATION FOR BRADFORD SOUTH - 2019/20

The Strategic Director Place will submit a report (Document “AF”) which provides information on Capital Highway Maintenance funding and makes recommendations on the allocation for Non-Classified road resurfacing schemes and Surface Dressing sites.

Recommended –

That the Bradford South Area Committee approves the proposed programme of works for 2019/20 as shown in Appendix 1 and 2 to Document “AF”.

Overview and Scrutiny Committee: Regeneration and Environment

(Andrew Whelan - 01274 434409)

3 7. 28 ALBERT ROAD, - REQUEST FOR A DISABLED PERSONS 11 - 16 PARKING PLACE FOLLOWING OBJECTION

The Strategic Director Place will submit a report (Document “AG”) which sets out an application for a Disabled Persons Parking Place where the application has received an objection.

Recommended –

(1) That the Bradford South Area Committee determines whether or not to allow the installation of a Disabled Persons Parking Place for 28 Albert Road.

(2) That the applicant and objector be informed accordingly.

Overview and Scrutiny Committee: Regeneration and Environment

(Andrew Smith - 01274 434674)

8. ROPER LANE, CROSS LANE, MOOR CLOSE ROAD AND MOOR 17 - 24 CLOSE LANE, QUEENSBURY - OBJECTIONS TO PROPOSED TRAFFIC MEASURES

The Strategic Director Place will submit a report (Document “AH”) which sets out objections received to recently advertised proposals for Traffic Calming Measures and Traffic Regulation Order on Roper Lane, Cross Lane, Moor Close Road and Moor Close Lane, Queensbury.

Recommended –

(1) That the objections be overruled and the proposed modified TRO and traffic calming measures as shown on Plan no.HS/TRSS/103866/CON-1B – attached as Appendix 1 to Document “AH” be implemented.

(2) That the objectors be informed accordingly.

Overview and Scrutiny Committee: Regeneration and Environment

(Andrew Smith - 01274 434674)

9. OBJECTIONS RECEIVED TO A PROPOSED TRAFFIC 25 - 34 REGULATION ORDER FOR VARIOUS SITES IN BRADFORD SOUTH

The Strategic Director Place will submit a report (Document “AI”) which sets out objections received to a recently advertised Traffic Regulation Order for various parking restrictions in the Bradford South constituency.

4 Recommended –

(1) That the objection in respect of New Works Road be overruled and the scheme modified as detailed on drawing number No.TDG/TRSS/103778/GL-33C – attached as Appendix 2 to Document “AI”, and sealed and implemented as otherwise advertised.

(2) That the objection in respect of Church Street be overruled and the modified scheme, as detailed on drawing number No.TDG/TRSS/103778/GL-36B – attached as Appendix 3 to Document “AI”, be sealed and implemented.

(3) That the objectors be informed accordingly.

Overview and Scrutiny Committee: Regeneration and Economy

(Andrew Smith - 01274 434674)

10. BRADFORD PARTNERSHIP ANTI SOCIAL BEHAVIOUR REVIEW 35 - 52 2018-19

The Strategic Director Place will submit a report (Document “AJ”) which provides members with recommendations and work activity following a Community Safety Partnership review of anti social behaviour.

Recommended –

That the work undertaken by the various partnerships be noted.

Overview and Scrutiny Committee: Corporate

(Rebecca Trueman - 01274 431364)

11. PUBLIC HEALTH IN THE BRADFORD SOUTH AREA OF 53 - 76 BRADFORD METROPOLITAN DISTRICT COUNCIL AREA

The Strategic Director Health and Wellbeing will submit a report (Document “AK”) which seeks to inform Bradford South Area Committee of the work; activities and outturn data of the Public Health department; specifically as it contributes to the health and wellbeing of the population of Bradford South constituency

5 Recommended –

It is recommended that option 9.2 set out in Document “AK is adopted in order to support the overall health and well-being of the residents of Bradford South.

Overview and Scrutiny Committee: Health and Social Care

(Darren Fletcher & Sarah Possingham - 01274 43 5133/ 0127 431319)

12. UPDATE FROM NHS BRADFORD DISTRICTS CLINICAL 77 - 102 COMMISSIONING GROUP.

The Director of Strategic Partnerships, NHS Bradford Districts Clinical Commissioning Group will submit a report (Document “AL”) which provides an update on the priorities, recent initiatives and public engagement activities by NHS Bradford Districts Clinical Commissioning Group.

Recommended –

Bradford South Area Committee is asked to note the contents of this report.

Overview and Scrutiny Committee: Health and Social Care

(Vicki Wallace - 01274 237524)

13. BRADFORD SOUTH WARD PLANS FOR 2019-20 103 - 182 The Strategic Director Place will submit a report (Document “AM”) which presents the Bradford South Ward Plans for 2019-20.

Recommended –

(1) That Bradford South Area Committee approves and adopts the draft updated Bradford South Ward Plans 2019 - 20.

(2) That Bradford South Area Committee requests Council Officers, partner agencies and community organisations to support the implementation of the draft updated Bradford South Area Ward Plans 2019 - 20.

(3) That Bradford South Area Committee requests the Area Co- ordinator to continue to work with the relevant officers to support the implementation of the Ward Plans.

6 (4) That the Bradford South Ward Plans 2019 - 20 should be considered in future revisions of District-wide strategies and budget-setting processes.

Overview and Scrutiny Committee: Corporate

(Mick Charlton - 01274 437656)

14. 2018/19 BRADFORD SOUTH YOUTH AND COMMUNITY CHEST 183 - GRANTS 190

The Strategic Director Place will submit a report (Document “AN”) which details the Youth and Community Chest Grants awarded from applications received prior to the 31 January 2019 deadline.

Recommended –

(1) That the wide range of applications from groups, organisations and individuals across Bradford South are noted and welcomed.

(2) That the Bradford South Area Co-ordinator’s Office continue to ensure the effective allocation of the Youth and Community Chest budget by providing appropriate advice and support to applicants.

Overview and Scrutiny Committee: Corporate

(Mick Charlton – 01274 431155)

15. BRADFORD LIBRARIES 191 - 198 The Strategic Director Place will submit a report (Document “AO”) which sets out the challenges and service response to delivering 2019/20 savings and how they will impact on libraries located in Bradford South.

Recommended –

(1) Bradford South Area Committee notes the proposed reorganisation of Bradford Libraries and Museums.

(2) Libraries Museums and Galleries Manager will bring a further report to a meeting within the 2019- 20 municipal year.

Overview and Scrutiny Committee: Regeneration and Environment

(Maggie Pedley 01274 432626)

THIS AGENDA AND ACCOMPANYING DOCUMENTS HAVE BEEN PRODUCED, WHEREVER POSSIBLE, ON RECYCLED PAPER

7 This page is intentionally left blank Agenda Item 6/

Report of the Strategic Director, Place to the meeting of Bradford South Area Committee to be held on 28th March 2019. AF

Subject:

HIGHWAY MAINTENANCE NON-CLASSIFIED ROADS AND SURFACE DRESSING ALLOCATION FOR BRADFORD SOUTH - 2019/20

Summary statement:

This report provides information on Capital Highway Maintenance funding and makes recommendations on the allocation for Non-Classified road resurfacing schemes and Surface Dressing sites.

Steve Hartley Portfolio: Strategic Director Place Regeneration, Planning & Transport

Report Contact: Andrew Whelan Overview & Scrutiny Area: Principal Engineer Highway Maintenance Regeneration and Environment Phone: (01274) 434409 E-mail: [email protected]

Page 1 Bradford South Area Committee

1.0. SUMMARY

1.1. This report details the allocation of the capital highway maintenance budget to the Non-Classified road network and Surface Dressing sites for 2019/20 in Bradford South.

2.0. BACKGROUND

2.1. The capital highway maintenance element of the Local Transport Plan for all classification of road for Bradford in 2019/20 is £4,951,000.

2.2. It is essential that local highway maintenance continues to be prioritised, reflecting the economic and social importance to communities and the need to safeguard the largest single local public asset. As such the allocation is to be prioritised on those roads in most need of maintenance.

2.3. The varying types and classifications of roads are routinely monitored by standardised survey equipment. The sites chosen for inclusion are those that have been shown to be in the most need of repair on the most recent survey. This is supplemented by those roads that are known to have suffered increased deterioration due to the ageing process and recent winter weather.

2.4. An initial recommended selection of Non-Classified and Surface Dressing sites is included in Appendices 1 and 2 (respectively) attached.

2.5. The list of Non-Classified resurfacing sites (Appendix 1) shows an initially recommended priority programme, based on overall condition to the value of £300,000. This is anticipated to be the budget available for Bradford South. A reserve list is also presented within Appendix 1. Members may seek to substitute schemes from the recommended programme for those on the reserve list as is deemed necessary to meet local highway maintenance concerns. Also, if it transpires that it is not feasible to progress any of the originally selected schemes, these will be substituted with alternatives from the reserve lists.

2.6. The suggested programme of Surface Dressing sites, totalling 92,157m2 (approx. £297,667) is attached as Appendix 2.

2.7. In order that programme delivery can be achieved within the appropriate financial year it is imperative that the committee approves a works programme at this stage.

Page 2 Bradford South Area Committee

3.0. OTHER CONSIDERATIONS

3.1. None.

4.0. FINANCIAL & RESOURCE APPRAISAL

4.1. The total value of schemes on the Appendix 1 list exceeds the likely allocated spend on Non-Classified roads for this financial year. This is in the region of £1.5 million for the whole of the Bradford Metropolitan District, which would equate to around £300,000 for Bradford South.

4.2. Indicative funding has been identified for each scheme but the actual cost will be determined through the scheme development process. The identification of a reserve list of works is necessary in order to offset schemes that inevitably will be delayed as a consequence of unforeseen circumstances such as work by statutory bodies and conflicts with other major schemes etc. There may also need to be further adjustment to the programme following the more detailed costing process. Any sites that are deferred for whatever reason will roll over to the following years list.

4.3. The total value of the schemes identified in Appendix 2 does not exceed the capital allocation for Surface Dressing, consequently it is the intention that work will be completed on all of those sites listed, however it is possible that some of the schemes may need to be deferred, again likely due to conflicts with works by other bodies, statutory undertakers etc. Any schemes that are deferred for whatever reason will roll over to the following years programme.

5.0. RISK MANAGEMENT AND GOVERNANCE ISSUES

5.1. A failure to prioritise highway maintenance schemes based upon condition and safety survey data will result in an increased requirement for reactive maintenance and lead to a reduction in road safety conditions and an associated increase in successful insurance claims against the Council.

6.0. LEGAL APPRAISAL

6.1. There are no specific issues arising from this report. The course of action proposed is in general accordance with the Councils power as Highway Authority.

7.0. OTHER IMPLICATIONS

7.1. EQUALITY & DIVERSITY The prioritisation process has been undertaken, and recommended schemes programmes determined, with due regard to Section 149 of the Equality Act 2010.

7.2. SUSTAINABILITY IMPLICATIONS None.

7.3. GREENHOUSE GAS EMISSIONS IMPACTS There is no impact on the Council’s own and the wider District’s carbon footprint and emissions from other greenhousePage gases 3 arising from this report. Bradford South Area Committee

7.4. COMMUNITY SAFETY IMPLICATIONS Effective maintenance of the highway network is essential to ensure the safe passage of pedestrians and road users alike.

7.5. HUMAN RIGHTS ACT None.

7.6. TRADE UNION None.

7.7. WARD IMPLICATIONS The suggested programmes have been determined on the basis of condition surveys, hence the proposed level of funding may differ from ward to ward for the programme year. However it is considered that, over a number of years, monies expended on maintenance works within each Area Committee will even out (proportionate to the length, nature and condition of highways).

7.8. AREA COMMITTEE ACTION PLAN IMPLICATIONS The development and implementation of schemes included in this report support priorities within the Bradford South Area Committee Ward Plans.

7.9 IMPLICATIONS FOR CORPORATE PARENTING None.

7.10 ISSUES ARISING FROM PRIVACY IMPACT ASSESSMENT None.

8.0. NOT FOR PUBLICATION DOCUMENTS

8.1. None.

9.0. OPTIONS

9.1. That the Bradford South Area Committee adopts the recommended schemes detailed in Appendix 1 and 2.

9.2. That the Bradford South Area Committee adopts the recommended schemes detailed in Appendix 1 and 2, with any substitutions (to a similar value) from the reserve list in Appendix 1.

10.0. RECOMMENDATIONS

10.1. That the Bradford South Area Committee approves the proposed programme of works for 2019/20 as shown in Appendix 1 and 2.

11.0. APPENDICES

11.1 Appendix 1 – Highway Maintenance Proposed Capital Programme for Non–PRN (Non-classified roads).

11.2 Appendix 2 – Proposed ProgrammePage for Surface 4 Dressing. Bradford South Area Committee

12.0. BACKGROUND DOCUMENTS

12.1. None.

Page 5 Appendix 1 - Highway Maintenance Proposed Capital Programme for Non-PRN (Non-classified roads)

Highway Maintenance Programme 2019/2020 - Non PRN (Non Classified Roads) Road Name Ward From To Length Budget Priority Sites Morley Carr Road, Wyke Wyke Full Length 210 £40,000 Spartan Road, Low Moor Wyke Full Length 270 £78,000 Arkwright Street, Tyersal Tong Full Length 230 £34,000 Hollybank Road, Great Horton Great Horton Full Length 600 £74,000 Frensham Drive/Way Great Horton Full Length 550 £60,000 Southmere Drive, Great Horton Great Horton Southmere Road End 120 £14,000 £300,000 Reserve Sites Albert Crescent, Queensbury Queensbury Full Length (M) 90 £3,000 Ascot Drive, Horton Bank Top Royds Beacon Road New houses 460 £44,000

Page 6 Page Barden Avenue, Buttershaw Royds Full Length 420 £52,000 Beacon Brow, Horton Bank Top Queensbury Full Length (M) 130 £5,500 Bierley Lane, Bierley Tong Section adjacent to Currer Avenue 100 £18,000 Birks Fold, Lidget Green Great Horton Cemetery Road Cemetery gates 200 £24,000 Blackstone Avenue, Wyke Wyke Full Length (M) 160 £10,000 Boltby Lane, Buttershaw Royds Farfield Avenue Reevy Crescent (M) 230 £10,000 Buttershaw Drive, Buttershaw Royds Ovel Section (M) 70 £3,000 Chapel Lane, Queensbury Queensbury Chapel Street Medical Centre 130 £16,000 Clayfield Drive, Little Horton Great Horton Full Length (M) 90 £4,000 Common Road, Low Moor Wyke Cleckheaton Road Hansons 360 £65,000 Corporal Lane, Queensbury Queensbury Jackson Hill Lane Green lane 950 £60,000 Cropredy Close, Queensbury Queensbury Full Length 120 £12,000 Dixon Avenue, Lidget Green Great Horton Full Length 50 £5,000 Edgehill Close, Queensbury Queensbury Full Length 80 £10,000 Edward Turner Close, Low Moor Royds Full Length (M) 80 £3,500 Eltham Grove, Buttershaw Royds Full Length (M) 80 £3,000 Esmond Street, Great Horton Great Horton Full Length (M) 50 £2,500 Ferrand Avenue, Bierley Tong Dunsford Avenue No 105 approx. 430 £65,000 Glenroyd Avenue, Low Moor Wyke Full Length (M) 180 £10,000 Griffe Drive, Wyke Wyke Full Length (M) 250 £17,000 Grouse Moor Lane, Queensbury Queensbury Sections (HRA) 60 £9,000 Hill End lane, Queensbury Queensbury End section to Ford Hill 70 £8,000 Jackson Hill Lane, Queensbury Queensbury Full Length 280 £23,000 Kirkley Avenue, Wyke Wyke Full Length (M) 100 £6,000 Lower Wyke Green, Wyke (Ancient Highway) Wyke Full Length 225 £16,000 Mossy Bank Close, Queensbury Queensbury Full Length (M) 170 £7,000 Necropolis Road, Lidget Green Great Horton Cemetery Road End 380 £39,000 New Bed nr Ambulance Northside Road, Lidget Green Great Horton Northside Terrace Station 220 £22,000 Odsal Road Service Road, Odsal Wibsey House No 15 House No 71 240 £22,000 Raeburn Drive, Buttershaw Royds Allendale Road Farfield Road 150 £14,000 Reevy Drive, Buttershaw Royds Harbour Road 3 Mostyn Grove 70 £6,000 Reevy Drive, Buttershaw Royds Reevylands Drive Verdun Grove inc junction 90 £7,000 Reynolds Avenue, Lidget Green Great Horton Top Section No 1 to 23 50 £5,000

Page 7 Page Rooley Lane, Odsal Wibsey Mayo Avenue Manchester Road 580 £72,000 Roper Lane, Queensbury Queensbury End section to Halifax Road 100 £9,000 Salisbury Road, Low Moor Royds Full Length (M) 45 £2,000 Southmere Grove, Great Horton Great Horton Southmere Avenue Ewart Street (M) 110 £4,500 South Street, Oakenshaw Wyke Cleckheaton Road Boundary 40 £8,250 Storr Hill, Wyke Wyke Full Length 330 £24,000 Thorncroft Road, Wibsey Wibsey Full Length 290 £30,000 Tyersal Lane, Holmewood Tong Railway Bridge Broadstone Way 150 £27,000 Tyersal Lane, Holmewood Tong Ned Lane Tyersal Works 50 £25,000 Verdun Road, Wibsey Royds Harbour Road Reevy Drive 125 £14,000 Wainman Street, Wyke Wyke Full Length 60 £7,000 £849,250 Appendix 2 – Proposed Programme for Surface Dressing

Site Ward Area From To Post Code Dovesdale Road Wibsey 1120 Full length BD5 9QB Deneside Mount Wibsey 400 Full length BD5 9QF Reevy Road Wibsey 2474 St Helena Road Folly Hall Rd BD6 1TQ Hawes Grove Wibsey 637 Full length BD5 9AN Hawes Mount Wibsey 1156 Full length BD5 9AX Sunny Bank Avenue Wibsey 400 Full length BD5 8NA Sunny bank Road Wibsey 1722 Full length BD5 8NB St Pauls Avenue Wibsey 8071 Full length BD6 1SR Shirley Road Tong 995 Full length (M) BD4 9PX Launceston Drive Tong 652 Full length BD4 0HY Heybeck Walk Tong 156 Full length (M) BD4 0ND Stead Road Tong 938 Full length BD4 6QX Levita Place Tong 731 Full length BD4 8NQ

Page 8 Page Thorverton Drive Tong 252 Full length BD4 6QY Thorverton Grove Tong 650 Full length BD4 6QT Moorcroft Road Tong 1977 Full length BD4 6NQ Moorcroft Drive Tong 1582 Full length BD4 6NJ Moorcroft Terrace Tong 254 Full length BD4 6NH Procter Street Tong 449 Entrance to Health Centre End (M) BD4 9QA Keeper Lane Tong 832 Full length BD4 0RS Station Road Wyke 2751 Huddersfield Road Boundary BD12 8JY Park Bottom Royds 192 Full length BD12 0UA Salisbury Road Royds 290 Full length BD12 0AA Woodkirk Grove Wyke 385 Full length (M) BD12 9JY Taylor Road Wyke 484 Pearson Road No 15 (M) BD6 1BH Glenroyd Avenue Wyke 1189 Full length Road humps (M) BD6 1EX Markfield Avenue Wyke 3538 Full length BD12 0UH High Fearnley Road Wyke 3745 Woodside Road Saxon Court BD12 8EX Belmont Rise Wyke 852 Full length BD12 0PB Staithgate Lane Wyke 4052 Sections BD6 1YA Anne Street Great Horton 1019 Full length BD7 4RB Back Lane Queensbury 5166 Full length BD14 6DB Dixon Avenue Great Horton 659 Full length BD7 2PH Edgebank Avenue Royds 1727 Full length BD6 2SW Egremont Crescent Royds Included Meadway Edgebank Avenue BD6 2SJ Enfield Drive Wibsey 1312 Full length BD6 3HZ Fenwick Drive Royds 2924 Abb Scott Lane Lingdale Rd (Adj 51) BD6 2NH Gracey Lane Royds 2043 Buttershaw Drive Saxton Avenue BD6 3SL Greenland Avenue Queensbury 818 Deanstones Lane BD13 2AY Greenland Villas Queensbury 743 Deanstones Lane Greenland Avenue BD13 2AX Greenton Crescent Queensbury 532 Greenland Avenue End BD13 2AZ Kenley Parade Great Horton 2587 Full length BD7 4JJ Meadway Royds 1118 Fenwick Drive No 41 BD6 2SP Reevy Road Royds 3629 St Helena Road Wibsey Park Avenue BD6 3QF Thorncroft Road Wibsey 2578 Full length BD6 3ES A644 Brighouse & Denholme Queensbury 775 Rd j/o Pit Lane (S/L 54) S/L 51 BD13 3ST C583 Carter Lane Queensbury 1650 Thornton Road (S/L 67) S/L 61 BD13 1NJ C583 Thornton Road Queensbury 1050 Carter Lane S/L 71 BD13 1NL Legrams Avenue Great Horton 1456 Full length inc loops BD7 2PP Lidget Avenue Great Horton 334 Full length BD7 2PJ Etna Street Great Horton 938 Full length BD7 4RD

Page 9 Page Mandale Road Queensbury/Royds 6782 Full length BD6 3JS Reevy Avenue Wibsey/Royds 1530 Beacon Road Saxton Avenue BD6 3EQ C111 Tong lane Tong 3576 New Lane Tong Hall BD4 0RR A650 Westgate Hill Street Tong 2323 o/s Tong School Between the new surfacing BD4 6NR C111 Bierley Lane Tong 1962 Shetcliffe Lane Boy Lane BD4 6DL This page is intentionally left blank Agenda Item 7/

Report of the Strategic Director, Place to the meeting of Bradford South Area Committee to be held on 28 March 2019. AG

Subject:

28 ALBERT ROAD, – REQUEST FOR A DISABLED PERSONS PARKING PLACE FOLLOWING OBJECTION

Summary statement:

This report considers an application for a Disabled Persons Parking Place where the application has received an objection.

Ward: Queensbury

Steve Hartley Portfolio: Strategic Director Regeneration, Planning and Transport Place Report Contact: Andrew Smith Overview & Scrutiny Area: Principal Engineer Regeneration and Environment Phone: (01274) 434674 E-mail: [email protected]

Page 11 1.0 SUMMARY

1.1 This report considers an application for a Disabled Persons Parking Place where the application has received an objection.

2.0 BACKGROUND

2.1 The Council has received an application for a Disabled Persons Parking Place from the occupant of 28 Albert Road. The resident who lives here has met all the criteria required to secure a disabled parking space outside their home. There is no off-street parking at these premises.

2.2 A plan showing the indicative location of a Disabled Persons Parking Place for 28 Albert Road is attached as Appendix A. The proposed parking place is situated outside numbers 39- 41 Chapel Street as the applicant has double yellow lines immediately outside their property.

3.0 OTHER CONSIDERATIONS

3.1 As part of the Disabled Persons Parking Place application investigation process, officers undertake consultations with effected neighbours to determine if there are any objections to the proposal. This consultation has resulted in an objection.

4.0 FINANCIAL AND RESOURCE APPRAISAL

4.1 A budget of £4,000 for the provision of Disabled Persons Parking Places across the Bradford South constituency has been approved as part of the 2018/19 Safer Roads schemes programme. If approved, this parking place would be implemented as part of the overall programme of Disabled Persons Parking Places in Bradford South.

5.0 RISK MANAGEMENT AND GOVERNANCE ISSUES

5.1 There are no significant risks arising out of the proposed recommendations.

6.0 LEGAL APPRAISAL

6.1 The options contained in this report are within the Council’s powers as Highway Authority and Traffic Regulation Authority.

7.0 OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

Due regard has been given to Section 149 of the Equality Act when determining the proposals in this report.

7.2 SUSTAINABILITY IMPLICATIONS

There are no sustainability implications arising from this report.

Page 12 7.3 GREENHOUSE GAS EMISSIONS IMPACTS

There is no impact on the Council's own and the wider District's carbon footprint and emissions from other greenhouse gasses arising from this report.

7.4 COMMUNITY SAFETY IMPLICATIONS

None.

7.5 HUMAN RIGHTS ACT

There are no Human Rights implications associated with these recommendations.

7.6 TRADE UNION

None

7.7 WARD IMPLICATIONS

None.

7.8 AREA COMMITTEE WARD PLAN IMPLICATIONS

7.8.1 None

7.9 IMPLICATIONS FOR CORPORATE PARENTING

None

7.10 ISSUES ARISING FROM PRIVACY IMPACT ASSESMENT

None

8.0 NOT FOR PUBLICATION DOCUMENTS

8.1 None

9.0 OPTIONS

9.1 That the Bradford South Area Committee overrules the objection and approves an application for the installation of a Disabled Persons Parking Place for 28 Albert Road.

9.2 That the Bradford South Area Committee upholds the objection and refuses an application for the installation of a Disabled Persons Parking Place for 28 Albert Road.

10.0 RECOMMENDATIONS

10.1 That the Bradford South Area Committee determines whether or not to allow the installation of a Disabled Persons Parking Place for 28 Albert Road.

10.2 That the applicant and objector be informedPage 13accordingly. 11.0 APPENDICES

11.1 Appendix A – Location Plan

12.0 BACKGROUND DOCUMENTS

12.1 City of Bradford Metropolitan District Council File Ref:HS/TRSS/104013

Page 14 APPENDIX A

Page 15 This page is intentionally left blank Agenda Item 8/ Wards: Queensbury

Report of the Strategic Director Place to the meeting of Bradford South Area Committee to be held on 28th February 2019. AH

Subject:

ROPER LANE, CROSS LANE, MOOR CLOSE ROAD AND MOOR CLOSE LANE, QUEENSBURY OBJECTIONS TO PROPOSED TRAFFIC MEASURES

Summary statement:

This report considers objections received to recently advertised proposals for Traffic Calming Measures and Traffic Regulation Order on Roper Lane, Cross Lane, Moor Close Road and Moor Close Lane, Queensbury

Steve Hartley Portfolio: Strategic Director Place Regeneration, Planning and Transport

Report Contact: Andrew Smith Overview & Scrutiny Area: Phone: (01274) 434674 E-mail: [email protected] Regeneration and Environment Page 17 Report to the Bradford South Area Committee

1. SUMMARY

1.1 This report considers objections and comments in respect of the recently advertised proposals for amendments to existing traffic calming measures and a Traffic Regulation Order associated with a new housing development between Roper Lane, Cross Lane and Moor Close Lane, Queensbury.

2. BACKGROUND

2.1 Planning persmission has been granted for a housing development on land bounded by Roper Lane, Cross Lane and Moor Close Lane, Queensbury. The development is currently being constructed. The parmission includes the provision of a Traffic Regulation Order to prevent on-street parking on Moor Close Lane at its junction with Cross Lane and around the Roper Lane/Cross Lane junction, the removal of speed cushions on Roper Lane and provision of speed tables and relocation of speed humps on Cross Lane away from the proposed drives.

2.2 The highways proposals were advertised between 27 September and 18 October 2018. At the same time consultation letters and plans were delivered to residents affected by the proposals. This resulted in 11 responses to the proposals.

2.3 The advertised proposals for traffic measures associated with the development are shown on drawing no. HS/TRSS/103866/CON-1A attached as Appendix 1.

2.4 In response to the objections, the extent of the TRO has been amended and the proposed traffic calming hump outside property no.78 on Moor Close Road has been removed from the proposals. This has resulted in 6 of the objections being withdrawn.

2.3 The amended proposals for traffic measures associated with the development are shown on drawing no. HS/TRSS/103866/CON-1B attached as Appendix 2.

2.4 A summary of the remaining valid points of objection and corresponding officer comments is tabulated below:

Objectors Concerns Officers Comments Objectors No 1, 2 & 3 (joint objection)

Traffic calming hump at top of Moor The proposed road hump has been removed Close Road will cause difficulties in at this location. winter months.

Proposed measures should not go Proposals were posted in Notices on street ahead until all households affected by along with an advertisement in a local paper, the proposed traffic calming measures as the statutory requirement. Proposals form have been included in consultation. part of existing traffic calming so wider . consultation not considered necessary.

Page 18 Report to the Bradford South Area Committee

Objector No 1 – additional objection

A number of cars in household and Extent of proposed waiting restrictions whilst we do not block the junction the outside objectors property has been reduced. yellow lines would impact on us as we The restrictions at the junction are necessary would have to put our cars outside to allow a clear view for drivers emerging neighbours further down causing major from, or turning into the junctions. issues. Objector No 2 – additional comment

Objector has difficulty entering/leaving There are no proposals for additional property due to parked vehicles at restrictions on Moor Close Lane. The present which will be made worse once proposed measures are funded by the the new properties are occupied and developer and the planning agreement is for requests additional waiting restrictions parking restrictions at the Moor Close on Moor Close Lane. Lane/Cross Lane and Roper Lane/Cross Lane junctions. Vehicles parked overnight/weekend belong to residents/visitors of Moor Close Farm Mews and Moor Close Lane and reduce Moor Close Lane to a single lane. This is likely to increase further once the new properties are occupied. It was noted in the planning application for the new development that the Highways Department were aware there was already an overspill of parked vehicles onto Moor Close Lane outside the new development and they wanted to avoid adding to it.

Objector No 4

Waiting restrictions at junctions should The extent of the proposed waiting be kept to a minimum to allow parking restrictions has been reduced. on west side of Roper Lane.

Planning Application for development A speed table at the junction of Roper Lane suggested that the existing speed and Cross Lane was identified as part of the cushions on Roper Lane would be Planning process. At the detailed design removed and a speed table provided at stage of the scheme it became evident that it the Roper Lane/Cross Lane junction. would not be possible to install this speed table as there is no existing surface water drainage nearby into which the new drainage required for the table could be connected. Road humps are spaced in accordance with national Traffic Calming guidelines to maintain low speeds therefore traffic calming Page 19 Report to the Bradford South Area Committee

features are required in this viciny

In the proposals the speed cushions Vehicles parking along the frontages of the have been replaced by a speed table new properties would prevent larger vehicles at its present location. Cushions/speed straddling the existing speed cushions which table outside property will increase would result in increased noise and vibration. traffic noise and pollution and make Removing the build-out and replacing the parking outside property less practical. cushions with a speed table will enable this on-street parking to take place and allow drivers to maintain a reduced speed rather than breaking to drive over the middle of a cushion.

Comment No 1

Consider replacing the three speed The proposed measures are funded by the humps with a mini island at the junction developer and the planning agreement is for of Cross Lane and Roper Lane. It amendments to the existing traffic calming would slow down the traffic on Roper measures. Lane more effectively and help to prevent some of the regular minor accidents that occur at this junction. It may also be more economical than three plateaus.

It would help road safety if the parking There are no proposals for additional restrictions were taken the full length restrictions Cross Lane. The proposed on the north side of Cross Lane, this measures are funded by the developer and being used by large agricultural the planning agreement is for parking equipment and the councils gritters. restrictions at the Moor Close Lane/Cross Lane and Roper Lane/Cross Lane junctions. contravention of the agreement.

3. OTHER CONSIDERATIONS

3.1 Local ward members and the emergency services have been consulted on the proposals. No adverse comments have been received.

4. FINANCIAL & RESOURCE APPRAISAL

4.1 Funding has been provided for processing the TRO and amendments to existing traffic calming measures from the Section 106 monies allocated as part of the planning approval. The estimated cost of the proposed traffic measures is £27,000.

Page 20 Report to the Bradford South Area Committee

5. RISK MANAGEMENT AND GOVERNANCE ISSUES

5.1 A failure to implement appropriate parking restrictions around this new development site would lead to safety concerns at the junctions. Existing traffic calming conflicts with access to the new properties.

6. LEGAL APPRAISAL

6.1 There are no specific issues arising from this report. The course of action proposed is in general accordance with the Council’s powers as Highway Authority and Traffic Regulation Authority.

7. OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

Due regard has been given to Section 149 of the Equality Act 2010 when determining the proposals in this report.

7.2 SUSTAINABILITY IMPLICATIONS

There are no Sustainability implications arising from this report.

7.3 GREENHOUSE GAS EMISSIONS IMPACTS

There is no impact on the Council's own and the wider District's carbon footprint and emissions from other greenhouse gases arising from this report.

7.4 COMMUNITY SAFETY IMPLICATIONS

The introduction of this Traffic Regulation Order and alterations to traffic calming measures would be beneficial in terms of road safety.

7.5 HUMAN RIGHTS ACT

There are no Human Rights implications associated with these recommendations.

7.6 TRADE UNION

None

7.7 WARD IMPLICATIONS

Ward members have been consulted on the proposals.

7.8 AREA COMMITTEE ACTION PLAN IMPLICATIONS

None

Page 21 Report to the Bradford South Area Committee

7.9 IMPLICATIONS FOR CORPORATE PARENTING

None.

7.10 ISSUES ARISING FROM PRIVACY IMPACT ASSESMENT

None

8. NOT FOR PUBLICATION DOCUMENTS

None

9. OPTIONS

9.1 That the objections be overruled and the proposals be implemented as advertised.

9.2 That the objections be upheld and the proposal be abandoned.

9.3 Councillors may propose an alternative course of action from that recommended on which they will receive appropriate officer advice.

10. RECOMMENDATIONS

10.1 That the objections be overruled and the proposed modified TRO and traffic calming measures as shown on Plan no.HS/TRSS/103866/CON-1B – attached as Appendix 1 to this report, be implemented.

10.2 That the objectors be informed accordingly.

11. APPENDICES

Appendix 1 Drawing HS/TRSS/103866/CON-1A

Appendix 2 Drawing HS/TRSS/103866/CON-1B

12. BACKGROUND DOCUMENTS

12.1 City of Bradford Metropolitan District Council File Ref: HS/TRSS/103866

Page 22 APPENDIX 1

Page 23 APPENDIX 2

Page 24 Agenda Item 9/

Report of the Strategic Director, Department of Place to the meeting of Bradford South Area Committee to be held on 28 March 2019. AI

Subject:

OBJECTIONS RECEIVED TO A PROPOSED TRAFFIC REGULATION ORDER FOR VARIOUS SITES IN BRADFORD SOUTH

Summary statement:

This report considers objections received to a recently advertised Traffic Regulation Order for various parking restrictions in the Bradford South constituency.

Wards: 21 Royds 30 Wyke

Steve Hartley Portfolio: Strategic Director Department of Place Regeneration, Planning and Transport

Report Contact: Andrew Smith Overview & Scrutiny Area: Principal Engineer Phone: (01274) 434674 Regeneration and Environment E-mail: [email protected]

Page 25 1.0 SUMMARY

1.1 This report considers objections received to a recently advertised Traffic Regulation Order for various parking restrictions in the Bradford South constituency.

2.0 BACKGROUND

2.1 At the meeting on 29 June 2017 the Bradford South Area Committee approved, as part of its Safer Roads Schemes programme, the promotion of a Traffic Regulation Order for parking restrictions on Birks Fold, Cumberland Road, Haycliffe Lane, Lowell Avenue, Windermere Road, West End, Deanstones Lane, Highgate Road, Hill End Lane, Home Farm Close, Long Lane, Naseby Rise, Sand Beds, Buttershaw Lane, Reevy Avenue, Wibsey Park Avenue, Bierley Lane, Kesteven Close, Knowles Street, Mayo Avenue, Folly Hall Road, Ivey House Road, Northfield Road, Reevy Road, Huddersfield Road, Cleckheaton Road, Commondale Way, Dealburn Road, New Works Road, Station Road, Worthing Head Road, Poplar Grove and Church Street.

2.2 The Traffic Regulation Order was advertised between 14 December 2018 and 9 January 2019 and all objections were reported to the meeting of the Bradford South Area Committee on the 31 January 2019. From that meeting the outcome was to the proposals on Church Street and New Works Road (at its eastern end) and agree revisions with frontage properties and the respective ward members..

2.3 Further consultation with frontage properties and ward members has now been undertaken; as a result there are remaining objections in respect of: i) New Works Road proposed no waiting at any time restrictions as shown on drawing No.TDG/TRSS/103778/GL-33B and GL-33C in Appendix 1 and Appendix 2. ii) Church Street proposed no waiting at any time restriction as shown on drawing No.TDG/TRSS/103778/GL-36B Option 1 and GL-36B Option 2 in Appendix 3 and Appendix 4.

2.4 A summary of the valid points from the objection letters and corresponding officer comments is tabulated below:

Objectors concerns Officer comments New Works Road Objector 2 The proposals are for parking to be Objector states that his whole business removed only on one side of the road while functions purely on vehicle patrons and allowing parking on the other in a safe deliveries, not footfall or passing trade. manner. The restrictions are to maintain Their customers require convenient parking safe access for businesses entrances. As from 5 minutes to 45 minutes. They also much parking as possible is being kept have delivery orders that require convenient while dealing with the current issues on waiting/parking to ensure the quality of their New Works Road. From the re-consultation hot food. The proposals will have immediate we have proposed to reduce the restrictions effect of condemning the objectors business outside the objector’s business to maximise and will create more problems namely parking. Also the parking bay further along speeding. The objector has gathered a New Works Road opposite the railway petition with 234 signatures for not going station allow parking for up to an hour ahead with the proposals. The objector making this a suitable alternative location would like to object to all the waiting Pagefor 26 visiting customers. It is therefore restrictions proposed on New Works Road. recommended that the revised proposals, as detailed on drawing. No.TDG/TRSS/103778/GL-33C – attached as Appendix 2, be implemented.

Church Street Objector 1 The objector can’t understand why parking There has been a significant level of restrictions (double yellows) are not just put consultation and different proposed parking on the left hand (west) side of the street. layout options have been considered for The only busy time is Sunday mornings Church Street. The last proposal for parking (when the church service is on) and they on the left hand side on Church Street was park on one side only. The objector also not approved at a previous Area Committee states they put cones out every Sunday at and officers were asked to look at another the neighbour’s house who is the one who solution. Officers have consulted with the complained at the meeting. They also state proposed restrictions on the right hand side that at the last council meeting it was as this protects residents’ accesses as well agreed yellows were going down one side as maintaining as much parking as and that you will just push the traffic onto possible. There is another option for the no smaller narrower streets with these waiting at any time restrictions to go along proposals. the west side of Church Street, (as shown in Appendix 4, but this will remove more parking spaces. The proposal in Appendix 3 ensures that on-street parking is maximised whilst dealing with the current residents’ access issues on Church Street. It is therefore recommended that the revised proposals, as detailed on drawing. No.TDG/TRSS/103778/GL-36B – attached as Appendix 3, be implemented.

3.0 OTHER CONSIDERATIONS

3.1 The overall scheme includes in excess of 30 sites across the Bradford South constituency. Other than the two locations featured in this report, the proposals for all other sites have now been agreed. However none of the proposals can be implemented until such time as formal decisions on the proposals in respect of New Works Road and Church Street are made.

4.0 FINANCIAL AND RESOURCE APPRAISAL

4.1 A budget of £20,000 has been allocated from the Bradford South Area Committee Safer Roads programme. The proposed works can be delivered within that budget.

5.0 RISK MANAGEMENT AND GOVERNANCE ISSUES

5.1 A failure to implement the proposed restrictions will result in ongoing safety and/or access issues. Page 27 6.0 LEGAL APPRAISAL

6.1 The options contained in this report are within the Council’s powers as Highway Authority and Traffic Regulation Authority.

7.0 OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

Due regard has been given to Section 149 of the Equality Act when determining the proposals in this report.

7.2 SUSTAINABILITY IMPLICATIONS

None

7.3 GREENHOUSE GAS EMISSIONS IMPACTS

There is no impact on the Council's own and the wider District's carbon footprint and emissions from other greenhouse gasses arising from this report.

7.4 COMMUNITY SAFETY IMPLICATIONS

The proposed measures would improve road safety.

7.5 HUMAN RIGHTS ACT

There are no Human Rights implications associated with these recommendations.

7.6 TRADE UNION

None

7.7 WARD IMPLICATIONS

All ward members have been consulted on the proposals.

7.8 AREA COMMITTEE WARD PLAN IMPLICATIONS

7.8.1 None

8.0 NOT FOR PUBLICATION DOCUMENTS

8.1 None

9.0 OPTIONS

9.1 Members may propose an alternative course of action; in which case they will receive appropriate guidance from officers.

10.0 RECOMMENDATIONS

10.1 That the objection in respect of NewPage Works 28 Road be overruled and the scheme modified as detailed on drawing number No.TDG/TRSS/103778/GL-33C – attached as Appendix 2, and sealed and implemented as otherwise advertised.

10.2 That the objection in respect of Church Street be overruled and the modified scheme, as detailed on drawing number No.TDG/TRSS/103778/GL-36B – attached as Appendix 3, be sealed and implemented.

10.3 That the objectors be informed accordingly.

11.0 APPENDICES

11.1 Appendix 1 – Drawing No. TDG/TRSS/103778/GL-33B.

11.2 Appendix 2 – Drawing No. TDG/TRSS/103778/GL-33C.

11.3 Appendix 3 – Drawing No. TDG/TRSS/103778/GL-36B Option 1.

11.4 Appendix 4 – Drawing No. TDG/TRSS/103778/GL-36B Option 2.

12.0 BACKGROUND DOCUMENTS

12.1 City of Bradford Metropolitan District Council File Ref: TDG/THS/103385.

Page 29 APPENDIX 1

Page 30 APPENDIX 2

Page 31 APPENDIX 3

Page 32 APPENDIX 4

Page 33 This page is intentionally left blank Agenda Item 10/

Report of the Strategic Director – Place to the meeting of South Area Committee to be held on 28th March 2019. AJ

Subject: BRADFORD PARTNERSHIP ANTI SOCIAL BEHAVIOUR REVIEW 2018-19

Summary statement:

This report provides members with recommendations and work activity following a Community Safety Partnership review of anti social behaviour.

Steve Hartley Portfolio: Strategic Director Place Neighbourhoods and Community Safety

Report Contact: Rebecca Trueman Overview & Scrutiny Area: Phone: 01274 431364 [email protected] Corporate Page 35 1. SUMMARY

This report provides members with recommendations and work activity following a Community Safety Partnership review of anti social behaviour (ASB).

2. BACKGROUND

2.1 The victim focused review of anti-social behaviour was commissioned by Bradford District Community Safety Partnership (CSP) in July 2018. The review was undertaken by Bradford Council and West Yorkshire Police (WYP), supported by Incommunities, Accent and Manningham Housing Association and took place between June – November 2018.

2.2 The review was commissioned to help the CSP understand its current position in relation to the approach taken across the entire partnership to deal with reports of anti-social behaviour, identifying strengths and good practice but importantly identifying opportunities for improvements.

2.3 Across the district there is a significant shared history of partnership working. Over recent years this has been strengthened through re-alignment of police boundaries and development of co-location opportunities, for example West Neighbourhood Policing Team (NPT) and CBMDC Neighbourhood Team. This review has highlighted a number of really strong examples of partnership working however this application is not consistent.

2.4 The impact of ASB can be devastating on residents and communities. For victims and the wider community, it can be a cumulative corrosive issue which undermines the ability to live in peace. If it is not dealt with, ASB can severely damage the residents’ quality of life and destroy community resilience. The Anti-social Behaviour, Crime and Policing Act 2014 looked to simplify the existing powers and replace with six new ones which enable the police, local authorities and others to respond quickly and effectively to anti-social behaviour. The legislation recommended closer partnership working to ensure local problem solving, improve information sharing and effective tasking and deployment of resource.

2.5 Bradford Community Safety Partnership has a collective commitment to tackle ASB. The partnership has developed clear accountability and governance, with the ASB Strategic Group reporting direct to the CSP. Across the partnership there is significant resources aligned to deal with issues of ASB. However, there is no collective definition of ASB or what is and is not classed as ASB. This affects the ability to both manage community expectations and deal effectively with demand. This is reflected in the performance; Bradford has the best performing ASB victim satisfaction rate across West Yorkshire and the worst performing confidence rate in the County.

2.6 What is evident is that in responding to anti-social behaviour there is a reliance upon the callers to identify what the issue is and navigate our complex partnership structures.

Page 36 1 2.7 Currently there is not an effective gateway to deal with behaviour that falls below the threshold necessary to be termed ‘Crime’ or which invites criminal justice sanctions and could be reasonably resolved through tenancy management. As a consequence as a partnership on occasion we are not as effective in responses.

3. OTHER CONSIDERATIONS

3.1 ASB Legislation

The Anti-Social Behaviour, Crime and Policing Act 2014, replaced previous ASB legislation. Recent Home Office Guidance emphasizes the importance of ensuring that the powers are used appropriately to provide a proportionate response to the specific behaviours that is causing harm or nuisance without impacting adversely on behaviour that is neither unlawful nor anti-social. The powers introduced by the 2014 Act are deliberately local in nature. Those who work within and for local communities will be best placed to understand what is driving the behaviour in question, the impact that is having, and to determine the most appropriate response.

Relevant Power Purpose Bodies To give victims and communities the right to request a Council review of their case where a local threshold is met, and to Police Community Trigger bring agencies together to take a joined up, problem CCG solving approach to find a solution for the victim. RSL To give victims a say in the out of court punishment of Community Remedy Police perpetrators of less serious crime and antisocial behaviour Local Councils RSL To stop or prevent individuals engaging in anti-social Police Civil Injunction behaviour quickly, nipping problems in the bud before they Environment escalate Agency NHS Protect Issued by any criminal court against a person who has been convicted of an offence to tackle the most Criminal Behaviour Orders ASB Team persistently anti-social individuals who are also engaged in criminal activity. Requires a person committing or likely to commit anti- Police Officers in Dispersal Power social behaviour, crime or disorder to leave an area for up Uniform to 48 hours Council Officers To stop a person aged 18 years or over, business or Police Officers CPN organisation committing anti-social behaviour which spoils RSL if the community's quality of life designated by LA Designed to stop individuals or groups committing anti- PSPO Councils issue social behaviour in a public space To allow the Police or Council to close premises quickly Local Council Closure Power which are being used, or likely to be used to commit Police nuisance or disorder. The Act introduced a new absolute grounds for RSL Absolute grounds for possession of secure and assured tenancies where anti- Private Rented possession social behaviour or criminality has already been proven by landlords another court Page 37 2 3.2 District wide definition

Historically there has not been a collective district wide definition for what is anti- social behaviour. As a result each organisation has different definitions and interpretations which may conflict with each other. Having researched both internally and nationally, it is believed that the below definition best supports our approach to ASB and has been adopted by the CSP.

“Anti-social behaviour is a broad term used to describe any aggressive, intimidating or destructive activity that causes alarm, harassment or distress impacting upon a person’s quality of life.”

It is believed the above provides a framework this could then be built upon to provide clarity on what is and is not ASB.

Examples of what is anti social behaviour?

1. Nuisance, rowdy or inconsiderate behaviour 2. Environmental damage including littering, dumping of rubbish and abandonment of cars 3. Noise nuisance, including houses, gardens and businesses 4. Threatening drunken or intimidating behaviour 5. Street drinking 6. Aggressive begging 7. Rubbish in gardens 8. Vandalism, graffiti and fly posting 9. Fireworks misuse ` 10. Inconsiderate and inappropriate use of vehicles

3.3 Reporting routes

Due to lack of a consistent approach and definition of ASB our pathways are inconsistent. Where ASB is identified and recorded victim satisfaction is far in excess of the West Yorkshire average. However within this there is a high volume of under recording. An example of this is where anti-social behaviour is reported to one agency and because of an individual organisations understanding of the best agency to resolve the issue, the victim is advised to report the matter to another agency. Whilst we are unable to quantify the volumes of this through this review we have identified several situations were victims would be advised by one agency to call another and on calling the second agency are referred back to original agency. This ultimately such an approach does impact confidence in the partnership to tackle their issues.

The ASB victim satisfaction rate has been improving in Bradford since early 2018 and Bradford now outperforms the West Yorkshire average. The numbers surveyed Page 38 3 for ASB victim satisfaction dropped significantly after the user satisfaction survey was no longer mandated by the Home Office. West Yorkshire Police (WYP) took the opportunity to restructure the survey process by decreasing the number of surveys completed in some areas, whilst widening the scope of the crime types surveyed. WYP now survey a much wider group of victims from across all different crime types and the survey has been re-developed to include attended and non- attended crimes.

There is a clear disconnect between performance in terms of satisfaction and confidence. Bradford ASB victim satisfaction is the best performing in West Yorkshire, but confidence in CSP is the worst. The percentage of ‘Your Views’ survey respondents who say the CSP is doing a good or excellent job is 28% in Bradford, 31.4% West Yorkshire average. The disparity relates to members of the public feeling confident in the partnership to report issues, including ASB and how satisfied they are once WYP have taken action.

3.4 ASB Panel

The Bradford District Anti-Social Behaviour Panel was created to facilitate a co- ordinated and well-informed early response by partner agencies to cases of ASB.

Due to targeted service provisions being based upon age, ASB Case Management was separated between Youth and Adult Cases. This enabled the relevant partners for each age group to make referrals in for more serious cases of ASB. This enabled a partnership approach to deal with ASB offenders when the efforts of front line staff to resolve issues at an early intervention stage had not been successful. This process was designed to reduce bureaucracy and speed up the response for victims.

3.5 ASB Team

The ASB function sits with the Safer Bradford Team which is made up of Police and Council staff. The ASB Team is a jointly funded function with 3 x Council Staff and 3 x Police Staff and one ASB Researcher. The 6 ASB Officers are aligned to a Constituency Areas, the 6th covering the City Centre.

Litigation costs are split across the partnership, depending on the powers available and the most appropriate intervention. The Council fund civil proceedings including ASBIs, PSPO and CPW/CPN – as well as statutory noise nuisance and issuing FPN for environmental enforcement.

The ASB Team works closely with the Neighbourhood Teams and its partners to deal with ASB across the district, primarily with the more serious cases of ASB but also in case where early intervention is key to prevent the ASB escalating and signposting both offenders and victims to support agencies.

Page 39 4 3.6 The extent to which local intelligence is joined up

At its meeting on 9th July 2018 the Community Safety Partnership (CSP) approved a recommendation to increase the frequency of the WOT (Place) meetings from 10 to 6 weeks and to enhance the analytical product which supports the meetings with Council and partnership data and intelligence. The CSP also approved an additional meeting, which will be People focused, on an Area level with key partners managing individuals and interventions.

The Place based tasking will be used as the primary forum to discuss place based issues and/ or projects building a tactical menu of options and appropriate deployment of resource. This meeting will be chaired by the Council Ward Officer and membership will consist of key partner agencies, elected members and Police NPT Sergeant. The meeting will meet every 6 weeks and be ward based. The meeting will be enhanced partnership response by increasing the frequency of meetings from 10 to 6 weeks and extend the intelligence product which will capture wider partnership data which will drive problem solving and wider community engagement opportunities.

The People based tasking will involve the sharing of sensitive information including on-going investigations, operations and intelligence profiles with specific detail regarding people and premises. The meeting will be chaired by the NPT Inspector and membership of this meeting will consist of local police and partners who have a legal framework for sharing of sensitive information under GDPR. The meeting will be Area based and meet every month to determine interventions to tackle ASB.

3.7 Recommendations of the review

1) Define the accountability and relationship with operational decision making across departmental structures. 2) Agree a vision, set of principles and framework in the form of an operating model for our co-ordinated response to anti-social behaviour. 3) Standardise our use of ASB legislation across departments and agencies 4) Bradford District Community Safety Partnership should commission development of a more efficient reporting mechanism. Which ensures all ASB issues are assessed triaged. Preferably with a single referral mechanism. 5) Work collaboratively to develop integrated neighbourhood teams with an aspiration for co-location 6) Seek to expand partnership colocation within the District Hub 7) Increased collective focus on prevention, problem solving and early intervention 8) Improved accessibility of mediation and victim care services. 9) A review should be undertaken of partners’ online Information and Advice directories in attempt to deliver a co-ordinated message, de-conflict advice and path ways and increase profile of CSP branding within the community 10) Develop a more effective IT platform which enables greater awareness of individual activities, self-help and single case management 11) Develop an outcome focus performance framework measuring both inputs and outputs. 12) Consistent provision of interagency training and development. Page 40 5 The CSP will drive and own the recommendations with regular updates on progress development.

3.8 The proposed work streams to support district response to tackle ASB

Work stream Scope of Work stream Coordinate our Define the accountability structure and relationship with other collective response strategic boards. to ASB Agree a vision, set of principles and framework in the form of an operating model for our co-ordinated response to anti-social behaviour Develop an effective multi agency triage which identifies primary agency at earliest point of contact. Ensuring effective sharing of multi-agency information Develop co-location opportunities Explores development of single case management Effective communications externally to manage expectations of communities of what the partnership will deal with. Consider IT solutions which improve sharing of information Identify solutions for more effective self-support and advice Develop IT evidential opportunities Consider opportunities for single case management IT platform Prevention, Problem Development of Integrated Neighbourhood Teams with Solving and Early effective pathways to tackle root causes, including alcohol and Intervention drug dependency, troubles families, domestic abuse, mental health needs and poverty. Identify more collaborative ways to work together with our communities, victims and suspects of ASB, to learn what works best to reduce ASB in longer term and co-produce solutions. Explore more co-ordinated commissioning of mediation services. Identify opportunities for restorative practice. Strengthen our ability to access victim services. Performance Develop a consistent set of measures across agencies outcome framework Develop a performance outcome framework Improve our understanding and response to ‘Your views Survey’

Workforce Deliver effective co-ordinated cross agency training Development Explore opportunities for coaching and mentoring Identify areas for more effective sharing of good practice

Page 41 6 3.9 Performance Summary

Police recorded ASB incident data should be interpreted with caution. It is possible that, given the focus on the quality of crime recording, some incidents that may previously have been recorded as ASB have more recently been recorded as crimes.

- The rate of ASB incidents in Bradford South is in line with the District average at 24 per 1,000. Within Bradford South Tong has the highest rate at 34 per 1,000 and Queensbury has the lowest with 10.8 per 1,000. - There has been a district wide reduction of 16% in the number of ASB incidents recorded by the police over the last year, for Bradford South the reduction was greater at 24% (approximately 800 fewer ASB incidents in Bradford South in 2018 compared to 2017). - The only ASB categories that have increased, both within Bradford South and the district as a whole, are nuisance car/van and nuisance motorcycle/quad bike. - Great Horton has the highest rate of Environmental Health ASB incidents in the district, over 80% of which was related to domestic refuse or flytipping.

A full analysis is provided in Appendix A.

4. FINANCIAL & RESOURCE APPRAISAL

The review has identified substantial areas of ineffective response and duplications of activity. At this stage due to current systems not being joined up and not recording all activity we are unable to quantify these. However there is firm evidence to suggest that through earlier more efficient multi agency triaging of ASB demand and coordination, our collective response will enable upstream interventions to be initiated.

This will lead to efficiency savings across all agencies. Whilst delivering a more effective victim focused provision to the communities we serve.

The scale of these savings and potential reinvestment opportunities will be identified through the individuals work streams.

5. RISK MANAGEMENT AND GOVERNANCE ISSUES

There are reputational risks to the partnership to ensure improved responses to anti social behaviour. This review is owned and reports into the Community Safety Partnership.

Page 42 7 6. LEGAL APPRAISAL

This work relates directly to a number of powers and pieces of legislation across the partnership.

7. OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

Area Committee decisions will need to be made in line with Equal Rights legislation. This will require Area Committees to assess the potential equality impact of any decisions they make. There are no equality and diversity implications apparent.

7.2 SUSTAINABILITY IMPLICATIONS

Lessons learnt from the ASB review have the potential to build on relationships particularly with local communities in order to sustain local solutions to local issues.

7.3 GREENHOUSE GAS EMISSIONS IMPACTS

No specific impacts apparent.

7.4 COMMUNITY SAFETY IMPLICATIONS

Anti-social behaviour can have a negative effect on the quality of life of individuals and communities. The ASB review has recommended areas of work streams that require improvements in order to improve community safety outcomes across the District.

7.5 HUMAN RIGHTS ACT

There are no Human Rights Act implications arising from this report.

7.6 TRADE UNION

There are no Trade Union implications arising from this report.

7.7 WARD IMPLICATIONS

The information in this report is relevant to all Wards in the Constituency.

7.8 AREA COMMITTEE ACTION PLAN IMPLICATIONS

Where ASB issues are raised in a ward, the issues will be identified in relevant Ward Plans.

7.9 IMPLICATIONS FOR CORPORATE PARENTING

Refer to the guidance contained in the Report Guide. Page 43 8 7.10 ISSUES ARISING FROM PRIVACY IMPACT ASSESMENT

Undertake a Privacy Impact Assessment to determine whether you need to deal with data protection and information security matters arising from the proposal/decision.

8. NOT FOR PUBLICATION DOCUMENTS

None.

9. OPTIONS

9.1 That the Area Committee decides notes this report.

9.2 In noting the work across the various partnerships and communities, the Area Committee may wish to reflect it’s appreciation within the recommendations for the work by volunteers and staff across all organisations.

10. RECOMMENDATIONS

1) That the work undertaken by the various partnerships be noted.

11. APPENDICES

Appendix A - Bradford South ASB performance report.

12. BACKGROUND DOCUMENTS

None.

Page 44 9 Appendix A

Bradford South

Police Recorded Anti-Social Behaviour Data

- During the year to 31 December 2018 there were 13,024 Police recorded ASB incidents in the Bradford district (a rate of 24.4 ASB incidents per 1,000 population). Within Bradford South there were 2,613 (a rate of 24.8 per 1,000 population). The chart below shows the ASB rates per 1,000 by constituency.

- The chart below shows the ASB rates per 1,000 for each ward within the district, the wards within Bradford South have been highlighted to show their position (from highest to lowest).

Page 45 10 - There has been a district wide reduction of 16% in the number of ASB incidents recorded by the police over the last year, for Bradford South the reduction was greater at 24% (approximately 800 fewer ASB incidents in Bradford South in 2018 compared to 2017). The chart below shows % change comparisons by constituency.

Yr to 31 Dec 17 Yr to 31 Dec 18 % change East 4265 4009 -6% West 3809 3066 -20% South 3421 2613 -24% Keighley 1975 1743 -12% Shipley 1988 1520 -24% Unknown 63 73 District 15521 13024 -16%

- Please note that the Office for National Statistics (ONS) have recently recommended that ASB incident data should be interpreted with caution. It is possible that, given the focus on the quality of crime recording, some incidents that may have previously been recorded as ASB have more recently been recorded as crimes. In particular, this is likely to account for some of the recent rise in public order offences.1 - The chart below shows the number of ASB incidents within Bradford South by category for the last 2 years. 80% of the reduction within Bradford South has been within the Youth ASB category (650 fewer Youth ASB incidents in 2018 compared to 2017). - The only categories that have increased, both within Bradford South and the district as a whole, are nuisance car/van and nuisance motorcycle/quad bike.

1 https://www.ons.gov.uk/peoplepopulationandcommunity/crimeandjustice/bulletins/crimeinenglandandwales/y earendingseptember2018 Page 46 11 - The table below shows the volume of Police recorded ASB within Bradford South for the last two years by ward. Wibsey has had the largest reduction in the number of recorded incidents at 32%.

Police recorded Police recorded ASB incidents ASB incidents % Ward 2017 2018 change Great Horton 612 492 -20% Queensbury 235 182 -23% Royds 716 528 -26% Tong 997 774 -22% Wibsey 456 310 -32% Wyke 405 327 -19% Grand Total 3421 2613 -24%

Environmental ASB

- The chart below shows the Environmental Health ASB rates per 1,000 for each ward within the district, the wards within Bradford South have been highlighted to show their position (from highest to lowest). Environmental Health ASB includes commercial refuse, domestic refuse, fly tipping, littering, noise complaints and dog fouling.

- The chart below shows that Bradford South has a similar proportion of each type of environmental ASB compared to the District as a whole.

Page 47 12

Great Horton has higher proportions of domestic refuse and fly tipping incidents whilst Queensbury has a higher proportion of noise complaints (see chart below).

The following chart shows the percentage change in environmental incidents comparing the 12 months to 30 September 2018 to the same period the previous year. Wards within Bradford South have seen a larger increase in the number of fly-tipping incidents, littering, noise complaints and dog fouling than the increase for the District.

Page 48 13 Street Cleansing and Fly-Tipping Requests logged on the Council’s CRM System

The chart below shows that whilst the number of fly tipping cases recorded on CRM for Bradford South have been increasing for some time, the number of street cleansing cases has remained relatively stable.

Between 2016-17 and 2017-18 street cleansing requests in Bradford South reduced by 7% whilst fly tipping cases increased by 24% (this was a reduction of -1% for street cleansing and an increase of 10% in fly tipping across the district as a whole). Despite the increase in the number of fly tipping cases being logged across the district the tonnages collected hasn’t increased, in fact there was a 1.5% reduction in the tonnage collected in 2017-18 compared to the previous year.

During 2017-18 79% of Fly Tipping and Street Cleansing cases logged on the council’s CRM system could be attributed to a single ward (some cases recorded on CRM cross multiple wards or areas and in a small proportion of cases it isn’t possible to identify the geographical area at all). Page 49 14 The charts below show trend data in the numbers of street cleansing and fly tipping cases recorded for wards within Bradford South.

Page 50 15 Page 51 16 This page is intentionally left blank Agenda Item 11/

Report of the Strategic Director of Health and Wellbeing to the meeting of Bradford South Area Committee to be held on March 28th 2019 AK

Subject:

PUBLIC HEALTH IN THE BRADFORD SOUTH AREA OF BRADFORD METROPOLITAN DISTRICT COUNCIL AREA

Summary statement:

This report seeks to inform Bradford South Area Committee of the work; activities and outturn data of the Public Health department; specifically as it contributes to the health and wellbeing of the population of Bradford South constituency

Bev Maybury Portfolio: Health and Wellbeing Strategic Director –Health and Wellbeing Cllr Sarah Ferriby

Report Contact: Darren Fletcher & Overview & Scrutiny Area: Sarah Possingham Phone: (01274) 43 5133 (01274) 431319 Health and Social Care E-mail: [email protected] [email protected] Page 53 Report for Bradford South Area Committee –Public Health -2019-03-28 1. SUMMARY The following report aims to update members on the work and activities of Public Health and how these impact on the residents of Bradford South area. Looking at Appendix 1 which outlines the local and district wide performance data returns and outcomes there are still a range of complex health and wellbeing issues facing the populations of Bradford South. These cannot be mitigated easily, however supporting robust partnership working between voluntary and community sector organisations (VCS); the public sector (the Council and National Health Service -NHS organisations) and communities themselves can open up opportunities to make significant changes which can benefit people resident in Bradford South.

2. BACKGROUND Public Health’s last report to Bradford South Area committee was made on the 15th March 2018. This report built on the previous ones by strengthening those aspects which were related to Bradford South specifically. This years’ report hopes to continue extending the tailoring of issues to the area even further however some outturns and data is still collected on a district wide basis.

3. OTHER CONSIDERATIONS 3.1 Appendix 1 to this report updates the main statistics for Bradford South; Bradford district and the national picture. These have been updated from the last report, the focus of which was 2016 to those from 2017, which is the most recent data available.

3.2 Populations The population of Bradford South continues to increase; 3.6% since 2011 which is higher than the district average which is 2.2% relative to national figures. This is due to an increase in the number of 0-15 year olds, as well as, an increase in people aged 45-60 both of which are in line with wider District picture. National figures differ in that they show growing populations of people aged 16-64 and 65 plus which are not reflected in Bradford District’s figures; instead there is a steady increase in younger people and those in the mid-life bracket.

21% of Bradford South’s population described themselves as being from a black and/ minority ethnic background in the 2011 census. The Bradford district wide figure is higher at 33%. Comparing this against other constituency breakdowns, Bradford South therefore has the third highest proportion of non-white residents in the district after Bradford West and East. The next census will be taken in 2021 and more accurate figures will be available following that.

3.3 Life Expectancy 3.31Life Expectancy at birth The National average life expectancy at birth figures are 83.1 years for women and 79.6 for men. In Bradford District as a whole the average is 81.6 for women and 77.7 for men. Bradford South’s life expectancy figures are lower than the district averages, 80.8 for women and 77 for men. These vary across the 6 wards in South area, with Royds; Great Horton; Queensbury and Tong wards having the lowest for averages for men and Royds and Tong having the lowest for women. Wibsey has higher than the national averages for both men and women at 83.8 for women and 80 for men.

3.32 Infant mortality Bradford District continues to have a highPage infant 54 mortality rate; 5.8 deaths per 1000 live births as apposed to the national figure which is 3.9 per 1000 live births. Between 2015-2017 there were 23 infant deaths in Bradford South equating to 4.9 deaths per 1000 live births making it lower than Bradford district; but still cause for concern in comparison with national figures.

3.33 Under 75 mortality rates from cancer The mortality rates of people aged under 75 from cancer in South area are high at 130 deaths on average each year. There has been a small decrease in these in 2015-17 however South still has as the second highest figure for this in the district.

3.4 Child excess weight 3.41 Child Excess Weight in reception (4-5years old) Excess weight in children aged 4-5 continues to be an issue in South area. 24.3% of south areas 4-5 year olds are overweight which is considerably higher than the Bradford average of 21.2% and the national one of 22.2%.

3.42 Child excess weight in year 6 (10-11 years old) Bradford South’s averages for excess weight in children of this age peaked in 2013-14 and now shows a decrease; matching the district wide figure. This is an improvement however the district wide figure of 36.7% is higher than the national average of 33.9% and therefore still remains a cause of concern.

3.5 Public Health and partners programmes Public Health and their partners offer a range of services across Bradford district including Bradford South. Since the last report to the area committee in March 2018 there have been new workstreams and new programmes developed to tackle health and wellbeing; including the weight of children and young people from 2017 onwards. These are now beginning to make positive changes which it is hoped will reduce the above outturns in coming years. Further details are below;

3.6 Services for Adults 3.61 Stop Smoking services and tackling illicit tobacco Stop smoking support is provided by a team of specialists based in Public Health and via a network of providers in primary care and pharmacies. Stop smoking support is available at a range of venues including General Practioners (GP’s) surgeries, libraries, supermarkets, and children’s centres to ensure that support is accessible within communities. Within secondary care support to quit smoking is provided by the specialist team on the wards in the main hospitals. The following link is to a ‘ready reckoner’ which gives an idea of the financial costs of smoking by ward http://ash.lelan.co.uk/

3.62. Reducing smoking in pregnancy has been a priority for a number of years. Public Health work with a range of health partners to ensure a systematic and evidence based approach to tackle maternal smoking is embedded throughout the antenatal care pathway.

3.63. Breathe 2025 is the vision for the Yorkshire and Humber promoted locally - to see the next generation of children born and raised in a place free from tobacco, where smoking is unusual. A multipronged approach to reduce the number of young people taking up smoking is a priority. This includes tackling the trade in illegal tobacco. ‘Keep it Out’ is a programme jointly funded by local authorities across West Yorkshire to combat the damage illegal tobacco does to our communities. Available from a range of sources within some local communities, the sale ofPage illegal 55tobacco seriously undermines the impact of other tobacco control measures, makes it easier for children to start smoking; enabling them to become hooked at a young age.

3.64 Lung cancer kills more people in West Yorkshire and Harrogate than any other cancer, with high levels of the disease diagnosed at late stage. There is now robust evidence that earlier diagnosis can be effectively encouraged through a combination of targeted lung health checks in high risk areas, public awareness, clinician education and better access to diagnostic testing. With funding from West Yorkshire and Harrogate Cancer Alliance a pilot lung health check scheme will ‘go live’ in Bradford in General Practises (GP’s) practices taking part in the pilot. The programme will identify people to be offered a free lung health check in the community close to their home, along with access to specialist stop smoking advice and appropriate follow-up, including Computerized Tomography (CT) scanning, if needed. The proposal creates the opportunity to establish a local health and care partnership between the local council, providers of National Health Services (NHS) and commissioning organisations in order to drive the programme.

3.65 Public Health continue to work in partnership with Bradford City and Districts, Clinical Commissioning groups (CCG’s), Bradford Breathing Better programme to improve respiratory health outcomes for children, young people and adults in Bradford with Chronic obstructive pulmonary disease (COPD) or asthma.

3.7 Screening There are currently three national screening programmes; Bowel, Cervical and Breast, all of which are provided by; NHS England, local Clinical Commissioning groups (CCG’s) and/or local General Practises (GP’s). Bradford’s take-up figures for these are poor in comparison to other areas of the country, which may impact on the mortality rates for under 75’s due to cancer. This is included in the Clinical Commissioning groups (CCG’s) report, which is also on tonight’s agenda.

3.71 There are currently three national cancer screening programmes: Bowel, Cervical and Breast, all of which are commissioned centrally by PHE and NHS England. Bowel screening for Bradford is coordinated by the North East Hub on Tyneside while Breast screening is managed by the Pennine Screening Team based at St Luke’s Hospital. Cervical screening is managed in primary care.

3.72 Bradford’s uptake figures for the screening programmes are low in comparison to other areas of the country and Bradford City CCG has the lowest bowel screening uptake rate nationally (36.4% compared to an England average of 56.1%). In order to improve the engagement of our population with bowel screening, various programmes are being implemented by the CCGs. Most notable of these is a pilot funded by Yorkshire Cancer Research to use the Enable2 interpreter service to contact non-responders by telephone, discuss what screening is, understand any barriers to engagement and encourage the individuals to complete the screening kit.

3.73 Breast and cervical screening uptake has declined across the country and this is reflected in Bradford. Various services including the Pennine screening team, CNET, the Woman’s Health Network and GP practices are working in the community to outline the benefits of screening and encourage engagement with these programmes.

3.74Public Health England leads a BradfordPage and56 Airedale Screening Group which meets quarterly. The aim of this group is to share good practice and develop joined up work programmes and is attended by representatives of all relevant local stakeholders, including CCGs, screening programme leads, LA Public Heath, VCS organisations and Cancer Research UK. In addition to this, the West Yorkshire and Harrogate Cancer Alliance have a focus on improving screening uptake and both the CCGs and Public Health are closely involved in their work.

3.8 Community Connectors services 3.81 Community Connectors is a social prescribing project working across the ten community partnerships formed through the CCG’s in Bradford. It offers people support with social, emotional or practical needs which maybe impacting on their health and wellbeing. The Council and the three Clinical Commissioning groups contracted Health Action Local Engagement (HALE) and their VCS partners to deliver this and it is now active in GP practices.

3.82 All practices across Bradford have a Community Connector linked to them, either directly through Hale or via one of their partner agencies Healthy Lifestyles and/or the Thornbury Centre. Whilst many make good use of these services; regularly referring people to them, there are some who are not quite so proactive and may not be making the best use of these as they could. To tackle this Community Connectors pro-actively visit all practices promoting the service, giving information and offering support/ training for staff on what benefits the scheme can bring. This includes how to refer into the service using the NHS’s electronic management system: SystmOne, the sharing of good practice, case studies and delivering promotional info.

3.83 This service has been successful in helping individuals to tackle aspects of health and wellbeing which are not necessarily ‘medically’ treatable. Along with the personal benefits being felt by individuals in receipt of services, a recent evaluation showed that there had been a 14% reduction in GP appointments for people in receipt of Community Connector support. This service has a presence at the surgeries listed in Appendix 3 in South area it is important to note however that the ten community partnerships in Bradford district which are the focus of these services do not have co-terminus boundaries with the wards and/or the constituency of Bradford South.

3.9 Self care and Prevention 3.91 The of the key targets of the Bradford and Craven Health and Care Plan is for the Self Care and Prevention programme to deliver or facilitate Self Care training to 10% of the health and care workforce. The Self Care and Prevention Programme identified 9800 staff working across the health and care system that would benefit from the training and so the target is to train 980 staff.

3.92 Three levels of training have been developed to facilitate the target: Level 1– Basic awareness of Self Care and Prevention An e-learning module has been developed for staff and the public in accessible formats including British Sign Language (BSL) and audio. Staff working across health and care will be able to access the e-learning via the Bradford Council training platform (Evolve) from April 2019 and the general public will be able to view the e-learning on the Self Care webpages on the Bradford Council website.

Page 57 Level 2- Making Every Contact Count (MECC) Making Every Contact Count training is an approach to behaviour change that utilises everyday conversations and interactions to encourage people to make lifestyle changes in order to improve their health and wellbeing. The training has been delivered to 228 staff working across the health and care sector in the last year including staff working in GP practices and community hubs across Bradford South. Further training dates will be made available for staff throughout 2019. Level 3- Motivational interviewing (Conversations for Change) The Conversations for Change training is a consultation style that’s person centred and it’s about having collaborative conversations that are designed to strengthen a person’s commitment and motivation to change.

3.93.RIPEN have so far delivered the training to1159 staff working across the health and care sector including staff working in Bradford South. RIPEN is commissioned to deliver the Conversations for Change training across Bradford and Craven until March 2020. The Self Care and Prevention Programme has also commissioned RIPEN to deliver a Mindfulness in Schools training programme. The aim of the programme is to train up teaching staff to use mindfulness and other therapeutic approaches when working with pupils in order to improve their mental health and wellbeing. There are 14 schools participating in the programme across Bradford District and Hilltop Primary School in Bradford South is one of the schools taking part. Teachers will be qualified to start running the programme in schools from July 19. Self Care Week 2018 was successfully delivered across Bradford and Craven from 12-19 November in partnership with health, the three Clinical Commissioning Groups and the third sector.

3.94. People of all ages and abilities were encouraged to take up the ‘Make One Change Challenge’ during Self Care Week by making a pledge to change one thing to improve their health and wellbeing. The Self Care and Prevention Programme co-designed an interactive toolkit to support partners to deliver events and activities across the week. The toolkit was sent out electronically and hard copies made available to GP practices, pharmacies, libraries, leisure centres and schools across Bradford District including Bradford South.

The toolkit and other Self Care resources can be accessed via the following link: https://www.bradford.gov.uk/health/self-care/self-care-booklets/

3.95. Pharmacy students from Bradford University engaged with members of the public at Low Moor Surgery during Self Care Week as part of the Bradford Breathing Better Campaign. The students provided information on respiratory health (Asthma, COPD, stopping/ reducing smoking) and sign-posted people to appropriate support services. In addition they worked closely with Dr Katherine Hickman (Respiratory Lead for Bradford) to help with the implementation of a project she has undertaken at Low Moor Surgery into other GP practices. The aim of the project is to reduce the over prescribing of salbutamol inhalers for asthmatics and is an on-going project.

3.96. The Local Government Association has published a report about Self Care Week in Bradford and New Horizons a community organisation from Bradford South are mentioned in the report:https://www.local.gov.uk/sites/default/files/documents/22.32%20- %20Self%20Care%20Publication_02.1_1WEB.pdfPage 58 3.97. The Self Care and Prevention Programme has commissioned the VCS Alliance to deliver targeted health messages to improve health literacy in Bradford South and other areas across Bradford District. The engagement sessions started in September 2018 and focus on the following subjects: choose well; flu vaccinations; mental health (‘It's ok to not be ok, and if you're not ok, tell someone’). The Alliance will be generating an evaluation and impact report which will be used to plan and influence future engagement work.

3.97 Living Well Programme The Self Care and Prevention Programme, Healthy Bradford programme and the Mental Wellbeing programme have worked collaboratively over the last six months to develop a brand and create an ambitious and innovative prevention programme called living well.

The Living Well Programme is based on the systems wide development work undertaken by the Healthy Bradford Programme but also integrates the activities of the Self Care and Prevention programme and Mental well-being programmes into a whole systems approach to prevention across the Bradford district branded as ‘Living Well’.

The programme will aim to provide a whole system approach to prevention and Self Care. It will:  Increase and strengthen the focus on prevention  Avoid duplication by joining up with other programmes and can encompass other programmes as it becomes established  Be better able to address complex issues jointly rather than in separate programmes  Increase the coordination of investment, resources and joint commissioning  Enable the scaling up of existing work to create a bigger impact and change  Increase collaboration and partnership work  Provide the opportunity to recognisable clear branding and consistent messages across the Health and Wellbeing sector to support impact  Provides the ability to address individuals multiple and interconnected lifestyle behaviours such as weight management, smoking, exercise rather than addressing individual issues in isolation

3.10 Recovery Services –Drug and/or alcohol services 3.101 The service has now been in operation for over 12 months and there has been a significant change to the treatment of drugs and alcohol across the district including Bradford South. There has been a significant drop both nationally and locally in the numbers of Heroin users who access treatment. The Heroin using population is ageing and reducing with very few young people in Bradford presenting with Heroin issues. The service has responded to this changing landscape of drug use and the single point of access to the service is working well and has seen an increase in the numbers of individuals who have alcohol and addiction to medicine problems. Individuals can be seen at a variety of community or specialist centres depending upon the need of the individual.

3.102 The Alcohol Drugs Education Prevention Team is a new service providing advice and information about alcohol and drugs to young people, parents, carers and professionals. The team offer bespoke group programmes and targeted enhanced drugs programmes (TED) and training for professionals, community organisations, religious institutions, and community groups. Alcohol and Cannabis use are the most commonPage 59 substances misused by young people many receiving specialist treatment interventions for substance misuse have a range of vulnerabilities. They are more likely to be not in education, employment or training, have contracted a sexually transmitted infection, experienced domestic violence or sexual exploitation and be in contact with the youth justice system. The main challenge for Substance Misuse Services is providing appropriate recovery interventions to individuals who have been using heroin for many years and responding to the increasing needs of individuals who use other substances

3.11 Services for Children and Families 3.111. Infant Mortality Infant mortality remains a key health outcome for infant and child health. The 3-year rolling Infant Mortality Rate (IMR) in Bradford has reduced from 8.2 in 2006-08 to 5.9 per 1000 live births in 2014-16. Following five successive years of reductions, the Districts IMR has been fairly static since 2011-13. The latest IMR for Bradford (5.9) remains higher than the average rate for England (3.9) and Yorkshire and the Humber (4.1) and is higher in the more deprived parts of the district. Analysis by deprivation quintiles demonstrates that the reductions over-time has been faster in the more deprived areas of the district. Wide variation and health inequalities however, remain across the district, as shown in Graph 1. (Please note: due to fewer than 3 deaths per ward the results are not displayed for Bingley, Bolton and Undercliffe, Craven, Ilkley, Queensbury, Royds, Shipley, Worth Valley, and Wyke.)

Graph 1: Infant Mortality Rates by ward, 2012-16

3.112. The Every Baby Matters (EBM) This programme is a multi-agency partnership with commitment to improve maternal and infant health and reduce infant mortality across Bradford District. EBM builds on the recommendations of the 2004-6 Bradford District Infant Mortality Commission, considers findings from the Child Overview Death Panel, and sets out an action plan to continue to progress this important agenda in partnership.

3.113. Key EBM workstreams. Over the past year these have included: i) Ensuring pregnant women and youngPage families 60 have priority access to safer and healthier housing where appropriate and standards in the private sector are improved. ii) Systematic work across the district to promote breastfeeding using evidence based approaches and promoting healthy eating and healthy weight for pregnant women, as well as continued promotion of Vitamin D tablets and Vitamin D awareness. iii) Early access to high quality antenatal care for all pregnant women with a focus on identifying those who are at risk or vulnerable at an early stage to provide support iv) Robust universal healthy child programme offer for young children and their families with a focus on support and signposting for those who are more vulnerable including access to services in Children’s Centres, voluntary and community sector, and Primary care. v) Support for women to stop smoking in pregnancy with specialist midwifery services vi) Development of a family leaflet and video planned around increasing genetic inheritance awareness. vii) A range of social media campaigns to support safe sleeping, breastfeeding, stopping smoking in pregnancy and other key areas viii) Continued in depth analysis of why infants die in the district as part of the Child Death Overview Panel work with an annual published report ix) Use of national and local research such as the Born in Bradford research and emerging research and evaluation from the Big Lottery funded Better Start Bradford programme.

3.114 0-19 years old services The Early Prevention and Help service will be co-located and integrated with the Public Health 0-19 Service later in the year. 0-19 services include health visitors, school nursing and oral health improvement services. Co-location and closer working across disciplines will help to make sure that more support is offered to families with the greatest need; aiming to ensure that families get the ‘right support at the right time’. Inbuilt within this new model is the need to support an asset based service model to foster greater self-care and resilience within families and communities themselves for the future.

3.12 Reducing unintentional injuries. 3.121. Reducing unintentional injuries in children is a key Public Health priority for the Bradford District and we continue to commission services with the aim of supporting the reduction of unintentional injuries. Unintentional injuries amongst the under 5s represent a significant cause of preventable death and serious harm with major effects on education, employment, emotional wellbeing and family relationships. They are also one of the leading causes of attendances at accident and emergency (A&E) and hospitalisations amongst the under 5’s with injuries tending to occur in and around the home.

3.122 In 2018 a Health Needs Assessment using data from the Born in Bradford cohort has reported the following  Hospital admissions in Bradford District due to injury are similar to the national average for age group 0-4 but are above the national average for ages 0-14 and 15-24  Male children were 37-52% more likely to attend healthcare for an injury for age groups 0-4 and 5-10 respectively, compared to females  Whilst the proportion of males attending healthcare because of a bruise or superficial Injury and cut / bite / other open wound was higher than females, females had a higher proportion of attendances for fractures and sprains and dislocations.  Children aged 0-4 years were twice as likely to attend A&E with an injury than GP and 50% more likely to attend A&EPage compared 61 with those aged 5-10 years  Injuries follow a seasonal pattern, being highest during the summer months with the longest day light hours; the difference is most pronounced in the age group 5-10  Injury attendances were between 40-50% lower for children living in the least deprived wards compared to those living in the most deprived wards

3.123 At an Area level Bradford South has the highest rates due to unintentional and deliberate injuries in 0-14yr old, although this has been falling year on year. In 2016-17 the admission rates were 119.6 admissions per 10,000 populations compared to the district average of 116.7. At ward level admissions due to unintentional and deliberate injuries in 0-14yr olds varies across the district. In 2016-17 Admission rates are highest in wards including Royds, Bolton and Undercliffe, and Keighley West and are lowest in wards including Bingley Rural, Bradford Moor and Baildon.

3.13 Children’s Dental Health 3.131 Whilst tooth decay among 5 year olds in the district is improving overall, it remains poor in comparison to the region and nationally. Bradford has high levels of dental disease; however there have been significant improvements to reducing levels of decays in children. 60.2% of 5 year olds were free from dental decay in 2016-17. This was worse than the regional (69.6%) and national averages (76.7%). There is significant variation in the oral health of young children across the district by locality (see Map 1). The higher levels of decay experience are spread across the wards of Bowling and Barkerend, Great Horton, Manningham, City, Toller, and Keighley Central.

Map 1: Dental decay prevalence by ward in Bradford, 2016-17

3.132 There is still much more to be done particularly in the more deprived parts of Bradford where average number of teeth affected by decay is higher than the District’s average. Bradford Council’s Public Health team has worked hard to keep children free of tooth decay through commissioning a number of evidence-based programmes under the banner of Building Brighter Smiles. These programmes reach young children in a variety of early year’s settings and includes a focus on prevention, early intervention and targeted approach focused on areas of greatest need within the district and include fluoride varnish programmes, tooth brushing schemes delivered in some deprived primary schools, community based prevention projects andPage health 62 visitor oral health promotion at 6-9 months. Partnership working and training initiatives to ensure parents, carers, education and health workers are aware of best practice for oral health have been integral to the success of these programmes.

3.14 Sexual Health services 3.141UR Choice RSE programme is delivered in13 schools across Bradford and a new RSE programme has been developed and available for schools across the district in preparation for when RSE becomes mandated for schools to deliver in 2020. This programme covers modules such as media/social issues such as sexting and pornography with the emphasis on keeping young people safe.

3.142 Our Integrated Sexual and reproductive health service is available through a city centre hub that is above the Yorkshire building society just near Broadway shopping centre and within walking distance from the bus and train service. This Hub is open 6 days a week with a young people’s drop-in on a Wednesday Afternoon. There are 5 spokes across the district which will see any young person for contraception or sexual health. Bowling Hall medical Practice is a spoke in the Tong area.

3.143 A health bus run by HALE and Step2 does outreach across the district in different places to access those young people who want condoms and chlamydia screening particularly boys.

3.144. Free Education, Health and Care (EHC) provision for 19s and under can be accessed via 10 pharmacies across Bradford, via their GP and from Locala Sexual and Reproductive Health Service. There is a website for our sexual health service where people can access information around services www.locala.org.uk/services/sexual-health and a website where young people can get information around sexual health and relationships; http://www.bashbradford.org.uk; STI screening can also be accessed via online by SH24 which is available at www.SH24.org.uk this is for anybody over the age of 16 without symptoms or safeguarding concerns. SH24 will ask a series of questions for safeguarding purposes and direct any concerns they have directly to Locala who will contact the person and see in clinic. Under 16’s need to be seen in clinic for screening, this is for safeguarding purposes and discussions around safety, STI screening, contraception and condom use as well.

3.15 Cross system provision 3.151 Air Quality There are areas to the South area of Bradford in which concentrations of air pollutants are higher than they should be. Government has identified a section of Rooley Lane which is exceeding the legal limit for nitrogen dioxide. This is in common with other urban parts of Bradford as follows;

Page 63 In response to this Government served a ministerial direction on Bradford Council on the 4th October 2018 to ‘develop an air quality plan to deliver compliance with the legal limit for nitrogen dioxide in the shortest time possible’.

Bradford is currently working to assess the effectiveness of a comprehensive package of options to tackle air quality within the district, which includes the implementation of a charging clean air zone along with other activities to reduce traffic, emissions, and increase active travel. Our outline business case for the plan must be submitted by the 31st October 2019, following which a full public consultation will take place, leading to development of a costed full business case which will then be submitted to government for approval.

It is expected that following government approval significant funding will be made available to implement the plan and improve air quality and health in Bradford. This work is in addition to the work Bradford has already been carrying out via the Bradford Low Emission Strategy (2013) and the West Yorkshire Low Emission Strategy (2016).

3.152 Welfare Advice 3.151. St Vincent du Paul –Catholic Housing Aid Society (CHAS) is the contracted local provider of welfare advice operating in Bradford South. In 2017-18 they received 4,508 enquiries from 1,450 people; the majority of these were for welfare benefits advice; 3546 in total, 733 related to debt with the remainder relating to consumer and/or employment law; housing and immigration. The majority of these contacts resulted in case work and advocacy however 209 required formal representation at tribunal and/or court hearings which are complex and time consuming. St Vincent du Paul-CHAS work from 15 different sessional locations across Bradford South; the majority of which have been at the suggestion of local ward councillors. Page 64 3.152 The contracts for the delivery of welfare advice are due to run until 2021/22 however Bradford Council approved funding reductions in this budget of £1.2million in February for implementation by 2020/21. A cross departmental mutli-agency transformation programme including FutureGov; service providers; the Council and other stakeholders is currently working to investigate and develop new ways of working in relation to welfare advice and the Council’s own customer contact services. This is expected to suggest alternative ways of working which could mitigate the impact of budget reductions shortly

3.16 Warm Homes Healthy People (WHHP) 3.161. This is a short term programme delivered during the winter months to mitigate the impact of inclement and cold weather for more vulnerable households in the district. WHHP was contracted fort the 2 year period in 2017/18 and will come to an end in March 31st 2019. The contract for the delivery of these services is held by the ‘The Green Doctor’s’ service offered by Groundworks UK and they have several partner agencies who also support the programme delivery; more details of these are included below.

3.162 Programme activity: Green Doctors have held seven promotional events including four information stalls at the Buttershaw Family Centre, one training session for Stronger Families outreach team and one talk to for an older people’s group at St Winifred’s Church. They have also delivered 242 home energy visits which have benefitted 416 people.

3.163. Green Doctors has a range of partners who help with the delivery of WHHP. This includes Age UK in Bradford who have provided services such as heating repairs, winter warmth packs and emergency heating to 52 households supporting 84 people.

3.164. Another key partner; Bradford Family Action offers benefit checks and debt advice which this year has helped 41 households, benefitting 68 people.

3.165. Innchurches supported WHHP by providing emergency food parcels; bedding and other practical needs. This year that has helped 41 households and a total of 61 people.

3.166. For WHHP as a whole, 387 households a total of 629 beneficiaries have received support in Bradford South from all partners since the programme started on the 1st April 2018

3.167 Funding for the WHHP programme has traditionally been via the Council and the CCG. In the budget set by Council in 2018/19 a proposal to cease WHHP funding was approved from 2019-20. Negotiations are on-going with colleagues in the CCG and elsewhere to identify continued support for this programme however confirmation of success in relation to these may not be forthcoming until later in the year.

3.17 Reducing Obesity 3.171. The Thornbury Centre along with local partners delivers the Obesity Prevention &Early Intervention Service (OPEIS). The aim of OPEIS is to support adults, young people and children to increase their physical activity and improve their diet

3.172. A range of both nutrition and physical activity programmes for children, adults & family programmes are delivered in Tong,Page Wibsey, 65 Wyke & Royds wards. This includes the following; 1. Great Horton ward-services delivered from Grange Interlink (OPEIS) to support physical activity in the great Horton Ward. 2. At Bracken Hill school- Dance/exercise to adults and multi sports for children. The Service contributes to making a positive impact on indicators relating to adult and childhood obesity within the Public Health Outcomes Framework;

3.173. Outcomes to be reported using appropriate evidenced based tools for physical activity/dietary intake.

4. FINANCIAL & RESOURCE APPRAISAL

Bradford Council has set a new budget for 2019-20. As part of this it has approved proposals which will reduce the funding received from the Authority for a number of the programmes above. Officers are working to mitigate the impacts which may be via new commissioning opportunities, reducing overall contracted outcomes and outputs and /or transforming services to manage demand more efficiently. As the majority of these programmes are district wide it is difficult to identify the individual impacts on specific wards including Bradford South’s

5. RISK MANAGEMENT AND GOVERNANCE ISSUES

This report contains a deal of information contributed by colleagues from across Public Health teams; independent provider agencies and different parts of the Council. It has received clearances and input from Legal services and Finances amongst others. Once all contributions have been received the report was formally agreed by the Health and Wellbeing Department’s Departmental Management team.

6. LEGAL APPRAISAL The City Bradford Metropolitan District Council (CBMDC) was created on the 1 April 1974 as a result of the Local Government Act 1972 and empowered to provide services and support for the residents of the District. This incorporates the responsibilities laid out in Education Acts 1944 and 1996 and the Local Government Act 2000.

As a Local Authority CBMDC has statutory Public Health responsibilities set out in the Health and Social Care Act 2012. Many of the services narrated in this report are underpinned by the Health and Social Care Act 2012 and to the Duty of well-being placed upon the Council to promote and improve the well-being of the District and protect the health of the local population

7. OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

The Equality Act 2010 sets out the public sector equality duty replacing the three previous duties for race, disability and gender. In engaging with our stakeholders, the Public Health Department does have regard to our Equality and Diversity Policy. Bradford South’s population in common with Bradford’s wider district contains a range of communities; nationalities and residents many of whom have distinct needs and experiences. Page 66 Public Health therefore recognises that services; consultations and communication must be delivered in an inclusive and appropriate way to ensure equality of access. This includes specific language and cultural needs; some of which are harder to fulfil than others.

An example of the Public Health proactive approach is the use of Controlling Migration funding (CMF) from the Home office to facilitate better access to welfare advice services for people from Central and Eastern European origins. This has helped skill up community members in relevant languages; resulting in the training of 14 people in interpretation and/ or translation skills and qualifications. This fund (CMF) also funded an extension of immigration advice training and accreditation across the Bradford District.

7.2 SUSTAINABILITY IMPLICATIONS Public Health fosters sustainability by supporting and building on the community assets which are prevalent amongst the communities and wards across Bradford. Bradford South area ward plans are vital as they identify people and places as part of their strategic development and can help in empowering our populations to participate in programmes which support health and wellbeing at neighbourhood level.

7.3 GREENHOUSE GAS EMISSIONS IMPACTS

Many services delivered in neighbourhoods now use transportation which is less damaging to the wider environment. This includes public transport and the use of Bradford Council’s lease cars which are electric and therefore emit less harmful pollutants into the air

7.4 COMMUNITY SAFETY IMPLICATIONS Community safety concerns can and do impact on an individuals’ and family’s sense of health and wellbeing. This is particularly relevant in relation to crime and the fear of crime; concerns relating to drug and alcohol use; the sale of illicit tobacco and the way that these can disrupt feelings of safety and security in communities can increase lower level anxiety and overall mental health. Public Health contributes to a number of key programmes tackling Community Safety concerns; some of which are noted earlier in this report

7.5 HUMAN RIGHTS ACT There are no direct implications arising from the Human Rights Act in relation to this report however some of the services listed above contribute significantly to individual’s and family’s quality of life.

7.6 TRADE UNION The level of the financial reductions to externally contracted services noted in section 4 may result in the loss of jobs in provider agencies. At this stage Council officers and delivery partners are working together to reduce the level of these and to make plan which will continue to make these vital services available to residents in the district

7.7 WARD IMPLICATIONS See below

Page 67 7.8 AREA COMMITTEE ACTION PLAN IMPLICATIONS

This report has been prepared for Bradford South Area Committee and includes data and information for all the wards within the area; Great Horton, Queensbury, Royds, Tong, Wibsey and Wyke. Every effort has been made to use data and service details specific to these ward areas where available however this is not possible for all Public Health work programmes and in that case district wide activity and information has been used

7.9 IMPLICATIONS FOR CORPORATE PARENTING

In common with other areas of the district there will be ‘looked after’ children resident in Bradford South. These maybe children and young people living in temporary housing and/or foster care, or other settings where the Council retains a Corporate Parenting role. This responsibility cannot be derogated and is seen as the responsibility of all Council officers not only those who’s specific job is to work with looked after children. As such agreements binding the delivery of services include specific terms to ensure that this important role is maintained and supported

7.10 ISSUES ARISING FROM PRIVACY IMPACT ASSESMENT

The Council has a privacy notice in place and as this report contains no personal data there are no impacts under the relevant data management and/or data sharing legislation

8. NOT FOR PUBLICATION DOCUMENTS None

9. OPTIONS

9.1That Bradford South Area Committee considers the contents of this report.

9.2That Bradford South Area Committee engages with and encourages community and residents of Bradford South to take up all available and relevant offers to maximise their health and well-being in the future.

10. RECOMMENDATIONS 10.1 It is recommended that option 9.2 above is adopted in order to support the overall health and well-being of the residents of Bradford South.

11. APPENDICES

Appendix 1 –Current Public Health outturns for Bradford South Area Appendix 2 –Frequently Asked Questions re Public Health framework and outturns Appendix 3-List of GP practises in Bradford South

Page 68

Public Health Intelligence Bradford South Date produced: March 2019 Public Health Profile a

s Population Bradford South has a similar population age distribution as the district as a whole, except a higher a proportion of people aged between 45-60 years old. The population of Bradford South has grown 3.6% t since 2011 – more than the average for the district. Bradford South has the third highest proportion of : none-white residents in the district. 0 105,363 4 Bradford South population, 2017 / 3.6% change since 2011 1 Bradford District population +2.2% since 2011 2 / % Bradford South population non- white= 21% 2 District average = 33% 0 1 8 D a t e

p r o d u Life expectancy at birth c e Bradford South has a lower life expectancy at birth for both males and females in comparison to the district average. Males born in Bradford South can expect to live 0.7 years less compared to the district as a d whole. Similarly females can expect to live 0.8 years less. :

Ward Males Females 0 Great Horton 76.8 81.6 1 Queensbury 76.9 80.7 / Royds 76.8 79.3 0 Tong 74.4 78.3 2 Wibsey 80.0 83.8 / Wyke 78.4 82.9 2 Life expectancy at birth varies across the wards 0 within Bradford South for both males and 1 females. 9 1

Page 69 a s

a

Infant Mortality There were 23 infant mortalities within Bradford South in 2015-17 equating to a mortality rate of 4.9 deaths per 1,000 live births. Although this is an increase form 2014-16, Bradford South has the second lowest infant mortality rate in the district in comparison to the 4 other areas.

Cancer Mortality There are on average 130 deaths each year due to cancer within the under 75 population of Bradford South. Despite a decrease in 2015-17, Bradford South has the second highest mortality rate from cancer when compared to other areas within Bradford District.

2

Page 70

Child Excess Weight – Reception Bradford South has consistently had the highest proportion of overweight or obese children aged 4-5 years old. 24.3% are classified as overweight or obese which is above both the district and national average as well as an increase on figures recorded in 2013/14-2015/16.

Child Excess Weight – Year 6 Bradford South has the third highest prevalence of children aged 10-11 years old who are classified as overweight or obese. However the proportion has decreased for 2014/15 to 2016/17 and is now the same as the district average, although both remain above the national average.

3

Page 71

Bradford South Public Health Outcomes Framework Area Profile Change over Indicator Year Number Rate last year Comparision Bradford South IIII 4.9 per 1,000 live births 1. Infant mortality 2015-17 23 4.9 Lowest ward in area 0.0 per 1,000 live births Highest ward in area IIIIIIII 8.9 per 1,000 live births District average IIIII 5.8 per 1,000 live births Bradford South IIIIIII 77.0 years 2. Life expectancy at Lowest ward in area IIIIIII 74.4 years 2015-17 77.0 - birth - males Highest ward in area IIIIIIII 80.0 years District average IIIIIII 77.7 years Bradford South IIIIIIII 80.8 years 3. Life expectancy at Lowest ward in area IIIIIII 78.3 years 2015-17 80.8 - birth - females Highest ward in area IIIIIIII 83.8 years District average IIIIIIII 81.6 years Bradford South IIIIIIIIIIIIIIIIIIIIIIII 24.3% 4. Child excess weight in 2014/15- Lowest ward in area IIIIIIIIIIIIIIIIIIIII 21.4% 1035 24.3% 4-5 year olds 2016/17 Highest ward in area IIIIIIIIIIIIIIIIIIIIIIIIIII 27.7% District average IIIIIIIIIIIIIIIIIIIII 21.2% Bradford South IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 36.7% 5. Child excess weight in 2014/15- Lowest ward in area IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 35.0% 1441 36.7% 10-11 year olds 2016/17 Highest ward in area IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 38.8% District average IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 36.7% Bradford South IIIIIIIIIIIIIIIII 170.1 per 100,000 6. Under 75 mortality rate Lowest ward in area IIIIIIIIIIIIII 141.7 per 100,000 2015-17 392 170.1 from cancer Highest ward in area IIIIIIIIIIIIIIIIIIIII 217.2 per 100,000 District average IIIIIIIIIIIIIII 152.1 per 100,000 7. Under 75 mortality rate Bradford South IIIIIIIIIII 118.5 per 100,000 Lowest ward in area IIIIIIII 82.7 per 100,000 from cardiovascular 2015-17 268 118.5 Highest ward in area IIIIIIIIIIIIIIII 162.8 per 100,000 diseases District average IIIIIIIIII 102.2 per 100,000 Bradford South IIIIIII 73.4 per 100,000 8. Under 75 mortality rate 2015-17 163 73.4 Lowest ward in area IIII 49.6 per 100,000 from respiratory disease Highest ward in area IIIIIIIIIIII 120.5 per 100,000 District average IIIII 53.9 per 100,000

Indicator Definitions

1. Mortality rate per 1,000 live births (age 4. % of school children in Reception year under 1 year) classified as overweight or obese 2. The average number of years a person 5. % of school children in Year 6 classified would expect to live based on the average as overweight or obese number of years a new-born baby would 6. Directly age standardised rate per 100,000 survive if he or she experienced the age- population aged under 75 specific mortality rate for that area and 7. Directly age standardised rate per 100,000 time period throughout his or her life population aged under 75 3. As Indicator 2 8. Directly age standardised rate per 100,000 population aged under 75

4

Page 72 Frequently Asked Questions Appendix 2

Frequently asked questions about the Area Profile(s)

 You have previously said you don’t have a lot of ward level data, but have given data on a few topics here. How come?

It’s true we don’t have a lot of ward data. The data presented here has been selected because ward level is available. We are often asked questions about other issues where ward level data is not available. Most often of all, we are asked about whether we have details of prevalence of a condition at ward level – such as diabetes – but Public Health does not hold any data on disease prevalence. If there are any particular requests for ward data, the Public Health Intelligence Team is happy to look into if data is available. Please contact [email protected] for further information

 So, why have you included ward level data in the Area profiles?

Because, although there are issues with how ward level data is interpreted, it can show that there is variation between the ‘best’ and ‘worst’ wards – even within a given area / constituency. Generally, if there are differences between similar populations then it can help to show that there is the opportunity for improvement.

 What can we infer from the ward level data?

That varies from indicator to indicator. Generally, it is better to assume that little can be inferred from ward level data – but exceptions can occur and if a particular piece of information attracts attention, it may be worth asking an analyst.

 You have told us about the best and worst wards in our area. Please can you tell us which are the highest and lowest?

Yes. But see our explanation (later in these FAQs) about why we haven’t provided that information in the first place.

 Ok, can we have a full list of the wards in our area?

Yes. But see our explanation (later in these FAQs) about why we haven’t provided that information in the first place.

 Why didn’t you give us a list, or the names of the best and worst wards, in the first place?

If ward data is available, we can provide a ranking of those wards. The difficulty is that at a very local level – ie a ward level – this ranking is likely to change from one time period to the next. This is because of two reasons. Firstly, the smaller the numbers, the greater the effect of any change in those numbers – an increase from 1 to 2 is an increase of 100%, an increase from 10 to 11 is an increase of 10%. Secondly, because the wards are all within the same constituency (area) it is more likely that the wards are more similar, and therefore closer together by any numerical measure than wards in a different area.

1 | Page South Area Committee report- 2019-03-28 Page 73  How is the figure for the [insert topic here] data calculated?

The topics are obviously all calculated very differently, with different levels of complexity and understanding. We have covered each topic on a separate page.

 There seems to be a very large difference between the best and worst wards. Is this true / why is it the case?

It depends on what the topic is. If a particular piece of information attracts attention, it may be worth asking an analyst.

 Is other ward data available?

Yes. The Public Health Analytical Team has made this data available on the basis that it provides some insight into the specific challenges which are most supportive of what partners across the district are trying to achieve – as spelt out in (for example) the District Plan, the Council Plan, the Joint Health and Wellbeing Strategy and the Sustainability and Transformation Plan. See above for further information

2 | Page South Area Committee report- 2019-03-28 Page 74 List of General APPENDIX 3 Practitioner Surgeries in Bradford South

Bowling Hall Med Practice Rooley Lane, Bradford, West Yorkshire BD4 7SS Bradford South Dr Hutchings & Partners Highfield Health Centre, 2 Procter Street, Off Tong Street, Bradford BD4 9QA Bradford South Horton Bank Practice 1220 Great Horton Road, Bradford, West Yorkshire BD7 4PL Bradford South Low Moor Surgery Low Moor Medical Centre, 29 The Plantations, Bradford, West Yorkshire BD12 0TH Bradford South Parklands Medical Practice Parklands Medical Prac, 30 Buttershaw Lane, Bradford, West Yorkshire BD6 2DD Bradford South Rooley Lane Med. Centre

Page 75 Page Rooley Lane Medical Ctr, Rooley Lane, Bradford, West Yorkshire BD4 7SS Bradford South Sunnybank Medical Centre Towngate, Wyke, Bradford, West Yorkshire BD12 9NG Bradford South The Willows Medical Ctr. Osbourne Drive,Queensbury, Bradford, West Yorkshire BD13 2GD Bradford South Tong Medical Practice 2 Procter Street, Bradford, West Yorkshire BD4 9QA Bradford South Wibsey & Queensbury Med P Fair Road, Wibsey, Bradford, West Yorkshire BD6 1TD Bradford South

Appendix 3 PH report –Bradford South 2019-03-28 Page 1 This page is intentionally left blank Agenda Item 12/

Report of the Director of Strategic Partnerships, NHS Bradford Districts Clinical Commissioning Group, to the meeting of Bradford South Area Committee to be held on 28th March 2019 AL

Subject:

UPDATE FROM NHS BRADFORD DISTRICTS CLINICAL COMMISSIONING GROUP.

Summary statement:

This report provides an update on the priorities, recent initiatives and public engagement activities by NHS Bradford Districts Clinical Commissioning Group.

Ali Jan Haider Portfolio: Director of Strategy Bradford Districts CCG Health Wellbeing Report Contact: Vicki Wallace Overview & Scrutiny Area: Phone: (01274) 237524 E-mail: [email protected] Health and Social Care

Page 77 1. SUMMARY

This report provides an update on the priorities, recent initiatives and public engagement activities by Bradford Districts Clinical Commissioning Group.

2. BACKGROUND

Bradford Districts Clinical Commissioning Group was established in April 2012 in shadow form and were fully authorised in April 2013. This report provides an overview of the CCG’s recent activities in priority areas.

3. OTHER CONSIDERATIONS

See report attached at appendix 1.

4. FINANCIAL & RESOURCE APPRAISAL

Not applicable.

5. RISK MANAGEMENT AND GOVERNANCE ISSUES

Not applicable.

6. LEGAL APPRAISAL

Not applicable.

7. OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

None.

7.2 SUSTAINABILITY IMPLICATIONS

Increased local decision-making has the potential to create more sustainable solutions to local issues.

7.3 GREENHOUSE GAS EMISSIONS IMPACTS

No specific issues.

7.4 COMMUNITY SAFETY IMPLICATIONS

There are no community safety implications arising from this report.

Page 78 7.5 HUMAN RIGHTS ACT

There are no human rights issues arising from this report.

7.6 TRADE UNION

Not applicable.

7.7 WARD IMPLICATIONS

None identified.

7.8 AREA COMMITTEE ACTION PLAN IMPLICATIONS (for reports to Area Committees only)

Not applicable.

7.9 IMPLICATIONS FOR CORPORATE PARENTING

None.

7.10 ISSUES ARISING FROM PRIVACY IMPACT ASSESMENT

None.

8. NOT FOR PUBLICATION DOCUMENTS

None.

9. OPTIONS

None.

10. RECOMMENDATIONS

Bradford South Area Committee is asked to note the contents of this report.

11. APPENDICES

Appendix 1: Report of the Director of Strategic Partnerships

12. BACKGROUND DOCUMENTS

None

Page 79 Report of the Director of Strategic Partnerships to Bradford South Area Committee

Bradford Districts Clinical Commissioning Group (CCG) is an NHS organisation that commissions (plans, buys and monitors) most of the hospital and community NHS services in the local areas for which it is responsible. Commissioning involves deciding what services are needed for diverse local populations, and ensuring that they are provided.

Services CCGs commission include:

 most planned hospital care  rehabilitative care  urgent and emergency care (including out-of-hours)  most community health services  mental health and learning disability services  family doctor (GP) services

All three of our CCGs in Bradford District and Craven work closely together and have a shared management team. Locally, Bradford Districts and Bradford City CCGs also work as part of the Bradford Health and Care Partnership, which brings together local organisations involved in health and care with a view to making patient pathways more responsive to those who use them.

We also work as part of the wider West Yorkshire and Harrogate Health and Care Partnership on commissioning plans and decisions that would benefit from collective decisions about specific work programmes – for example, mental health, stroke and urgent care. This is done through the Joint Committee of CCGs, which has delegated powers from individual CCGs to make collective decisions on behalf of the CCGs involved.

Prior to this meeting, the Area Committee requested information about young people’s mental health. The first part of this report focuses on this, whilst the second gives a broader overview of some of the other work of the CCG.

Part 1: Young people’s mental health

Our local transformation plan for young people’s mental health was developed in the context of Bradford and Airedale with reference to the Joint Health Needs Analysis of emotional and psychological wellbeing of children in Bradford (Public Health 2015).

In January 2017 we launched the strategy for Mental Wellbeing in Bradford District and Craven. This all age strategy was developed through extensive and detailed working with partners and stakeholders. It addresses three principal areas: our wellbeing, our mental and Page 80 physical health, and care when we need it. These areas are aligned with Future in Mind’s work streams and our Joint Health and Wellbeing strategy.

The Mental Wellbeing Strategy sets out the principles of our work and our Joint Health and Wellbeing Strategy sets out our ambition for a happy and healthy Bradford District, where people have greater control over their wellbeing, living in their own homes and communities for as long as they are able, with the right support when it is needed. Our local health and care partnerships are working towards a district where we achieve the following for our population:

 Outcome 1: our children have a great start in life  Outcome 2: children and young people have good mental wellbeing  Outcome 3: children and young people are living well and growing up well  Outcome 4: Bradford District and Craven is a healthy place to live, learn and work

In Appendix 1, we present our refreshed Local Transformation Plan for Future in Mind. This was co-developed with children, young people, their families and with our own services. Together, we have identified 13 key areas of focus under the following five theme areas of Future in Mind.

1 Promoting resilience, prevention and early intervention 2 Improving access to effective support: a system without tiers 3 Care for the most vulnerable 4 Accountability and transparency 5 Developing the workforce

Key progress since our last report to the Area Committee (March 2018) includes:

 There is strong engagement of children and young people in the programme  Formal alignment with key programmes has been established in Council and CCGs  There are over 150 mental health champions in schools (including senior leadership team leads) with almost 100% positive evaluations for the impact of support provided  A new self-harm policy has been implemented across health and education settings  Forty-nine schools have accessed Living Life to the Full training and 46 schools now have a licence to deliver the intervention in schools. An impact analysis to measure the outcomes achieved following the training is being undertaken.  The Mental Health Champions (MHC) project has connected with nationally recognised initiatives for a co-ordinated approach, including Mental Health First Aid England and Anna Freud Schools Link Project  A conference to relaunch the MHC project took place in September 2018 with the aim of doubling the number of schools engaged in the project. Over 180 young people attended the event, and 18 new schools took part.  Data collection systems are now in place and 23 schools provided data at first collection point indicating that MHCs had supported 896 students through a combination of individual and group-based activities. Most common issues included self-harm, low mood and anxiety. A pre- and post- measure has been provided to schools to ascertain the impact of the interventions. The next data collection point is due at the end of July and will be reported in quarter two. Page 81  Over 1000 staff across the universal workforce in Bradford District have been trained in mental health awareness  Our Youth in Mind partners have supported almost 500 children and young people, we are in the process of revising our offer to extend this to a target of 800 young people  The average waiting time for quarter one from referral to treatment was 108.2 days from the baseline average of 121.3, for CAMHS services  We are delivering schemes to provide refugee and asylum seeking children with psychological and social support  There is greater working with the voluntary and community sector to build support when needed and this has included developments with the First Response Service and Safer Spaces.  The First Response team is working with Youth on Health to create a toolkit for tele- coaches to help them work with young people that ring in crisis as more young people use the service  As a result of the Youth on Health Network’s most recent audit of the Safer Space a colourful mural, co-designed with young people, is currently being painted in the activity room  A showcase of positive practice on BBC4 received national recognition.  Twelve young people have completed a leadership course and are delivering workshops to over 170 senior managers across health and social care. We are committed to offering a further leadership course to a new cohort of young people.  Delivery of a new three-part CAMHS face-to-face training programme which features innovative whole systems ‘ENGAGE Together’ tools for protecting well-being, promoting relationships and supporting targeted approaches  A Resilience Passport pilot taking place within one primary school and a further pilot is planned.  A specialist team for perinatal mental health is operational and taking referrals  Youth in Mind has established a ‘children and young people’s mental health in hospitals’ working group with parent/carer involvement.  Eleven apprentices have been recruited to the Bradford Youth Service. Part 2: other CCG health plans and initiatives

1 GP access

Recognising that the traditional model of general practice is unlikely to be sufficient to deliver its objectives, NHS England is supporting the development of new ways of providing and commissioning services. To set out our delivery of this we have a five-year primary medical care commissioning strategy, which was widely consulted on with partners and stakeholders. Bradford City and Bradford Districts CCGs published this strategy at the end of 2016. It will be refreshed during 2019, to show the progress made to date and the updated priorities, since it was first published.

A key priority within the strategy is to improve access to primary medical services, including commissioning extended hours provision. It also includes a requirement to improve the offer of digital access and improve access to technologies that promote self- care and prevention. The strategy also encourages delivery of primary care at scale and the delivery of high quality primary medical services. Page 82 The views of patient participation groups and other service users have been, and continue to be, instrumental in helping to develop extended access initiatives.

Some examples of initiatives locally to improve access, include:

Extended access: With Bradford City and Bradford Districts CCGs, we commissioned an extended access service in 2017 from Bradford Care Alliance CIC. Being part of the West Yorkshire Urgent Care Acceleration Zone we were able to do this work a year earlier than most other CCGs nationally. Within Bradford there are now three hubs operational which serve 100% of the population. They operate from Westbourne Green Health Centre, The Ridge Medical Practice (Cousen Road) and Shipley Health Centre, and are open 6.30pm – 9.30pm Monday to Friday (all three hubs) and 10am - 1pm Saturday and Sunday (Westbourne Green only). There are appointments with GPs, nurses (for smear tests, blood tests, and asthma checks) physiotherapists, welfare benefit and debt advice and mental wellbeing support. Any patient in Bradford can access any of the hub locations, if the appointment is convenient to them, by telephoning their own practice to book it.

Working at scale: Our primary medical care commissioning strategy supports practices working at scale and, as a result, in 2018/19 we have seen an increase in the number of practices working in networks. We now have 10 Community Partnerships, where local practices work collaboratively, for the benefit of more joined-up patient care, with other local services such as community nursing, community pharmacy, the hospitals, the local authority and the voluntary and community sector (VCS).

Improving digital access via technologies that promote self-care and prevention: During 2019 local practices will have the opportunity to adopt an online consultations system (funded by NHS England). Patients will be able to contact their practice via a portal linked to their own practice’s website, to make an enquiry with a clinical professional, who will reply within 24 hours to provide advice, or a face-to-face appointment, promoting self- care and prevention, and helping with administrative requests such as prescription queries, sick notes, etc.

2 Bradford’s Healthy Hearts

Bradford’s Healthy Hearts (BHH) has now been operational for some time. We have seen some extremely positive results, recently published nationally in an NHS Right Care case study. The BHH work has resulted in the optimised treatment of 21,000 people and over 200 fewer people suffering heart attacks or strokes.

The wider BHH project has been recognised regionally, and Dr Youssef Beaini, Clinical Lead for Cardiovascular Disease (CVD) for the CCG is leading this work to support roll out across West Yorkshire and Harrogate with a focus on hypertension (high blood pressure) Atrial Fibrillation (AF – an irregular heart beat) and cholesterol. The aim of this programme is to reduce the number of people who experience a cardiovascular disease incident by 10% across the area by 2021. This would mean over 1,100 fewer CVD incidents, consisting of an estimated reduction of 350 strokes and 800 heart attacks.

BHH is also running a project funded by the British Heart Foundation to identify, through community testing, individuals who may have hypertension and encourage them to attend their GP for further diagnostics and treatmentPage as 83appropriate. Funding is for two years and we have commissioned HALE, one of our community providers to undertake the testing in local areas. After testing, the results are recorded on the patient’s medical record. Following the success of this community testing approach, we are expanding this service to include testing for AF.

To date we have tested some 300 people and currently (as per NICE guidelines) identified almost 50% as being at risk of having high blood pressure (and previously undiagnosed). Feedback from people tested has been very positive and this kind of “softer” intelligence will be shared as part of the project evaluation.

3 Bradford Breathing Better

Respiratory conditions are some of the most frequent reasons for hospital admission, and many of them are preventable. Bradford Breathing Better (BBB) – a programme across Bradford- aims to raise awareness of earlier diagnosis, improve clinical management and support self-management of respiratory disease.

With the support of this programme, we will make sure individuals are on the correct therapy and understand what their medication is and how it works. We will provide people who have a respiratory disease the tools and techniques to feel confident to manage their condition well.

The work will involve strong partnership working across primary care, secondary care and the voluntary and community sector, as well as organisations such as The British Lung Foundation and Asthma UK.

Our key work streams include improved management (including self-care) of chronic obstructive pulmonary disease (COPD) and asthma. We will also focus on the “clinical” element of smoking cessation and, working with colleagues in public health, we want to increase the number of quitters and improve the uptake of flu and pneumonia vaccinations in our at risk population.

This programme will improve outcomes for our patients, by making services accessible, reducing health inequalities and ensuring we provide patients with quality care.

We have held a number of patient events, the results of which are driving our programme, and we are looking to develop patient-led Breathe Easy Groups across Bradford to ensure our local population have peer/social support as well as clinical support. 4 Winter pressures: urgent and emergency care

Pressure on our local hospitals has increased over the winter months, often as a result of respiratory illness, but also because of the acuity of the patients being admitted.

Local NHS organisations, regional and sub-regional organisations, the local authority and voluntary sector services work closely together on a year-round basis so that services can cope with additional pressures on the system, and winter has been no exception to this. A range of initiatives has been rolled out over the winter months to support the local system , as well as a public information campaign to reduce unnecessary visits to hospital, encourage and prepare people for self-care, where appropriate and to look after their neighbours Page 84 As a system we continue to work together to transform services and ensure the right capacity is available in the right location. This has included:

 managing unwell children and young people in the community; the Ambulatory Care Experience has won a national Health Service Journal award and is nominated for a second British Medical Journal award.  arranging extra GP cover over Christmas and new year and Easter holiday;  creating a ‘green zone’ at Bradford Teaching Hospitals NHS Foundation Trust (BTHFT) for minor ailments and injuries, including refurbishment.  commissioning and implementing an extended GP hours scheme to provide additional GP consulting time.  via NHS 111, implementing direct booking into primary care and direct booking of bank holiday primary care additional services’  support for frail elderly patients after treatment in A&E by Carers’ Resource Home from Hospital;  establishing ‘Community Connecters’ and mental health peer educators social prescribing scheme in primary care – this involves Hale, The Cellar Trust and Sanctuary and working with people who have social issues to reconnect them with NHS and community services to help with their individual needs;  continuing the multi-agency integrated discharge teams (MAIDT) to identify and manage complex discharges from hospital. Also inputting social care and occupational therapy into ED to prevent admission .  boosting First Response and Safer Spaces capacity to better support patients in mental health crisis.

5 Accountable Care Bradford now known as Integrated Care System (ICS)

We continue to build an integrated care system (previously referred to as an accountable care system). This system will result in a change in the way that health and care commissioners and providers work together to take a population health management approach to the provision and commissioning of care. It requires all organisations to be aligned, use the same words, same ethos, same vision and same measures of success.

Bradford District and Craven is one of six places of the West Yorkshire and Harrogate Health and Care Partnership. We are delivering services in ‘place’ through two local health and care partnerships which comprises of 13 community partnerships.

Community partnerships are the building block to the development of the ICS and are a new way of delivering community health, care and wellbeing services together, through locally led partnerships, covering communities of 30-60,000 people. They have been created to give community-based staff and local people the opportunity to say what is important to them, based on local information, to ensure that future health, care and wellbeing services meet their needs.

Each community partnership has a community leadership team which is working together to share their knowledge, ideas and expertise. They support each other in understanding their roles and how they can work better together to improve the lives and experiences of people in the local community. These teams include people from a variety of health, social care and voluntary sector organisations andPage include 85 staff from GP practices, community nursing, mental health services, community pharmacy, care homes, home care, voluntary organisations, social workers, the council ward officers, local councillors and hospital staff.

6 Care Navigation

Along with the two other CCGs in Bradford district and Craven, we have recently worked with our GP practices to introduce a new initiative called Care Navigation.

Reception teams at GP practices across Bradford District and Craven have been trained to help patients to find the best service for their needs, so they receive the right care more quickly. It is a confidential service available only for adults over the age of 18 years. Receptionists will not offer clinical advice; and patients may choose not to use the service and book a GP appointment instead.

By working this way, it helps to free up time for GPs to care for patients with complex or serious health conditions that can only be managed by a doctor. More importantly though, it means people are seen first by the clinician that is best placed to help them with their health needs.

7 ‘Looking out for our neighbours’ campaign

‘Looking out for our neighbours’ is a campaign (launching 15 March), created by the West Yorkshire and Harrogate Health and Care Partnership, that aims to get people looking out for each other – especially those that are most vulnerable – so that they can stay happy, healthy and connected. This can help reduce demand on health and care services through early help and preventing ill-health.

Although lots of people in West Yorkshire and Harrogate are already doing great things to help those around them, there is still more we can all do to positively impact on the wellbeing of others. A neighbour pack is available, alongside a range of resources, via ourneighbours.org, to help everyone collectively to make a positive impact across the region.

Ali Jan Haider Director of Strategic Partnerships Bradford Districts CCG

14 March 2019

Page 86 Appendix 1

Future in mind: Bradford and Craven

Promoting, protecting and improving our children and young people’s mental health and wellbeing

BRADFORD AND AIREDALE, WHARFEDALE & CRAVEN HEALTH AND CARE PARTNERSHIPS

Page 87 Future in mind: Bradford and Craven

Promoting, protecting and improving our children and young people’s mental health and wellbeing

Table of Contents

Introduction...... 3

Mental wellbeing in Bradford and Craven...... 4

Our Context ...... 6

Listening and involving children, young people and key stakeholders.9

Progress to date ...... 10

What we will do?...... 12

How will we know we have made a difference?...... 16

Page 88 Introduction

This publication is a refresh of our local transformation plan and describes the progress made and the next steps for improving the mental health and wellbeing of children and young people in Bradford and Craven across our local health and care partnership.

Bradford is the youngest city in Europe, with 29% of our population under 20. Our children and young people are the future and we want them to grow up safe and well and to realise their full potential, have high aspirations for themselves and their neighbourhoods and to become adults who help to drive the prosperity of our District.

The Future in Mind document published by the Department of Health in 2015 highlighted that many mental health conditions in adulthood show their first signs in childhood and, if left untreated, can develop into conditions that need regular care. Future in Mind set out clear ambitions to promote, protect and improve the mental health and wellbeing of children and young people and, in 2016, our local health and care partnership published our first transformation plan to implement the Future in Mind objectives.

Our greatest asset as a District is our children and young people and it is their voice and involvement that is shaping and improving our services. Through their shared experiences, expertise and ideas they have ensured that we focus our plans for improving mental wellbeing services on what matters to them.

We welcome the way our local health and care partnership, spanning NHS, Local Authority, Police, Community and independent sector have listened, learned and committed to working to address the mental wellbeing of children and young people and this commitment is strengthened through priorities in key district strategies.

We face challenges across our District and in this refreshed plan we set out the priorities for children, young people and families’ mental wellbeing, how we plan to achieve these, who is responsible, and what success will look like. Our approach to achieving the best for children, young people and families is driven by our aspirations for our citizens, but we are very clear that the solutions will be a partnership between the people of Bradford and Craven and the organisations that deliver services.

We are proud to be able to set out such an ambitious plan that seeks to tackle the determinants of poor mental health in such a comprehensive manner. We look forward to being able to demonstrate the impact of our work and take this opportunity to thank all those involved in delivering our plans.

1There are two local health and care partnerships across Bradford and Craven which involve the clinical commissioning groups, the District and County councils, the hospital foundation trusts, primary and community care providers, and the independent and community sector.

Page 89 Mental wellbeing in Bradford and Craven.

Bradford is the youngest city in Europe, with 29% of our population under 20 and nearly a quarter under 16. Our children and young people are the future and we want them to grow up in a Family Friendly place where every child, young person and family is safe and well. We want them to realise their full potential, have high aspirations for themselves and their neighbourhoods and to become adults who help to drive the prosperity of our District. Our plans to achieve this are set out in our Children, Young People and Families Plan.

Childhood has a profound effect on adult lives. Many mental health conditions in adulthood show their first signs in childhood and, if left untreated, can develop into conditions that need regular care. We now know that half of all mental illnesses start before the age of 14 years, over two thirds start by the age of 18 years and that one in ten young people under the age of 16 will have a diagnosable mental health disorder2,3. The Future in Mind government paper published in 2015 set out clear ambitions to promote, protect and improve the mental health and wellbeing of children and young people.

Our greatest asset as a District is our children and young people and it is their voice and involvement that is shaping and improving our services. Through their shared experiences, expertise and ideas they have ensured we focus our plans for improving mental wellbeing services on what matters to them, namely good quality information and resources for self-care, addressing inequalities and tackling stigma, building emotional strength and resilience, working with parents, schools and communities in a joined-up way and to ensure that access to evidence based mental health support is timely and responsive. Our engagement and involvement of children, young people and families has been varied and continuous and we regularly review and reflect on our learning and understanding to inform our progress. We also share our learning with other programmes of work to influence system wide responses to improve mental wellbeing.

In January 2017 we launched the strategy for Mental Wellbeing in Bradford and Craven. This all age strategy has been developed through extensive and detailed working with partners and stakeholders across our local health and care partnership including the involvement of families, children and young people.

Our aim for Bradford and Craven is to create environments and communities that will keep people well across their lifetime; where they are open to speak about emotions without fear of stigma and discrimination. We want to make it acceptable to acknowledge difficulties and ask for help and where those with more serious problems are quickly supported by people with skills and understanding to support their needs.

2 Young Minds Mental Health Statistics. ONS. 3Future in Mind, Department of Health 2015. Page 90 Mental wellbeing is much more than simply not being mentally ill. It is about having positive self- esteem, good coping mechanisms and feeling in control. These are all important elements of the ambition of our strategy. We want to actively promote mental wellbeing through addressing the broader determinants and providing early interventions.

Our strategy sets out three high level strategic priorities for the next five years: Our wellbeing: building resilience, promoting mental wellbeing and early intervention. Our mental and physical health: developing and delivering care through the integration of mental and physical health and care. Care when we need it: ensuring that when people experience mental ill health they can access high quality, evidence-based care.

The Mental Wellbeing strategy provided the framework to our Future in Mind Local Transformation Plan to achieve better mental wellbeing outcomes for children, young people, their family and carers. The transformation plan sits in the context of our Joint Health and Wellbeing Strategy for Bradford and Airedale: Connecting people and place for better health and wellbeing, and the West Yorkshire and Harrogate Health and Care Partnership Plan.

We face challenges across our District and in September 2018, we took the opportunity to bring our partnership together and reflect on our progress, learning and feedback over the past three years. This has informed our refreshed plans in which we set out the priorities for children, young people and families’ mental wellbeing, how we plan to achieve these, who is responsible, and what success will look like. Our approach to achieving the best for children, young people and families is driven by our aspirations for our citizens, but we are very clear that the solutions will be a partnership between the people of Bradford and Craven and the organisations that deliver services. The Future in Mind implementation plan is driven by a shared vision: To promote, protect and improve the mental health and wellbeing of children and young people living in Bradford and Craven.

Our partnership have adopted the five core principles of Future in Mind that are considered fundamental to creating a system that effectively supports emotional wellbeing of children and young people. These principles are provided under the following themes: 1. Promoting resilience, prevention and early intervention 2. Improving access to effective support: a system without tiers 3. Care for the most vulnerable 4. Accountability and transparency 5. Developing the workforce.

Our plans are organised to keep us focussed on achieving these aims, while also reflecting the context in which we work in Bradford and Craven and the views and needs of children and young people. Page 91 Our Context

In 2015 we published a comprehensive health needs assessment (HNA) into children’s mental health, emotional and social wellbeing. As a partnership, we recognise the need to update the HNA and while this will be one of the first actions of our refreshed plan, it is important to reflect on the information presented in the findings of the HNA.

The City of Bradford Metropolitan District Council has one of the largest populations of children and young people of any local authority in the country, coupled with high levels of risk factors which are known to increase the likelihood of poor wellbeing and mental health in children and young people. This includes the high number of children living in poverty. 22% of children in the District live in poverty; children from the most disadvantaged 20% of households are three times a likely to have a mental health difficulty as the most advantaged 20%.

In every child’s history there will be factors which help to build emotional resilience and protect a child from mental ill health, and other factors which have the opposite effect, contributing to poor mental health and wellbeing. Understanding the role of these factors helps us to identify population groups who may be at higher risk of having poor mental wellbeing, or experiencing mental, social or emotional difficulties.

Children in the most deprived wards of the District also show poor levels of social and emotional development when they start school, which is associated with poorer social, emotional and mental health outcomes later in childhood. Children and young people with better health and wellbeing are likely to achieve better academically. Effective social and emotional competencies are associated with greater health and wellbeing, and better achievement. A positive association exists between academic attainment and physical activity levels of children. While all children and young people can experience mental ill-health, there is an association between inequality and mental illness. Some groups of children and young people including care givers, those from poor and disadvantaged backgrounds, and from refugee and asylum-seeking families, and disabled, LGBT and looked-after children, are more vulnerable to mental health problems. This can be because of individual attributes such as low self-esteem, difficulties communicating and physical illness and/or because of their social circumstances and the environment in which they live including poverty, poor housing, parental substance use, and family and neighbourhood violence. The table below describes these vulnerable groups in the context of the Bradford District population.

Having one or more adverse childhood experiences such as having a parent with mental illness, or experiencing neglect, abuse, conflict or bereavement can also affect mental health and wellbeing, and predispose children to mental ill-health for many years, or even decades. This is an inequalities issue whereby disadvantaged and vulnerable children and young people are at greater risk of exposure to adverse childhood experiences. Page 92 Table: Groups at higher risk of experiencing mental, emotional or social difficulties

Population Group Bradford District Context Children with A HNA identified 19,219 children and young people with a special learning difficulties educational need or disability. For 9,940 children this need related & disabilities to a disability. Our local Children & Young People’s Health and Lifestyle Survey (2013) found that children with special educational needs were more likely to have low self-esteem. Refugees & asylum Published Home Office figures show that as of July 2014 around seekers 400 asylum seekers were being supported while awaiting a decision on their claim. Sharing Voices, a BME advocacy support organisation, report working with significant numbers of refugee and asylum seeking families, many of whom have experienced severe trauma. Children with The District has one of the highest prevalence’s in the region of chronic physical children with complex medical conditions considered to be life health problems limiting. In 2011 it was estimated that there were 595 such children in the District. As of 2015, 335 children were receiving support through the Children with Complex Health and Disabilities Team. LGBT young people Survey estimates suggest that between 5 and 7% of the adult population are LGBT. This would equate to 1,750 young people aged 15-19 in the District. Looked after 927 children were looked after at March 31st, 2017. In 2016, 73% children of looked-after children in Bradford completed a strengths and difficulties questionnaire. Of these children, the emotional and behavioural health of 60% was assessed as “normal”, 10% as “borderline” and 30% as of “concern”. This is better than the results for both England and the region. Children and young For most ethnic minority groups, twice as many people anticipate people from BME or fear harassment and this has profound effects on their communities wellbeing and ability to participate in civic society. There is a substantial association of ethnic and racial harassment with worse mental health and also fear of accessing of services. Children & young In 2017 there were 270 first time entrants to the youth justice people in the system in Bradford. justice system

Promoting children’s emotional and social wellbeing, as well as helping children to develop resilience and the coping skills to deal with adverse experiences, is essential for children to grow into healthy and happy adults, and to protect them from a range of poor outcomes.

Page 93 Figure 2 identifies a number of ways to promote mental wellbeing throughout childhood and our aim is to ensure that the services we develop and deliver are able to provide and signpost to support that achieves these outcomes for our children and young people.

Figure 2: Factors which promote good wellbeing and resilience in children and young people (source: Mental Health Foundation)

Page 94 Listening and involving children, young people and key stakeholders

Our work, from design to delivery, is informed and led by children and young people.

Listening to their voices is why we have taken a full overview of our progress to date and refreshed our priorities going forward. We have a shared commitment to continually listen and build a dialogue to ensure our programme of work is continually informed and shaped by the lived experiences of children, young people, their families and carer givers across Bradford and Craven

The work of the Future in Mind programme is carried out by the Future in Mind Delivery Group, which has members from multi sector providers, commissioners and stakeholders, and we engage and involve young people through various methods ranging from direct involvement in service development, stakeholder events to. Key themes from our engagement and involvement of children, young people, families, carers, care givers and providers have highlighted consistent themes. These include:

 Good quality information so that children, young people and families can make informed choices about the services they access and can be involved and active in decisions about their care.  Opportunity and diverse range of activities, resources and spaces for children, young people and families to access within their communities. Focussing on building emotional strength and resilience.  Address stigma and inequalities through collaborative approaches which are designed and led by children and young people.  Access and responsiveness of services that are joined up, collaborative and provide flexibility.  Waiting times to access support and services need to be reduced.  Young people find it really useful when professionals work in a more joined up way; particularly linking services up with schools.  Increasing the range of services and approaches available as children grow up to reflect cultural, digital and community-based needs.  Social and economic opportunities including apprenticeships, workforce development and training that is youth led.

We regularly produce engagement reports which the Delivery Group reflect and implement into our work plans and we are committed to continuing to do so.

Page 95 Progress to date

We started our Future in Mind transformation plans in 2016. Since then, we have published quarterly reports which document our journey, the achievements and progress we have made against the original plans. A summary of our key successes includes:

1. Promoting resilience, prevention and early intervention  Strong engagement of children and young people in the programme  Established formal alignment with key programmes across the Councils and NHS  Over 150 mental health champions in schools (including Senior Leadership Team leads) with almost 100% positive evaluations for the impact of support provided  A total of 77 schools have accessed Living Life to the Full training and 53 schools have been provided with a licence to deliver the intervention in schools.  Mental Health Champions (MHC) project has connected with nationally recognised initiatives for a coordinated approach, including Mental Health First Aid England and Anna Freud Schools Link Project.  Over 1200 staff across the universal workforce in Bradford District have been trained in mental health awareness.  Data collection systems are now in place, 23 schools provided data at first collection point indicating that MHCs had supported 896 students across these 23 schools through a combination of individual and group-based activities. Most common issues included self-harm, low mood and anxiety. A pre and post measure has been provided to schools to measure the impact of the interventions.

2. Promoting resilience, prevention and early intervention  Implemented a new self-harm policy across health, care and education settings.  Our Youth in Mind partners have supported more than 500 children and young people, we revised our offer to extend this to a target of 800 young people. The average waiting time for quarter one from referral to treatment was 108. 2 days from the baseline average of 121.3, for CAMHS services.  Greater working with the voluntary and community sector to build support when needed, this has included developments with the First Response Service, Emergency Duty team and Safer Spaces.  Our safer spaces have provided a total of 187 young people sanctuary. 60% of young people reported that if they had not come to the Safer Spaces they would have hurt themselves or made an attempt on their life.  Showcase of positive practice on BBC4 received national recognition.  Developed new models of care to establish an intensive home treatment team for children and young people to avoid admission and reduce length of stay in hospital and away from home.

Page 96  Work with NHS England led by young people has brought in extra investment to develop youth led self-care initiatives.  Youth in Mind have established a ‘Children and Young People’s Mental Health in Hospitals’ Working Group with parent/carer involvement.  Delivery of a new 3-part CAMHS face-to-face training programme which features innovative whole systems ‘ENGAGE Together’ tools for protecting well-being, promoting relationships and supporting targeted approaches

3. Care for the most vulnerable  We are delivering schemes that provide trauma informed psychological and social support to refugee and asylum-seeking children.  We have supported youth-led campaigns to tackle bullying, young men’s health, body confidence and self-care  Specialist Team for Perinatal Mental Health is operational and taking referrals  We have established a community-based eating disorder service.  Recruitment and establishment of a specialist peri-natal service.

4. Accountability and transparency  Strong leadership and partnership arrangements in place between all stakeholders including children and young people.  Governance arrangements updated to ensure sharing of information and pathway designs.  Data and governance work-stream in place to build better information sharing  12 Young people completed a Leadership course and delivered workshops to over 170 senior managers across health and social care. We are committed to offering a further leadership course to a new cohort of young people and in the meantime, we have connected with other regional wide leadership programmes to provide children and young people with opportunities to influence policy and practice.

5. Developing the workforce.  Eleven apprentices recruited to Bradford Youth Service.  Shared training and skills building opportunities across the system and increased the number of people accessing training opportunities.  Open day events to promote awareness of range of roles to volunteer, peer support, access training and employment opportunities available in children’s young people mental health services.

Page 97 What we will do?

Reflecting on our achievements and the engagement with children, young people and families and providers, our Delivery Group have identified eleven key priorities that help to focus our intentions going forward. We present these under the themes of Future in Mind and each priority has a set of key deliverables which we will hold ourselves accountable to delivering:

Promoting resilience, prevention and early intervention

Priority 1: Information, awareness and tackling stigma and misconceptions about mental health and wellbeing

1. Develop a district wide campaign to address the level of information, signposting and access to mental wellbeing services. 2. Support the youth led campaign to address bullying and harassment and develop the City of Youth

Priority 2: Working with schools and communities to build skills, resilience and promote good mental wellbeing and self-care

3. Expand our program in schools including the development of a consistent offer which outlines a coherent range of support available to schools and communities. 4. To work with parents, care givers, carers and families to support their own wellbeing and support self-care as well as developing a better understanding about the needs of the person they care for. 5. To build on the good work already started through the universal integrated care pathway for 0-5-year-olds to promote attachment and bonding. 6. Extend access to WRAP and other digital tools, which have been successfully implemented with children and young people to help manage mental health problems through a solution-based focus. 7. Establish young people friendly zones, including drop in centres which provide a community-based alternative to statutory services and are clearly identified by the Living Well brand.

Improving access to effective support: a system without tiers

Priority 3: To deliver a single front door for children and young people to access joined up services in a timely way

8. Deliver a district wide multi-agency single point of access for children, young people and families to access support and advice for mental health at the earliest and most convenient opportunity. Page 98 9. Transform the model of CAMHS to a service without tiers with smooth transition for children and young people.

Priority 4: To work across health, social care, education and community services to deliver support for children and young people with social and emotional mental health (SEMH) needs who require additional support

10.Strengthen the links and working between children’s mental health and learning disabilities services and services for children and young people with special educational needs and disabilities (SEND). 11.Develop and implement evidence based early interventions with clear pathways from schools, communities and universal services into Youth in Mind, My Wellbeing College and CAMHS so that children and young people are supported with their mental health needs as they grow up.

Priority 5: To ensure that families, children and young people who experience a mental health crisis can receive responsive and appropriate support in the least disruptive way.

12.Complete the recruitment of our dedicated crisis and intensive home treatment team for children and young people and ensure we continue to avoid or reduce the time children and young people spend on inpatient wards. 13.To continue the development of our safer space provision including a wider geographical spread and digital offer.

Priority 6: To deliver specialist service provision across our District.

14.Develop perinatal/parental mental health services. 15.Continue to build on the development of our Eating disorders service by acting on feedback from young people with lived experience. 16.Support our Early intervention in psychosis service to have a dedicated individual placement service for children and young people and engage with young men who have at risk mental states.

Care for the Vulnerable

Priority 7: To ensure our services and workforce have clear understanding of the needs of children and young people who are vulnerable

17.Update and share the joint mental health needs assessment for children and young people so there is a district wide understanding of the barriers and factors that can make children, young people and families more vulnerable and at risk.

Page 99 18.Ensure all our services develop from a trauma informed approach to addressing adverse childhood experiences and understand approaches that build protective factors and address barriers.

Priority 8: To ensure vulnerable children, young people and their families receive the multi-agency support and services they need

19.Complete a service and gap analysis of the specialist looked after and adopted children service and establish a clear framework of support. 20.We will continue to develop family and trauma-based support for Refugee and asylum-seeking children and children and young people at risk of sexual exploitation and abuse 21.Pathways for children and young people on the autistic spectrum

Priority 9: To improve the care and support for children and young people who are most excluded from society.

22.To ensure the children and young people of Craven have access to support and services that help to reduce isolation. 23.BME engagement and development of access to services for South Asian, East Asian and Black young women, Pakistani and Black and African young men. 24.To ensure we have a multi-agency response to working with the youth justice system and mental health liaison and diversion.

Accountability and transparency

Priority 10: To ensure the voice and involvement of children, young people, families and services informs our collaborative approach.

25.Invest in the involvement and engagement of children, young people and their families to shape and improve our services and build services that are informed by lived experience of children and young people. 26.Engagement and joined up information from Young People’s inquiry, Health Foundation and Learning and Innovation event to continue to inform our plans.

Priority 11: To have a collaborative approach to commissioning in order to deliver quality services, make best use of our resources and reduce variation.

27.To ensure good governance and accountability across our system partnership to deliver on the outcomes for children and young people’s mental health. 28.To establish a shared commissioning and investment model for children’s mental health services. Page 100 29. To ensure we have the relevant information, dashboards and data across our system to understand performance and delivery including inclusive data sharing systems in response to the widening of the minimum Mental Health Services Data Set (MHSDS).

Developing the workforce.

Priority 12: To grow a skilled workforce across our partnership to provide high quality and diverse range of services.

30.Extend training and leadership opportunities for the whole workforce and incorporate more people into the psychological therapies training programme (CYPIAPT). 31.Use of digital resources to deliver training, upskill the workforce using a whole system approach including a blended training programme for CAMHS. 32.To increase the number of young people (16-25) working in the sector including apprenticeships and internships. 33.To build on our peer support models so that our service offer includes provision by people with lived experience.

Priority 13: To develop a culture across our wider health and care system that recognises the importance of mental wellbeing.

34.To celebrate, reflect and share good practice across our system partners 35.Continue to support shared working, training and networking amongst all key stakeholders who support children and young people’s wellbeing. 36.To work from a strengths-based approach that works with children, young people, families and carers. 37.To influence other district wide strategies so we have a whole health and care system approach to the improvement of children and young people’ mental and physical wellbeing.

Our Future in Mind Local transformation plan will outline a detailed implementation plan of actions, responsibilities, outcomes and measures with timescales of delivery.

Page 101 How will we know we have made a difference?

As described in Section 2, our Mental Wellbeing Strategy sets out the principles of our work to focus and our Joint Health and Wellbeing Strategy sets out our ambition for a happy and healthy Bradford District, where people have greater control over their wellbeing, living in their own homes and communities for as long as they are able, with the right support when it is needed. Our local health and care partnerships are working towards a district where we achieve the following for our population:

Outcome 1: our children have a great start in life Outcome 2: children and young people have good mental wellbeing Outcome 3: children and young people are living well and growing up well Outcome 4: Bradford District and Craven is a healthy place to live, learn and work

Our transformation plan has indicators that will measure our achievement on each of these outcomes and our priorities. Our Mental Health and Wellbeing Partnership will oversee the delivery of our action plan and measure the success of our work. Our youth commissioners and ambassadors will hold us to account and keep our focus and ultimately, the voices and experiences of children and young people will measure the extent of our success.

Page 102 Agenda Item 13/

Report of the Strategic Director of Place to the meeting of Bradford South Area Committee to be held on 28 March 2019. AM

Subject:

BRADFORD SOUTH WARD PLANS FOR 2019-20

Summary statement:

This report presents the Bradford South Ward Plans for 2019-20

Steve Hartley Portfolio: Safer and Stronger Communities Strategic Director of Place

Report Contact: Mick Charlton Overview & Scrutiny Area: Bradford South Area Co-ordinator Phone: (01274) 437656 Corporate E-mail: [email protected]

Parveen Akhtar, City Solicitor

1 Page 103 1. SUMMARY

This report presents the Bradford South Ward Plans for 2019-20..

2. BACKGROUND

2.1 Bradford Council’s Executive resolved on 9 March 2004:

“that the Community Development and Lifelong Learning Director prepare Area Committee plans, setting out local accountability of services, including actions responding to Ward Members, Neighbourhood Forums, Neighbourhood Action Plans, Parish Plans, Urban Village Plans and other local action planning.”

2.2 This work was undertaken and has been followed through by the Neighbourhood Service, through the Area Co-ordinator’s Office, working to support the Area Committee through the implementation stage of Bradford South Area Committee Action Plans covering the period 2004 – 11.

2.3 Partners, services and agencies have also been committed to supporting action planning at a neighbourhood and area-level within the Sustainable Community Strategy. They have supported Locality Planning and have worked with Bradford South Area Co-ordinator’s Office to identify issues.

2.4 Ward Assessments were first developed to provide information used to underpin the updated Bradford South Ward Plan 2019-20 when it was last updated in March 2019.

2.5 The information collated through this process has identified areas where priorities in the Ward Plans continue to be addressed by mainstream provision. This will be of particular importance to the Area Committee where it involves Services which have been devolved to it. It also enables Bradford South Area Committee to more effectively identify where it may wish to allocate those resources.

3. OTHER CONSIDERATIONS

3.1 The purpose of the Bradford South Ward Plans 2019 -20 is to support improvements to the quality of life in Bradford South. It sets out priorities for action and provides a framework for the Area Committee to monitor progress.

3.2 Bradford South Area Committee will implement the Bradford South Ward Plans 2019-20 directly by use of its executive powers and delegated budgets as well being a co-ordinatory body and catalyst for action working in partnership.

3.3 For a number of the priority issues within the Ward Plans, it is likely that the main role of the Area Committee will be to continue to act as a co-ordinatory body and catalyst for action; with the Area Committee taking an investigative, supportive, developmental, championing, and monitoring role.

2 Page 104 3.4 It is suggested that this role will largely be conducted through requesting Council Service Departments and partner agencies to note and respond to the priorities, to present reports to the Area Committee on the work they are undertaking and the progress that is being made against the priorities within the Ward Plans.

3.5 By presenting priorities by Ward it is intended that the Bradford South Ward Plan 2019 - 20 will continue to be used to support the work of Ward Leadership Teams and Ward Partnership Teams on an ongoing basis.

3.6 The Bradford South Ward Plans 2019 - 20 can contribute to the District-wide Community Strategy and progress towards the 2020 Vision of Bradford as a good place to live, work, rest, and play.

4. FINANCIAL & RESOURCE APPRAISAL

4.1 The production and dissemination of the Bradford South Ward Plans 2019 - 20 is undertaken from within existing resources.

4.2 The Ward Plan priorities can be used to assist the Area Committee in its Local Area Management role, and to inform the allocation of Area Committee budgets.

4.3 Officer support for co-ordination to take forward the Ward Plans will be provided by the Bradford South Area Co-ordinator’s Office.

4.4 The Bradford South Ward Plans 2019 - 20 will inform the budget-setting processes and service-planning throughout the Authority.

4.5 The Bradford South Ward Plans 2019 - 20 will be forwarded to other key service- providers such as the Police and Clinical Commissioning Groups and community organisations to request that the Ward Plans be used to inform their own priority- setting processes.

5. RISK MANAGEMENT AND GOVERNANCE ISSUES

5.1 There are no significant risks and governance issues arising from the proposed recommendations in this report.

6. LEGAL APPRAISAL

6.1 This work relates directly to the Local Government Act 2000 and to the Duty of Well-being placed upon the Council to promote and improve the well-being of the District.

3 Page 105 7. OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

Priorities identified within the Bradford South Ward Plans 2019 - 20 will promote fairness and inclusion while supporting Bradford South Area Committee’s commitment to equal opportunities for all.

7.2 SUSTAINABILITY IMPLICATIONS

Sustainability considerations are an element in actions taken to address priorities within the Bradford South Ward Plans 2019 - 20.

7.3 GREENHOUSE GAS EMISSIONS IMPACTS

Actions to assist in identifying the greenhouse gas impacts of actions to address priorities within the Bradford South Ward Plans 2019 – 20 will be undertaken. These will include a consideration of for example energy efficiency opportunities in purchasing new equipment or refurbishing or modifying buildings.

7.4 COMMUNITY SAFETY IMPLICATIONS

7.4.1 Community Safety issues are acknowledged as a key contributor to the quality of life in neighbourhoods. Community safety priorities have therefore been identified for inclusion in the Bradford South Ward Plans 2019 - 20.

7.4.2 A key aspect of this work relates to supporting the Safer Communities Strategy, the Council's obligations under Section 17 of the Crime and Disorder Reduction Act 1998 and the work of the Safer Communities Partnership.

7.5 HUMAN RIGHTS ACT

7.5.1 No direct implications arising from the Human Rights Act.

7.6 TRADE UNION

7.6.1 No direct Trade Union implications arise from this report. .

7.7 WARD IMPLICATIONS

7.7.1 The priorities outlined in this report will help to address issues in the Great Horton, Queensbury, Royds, Tong, Wibsey and Wyke Wards.

7.8 AREA COMMITTEE ACTION PLAN IMPLICATIONS (for reports to Area Committees only)

7.8.1 The priorities within the Bradford South Ward Plans 2019 – 20 help inform Bradford South Area Committee decisions.

4 Page 106 8. NOT FOR PUBLICATION DOCUMENTS

None.

9. OPTIONS

9.1 That Bradford South Area Committee adopts the recommendations outlined in this report.

9.2 That Bradford South Area Committee adopts the recommendations outlined in this report, with amendments.

9.3 That Bradford South Area Committee decides not to accept the recommendations outlined in this report.

10. RECOMMENDATIONS

10.1 That Bradford South Area Committee approves and adopts the draft updated Bradford South Ward Plans 2019 - 20.

10.2 That Bradford South Area Committee requests Council Officers, partner agencies and community organisations to support the implementation of the draft updated Bradford South Area Ward Plans 2019 - 20.

10.3 That Bradford South Area Committee requests the Area Co-ordinator to continue to work with the relevant officers to support the implementation of the Ward Plans.

10.4 That the Bradford South Ward Plans 2019 - 20 should be considered in future revisions of District-wide strategies and budget-setting processes.

11. APPENDICES

Appendix 1: Draft Updated Bradford South Ward Plans 2019 - 20.

12. BACKGROUND DOCUMENTS

12.1 “Bradford South Area Committee Action Plan 2011-14” (Document AW), report to Bradford South Area Committee, 27 January 2011.

12.2 “Draft Interim Bradford South Area Committee Action Plan 2011-14” (Document BH), report to Bradford South Area Committee, 24 March 2011.

12.3 “Draft Bradford South Area Committee Action Plan 2011-14” (Document BA), report to Bradford South Area Committee, 22 March 2012.

12.4 “Bradford South Area Committee Action Plan 2011-14 Update” (Document AW), report to Bradford South Area Committee, 24 January 2013.

5 Page 107 12.5 “Bradford South Area Committee Action Plan 2011-14 Update” (Document BA), report to Bradford South Area Committee, 24 January 2014.

12.6 “Bradford South Area Committee Action Plan 2014-17 Update” (Document BG), report to Bradford South Area Committee, 26 March 2015

12.7 “Bradford South Area Committee Action Plan 2014-17 Update” (Document AJ) report to Bradford South Area Committee 17 March 2016.

12.8 “Bradford South Area Committee Action Plan 2016-17 Update” (Document AA) report to Bradford South Area Committee 24 November 2016.

12.9 “Bradford South Area Committee Action Plan 2017-18 Update” (Document AN) report to Bradford South Area Committee 16 March 2017.

12.10 Bradford South Area Committee Action Plan 2018 – 19 Update” (Document Z ) report to Bradford South Area Committee 15 March 2018.

6 Page 108 Appendix 1

DRAFT UPDATED BRADFORD SOUTH WARD PLANS 2019-20

7 Page 109 DRAFT UPDATED BRADFORD SOUTH WARD PLANS 2019-20

CONTENTS

Page

1. The purpose of the Ward Plans 1

2. The Process by which the Priorities were selected 1

3. Description of Bradford South 1 – 2

4. Ward Assessments and Ward Plans 2019-20 by Ward:

Great Horton 11 - 21

Queensbury 22 - 32

Royds 33 - 42

Tong 43 - 58

Wibsey 59 - 67

Wyke 68 - 79

For further information about Bradford South Area Committee Contact: Bradford South Area Co-ordinator’s Office 5th Floor, Sir Henry Mitchell House Manchester Road Bradford BD5 0QL Tel: 01274 431155 Email: [email protected] 8 Page 110 Purpose of the Ward Plans The purpose of the Bradford South Ward Plans is to support improvements to the quality of life in Bradford South. It sets out the priorities for action and provides a framework for the Bradford South Area Committee to monitor progress. Bradford South Area Committee is the leading democratically elected decision making body within the Constituency and will work with other Council Services, partners (both statutory and community) to address these priorities.

The Process by which the Priorities were selected The priorities within the Bradford South Ward Plans 2019-20 have been informed by consultations carried out through a wide range of activities, including:

• Scheduled Ward & Neighbourhood Forums and Single Issue Neighbourhood Forums. • Engagement with Council Wardens. • Community Consultation Events. • Holme Wood and Tong Neighbourhood Development Plan. • Engagement with Partners, Community Groups, and other Statutory Organisations.

These have informed and been informed by the Ward Assessments. From these issues draft priorities, with supporting statistical information, have been developed by Ward.

DESCRIPTION OF BRADFORD SOUTH

Bradford South is an administrative sub-division of the City of Bradford Metropolitan District Council, and covers the following District Council Wards: Great Horton, Queensbury, Royds, Tong, Wibsey and Wyke Wards.

Bradford South covers a number of separate but linked communities with different identities and characters. There is a rich tradition of community engagement and voluntary activity throughout Bradford South.

Ward and Neighbourhood Forums are held in Bradford South enabling local people to have their say on issues which affect them and put forward their views on how together we can deliver sustainable improvements.

Bradford South benefits from the presence of some major employers, particularly chemical companies such as BASF and Nu Farm. It also has a number of distribution companies in Low Moor with a broad range of companies located in the Euroway Trading Estate and in the vicinity of Tong Street. In addition, further employment opportunities have been realised with the completion of Prologis Business Park which has enabled Marks & Spencer to move into their largest distribution centre in Europe. Whilst not all the employees live locally, a significant proportion does live within Bradford South.

9 Page 111 Village centres across Bradford South, along with a number of supermarkets, provide a focus for shopping, although many people do travel outside the area to shop. The service sector does also provide jobs within Bradford South.

The area has benefited, and continues to benefit, from a number of major targeted regeneration programmes, which included Economy and Jobs as one of their major themes.

Bradford & Airedale NHS Trust deliver primary health care and Bradford Districts Clinical Commissioning Group commission secondary care, both with an emphasis on public consultation and participation. This has provided the opportunity for significant inter- agency communication and partnership working. This work continues to develop and is key to developing the Health & Wellbeing themes within the Ward Plans.

Bradford South provides opportunities for a range of leisure and sporting pursuits. There are many sports clubs which organise a wide range of activities for people of all ages. There are a number of indoor leisure centres, both public and private. In addition, there are plans to develop a sporting village in Wyke, and plans for a new aquatic sport and leisure facility at Sedbergh Fields, near Odsal Top. Work has started on this facility in February 2018. It is also home to the Bradford Bulls Rugby League Team.

There are a number of school halls, community centres and other halls available for meetings and events run by Council, voluntary organisations and faith communities. There are a large number of well maintained and valued public parks across Bradford South as well as a number of recreation grounds and play areas maintained by Bradford Council, many supported by “Friends of Parks” groups.

The heritage of the area and cultures of the communities are important in giving Bradford South a unique identity. These are supported and maintained by a number of active local history groups.

10 Page 112

DRAFT Great Horton Ward Plan 2019-20 Page 113 Page

Ward Members Cllr Joanne Dodds Cllr Tariq Hussain Cllr Abdul Jabar Ward Officer Mohammed Taj Date completed March 2019

11 Ward Assessments and Plans: The Ward Assessment and Plan is designed to inform ward working, including action planning and decision making. The document summarises the prevalent strengths and issues within the ward. This evidence base includes both statistical information as well as qualitative information gained from consultation; partnerships and ward officer team meetings. The Council Ward Officer play a critical role in digesting this information and summarising findings into the most pertinent issues which are presented in the ward plan. Ward plans are approved annually by elected members at the Area Committee and outcomes reported against.

Coordination of local services and devolution of decision making.

The ward plan provides an opportunity for the coordination of services at a local level. This ensures that problem solving is effective, utilising local networks to identify concerns and solutions early resulting in efficiency and improved local outcomes. Central to an effective ward plan is the coordination of public sector services such as neighbourhood policing teams, cleansing, social landlords, public health and youth service to ensure services are tailored to meet local need. In addition ward officers actively support local networks and partnership involving the public, private and third sector as well as the community to build on local assets, improve community cohesion and increase social capital. Page 114 Page Engaging communities The ward plan is based on several community conversations throughout the year at neighbourhood and ward forums, community events, single issues forums and partnerships. The process does not revolve around what agencies can do alone but what communities, VCS partners and public sector agencies can collectively achieve if they work closely together. By working with the community to define local priorities the service can begin to enable and empower communities to support preventative approaches and behavioural change which reduce the demand on public service and produce improved outcomes for people at a local level. The ward plan process aims to draw the community into solution thinking and begin to reflect on their own contribution to the community and broker a relationship of civic responsibility. The key is to establish a partnership process that will not be overly demanding on resources to deliver it whilst at the same time maximising the important contributions that communities, voluntary organisations and public bodies can make to delivering better outcomes.

12 Section 1: Introduction to Great Horton Ward Plan

Ward Great Horton Ward

Ward Officer Mohammed Taj

Partners involved West Yorkshire Police, Incommunities, Ward Councillors, Social Housing Providers, Council Departments , Community Partnerships, Community Groups and Organisations, Faith Groups, Friends of Groups.

How does the ward plan The ward plans throughout the district engage with the communities identified in the boundary of each work ward. The assessment summarises the strengths using both statistical and qualitative information. Each year the plan sets out agreed action in each ward with the support of a Ward Officer to work with others to seek solutions. Ward plans are agreed and accountable to the Area Committees in each constituency.

How to get involved If you would like to get involved please contact the Ward Officer, Mohammed Taj on (01274) 431155 or Page 115 Page the email address is [email protected]

Section 2: Summary of the Great Horton Ward Assessment

Population The Great Horton Ward consists of three neighbourhoods which are Lidget Green, Scholemoor and Great Horton Village. The latest total population estimates show that 18,668 live in the Ward and of this (ONS Mid Year Estimate 29% are under the age of 16 which is significantly higher than the Bradford South area average (20%) 2017) and the district average (24%). The 16 – 64 year age group is 60% of the population which is same as the area and district average. The remaining 11% are over the age of 65 which is below the area and district levels (14%). (Census 2011) With regards to the ethnicity, 2011 census shows that the two largest groups are classified as Asian/ Asian British and White. The Asian/Asian British makes up 48% of the population which is more than treble the area average (15%) and nearly double the district average (27%). The White Group makes up 44% which is nearly half the area (79%) and district (67%) average. The remaining population is mixed/multiple (4%), other ethnic group (3%) and Black/African/Caribbean/Black British.

13 Community Strengths In 2012, The Bradford South Area Co-ordinator’s Office was successful in securing Big Lottery Funding of £1 million over ten years for the Scholemoor and Lidget Green areas. As part of this initiative a Community Partnership Board consisting of local residents and councillors was set up. The board agreed for Cnet to be the Local Trusted Organisation to manage and support this programme. The board is now delivering the programme for years 5 and 6. The board also agreed to match £100,000 to attract Community Led Local Development funding for a larger area including Great Horton, Manningham and City Wards from Europe (CLLD). The application has now been approved and a Local Action Group (LAG) board for the CLLD funding has been set up including local residents and businesses.

Since April 2017, St John’s Church Red Letter Project has taken over the running of the community library and the management of Great Horton Village Hall. Also, the Red Letter Project has been successful in securing funding to provide welfare benefits/advice sessions, ESOL, exercise and other classes for the community at the village hall. Recently, the Red Letter Project has been successful in securing funding for older peoples activities and these will be starting from April 2019.

The Council commissioned Yorkshire Wildlife Trust to work across Bradford South on a project called Page 116 Page Inspiring People which was to encourage local people to use and look after green spaces. Sites in Great Horton ward include Black Mountain Millennium Green, Wibsey Bank and Brackenhill Park Urban Landscape Area. Building on the success of the Inspiring People project, the Lottery bid was successful and a total of £280,000 was secured for a “Bradford Urban Discovery” project which will be led by Yorkshire Wildlife Trust over a 3 year period which commenced in December 2018. The project will include community engagement, conservation, play and educational work on the Council-owned Great Horton sites listed previously. The project aims to get more people active through this engagement and greenspace improvements and contribute to better health and well-being and a more connected community.

Scholemoor Beacon CIO has completed the Community Asset Transfer for the Community Centre and is working on a project to refurbish the centre. Scholemoor Beacon provides a wide range of activities at the centre.

Friends of Brackenhill Park Group has also been active within the ward organising the annual Party in the Park Event, Easter Egg Hunt and community litterpicks. The group is working with Your Back Yard, a Social Enterprise to undertake improvements at the park.

14 Cleaner Greener Issues reported to the Council from February 2018 to the end of February 2019.

(Rank 1 is Good) Abandoned Vehicles - a total of 60 calls made to the Council, which is higher than the area but lower than the district average. Ranked 19th of 30 wards. Graffiti Removal - a total of 3 calls made to the Council which is lower than the area and district averages. Ranked out of 30 wards. Potholes - a total of 22 calls made to the Council which is lower than the area and district averages. Ranked 2nd out of 30 wards. Street Lighting – 252 calls made to the Council, which is significantly lower than the area and district averages. Ranked 2nd of 30 wards.

Refuse/Cleansing (March 2017 to 31 March 2018) The fly tipping request per 1000 population has increased over the last 12 months and at 21 is significantly higher than the area (13) and district levels (14). Ranked 28th of 30 wards.

The street cleansing requests have decreased to 7.7 which is still higher than the area (6.2) but below the district (9.1) levels. Ranked 19th of 30 wards. Page 117 Page

Safer Communities The total crime in the ward per 1000 population at 138.90 is lower than Bradford South area and district levels (ranked 20th of 30 wards). Burglary residential level (39) is significantly higher than the Area (31) (Rank 1 is Good) and district levels (27) and ranked 27th of 30 wards. Robbery levels are also higher than the area and district levels. Ranked 25th of 30 wards.

Anti-social behaviour incidents have decreased over the last 12 months below the area level but still remain higher than the district level. (Ranked 21st of 30 Wards). Violent crime is lower than the area level but slightly her than the district level. Criminal damage/arson is below the area but slightly higher than the district level. Theft from vehicle and Theft of vehicle are both below the area and district levels.

The Domestic Incidents in the Ward per 1000 population at 43 is same as the area (43) but significantly higher than the district (32) average. Ranked 22nd out of 30 wards.

There were 43 recorded accidents in 2017 involving personal injury and the Ward is in the top 10 wards for the highest number of accidents.

15 Inequalities Health and The infant mortality rate at 6.7 is significantly higher than the area (4.6) and district (5.9) averages. wellbeing Ranked 19th of 30 wards. The life expectancy rate for both males and females is on par with the area and district averages. Ranked 21st and 18th of Wards respectively for these measures (Rank 1 is Good) The mortality rate due to cancer has decreased to 154 which is significantly lower than the area 170 and slightly higher than the district 152 levels. Ranked 16th of 30 wards. The mortality rate due to cardiovascular diseases has increased to 157 and this is significantly higher than the area 118 and district 102 levels. Ranked 26th of 30 wards.

The mortality rate due to respiratory diseases has increased to 72 which is similar to the area 73 but significantly higher than the district 53 levels. Ranked 22nd of 30 wards. With regards to the child excess weight at Reception, the ward ranks 18th of 30 wards and child excess weight at Year 5, there is a slight improvement with the ward ranking 17th of 30 wards.

Incomes employment and The percentage of working age claimants has increased to 4.3% and this is significantly higher than the housing area (3.2%) and the district (3.1%) level. The percentage of 18-25 year old claimants has decreased from 8% to 5.6% but this is still higher than the area (4.9%) and district (4.6%) levels. For both the above (Rank 118 Page 1 is Good) measures the ward ranks in ten worst performing wards. The percentage of long term empty properties has decreased to 2.9% but this is still higher than the area (1.5%) and district (2%). Ranked 26th of 30 wards. The percentage of overcrowded households at 8.9% is significantly higher than area and the district averages. Ranked 22nd of 30 wards. With regards to the Indices of Multiple Deprivation, the Ward’s overall score was 43.95 in 2015 and is in the top ten deprived wards in the district.

Children and young people As mentioned previously, nearly a third of the population (29%) of the population are under 16s and this is higher than the area and district levels. (Rank 1 is Good) The measure for education attainment in upper schools serving Great Horton is the Attainment 8 score, calculated from achievements across a range of subjects including English and Maths. The score is 39 which is below district average of 42 and ranked 25th of 30 wards. The measure for Key Stage 2 Year 6 children at 64 is higher than the district (61) and ranked 12th of 30 wards. The percentage of young people Not in Education, Employment or Training (NEET) has increased to 4% and this is higher than the area (3.9%) and district (2.9%) levels. Ranked 25th of 30 wards.

DRAFT Great Horton Ward Plan 2019/20 Stronger Communities Voter turnout in May 2018 was 33% which is higher than the area (27%) but lower than the district (35%) levels. Ranked 16th of 30 wards. 16 1.0 Safe Named person Code Priority What can services contribute? What can people do? responsible 1.1 Tackle drug dealing  Encourage reporting information to  Residents and groups report Council Ward Crimestoppers information to Crimestoppers Officer  Promote and encourage residents to join  Publicise Crimestoppers, Police Neighbourhood Watch schemes Neighbourhood Watch schemes and Constable  Work young people to raise awareness enforcement action taken at Area Operations of drugs use and their effects community events and on social Manager  Publicise enforcement action taken media Council Warden Incommunities Ltd

1.2 Tackle inconsiderate  Undertake patrols and enforcement  Parents/residents to ensure Area Operations and illegal parking including deployment of camera car responsible parking around schools Manager around schools outside schools and other hotspot areas  Report issues of obstruction and Council Ward

Page 119 Page  Work with schools and parents on road illegal parking Officer safety issues Police Constable Road Safety Team 1.3 Reduce incidents of  Promote Neighbourhood Watch  Residents and community groups Police domestic burglary schemes, Crimestoppers, OWL and report information to Crimestoppers Constable undertake reassurance patrols and Police Council Ward  Information sessions on scams and  Residents to set up and actively Officer doorstep fraud and setting up Cold engage in Neighbourhood Watch Area Operations Calling Control Zones schemes Manager  Community groups to publicise Neighbourhood Crimestoppers and Neighbourhood Watch Officer Watch schemes

17 Named person Code Priority What can services contribute? What can people do? responsible 1.4 Tackle speeding  Regular updates from Police at the Ward  Residents and community groups to Police vehicles and Partnership Team meetings report incidents to the Police Constable anti-social driving  Police deployment of speed devices and  Carry out speed watch initiatives with Council Ward patrol vehicles at hotspot areas Police Officer  Publicise action taken Area Operations  Highways to undertake surveys to look at Manager traffic management measures Highways Officer

1.5 Work in partnership  Regular updates from the Police on  Residents and community groups to Police to tackle anti social hotspots at the Ward Place Team report incidents to the Police and/or Constable behaviour issues meetings to Crimestoppers Anti-Social  To undertake patrols in hotspot areas and Behaviour Team also carry out outreach/detached work Council Ward Page 120 Page Officer Youth Worker 2.0 Clean 2.1 Co-ordinate plan with  Patrols, issuing notices and referrals to  Residents to report flytipping Area Operations partners to improve Environmental Enforcement Team  Residents to responsibility for their Manager cleanliness of  Environmental Enforcement to update on own rubbish and gardens Council Ward specific action taken  Residents to litterpick in front of their Officer neighbourhoods  Clean Team and mechanical sweeper to house and street Police target hotspot areas  Residents to get involved with Constable  To undertake visual audits in hotspot community clean ups Environmental areas and if required refer for  Residents to agree to host cameras Enforcement enforcement action where required  Work with schools to set up and support  Residents and community groups to Junior Warden schemes set up and promote environmental  Continue to educate residents and initiatives such as Tidy Gardens landlords on how they fulfil their  Local businesses to take more responsibility to deal with waste properly responsibility for trade waste and  Support residents / groups with litter in the area community clean ups

18 Named person Code Priority What can services contribute? What can people do? responsible 2.2 Tackle recycling bin  Support Great Horton Ward Focus  Community groups to publicise Area Operations contamination, side Group recycling information at community Manager waste and increase  Identify areas with low recycling rates events, venues and on social media Council Ward recycling and high levels of side waste websites Officer  Promote recycling across the ward  Residents to volunteer to be Recycling Team  Continue to educate residents and recycling champions for their Incommunities landlords on how they fulfil their street/area Neighbourhood responsibility to deal with waste properly  Resident and local businesses to Housing Officer take up recycling

2.3 Tackle incidents of  Promote Green Dog Walkers scheme  Residents to report details of Area Operations dog fouling across  Patrols and enforcement action incidents to Wardens/ PCSOs and Manager the ward Council Contact Council Ward  Residents and community groups to Officer join and promote the GDW scheme Police Page 121 Page Constable 3.0 Active

3.1 Encourage residents  Support and promote projects and  Residents to take up volunteer Council Ward to take up volunteering opportunities opportunities Officer volunteering  Support community and voluntary  Community groups to publicise Voluntary opportunities organisations in developing volunteer volunteer opportunities at events, Organisation opportunities community venues, community Support Officer  Promote and support People Can websites and social media Big Local/Cnet initiative Area Operations Manager

3.2 Promote and support  Promote and activities being delivered  Residents and community groups to Council Ward activities for older and support new projects support and be involved with Be Officer people including  Promote Be Neighbourly and other Neighbourly scheme/ Winter Warmth Great Horton those who are initiatives Project Ward socially isolated  Support and promote the Dementia  Community Groups to publicise their Area Operations Friendly Communities initiative activities Manager

19  Work with Health Community  Community Groups to organise and Partnerships to connect people with publicise activities at events / services more effectively in order to community venues / community prevent ill health websites  Provide information regarding doorstep  Neighbours to look out for older crime and securing their property people living alone  Community Groups/Businesses sign up to become Dementia Friendly organisations

3.3 Support the work of  Support and guidance to community  Residents to join and support Council Ward community partnerships, friends of groups and community groups/friends of groups Officer partnerships and voluntary groups/ organisations  Community groups to publicise their Voluntary voluntary activities at events, venues, Organisation groups/organisations websites and social media Support Officer Big Local / Cnet Page 122 Page

4.0 Other

4.1 Reduce long term  Patrols and reporting issues  Residents and Community Groups to Empty Homes empty properties  Work with landlords / owners to secure report issues to Wardens and Team Council and bring properties back into use Council Contact Ward Officer  Community Groups to promote Area Operations support available regarding empty Manager properties at community events, venues and social media

4.2 Engagement with  Support provision for Eastern European  Residents to take up volunteer Council Ward Eastern European Communities opportunities to support provision Officer Communities  Support Welcome to Great Horton Project  Community Groups to promote Big Local / Cnet activities at community events and Ward Youth community venues Worker Area Operations Manager

20 4.3 Building the capacity  Increase the number of volunteers  Residents to take up volunteer Ward Youth of local communities supporting the Youth Offer opportunities to support youth Worker to develop their  Develop a wide range of Peer Led activities and events Council Ward youth offer Support groups for young people  Community Groups to organise youth Officer  Work in partnership with schools to activities and events support student well being, attainment  Celebrate success and support fund and attendance raising.  Create more opportunities for communities to come together and support one another (specifically; Changing Places & National Citizen Service)

The above will be the main focus for the Youth Service and in addition to the key features of the Youth Offer:

Page 123 Page 1) Information, Advice and Guidance 2) Support for vulnerable Young People 3) Open Access youth provision 4) Active Citizen 5) Youth Voice

21

DRAFT Queensbury Ward Plan 2019-20 Page 124 Page

Ward Members Cllr Lynda Cromie Cllr Robert Hargreaves Cllr Andrew Senior Ward Officer Mohammed Taj Date completed March 2019

22 Ward Assessments and Plans:

The Ward Assessment and Plan is designed to inform ward working, including action planning and decision making. The document summarises the prevalent strengths and issues within the ward. This evidence base includes both statistical information as well as qualitative information gained from consultation; partnerships and ward officer team meetings. The Council Ward Officer play a critical role in digesting this information and summarising findings into the most pertinent issues which are presented in the ward plan. Ward plans are approved annually by elected members at the Area Committee and outcomes reported against.

Co-ordination of local services and devolution of decision making.

The ward plan provides an opportunity for the coordination of services at a local level. This ensures that problem solving is effective, utilising local networks to identify concerns and solutions early resulting in efficiency and improved local outcomes. Central to an effective ward plan is the coordination of public sector services such as neighbourhood policing teams, cleansing, social landlords, public health and youth service to ensure services are tailored to meet local need. In addition ward officers actively support local networks and partnership involving the public, private and third sector as well as the community to build on local assets, improve community cohesion and increase social capital.

Engaging 125 Page communities

The ward plan is based on several community conversations throughout the year at neighbourhood and ward forums, community events, single issues forums and partnerships. The process does not revolve around what agencies can do alone but what communities, VCS partners and public sector agencies can collectively achieve if they work closely together. By working with the community to define local priorities the service can begin to enable and empower communities to support preventative approaches and behavioural change which reduce the demand on public service and produce improved outcomes for people at a local level. The ward plan process aims to draw the community into solution thinking and begin to reflect on their own contribution to the community and broker a relationship of civic responsibility. The key is to establish a partnership process that will not be overly demanding on resources to deliver it whilst at the same time maximising the important contributions that communities, voluntary organisations and public bodies can make to delivering better outcomes.

23 Section 1: Introduction to Queensbury Ward Plan

Ward Queensbury

Ward Officer Mohammed Taj

Partners involved West Yorkshire Police, Incommunities, Ward Councillors, Social Housing Providers, Council Departments, Community Partnerships, Community Groups and Organisations, Faith Groups, Friends of Groups.

How does the ward plan The ward plans throughout the district engage with the communities identified in the boundary of each work ward. The assessment summaries the strengths using both statistical and qualitative information. Each year the plan sets out agreed action in each ward with the support of a ward officer to work with others to seek solutions. Ward plans are agreed and accountable to the Area committees in each constituency.

How 126 Page to get involved If you would like to get involved please contact the ward officer on (01274) 431155 or email [email protected]

Section 2: Summary of the Queensbury Ward Assessment

Population Queensbury ward includes the communities of Queensbury village, Ambler Thorn, Mountain and part of Horton Bank Top. It is the highest inhabited point in the district. The population of the Ward is 16,886. Of (ONS Mid Year Estimate this the under 16s make up 20% of the population same as the Bradford South area but lower than the 2017) district levels (23%). The 16-64 age group makes up 65% of the population which is higher than the both area (61%) and district (61%) levels. The over 65 age group makes up 15%is which is line with the area and district levels.

(Census 2011) With regards to ethnicity, the 2011 census shows that the largest group classified is White (91%) which is higher than the area (79%) and district averages (67%). The next largest group is Asian/Asian British at 6% which is significantly lower than the area (15%) and district averages (27%).

24 Community Strengths There are a number of active community groups and organisations in the Ward. These include Queensbury Community Programme Ltd, Queensbury Community Heritage Action Partnership, Queensbury Civic Society, Queensbury History Society, Friends of Queensbury Cemetery, Friends of Littlemoor Park, Queensbury Performing Arts Group, Queensbury Tunnel Society, Friends of Russell Hall Park and The 1940s Group. Also there, is a Dementia Friendly Action Group actively working to develop Queensbury as a dementia friendly village. New groups set up include Albert Road Community Hub (ARCH), Friends of Queensbury High Street and Westwood Park Residents Group.

There are a large number of voluntary led sports clubs in the area and a thriving scout group and band. Queensbury Facebook page, Queensbury Matters Facebook Page, Queensbury Directory and Queensbury Website are valuable resources in getting out information to the community. The Queensbury Community Ward Partnership continues to develop and attract new members.

Cleaner Greener Issues reported to the Council from February 2018 to the end of February 2019.

(Rank 1 is Good) Abandoned Vehicles - a total of 40 calls made to the Council, which is lower than the area and district

Page 127 Page average. Ranked 11th of 30 wards. Graffiti Removal - a total of 3 calls made to the Council which is lower than the area and district averages. Ranked out 10th of 30 wards. Potholes - a total of 84 calls made to the Council which is significantly higher than the area and district averages. Ranked 23rd of 30 wards. Street Lighting – 447 calls made to the Council, which is higher than the area and district averages. Ranked 21st of 30 wards.

Refuse/Cleansing (March 2017 to 31 March 2018) The fly tipping requests per 1000 population at 7.7 is nearly half the area (13.3) and district levels (14.6). Ranked 14th of 30 wards. Also, the street cleansing requests at 4.4 is well below the area 6.2 and district levels (9.1) and ranked 7th of 30 wards. The data suggests that the residents of Queensbury have high expectations and standards.

Dog fouling remains a major issue right across the Ward with numerous reports received regularly.

25 Safer Communities The total crime in the Ward per 1000 population has increased to 82.5 but this is still significantly lower than Bradford South (141.28) and District (139.04) levels and is in the top 10 performing wards out of 30 (Rank 1 is Good) across the district. Anti-Social Behaviour incidents are again significantly lower than both the area and district levels and is performing in the top 4 wards across the district. Criminal damage/arson levels are both significantly lower than the area and district levels and is in the top 5 wards performing across the district.

Burglary Residential has increased to 23 but this is still well below the area ((31) and district ((27) levels and is ranked 13th of 30 wards. Robbery incidents and violent crime. Robbery incidents and violent crime is lower than the area and district levels with the ward being 14th of 30 and 8th of 30 wards, respectively. Theft of vehicle incidents are lower than the area and district levels, however, theft from vehicles is on par with area and district levels and is ranked 21st of 30 wards.

The Domestic Incidents in the Ward per 1000 population at 23 is significantly lower than the area (43) and district (32) averages. Ranked 8th of 30 wards

Page 128 Page There were 22 recorded accidents in 2017 involving personal injury.

Inequalities Health and The infant mortality rate has reduced to 1.64 and this continues to be significantly lower than the Area wellbeing (4.6) and District (5.9) averages. Ranked 4th of 30 wards. The life expectancy rate for both males and females is on par with the Area and District averages. Ranked 20th of 30 wards for both these measures. (Rank 1 is Good) The mortality rate due to Cancer has decreased to 151 which is significantly lower than the area (170) but on par with the district (152 and ranked 15th of 30 Wards. The mortality rate due to cardiovascular diseases has increased to 96 but this is still significantly lower than the area (118) and district (102) levels and ranked 13th of 30 wards. The mortality rate due to respiratory diseases has increased to 61 but is significantly lower than the Area (73.4) and District (54) and ranked 18th of 30 wards.. With regards to the child excess weight at Reception, the ward ranks 25th of 30 wards and child excess weight at Year 5, there is a big improvement with the ward ranking 12th of 30 wards.

Incomes employment and The percentage of working age claimants has increase slightly to 1.8% but this is still significantly lower housing than the Bradford South (3.23%) and District (3.1%) levels. The claimants aged 18-24 at 2.8 is significantly lower than area (4.9) and (4.6) levels. For these two measures the ward is ranked in the top 10 performing (Rank 1 is Good) wards.

26 The percentage of long term empty properties has decreased to 1.4% which is lower than the area (1.5%) and District averages (2%). Ranked 12th of 30 wards. The percentage of overcrowded households at 2.6% is significantly lower than the area (4.9%) and district (6.20%) averages.

With regards to indices of multiple deprivation the ward scored 19.4 and is ranked in the top 10 performing wards.

Children and young people The measure for education attainment in upper schools serving Queensbury is the Attainment 8 score, (Rank 1 is Good) calculated from achievements across a range of subjects including English and Maths. The score is 42 which is the same as the district average and ranked 14th of 30 wards. The measure for Key Stage 2 Year 6 children at 62 is higher than the district (61) and ranked 14th of 30 wards.

The measure for educational attainment in upper schools in the Queensbury Ward is the attainment score 8, calculated with a range of subjects, to include Maths and English. The Ward ranks 17/30. Also, at KS2, the Ward ranks 29/30.

Page 129 Page The percentage of young people Not in Education, Employment or Training (NEET) has increased to 1.9% but this is still significantly lower than the Area (3.9%) and District levels (2.9). Ranked 13th of 30 wards.

Stronger Communities Voter turnout in May 2018 was 27% which is the same as the area level but significantly lower than the district levels (35%). Ranked 27th of 30 wards. (Rank 1 is Good) There is a strong sense of community within the Ward. Residents do complain about cleaner greener issues but most are willing to get involved to help combat the problems and this is evidenced by the 2 new groups formed to undertake community clean ups and environmental improvements in the ward.

27 DRAFT Queensbury Ward Plan 2019/20

1.0Safe Named person Code Priority What can Services contribute? What can people do? responsible 1.1 Tackle inconsiderate  Undertake patrols and enforcement  Parents / residents to ensure Area Operations Manager and illegal parking including deployment of Camera responsible parking around Council Ward Officer around schools Car outside schools and other schools Police Constable hotspot areas  Work with Schools and parents on road safety issues 1.2 Tackle theft from  Updates from Police on hotspots at  Residents and Community Police Constable vehicles the Ward Officer Team /Community Groups to report incidents to Council Ward Officer Ward Partnership meetings the Police Youth Worker  Promote Neighbourhood Watch  Set up Neighbourhood Watch Incommunities Ltd

Page 130 Page Schemes and Crimestoppers Schemes  Undertake patrols and take enforcement action  Publicise enforcement action taken 1.3 Reduce incidents of  Promote Neighbourhood Watch  Residents and Community Police Constable domestic burglary Schemes, Crimestoppers,and Groups report information to Council Ward Officer undertake reassurance patrols Crimestoppers and Police Area Operations Manager  Information sessions on scams and  Residents to set up and Neighbourhood Watch doorstep fraud and setting up Cold actively engage in Officer Calling Control Zones Neighbourhood Watch Schemes  Community Groups to publicise Crimestoppers and Neighbourhood Watch Schemes

28 2.0 Clean Named person Code Priority What can Services contribute? What can people do? responsible 2.1 Tackle issues of litter/  Identify and target hotspots to issue  Residents and Community Area Operations Manager fly-tipping / animal fixed penalty notices Groups to report issues to Council Ward Officer waste spillages across  Deployment of Clean Team to Council Contact Police Constable the Ward hotspot areas supported by  Residents and Community Environmental Enforcement mechanical sweepers. Groups to organise Officer  Working with Schools to set up and community litterpicks and set Environmental Health support Junior Warden Schemes up environmental initiatives Manager  Patrol and report issues to Environmental Enforcement  Update on enforcement action taken at Ward Partnership meetings  Support residents with clean-up campaigns and support community litter picks Page 131 Page 2.2 Co-ordinate plan with  Establish contact with landowners  Report fly-tipping Council Ward Officer partners to improve of fly tipped land for discussion  Take responsibility for own cleanliness of specific about future use rubbish and garden – reduce, Area Operation Manager neighbourhoods  Promote successful prosecutions reuse recycle including High Street for fly tipping  Litterpick your own street or Council Warden  Continue to educate residents and in front of your house landlords on how they fulfil their  Share car journeys to the Environmental Enforcement responsibility to deal with waste waste sites to help Officer properly neighbours Incommunities and other  Ensure all businesses have trade  Report concerns regarding landlords waste arrangements in place landlords  Support residents to set up groups  Get involved in community to assist with community clean ups clean ups  Agree to host cameras where appropriate

29 2.3 Co-ordinate work in  Carry out audit of snicket/paths  Residents report issues Council Ward Officer snickets/paths  Co-ordinate resources for snickets/paths Rights of Way Team eg cutting back, community clean ups including  Residents to take part in Area Operations Manager litterpicking and surface Community Payback, volunteers, audits and clean up improvements equipment etc

2.4 Tackle incidents of dog  Promote Green Dog Walkers  Residents to report details of Area Operations Manager fouling across the Ward Scheme incidents to Council Contact Police Constable and Wardens / PCSOs Council Ward Officer  Undertake patrols and take enforcement action  Residents and Community Groups to promote the Green Dog Walkers Scheme

3.0 Active Page 132 Page 3.1 Promote and support  Promote activities being delivered  Residents and Community Council Ward Officer activities for older and support new projects Groups to support and be Queensbury Community people including those  Promote Be Neighbourly and other involved with Be Neighbourly Programme who are socially initiatives Scheme / Winter Warmth Area Operations Manager isolated  Support and promote the Dementia Project Friendly Community initiative  Community Groups to  Work with Health Community organise and publicise Partnerships to connect people with activities at community services more effectively in order to venues / Community prevent ill health Websites /social media  Provide information regarding doorstep crime and securing their property

30 3.2 Support the work of  Provide support and guidance to  Residents to join and support Council Ward Officer Community Community Partnerships, Friends community groups/ Friends of Voluntary Organisation Partnerships and of Groups and Voluntary Groups / Groups Support Officer Voluntary Groups / Organisations  Community Groups to Queensbury Community Organisations publicise their activities at Programme events / venues /community websites / social media

3.3 Encourage residents to  Support and promote projects and  Residents to take up Council Ward Officer take up volunteering volunteering opportunities volunteer opportunities Voluntary Organisation opportunities  Support community and voluntary  Community Groups to Support Officer organisations in developing publicise volunteer Area Operations Manager volunteer opportunities opportunities at events,  Promote and support People Can community venues, Initiative community website and social media

3.4 133 Page Encourage young  Support young people in  Young people to join and Council Ward Officer people to take up volunteering and community action support community Youth Ward Lead volunteering projects groups/Friends of Group opportunities 4.0 Other

4.1 Building the capacity of  Increase the number of volunteers  Residents to take up Ward Youth Worker local communities to supporting the Youth Offer volunteer opportunities to Council Ward Officer develop their youth  Develop a wide range of Peer Led support youth activities and offer Support groups for vulnerable events young people  Community Groups to  Work in partnership with schools to organise youth activities and support student well being, events attainment and attendance  Celebrate success and  Create more opportunities for support fund raising. communities to come together and support one another (specifically; Changing Places & National Citizen Service) 31 The above will be the main focus for the Youth Service and in addition to the key features of the Youth Offer:

1) Information, Advice and Guidance 2) Support for vulnerable Young People 3) Open Access youth provision 4) Active Citizen 5) Youth Voice

4.2 Encourage and support  Organise Ward Community  Residents to take up Council Ward Officer activities to increase Partnership meetings for volunteer opportunities and Queensbury Community community cohesion community groups and statutory become active members of Programme organisations to share information community groups Page 134 Page and undertake partnership work  Residents setting up new  Support new groups and ensure community groups they are included in development  Community groups to attend of the Community Ward Ward Partnership meetings Partnership

32 DRAFT Royds Ward Plan 2019 - 20 Page 135 Page

Ward Members Cllr Ruth Wood Cllr Andrew Thornton Cllr Angela Tait Ward Officer Liz Parker Date completed March 2019

33 Section 1: Introduction to Royds Ward Plan

Ward Royds Ward Officer Liz Parker Partners involved 3 Local Ward Councillors Bradford South Area Co-ordinator’s Office (Area Co-ordinator, Ward Officer, Area Operations Manager, Youth Service) Neighbourhood Police, Incommunities, Council Traffic & Highways, Parks & Landscapes Manager. Friends of Groups, voluntary organisations Social Housing Providers, Community Groups,Organisations and Faith Groups. How does the ward plan work The ward plans throughout the district engage with the communities identified in the boundary of each ward. The assessment summaries the strengths using both statistical and qualitative information. Each year the plan sets out agreed action in each ward with the support of a Ward Officer to work with others to seek solutions. Ward plans are agreed and accountable to the Area Committees in each constituency. How to get involved If you would like to get involved please contact the Ward Officer email: [email protected] Page 136 Page Section 2: Summary of the Royds Ward Profile Population (ONS mid year Royds Ward has a population of 17,492. Under 16s make up 24% of the population, with 15% over 65 estimate 2017) and 4% over 80 yrs old. In the 2011 Census, 88% of the population are white which is noticeably higher than the district at 67.4% Community Strengths The Royds Ward has a number of strong community groups.Ward Councillors work well with these groups, and support positive initiatives and projects to ensure collaboration between all the communities to try and create better networks between the groups. This has led to more opportunities for active citizenship. Some of the groups currently active include Friends of Harold Park and Friends of Farfield Recreation Ground. Larger voluntary organisations providing a range of activities including pre - school, befriending, community café etc. The churches in the ward work well together. There is also a purpose built youth centre in Buttershaw. Regular coffee mornings and lunch clubs for older people take place across the ward in community centres, church buildings and older people complexes. There are a number of green spaces, some with recreation facilities and the award winning Harold Park. There is one upper School, Buttershaw Business and Enterprise College along with four primaries, Woodside Academy, Hill Top Primary, Reevy Hill Primary and Farfield Primary schools Transport links are reasonable with regular access to the city centre. There are no reported issues with access to GP surgeries.

34 Safe The ward ranks in the top ten wards in the district for all crime incidents in the year to Sep 30 2018. It ranks fourth highest of the 30 wards for both theft from motor vehicle (slightly down on previous year) and theft of motor vehicle (up on previous year). Criminal damage\arson figures remain high (25th of 30 wards) but slightly down on previous year. ASB figures are still high (24th of 30 wards) but also slightly reducing since 2016. Road safety and anti social driving is a concern for residents, also there are regular complaints about vehicles churning up grassed areas in some parts of the ward. However accident figures for 2017 show just 13 incidents compared to 27 in Wibsey ward. Domestic incidents are high in the ward with 874 reports in the year to December 2018, which is a rate of 50 per 1,000 (27th of 30 wards) Key headline issues: Anti–social behaviour including driving, and criminal damage. Vehicle security Inconsiderate and illegal parking around schools. Clean Over time Royds Ward has improved in three categories where it had been failing - weeding, edging and overhanging vegetation. Updated data on this will be available next year. The street cleansing requests and fly tipping reports in the year to 31 March 2018 are below both the Page 137 Page area and district levels, although there have been slight increases in both on the previous year. Recycling in the ward is patchy with some areas creating large amounts of side waste which can increase the fly tipping problem and rubbish in gardens. Key headline issues: Recycling rates low in some areas Complaints of dog fouling across the ward Problems with fly-tipping across the ward Active Updated data is not currently available, below figures are for 2014-16 The ward is the top in the district ranking 30th for child excess weight at reception age but by year 6, this has improved to rank at tenth best. In the ward there is an issue with poor health with mortality rates for under 75s higher than area or district averages. The ward ranks in the bottom third for deaths from cancer, cardiovascular and respiratory conditions. There is a greater gap in life expectancy in the ward for women, with the average age at 79 compared to 81 across the district. For men it is 76 compared to 77 across the district. Key headline issues: High obesity rate of children in reception. Support and encourage residents to be more physically active.

35 Other In January 2019, the percentage of homes left empty for over six months is amongst the best in the district, ranking third, showing there is demand for housing in the area. In 2018, figures for claimants including JSA show the ward is in the top third compared to all wards. Key headline issues: Residents need support and information to get training and jobs. Concerns have been raised about the impact of universal credit, debt, hunger and loan sharks. Children & Young People The numbers of young people not in education, employment or training (NEETs) are just below the area average but above the district average, ranking 24 out of 30 wards. (September 2018) The measure for education attainment in upper schools in Royds is the Attainment 8 score, calculated from achievements across a range of subjects including English and Maths. The ward comes bottom across the whole district for this measure. Also at Key Stage 2, the ward ranks 27th of 30. Key headline issues: Young people want support in finding employment and training opportunities. Educational attainment at all ages

Page 138 Page Young people hanging round in groups seen as ASB problem. Child poverty is a particular problem. Stronger Communities Based on previous figures, low numbers of local people are volunteering in the ward. Voter turnout is the second poorest in the district at 24% in May 2018

36 DRAFT Royds Ward Plan 2019/20 1.0Safe Named person Code Priority What can Services contribute? What can people do? responsible 1.1 Work in partnership to  Identify hotspots via Ward Police Ward Officer reduce anti-social Place meetings and refer relevant  Join a Neighbourhood Watch behaviour (ASB) issues to People meetings Council Ward Officer  Sustain and develop  Report incidents of ASB activities for young people at Council Warden Buttershaw Youth Centre and  Groups can support local local voluntary organisations – see action to develop new projects Youth Worker 4.3 below. and schemes to reduce ASB  Promote all means of reporting crime in parks and green spaces Partners offering youth and ASB to police – including provision 101,999, online reporting and local  Be willing to report ASB and Police bike team Page 139 Page officer emails where appropriate: crime when it happens to promote Crimestoppers to increase police or Crimestoppers reporting. Landowners  Tackle nuisance or speeding  Report locations where vehicles on roads and open land by nuisance bikes are kept, or promoting contact info to encourage nuisance vehicle registration reporting of nuisance quads and numbers and other bikes, and where they are kept intelligence  Consider co-ordination of action weeks involving school parking  Report locations suffering initiatives, speedwatches, and damage Operation Steerside activity.  Identify locations which could be secured or access restricted 1.2 Support schools in  Continue and develop School Watch  Do not park illegally outside creating a safe meetings, supported by police schools, consider safety of Police Ward Officer environment and  Carry out parking project work with children resilient children schools, including education for  Report incidents of obstruction Council Ward Officer children, parents, and enforcement and illegal parking 37  Pilot Citizenship projects in  Explore options for getting Council Warden interested primary schools, setting children to school e.g. out what is a good citizen\community walking, car share. Highways Officer  Support safeguarding initiatives with interested primary schools such as Road Safety Team Children’s Year of Safety Schools

Named person Code Priority What can Services contribute? What can people do? responsible 1.3 Tackle vehicle crime  Educate residents and businesses  Promote Neighbourhood and Neighbourhood Watch and and criminal damage through consultation and projects Business Watches. Crime Prevention Co-  Promote Neighbourhood and  Join a Neighbourhood and/or ordinators Business Watches, targeting specific Shop Watch. Council ward officer and areas such as Woodside. wardens 1.4 Improve engagement  Use regular meetings or standing  Share positive news Police ward officer by evidencing and agenda items to encourage partners Page 140 Page communicating to promote achievements, positive Ward officer responses to issues stories raised by residents  Use social media, press, face to face Council wardens to share stories.  Arrange street surgeries with police throughout Spring and Summer 1.5 Connect people  Ensure local workers are trained in Ward officer suffering domestic identifying signs and know where to violence with refer for support appropriate support  Consider whether or how White Ribbon campaign could be promoted to residents 2.0 Clean 2.1 Co-ordinate plan with  Establish contact with landowners of  Report fly-tipping Council Ward Officer partners to improve fly tipped land for discussion about  Take responsibility for own Area Operation Manager cleanliness of specific future use rubbish and garden – reduce, neighbourhoods  Explore further use of cameras to reuse recycle Council Warden protect land and gather evidence  Litterpick your own street or in  Promote successful prosecutions for front of your house Environmental fly tipping Enforcement Officer 38  Continue to educate residents and  Share car journeys to the landlords on how they fulfil their waste sites to help neighbours Incommunities and other responsibility to deal with waste  Report concerns regarding landlords properly eg promote landlords recycling\eliminate side waste and  Get involved in community rubbish in gardens, using household clean ups waste sites or bulk refuse service  Agree to host cameras where  Help residents to keep their area appropriate clean e.g. litter picking equipment,  Clean after their pets reporting info  Report incidents of dog fouling  Tackle problems of dog fouling in hot  Report problem snickets spots across the ward  Take part in snicket clean ups  Co-ordinate work in snickets eg cutting back, litterpicking and surface improvements using Council services, Community Payback and volunteers 2.2 Tackle low rate of  Identify areas or specific streets with  Support re-cycling by having Council Ward Officer Page 141 Page recycling in Royds low recycling rates and high levels of and using Councils’ re-cycling Ward side waste bins Council Warden  Educate residents through door to  Share bins with neighbours door work and working with schools who have smaller or larger Recycling Team households

Named person Code Priority What can Services contribute? What can people do? responsible 2.3 Run community clean  Identifying locations residents want to  Report locations needing Council Ward Officer ups across the ward, - see cleaned up – eg Woodside clean ups one per quarter around Academy, different parts of  Promote and volunteer at Area Operation Manager Buttershaw, Low Moor, Wibsey Park clean ups Ave.  Keep an eye on areas after Council Warden  Involve all appropriate partners  Publicity  Supply of equipment and support for ongoing community input to keep clean afterwards

39 2.4 Special local places –  Continue working with partners  Join in with clean ups Council Ward Officer monitor and keep and residents at Blackshaw Beck,  Set up new Friends of groups them clean with local involving: Parks and Cleansing residents and - Regular clean ups Manager organisations - Further discussion about Friends group Council Warden - Work with Calder Rivers Trust and Farfield Primary to engage local children in valuing the park - Devising an family event with partners including Calderdale Council  Support Yorkshire Wildlife Trust work at Buttershaw Dam  Support Friends of Farfield Recreation Ground Page 142 Page  Sound out need and\or interest in work at Judy Woods  Consult Woodside residents on use of Blue Park, working in partnership with Sandale Centre Named person Code Priority What can Services contribute? What can people do? responsible 3.0 Active 3.1 Support healthier  Develop Daily Mile initiative into  Community Organisations and Council Ward Officer lifestyles parks and open spaces individuals can support this Parks dept  Work with partners in Community priority by taking part and Partnerships to connect people with organising activities Community Groups services more effectively in order to  Keep green spaces and parks Schools and Children prevent ill health free from litter and dog fouling Centres  Promote and support work of local so that they can be used Health Centres groups offering opportunities for safely and regularly physical exercise eg Friends of Harold Park, Bradford Park Avenue

40 3.2 Increase level of  Promoting activities suitable for older  Community Organisations to Council Ward Officer engagement of older people in the community organise and promote people to reduce  Deploy wardens to help increase activities providing Community Groups isolation and loneliness participation in activities to reduce transport if required isolation and improve well-being.,  Join schemes to have access Social Housing Providers especially older men to help if needed  Support local organisations and  Neighbours to look out for businesses to work towards older people living alone becoming Dementia Friendly  Sign up to become Dementia  Link older people to information Friendly organisations alerting them to risks of doorstep crime and ways of security their property

4.0 Other 4.1 Work with officers and  Develop youth centre steering group  Support Youth Centre Youth Service staff users to help ensure  Maximise input from organisations activities or join Friends group Page 143 Page Buttershaw Youth who can support the centre when established Ward officer Centre has a practically eg decorating, equipment flourishing future  Help establish a Friends of group Vol orgs who can attract funding over time 4.2 Look for opportunities  Support community events or  Support or volunteer at Vol orgs, ward officer, all to help residents mix activities which bring people together community events partners with people from other  Use such events to promote regular Changing Places areas, different ages activities which increase integration etc and engagement 4.3 Support networks of  Bring partners together to co- Ward officer agencies working with ordinate best delivery of services families needing help  Identify neighbourhoods where regular partners meetings are needed and facilitate meetings  Work with partners to ensure sustained provision of a debt and welfare advice service in the ward

41 4.4 Build the capacity of  To increase the number of  Residents to take up Ward Youth Worker local communities to volunteers supporting the Youth volunteer opportunities to develop their youth Offer support provision Council Ward Officer offer  To develop a wide range of Peer Led  Community Groups to Ward Support groups for vulnerable young organise youth activities and people events  To work in partnership with schools  Celebrate success to support student well being, Help with fundraising attainment and attendance  To create more opportunities for communities to come together and support one another (specifically; Changing Places & NCS)

Key features of the Youth Offer continue to be: Page 144 Page 1) Information, Advice and Guidance 2) Support for vulnerable Young People 3) Open Access youth provision 4) Active Citizen 5) Youth Voice

42 DRAFT Tong Ward Plan 2019-20 Page 145 Page

Ward Members Cllr Michael Johnson Cllr Tess Peart Cllr Alan Wainwright Ward Officer Rada Mijailovic Date completed March 2019

43 Ward Assessments and Plans

The Ward Assessment and Plan is designed to inform ward working, including action planning and decision making. The document summarises the prevalent strengths and issues within the ward. This evidence base includes both statistical information as well as qualitative information gained from consultation, partnerships and ward partnership meetings. The Council Ward Officer plays a critical role in digesting this information and summarising findings into the most pertinent issues which are presented in the ward plan. Ward plans are approved annually by elected members at the Area Committee and outcomes reported against.

Co-ordination of local services and devolution of decision making

The ward plan provides an opportunity for the co-ordination of services at a local level. This ensures that problem solving is effective, utilising local networks to identify concerns and solutions early, resulting in efficiency and improved local outcomes. Central to an effective ward plan is the co-ordination of public sector services such as neighbourhood policing teams, cleansing, social landlords, public health and youth service to ensure services are tailored to meet local need. In addition, ward officers actively support local networks and partnership 146 Page involving the public, private and third sector, as well as the community to build on local assets, improve community cohesion and increase social capital.

Engaging communities

The ward plan is based on several community conversations throughout the year at neighbourhood and ward forums, community events, single issues forums and partnerships. The process does not revolve around what agencies can do alone but what communities, VCS partners and public sector agencies can collectively achieve, if they work closely together. By working with the community to define local priorities, the service can begin to enable and empower communities to support preventative approaches and behavioural change, which reduce the demand on public service, and produce improved outcomes for people at a local level. The ward plan process aims to draw the community into solution thinking and begin to reflect on their own contribution to the community and broker a relationship of civic responsibility. The key is to establish a partnership process that will not be overly demanding on resources to deliver it, whilst at the same time maximising the important contributions that communities, voluntary organisations and public bodies can make to delivering better outcomes.

44 Section 1: Introduction to Tong Ward Plan

Ward Tong Ward Officer Rada Mijailovic Partners involved 3 Local Ward Councillors

Services – Bradford South Area Co-ordinator’s Office (Area Co-ordinator, Ward Officer, Area Operational Manager and Youth Service Manager), Neighbourhood Police Team, Incommunities Housing Manager, BMDC Traffic & Highways, BMDC Parks & Landscapes Manager and Community Health Partnerships

Community – Church groups and affiliated organisations, friends of groups, voluntary organisations

How does the ward plan The ward plans throughout the district engage with the communities identified in the boundary of each work ward. The assessment summaries the strengths using both statistical and qualitative information. Page 147 Page Each year the plan sets out agreed action in each ward with the support of a ward officer to work with others to seek solutions. Ward plans are agreed and accountable to the Area Committees in each constituency.

How to get involved If you would like to get involved please contact the Ward Officer on 01274 431156 or email [email protected]

Section 2: Summary of the Tong Ward Assessment

Population Tong Ward is located on the South Eastern edge of Bradford, with the predominantly large social housing estate, Holme Wood, and the historic conservation area of Tong Village. The Ward is made up of six distinct neighbourhoods; Bierley, Tong Street, Sutton, Holme Wood, Tong Village and Woodlands. The area has good access to the neighbouring countryside with green areas around Holme Wood and Tong Village.

45 The total population of the Ward is 22,561 and 84.26% is white.

The number of under 16 year olds is considerably higher than the area and district average, whereas, the number of 80+ is lower and on the downward trend. The highest number of residents is those aged 16-64.

Community Strengths There are a number of area based groups that serve the Ward, and who focus on different aspects of well-being: the Springfield Centre focuses on environmental issues, Healthy Lifestyle based at Tong Medical Practice on Tong Street, focus on health matters and Step 2 Young People’s Health Project is also based on Tong Street. There is the potential for additional funding to be allocated to Holme Wood from Public Health England and the NHS, to develop more heath based activities working with ‘Well Bradford’.

Faith groups are also very active in the ward e.g. Holme Wood has St Christopher’s Church, the Salvation Army and the Gateway Centre. Tong Village has St James’ Church and in Bierley, St Page 148 Page John’s Church and the Bethel Chapel. Most of the faith groups run well attended community luncheon clubs as well as activities for younger people. Bradford council’s Youth Service based in the heart of Holme Wood also provide a range of activities and support for young people , mainly aged 13-19.

Surestart BHT work across the Ward with children’s centres based in Holme Wood and Bierley. A new under 2s provision opened in April 2017, the Life Nursery, based on the same site as the Bierley Life Centre.

Tong Village Association, Friends of Holme Wood and the Holme Wood Walking Group are citizen led initiative groups.

Schools and children’s centres play a positive role across the ward. There are seven primary schools in the ward, where there are opportunities for citizens to become reading mentors or school governors. Primary Schools: Knowleswood, Carrwood, Ryecroft Primary Academy, St Columba’s Catholic Primary, St John’s CofE Primary , Newhall Park and Woodlands CofE Primary. Secondary School: Tong Leadership Academy

46 Tong Village has a strong village association and has led on community initiatives (speeding/traffic) and more recently on planning and green belt issues with Tong & Fulneck Valley Association. The village has many listed buildings such as Tong Hall.

By contrast, the remainder of the ward is served by other associations, faith groups and statutory organisations that involve citizens, but the lead is generally taken by paid workers. The Life Centre (formerly the Bierley Community Centre) runs activities for all age groups. The Friends of Holme Wood based at Holme Wood Connect (the library) have been instrumental in engaging with the local community and getting people involved. The newly formed Valley Project is an initiative aimed at mainly 5-11 year olds and encourages outdoor play. These organisations work in partnership with Bradford South Area Co-ordinator’s Office, the Police and social housing landlords.

There is scope for improvement through engaging one to one with residents on their issues, connecting them with services; also through specific clean- ups, in areas where residents want to see change, which could be developed to help sustain the work. Community events can be used to develop the identity of neighbourhoods, to engage residents and bring people together to celebrate positives. Page 149 Page There are major employers located on Tong Street such as Next Distribution Centre and Princes Soft Drinks, adjacent to Tong Retail park.

Over half of the Euroway estate, just off the M606, is in the Ward with the Marks & Spencer distribution centre on the Prologis site. The supermarket chain Morrison’s fresh food packaging and distribution centre is just off Dudley Hill roundabout. McBrides on Rook Lane develop and supply household products for sale under retailers' own brands.

Tong ward is the fourth highest ward out of 30 in Bradford for generating business rates.

Cleaner Greener The Ward is well served with green space and recreation land such as: St Margaret’s Recreation Ground, Knowles Park, Dane Hill Park, Black Carr Woods, Bierley Woods, Hopefield Way Play Area, Tong & Cockersdale Valleys, and Woodlands Country Park and Play Area.

Tong Garden Centre, located on Tong Lane is well known in the area and benefits from visitors from across the district and neighbouring towns and cities. There are also farm shops in Bierley and Tong selling local produce, and an ice cream factory, Goodall’s, on Tong Lane.

47 Issues reported to the Council from February 2018 to the end of February 2019 Abandoned Vehicles A total of 83 calls were made to the Council which is slightly higher than the area and district average, ranking 21/30.

Graffiti Removal 16 reports of graffiti were made which is more than double the area and district average, ranking 27/30 for the district.

Potholes 36 reports were made which is lower than the area and district average ranking 8/30.

Street Lighting 599 calls were made which is higher than the area and district average , ranking 20/30.

Refuse/Cleansing year to 31st March 2018 Page 150 Page Fly tipping - 471 reports of fly tipping were made which is considerably higher than the area and district average, ranking 27/30.

Street Cleansing requests 213 calls were made which is higher than the area average and around the same as the district average, ranking 25/30

Hotspot areas include: Ned Lane, New Lane, Black Carr Woods, Wenborough Lane, Heysham Drive, Landscove Avenue, Shetcliffe Lane, Fawcett Place, Fallowfield Gardens, Copgrove, Ogden and Kelvin House, Madison Avenue.

The number of residents recycling remains significantly lower than the area and district averages.

48 Safer Communities The Ward ranks in the top 5 for all crime incidents to September 2018.

Criminal damage per 1000 population is significantly higher than the district and area averages.

All crime per 1000 ward population is significantly higher than the district and area averages.

Violent crime (with or without injury) per 1000 ward population is considerably more than the area and district average and on a slight upward trend..

Burglary per 1000 ward population is lower than the area average, and around the same as the district average.

Theft from vehicles is slightly higher than the area and district average.

Theft of vehicles is slightly higher than the area and district average.

ASB (anti social behaviour) incidents are significantly higher than the area and district averages. Page 151 Page Criminal damage/arson is nearly double the district average and significantly higher than the area average.

There were 1248 domestic incidents reported for the year to 31st December 2018, which is considerably higher than the area average and more than double the district average, ranking 30/30 for the district. (1 is good).

Anti-social driving both in cars and on quad bikes are main concerns for residents. There were 39 recorded accidents in 2017 in the Tong Ward, including personal injury.

49 Inequalities Health and The following figures for health area based on data from 2015-to 2017. wellbeing Life Expectancy for males and females are slightly lower than the area and district averages.

Excess winter deaths are considerably higher than both the area and district averages.

The percentage of obese or overweight 4-5 year olds is slightly lower than the area average, and lower than the district average.

The percentage of obese or overweight 10-11 year olds is slightly higher than both the area and district averages.

Under 75 mortality rate from cancer per 100,000 of population is higher than the area average, and considerably higher than the district average.

Under 75 mortality rate from all cardiovascular diseases per 100,000 of population is significantly Page 152 Page higher than the area and district averages.

Under 75 mortality rate from respiratory diseases per 100,000 of population is significantly higher than the area and district averages.

Incomes employment and The number of people claiming benefits is higher than both the area and district averages up to housing September 2018.

The number of young people (aged 18-24) claiming benefits is slightly higher than both the area and district averages.

The percentage of JSA age claimants aged 16-64 is higher than the area average and higher than the district average.

50 Children and young people The measure for education attainment in upper schools in the Tong Ward is the attainment score 8, calculated across a range of subjects, including Maths and English. The Ward ranks 28/30 across the district. Also, at KS2, the Ward ranks bottom out of 30 wards.

The number of NEETs is considerably higher than the area and district average (NEET – not in education, employment or training).

Young people hanging around in groups, child poverty, looked after children and young children being drawn into serious organised crime remain issues of concern.

Stronger Communities Many residents of all backgrounds have issues with people making a living from collecting scrap metal. This practice is associated with keeping horses on communal land and other nuisance, such as burning off wires for copper. This practice has significantly decreased over the last few years and fewer horses are being tethered on Council land.

The Holme Wood and Tong Partnership Board supports the Holme Wood and Tong NDP th Page 153 Page (Neighbourhood Development Plan) endorsed by the Council on January 20 2012. The plan identifies a need to diversify housing tenure in Holme Wood, in order to attract owner-occupiers and more economically active residents; this diversification is felt essential if local shops, services and amenities are to be properly supported. In turn, this would create new retail and leisure uses, providing new employment opportunities for the local community. There is the potential to deliver up to 2,700 homes on urban extension sites and infill sites within the neighbourhood. The NDP Delivery Plan has been produced and distributed to stakeholders. It captures how the Council and its partners will contribute to the on-going delivery of this plan.

Low numbers of local people are volunteering across the Ward.

The voter turnout is the poorest across the district showing 20% turnout in May 2018.

51 DRAFT Tong Ward Plan 2017/18

1.0Safe Named person Code Priority What can Services contribute? What can people do? responsible 1.1 Work in partnership to  Regular updates from Police on Community groups and individuals Council Ward Officer reduce number of hotspots at the Ward Place meetings to gather and report incidents of incidents of criminal  Promote the Neighbourhood Policing drug taking/dealing in their areas. Police Ward Officer damage Team website to residents  Encourage reporting Use 101 number to report incidents Council Wardens  Educate and reassure residents  Regular communication and updates Join Neighbourhood Watches Neighbourhood to residents on anti-social behaviour Watch Co-ordinator

Page 154 Page and crime issues Use Crimestoppers to report issues Social Housing Landlords

1.2 Tackle issue of illegal  Identify hotspots Carry out speed watch initiatives Council Ward Officer parking and improve road  Days of Action with the Police with Police safety across the Ward  Council Wardens patrolling Police Ward Officer  Wardens deployed at schools/joint Report dangerous driving. Incidents presence with PCSOs of obstruction and illegal parking Highways Officer  Deploy CCTV car on rotation  Traffic and Highways designing Encourage drivers to follow Council Wardens alternatives in hotspot areas speeding restrictions  Deploy data capturing devices and speed surveys Community groups to promote road safety initiatives  Carry out project work in schools/education for parents Park safely around schools

52 Named person Code Priority What can Services contribute? What can people do? responsible 1.3 Support multi-agency  Identify hotspots Community Groups and individuals Council Ward Officer approach to tackle  Carry out horse audits to gather and report incidents in horses on Council land  Follow through at Place meetings their areas Police Ward Offficer  Support multi-agency partnership to tackle this issue Use 101 number to report incidents Environmental  Promote the reporting of horse Enforcement related issues Encourage neighbours to report  Keep residents informed of actions incidents Social Housing taken Landlords Give witness statements Highways Officer

Council Wardens

Tenancy

Page 155 Page Enforcement Officers

Legal Department 1.4 Work in partnership to  Regular updates from Police on Community groups and individuals Council Ward Officer tackle ASB and criminal hotspots at the Ward Place meetings to gather and report incidents of behaviour across the  Promote 101 , Crimestoppers drug taking/dealing in their areas. Police Ward Officer Ward  Promote youth activities  Wardens to work with local schools to Use 101 number to report Council Wardens get to know pupils and help to incidents/ASB promote diversionary activities Neighbourhood  Wardens to liaise with Tong Join/form Neighbourhood Watches Watch Co-ordinator Leadership Academy e.g. if pupils are identified by Wardens when on Local Schools patrol , they can inform the school  Provide regular communication and Tong Leadership updates to residents on anti-social Academy behaviour and crime issues Police Bike Team

53  Tackle speeding vehicles and Youth Service nuisance quad bikes on roads and open land by encouraging reporting Youth Groups

Social Housing Landlords Named person Code Priority What can Services contribute? What can people do? responsible 2.0 Clean 2.1 Tackle litter/fly tipping Participate in Community Days of  Identify hotspots Council Ward across the ward to  Deployment of Clean Team to Action – litter picks Officer include rubbish in hotspot areas supported by gardens mechanical sweepers Use bins – remind people not to  Enforcement - Council Wardens drop litter Council Wardens patrolling the area and issuing notices Good neighbours – offer support to Page 156 Page  Joint visits Wardens/Housing Officers older vulnerable residents who can Environmental to persistent offenders no longer maintain gardens etc. Enforcement Officer  Respond and enforce  Promote the Council alternate weekly Report issues on 01274 431000 collection Social Housing  Identify projects and arrange Landlords programmes, including clearance  Days of Action - advertise & promote 2.2 Tackle low rate of  Promote recycling in the ward Community groups and Council Ward Officer recycling across the ward  Work with Recycling Team to identify organisations to support local specific areas campaigns and initiatives. Council Wardens  Council Wardens to undertake door to door initiatives Resident groups to disseminate Recycling Team  Work with schools on this agenda information in their local areas.  Promote Household Waste sites Youth Service  Promote charities who operate Become Recycling champions furniture recycling schemes Social Housing Landlords Schools

54 Named person Code Priority What can Services contribute? What can people do? responsible 3.0 Active 3.1 Promote and support  Promote health interventions such as Offer opportunities to try cooking Council Ward Officer awareness of good flu jabs, health checks and falls and eating healthier food with help nutrition and healthy assessments from other organisations such as Council Wardens lifestyle choices, and  Establish cook and eat sessions Healthy Lifestyles physical activities and working in partnership with local Community tackle social isolation community groups Local shops to offer good food Organisations  Encourage more outdoor play choices/fresh vegetables  Support and promote existing The Valley Project activities Encourage residents to buy fresh  Encourage local people to use local produce from St Christopher’s Local Schools attractions and promote local walking Church groups Children’s Centres  Support local primary schools in Encourage each other to join/set up developing and delivering activities informal exercise classes Doctors’ Surgeries Page 157 Page and linking to walking groups etc.  Support groups and residents to Community groups to provide become dementia friendly affordable activities for local residents such as sports activities  Promote outdoor activities being on offer at The Life Centre, Bierley delivered Promote sports and –they run 6 football teams in Community Health support new projects partnership with Emerge Partnership  Facilities at Tong Leadership Academy to local families Church groups/uniformed service groups run a range of activities for Adult Services all age groups across the ward Youth Service Encourage families to do activities together such as walking in Black Carr Woods and Bierley Woods

55 Named person Code Priority What can Services contribute? What can people do? responsible 3.2 Engage with local people  Publicise and promote positive Support and participate in local and Council Ward Officer to communicate with the images of people in Holme Wood area wide events Council and look for  Door-to-door engagement with the Council Wardens opportunities to help local community Organise events and fun days residents mix from  Attend luncheon clubs and coffee which are welcoming and inclusive Neighbourhood different backgrounds mornings e.g. community lunches/galas such Police Team  Support community events and as at the Bierley Life Centre and St activities which bring people together Christopher’s in their neighbourhood Holme Wood and  Use Holme Wood & Tong Partnership Organise fundraising events Tong Partnership as a means of sharing information about voluntary and statutory service Use and value resources provision within the ward Community Groups

Page 158 Page  Respond to requests for support to new groups in the local area and Share information about events to ensure they are included in the spread across the ward Holme Wood and Tong NDP

Named person Code Priority What can Services contribute? What can people do? responsible 3.3 Encourage residents to  Undertake mapping exercise to Voluntary organisations and local Council Ward Officer take up volunteering identify projects and groups that churches can offer work placements opportunities support volunteering and opportunities for volunteers CABAD  Support and build capacity where required Encourage people to attend Volunteering  Support and promote projects in informal groups such as the Friends Bradford developing volunteers of Holme Wood and Centre Point  Promote People Can initiatives Community Participate in People Can activities organisations

3.4 Continue to support  Support the Friends of Holme Wood Local organisations and churches to Council Ward Officer Holme Wood residents to and other organisations to help run encourage their members to to develop Holme Wood the library become involved Volunteer Centre 56 Connect and Holme Wood Centre point  Encourage current users of the library Local users of the library to spread CABAD to become involved the word and look to encourage  Promote events at Holme Wood each other to become involved Local Organisations Centre Point  Continue to support the steering Friends of Holme Wood to continue Residents group for Holme Wood Centre to recruit new volunteers and organise events All Star Entertainment

4.0 Other Named person Code Priority What can Services contribute? What can people do? responsible

4.1 Work with young people  Engage in consultation Promote and encourage young Youth Workers to explore how they can  Encourage young people to be people to join youth activities across make positive involved in the democratic process the ward Council Ward Officer Page 159 Page contributions to  Involve young people in People community life Can activities Offer opportunities to young people Council Wardens  Engage with parents/grandparents attending youth clubs such as those  The youth service will provide held at the Life Centre, St Local schools targeted intervention to help reduce Christopher’s, the Salvation Army ASB and the fear of crime. Voluntary Organisations

4.2 Building the capacity of  To increase the number of Residents to take up volunteer Ward Youth Worker local communities to volunteers supporting the Youth opportunities to support provision develop their youth offer Offer Council Ward Officer  To develop a wide range of Peer Led Support groups for vulnerable Community groups to organise youth Youth Organisations young people activities and events such as those  To work in partnership with schools held at the Life Centre, St to support student well being, Christopher’s, the Salvation Army attainment and attendance

57  To create more opportunities for Celebrate success and support communities to come together and fundraising support one another (specifically; Changing Places & NCS)

The above will be the main focus for the Youth Service and in addition to the key features of the Youth Offer: 1) Information, Advice and Guidance 2) Support for vulnerable Young People 3) Open Access youth provision 4) Active Citizen 5) Youth Voice Named person Code Priority What can Services contribute? What can people do? responsible 4.3 160 Page To revisit and revise the  Organise meetings Encourage local companies to work Holme Wood and vision of the Holme Wood  Develop action/steering groups with the Council Tong Executive and Tong Neighbourhood  Encourage employers to employ Officer Group Development Plan local people Community groups/organisations  Promote investment opportunities offering skills programmes Incommunties in the ward Focus on developing local people in Holme Wood & Holme Wood Tong Partnership Board Develop local skills across all age groups Local employers

58 DRAFT Wibsey Ward Plan 2019 - 20 Page 161 Page

Ward Members Cllr Ralph Berry Cllr David Green Cllr Sabiya Khan Ward Officer Liz Parker Date completed March 2019

59 Section 1: Introduction to Wibsey Ward Plan Ward Wibsey Ward Officer Liz Parker Partners involved West Yorkshire Police, Incommunities, Ward Councillors, Social Housing Providers, Council Departments, Community Partnerships, Community Groups and Organisations, Faith Groups and Friends of Groups. How does the ward plan work The ward plans throughout the district engage with the communities identified in the boundary of each ward. The assessment summaries the strengths using both statistical and qualitative information. Each year the plan sets out agreed action in each ward with the support of a ward officer to work with others to seek solutions. Ward plans are agreed and accountable to the Area committees in each constituency. How to get involve If you would like to get involved please contact the Ward Officer on 01274 431155 and [email protected] Section 2: Summary of the Wibsey Ward profile

Population 162 Page (ONS mid year Wibsey has a total population of 14,861, with 23% under 16, 16% over 65 and 4.6% over 80. There estimate 2017) are no new figures on the ethnic make up of the ward but there is the sense that it is becoming more diverse. Community Strengths The Wibsey Ward previously had a number of strong community groups working well together with communities within the ward. Ward Councillors worked well with these groups and supported positive initiatives and projects, to ensure collaboration between all the communities in Wibsey. A concerted effort has been made by the Ward Councillors supported by the Ward Officer to support groups to remain active or increase activity thereby creating better networks. This is leading to more opportunities for active citizenship. There are four primary schools; Wibsey Primary, St Pauls C of E, St Winefride’s RC and St Matthews CofE. Faith Groups are also very active in the ward and provide a range of well attended community lunch clubs, as well as activities for families and younger people. There is a commercial sector in Wibsey Village and some businesses support events within the ward, eg Wibsey Christmas Light switch on event Safe The figure for all crimes in the ward is above both the area and the district average. Burglary residential is much higher than the district average, at 37 incidents per 1000 population, compared to 27 in the district.

60 Also theft of motor vehicle has nearly double between 2017 and 2018, having risen from below the district average to well above it. Robbery incidents have come down to match the district average in 2018. Key headline issues Burglaries are significantly higher than the district average. Increase in theft of motor vehicles Speeding and rat running across the ward. Clean The ward has low numbers of requests for street cleansing and complaints about fly tipping – it ranks second lowest for street cleansing requests of the 30 wards. Incidences of both fell considerably in the year to 31 March 2018. There are small areas where there is a concentration of fly-tipping, rubbish in gardens and litter, alongside poor recycling and resulting side waste, but in general the Ward also has a significant level of people recycling. Key headline issues Hot spot areas for fly-tipping and low recycling Dog fouling is an issue across the ward.

Active 163 Page Updated data is not currently available, below figures are for 2014-16 Life expectancy is higher for both men and women than area and district levels, and under 75s mortality caused by cardiovascular conditions is much lower than the district and area average, but for cancer and respiratory conditions it is above the district average. In the past older people have felt that they get services and support to live at home. Also people feel they are encouraged and supported to be physically active. Chid excess weight could be better at both reception and Yr 6 stages, with the ward ranked 17th and 20th of the 30 wards respectively Key headline issues: Support healthier lifestyles. Perception is that older people are not being engaged with. Other There is a high demand for homes in Wibsey Ward however there are a number of homes left empty for over six months, with the ward ranked 19 of 30 in January 2019 The number of claimants including JSA is below area and district levels in Sep 2018, Key headline issues: Residents need support and information to get training and jobs. Landlords need to bring empty homes into use In sub-areas of the ward i.e. Odsal and Bankfoot people are concerned about impact of universal credit, debt and loan sharks.

61 Children & Young People The number of young people not in education, employment or training (NEETs) is on the rise again after a dip in 2017, but is just levelling with the district average at the end of April 2018 The measure for education attainment in upper schools serving Wibsey is the Attainment 8 score, calculated from achievements across a range of subjects including English and Maths. The score is just below the district average, but the measure for Key Stage 2 Yr 6 children is much better in the ward, where it ranks ninth of 30 wards and higher than the district average. There are pockets of the ward where there are problems of ASB from young people hanging round in groups. Children & Young People Key headline issues: Cont. Young people want support to find employment and training opportunities. Young people hanging round in groups seen as an ASB problem. Discrepancy in attainment between primary and secondary schools Voter turnout is low at 28% in May 2018, with the ward ranked 24th of 30 Stronger Communities Based on previous figures, low numbers of people are volunteering in the ward. Page 164 Page

62 DRAFT Wibsey Ward Plan 2019/20

1.0Safe Named person Code Priority What can Services contribute? What can people do? responsible 1.1 Work in partnership to  Identify hotspots via Ward Police Ward Officer reduce anti-social Place meetings and refer relevant issues  Join a Neighbourhood Watch behaviour (ASB) to People meetings Council Ward  Sustain and develop  Report incidents of ASB Officer sessions for young people provided by Youth Service and local voluntary  Groups can support local Council Warden organisations – see 4.3 below. action to develop new  Promote all means of reporting crime and projects and schemes to Youth Worker ASB to police – including 101,999, online reduce ASB in parks and reporting and local officer emails where green spaces Partners offering appropriate: promote Crimestoppers to youth provision increase reporting.  Be willing to report ASB and Page 165 Page crime when it happens to police or Crimestoppers

1.2 Support schools in  Continue and develop School Watch  Do not park illegally outside creating a safe meetings, supported by police schools, consider safety of Police Ward Officer environment and  Carry out parking project work with children Council Ward resilient children schools, including education for children  Report incidents of Officer and parents, and enforcement obstruction and illegal Council Warden  Pilot Citizenship projects in interested parking Highways Officer primary schools, setting out what is a  Explore options for getting Road Safety Team good citizen\community children to school e.g. Schools  Support safeguarding initiatives with walking, car share. interested primary schools such as Children’s Year of Safety

63 Code Priority What can Services contribute? What can people do? Named person 1.3 Tackle burglaries,  Educate residents and businesses  Promote Neighbourhood and Neighbourhood vehicle theft and through consultation and projects Business Watches. Watch, Crime criminal damage  Promote Neighbourhood and  Join a Neighbourhood and/or Prevention Co- Business Watches, targeting specific Shop Watch. ordinators areas eg Odsal estate Council ward officer, wardens

1.4 Improve engagement by  Use regular meetings or standing agenda Share positive news Police ward officer evidencing and items to encourage partners to promote communicating achievements, positive stories Ward officer responses to issues  Use social media, press, face to face to raised by residents share stories. Council wardens  Arrange street surgeries with police throughout Spring and Summer Vol orgs  Work with partners on community events Page 166 Page to improve relations between residents, agencies and organisations

2.0 Clean 2.1 Co-ordinate plan with  Establish contact with landowners of fly  Report fly-tipping partners to improve tipped land for discussion about future  Take responsibility for own Council Ward cleanliness of specific use rubbish and garden – Officer neighbourhoods  Explore further use of cameras to protect reduce, reuse recycle land and gather evidence  Litterpick your own street or Area Operation  Promote successful prosecutions for fly in front of your house Manager tipping etc  Share car journeys to the waste sites to help Council Warden neighbours

64 2.1  Continue to educate residents and  Report concerns regarding Environmental landlords on how they fulfil their landlords Enforcement Officer responsibility to deal with waste properly  Get involved in community Incommunities and eg promote recycling\eliminate side waste clean ups other landlords and rubbish in gardens using household  Agree to host cameras waste sites or bulk refuse service, where appropriate  Help residents to keep their area clean eg  Report problem snickets litterpicking equipment, reporting info  Take part in snicket clean  Ensure all businesses have trade waste ups arrangements in place  Tackle problems of dog fouling in hot spots across the ward  Co-ordinate work in snickets eg cutting back, litterpicking and surface improvements using Council services, Community Payback and volunteers

2.2 167 Page Tackle recycling bin  Identify areas or specific streets with low  Support recycling by having Council Ward Officer contamination, side waste recycling rates and high levels of side and using Councils’ etc in specific waste recycling bins Council Warden neighbourhoods  Educate residents through door to door  Share bins with neighbours work and working with schools who have smaller or larger Recycling Team households 2.3 Run community clean ups  Identify locations residents want to see  Report locations needing Council Ward Officer cleaned up eg Bankfoot Runswick,Odsal clean ups  Involve all appropriate partners  Promote and volunteer at Area Operation  Publicity clean ups Manager  Supply of equipment and support for  Keep an eye on areas after ongoing community input to keep clean Council Warden afterwards 2.4 Valued green spaces -  Continue to support Friends of Wibsey  Join in with clean ups Council Ward Officer monitor and keep them Park in caring for and developing the park  Join Friends of groups clean with local residents  Further explore interest in cleaning up Parks and Cleansing and organisations Scaley Hills, seeking a sustainable way to Manager maintain the area Council Warden

65 3.0 Active 3.1 Support healthier  Work with partners in Community  Community Organisations Council Ward Officer lifestyles Partnerships to connect people with and individuals can Parks dept services more effectively in order to support this priority by prevent ill health taking part and Community Groups  Promote and support work of local groups organising activities Schools and offering opportunities for physical exercise  Keep green spaces and Children Centres and integration eg Friends of parks parks free from litter and groups, BOCS at Wibsey Community dog fouling so that they can Health Centres Garden, Sports clubs, MOBE community be used safely garden in Bankfoot 3.2 Increase level of  Promote activities suitable for older people  Community Organisations Council Ward Officer engagement of older in the community to people to reduce isolation  Deploy wardens to help increase organise and promote Community Groups and loneliness participation in activities to reduce activities providing

Page 168 Page isolation and improve well-being., transport if required Social Housing especially older men  Join schemes to have Providers  Support local organisations and access to help if needed businesses to work towards becoming  Neighbours to look out for Dementia Friendly older people living alone  Consider developing memory walk and  Sign up to become reminiscence sessions at Wibsey Library Dementia Friendly with partners organisations  Link older people to information alerting them to risks of doorstep crime and ways of security their property 4.0 Other 4.1 Work with officers and  Consult local people and businesses  Take part in any Libraries staff users to help ensure about how the library should develop consultation Wibsey Library has a  Develop a steering group and\or Friends  Support Library activities or Ward officer flourishing future group who can attract funding over time join Friends group when  Maximise input from organisations who established Partners can bring new resources to the library

66 4.2 Support the development  Support fundraising projects for Christmas  Join in events and Council Ward Officer of Wibsey Events Group Lights fundraising Community as it brings people  Support fundraising for and installation of Development together to reinforce the a community noticeboard, promoting Worker identity of the village community activities in Wibsey  Support Christmas Lights event 2019 4.3 Building the capacity of  To increase the number of volunteers  Residents to take up Ward Youth Worker local communities to supporting the Youth Offer volunteer opportunities to develop their youth offer  To develop a wide range of Peer Led support provision Council Ward Officer Support groups for vulnerable young  Community Groups to people organise youth activities  To work in partnership with schools to and events support student well being, attainment and  Celebrate success attendance  Help with fundraising  To create more opportunities for communities to come together and support one another Page 169 Page Key features of the Youth Offer will be: 1) Information, Advice and Guidance 2) Support for vulnerable Young People 3) Open Access youth provision 4) Active Citizen 5) Youth Voice

67 DRAFT Wyke Ward Plan 2019-20 Page 170 Page

Ward Members Cllr Sarah Ferriby Cllr Rosie Watson Cllr David Warburton Ward Officer Rada Mijailovic Date completed March 2019

68 Ward Assessments and Plans

The Ward Assessment and Plan is designed to inform ward working, including action planning and decision making. The document summarises the prevalent strengths and issues within the ward. This evidence base includes both statistical information as well as qualitative information gained from consultation, partnerships and ward partnership meetings. The Council Ward Officer plays a critical role in digesting this information and summarising findings into the most pertinent issues which are presented in the ward plan. Ward plans are approved annually by elected members at the Area Committee and outcomes reported against.

Co-ordination of local services and devolution of decision making

The ward plan provides an opportunity for the co-ordination of services at a local level. This ensures that problem solving is effective, utilising local networks to identify concerns and solutions early, resulting in efficiency and improved local outcomes. Central to an effective ward plan is the co-ordination of public sector services such as neighbourhood policing teams, cleansing, social landlords, public health and youth service to ensure services are tailored to meet local need. In addition, ward officers actively support local networks and partnership involving the public, private and third sector, as well as the community to build on local assets, improve community cohesion and increase social capital. Page 171 Page Engaging communities

The ward plan is based on several community conversations throughout the year at neighbourhood and ward forums, community events, single issues forums and partnerships. The process does not revolve around what agencies can do alone but what communities, VCS partners and public sector agencies can collectively achieve, if they work closely together. By working with the community to define local priorities, the service can begin to enable and empower communities to support preventative approaches and behavioural change, which reduce the demand on public service, and produce improved outcomes for people at a local level. The ward plan process aims to draw the community into solution thinking and begin to reflect on their own contribution to the community and broker a relationship of civic responsibility. The key is to establish a partnership process that will not be overly demanding on resources to deliver it, whilst at the same time maximising the important contributions that communities, voluntary organisations and public bodies can make to delivering better outcomes.

69 Section 1: Introduction to the Wyke Ward Plan

Ward Wyke

Ward Officer Rada Mijailovic

Partners involved 3 Local Ward Councillors

Services: Bradford South Area Co-ordinator’s Office (Area Co-ordinator, Ward Officer, Area Operational Manager, Youth Service Manager), Neighbourhood Policing Team, Social Housing Landlords, CBMDC Traffic & Highways, Children’s Services, CBMDC Parks & Recreation and Environmental Enforcement , Community Health Partnerships

Community – Church groups and affiliated organisations, Friends of Groups, voluntary organisations Page 172 Page How does the ward plan The ward plans throughout the district engage with the communities identified in the boundary of each work ward. The assessment summaries the strengths using both statistical and qualitative information. Each year the plan sets out agreed action in each ward with the support of a ward officer to work with others to seek solutions. Ward plans are agreed and accountable to the area committees in each constituency.

How to get involved If you would like to get involved please contact the Ward Officer, Rada Mijailovic on 01274 431156 or email [email protected]

70 Section 2: Summary of the Wyke Ward Assessment

Population The population of the Ward is 14,975.

The Ward is made up of six distinct neighbourhoods: Delph Hill, Low Moor, Lower Wyke, Oakenshaw, Odsal and Wyke. The population is predominantly white (91.46%) which is significantly higher than the area and district average. There is a high proportion of people aged over 65 living in the ward and it is considerably higher than the area and district average. The number of those aged below 16 in the ward is lower than the area and district average and the number of 16-64 year olds is around the same as the area and district average. (Census 2011)

Community Strengths There is a mixture of more expensive housing adjacent to pre-war back to back and 1920/30 terraced housing. There are also a number of former council estates, now predominantly owned by the social housing landlord, Incommunties. Page 173 Page People living in the local area have access to the following schools: Appleton Academy from 3-16, Worthing Head Primary, Low Moor CofE Primary and Shirley Manor Academy (4-9). Youth Services (CBMDC) also provide a range of activities and support for young people in 13-19 year age groups across the Ward.

Each of the localities has a range of local shops and businesses, with a central hub in Wyke village that includes cafes, takeaways and a supermarket. There is a public library adjacent to Appleton Academy, doctor’s surgeries, an optician and dentist(s). The Wyke Community Centre is also a central resource for the local community. .

The old Wyke Library site on Huddersfield Road has now been purchased and we are looking forward to the building of extra care facilities for the Ward.

There are many key employers based across the ward such as BASF and Nufarm, and other larger companies on the Euroway estate, just off the M606 motorway. In addition, the area is served by bus services to Bradford, Leeds, Halifax and Huddersfield. Low Moor Station opened in Spring 2017 and footfall continues to increase.

71 There are two local parks: one in Wyke, with a rugby pitch and bowling green and one in Oakenshaw, also with a bowling green and two village greens. There are plans to create a Wyke sporting village, based on the former site of Wyke Manor secondary school and plans for a new aquatic sport and leisure facility at Sedbergh Fields, near Odsal top. This is due to open in September 2019. Judy Woods, Toad Holes Beck/Railway Terrace and Dealburn Road Woodland Walk also offer recreational facilities for local residents.

Cleaner Greener Issues reported to the Council from February 2018 to the end of February 2019. (Rank 1 is good)

Abandoned Vehicles - a total of 29 calls made to the Council, which is lower than the area and district average, ranking 6/60 for the district.

Graffiti Removal - a total of 7 calls made to the Council, ranking 17/30 for the district

Page 174 Page Potholes - a total of 55 calls made to the Council, which is higher than the area average and around the same as the district average, ranking 19/30 for the district

Street Lighting 345 calls made to the Council, which is slightly higher than the area average and around the same as the district average, ranking 16/30

Refuse/Cleansing (March 2017 to 31 March 2018) Fly tipping 136 calls made to the Council, which is considerably lower than the area and district average, ranking 17/30

Street Cleansing Requests 90 calls made to the Council, which is around the same as the area average and lower than the district average, ranking 14/30

72 Safer Communities The Ward ranks 21st out of 30 wards across the district for all crime incidents dated to 30 September 2018.

ASB (anti-social behaviour) incidents per 1000 ward population are marginally lower than the area average, and around the same as the district average. Burglary of dwellings per 1000 population is slightly higher than the area average, and higher than the district average to September 30 2018.

Theft of motor vehicles is around the same as the area average, and slightly lower than the district average.

Theft from vehicles is around the same for both area and district averages.

There were 25 recorded accidents in 2017 involving personal injury.

The number of domestic incidents reported up to 31 December 2018 is 661 and ranks 25/30 for the district and is around the area average.

Inequalities 175 Page Health and The following figures for health area based on data from 2015-to 2017. wellbeing The ratio of excess winter deaths is significantly higher than both the district and area averages.

The reception (4-5 year olds) obesity rate is higher than the area average and slightly lower than the district average but improving overall.

Under 75s mortality rate from cancer per 100,000 population is higher than the district average, and considerably higher than the area average.

Incomes employment and The number of JSA claimants (aged 18-24) is slightly more than the district and area average. housing The number of benefit claimants (aged 16-24) up to September 30 2018 is less than the area and district average

In January 2019 the % of homes left empty for over 6 months is lower than the area and district average, ranking 7th in the district, showing that there is a demand for housing in the area.

73 Children and young people The number of NEETs is lower than the area/district average (NEET – not in education, employment or training) and ranks 14/30 across the district

The measure for educational attainment in upper schools in the Wyke Ward is the attainment score 8, calculated with a range of subjects, to include Maths and English. The Ward ranks 17/30. Also, at KS2, the Ward ranks 29/30.

Stronger Communities There are a large range of community activities, organisations, church groups, friends of groups, sports groups and uniformed groups across the ward to cover all ages and interests. All of them organise events and encourage local involvement and participation.

Wyke Wanderers, Wyke ARLFC, Odsal/Sedbergh Rugby Club, Woodlands Cricket Club and Bankfoot Cricket Club are long standing sports groups that operate in the area, along with a range of other sports clubs, elderly groups, mums and toddlers groups and scout associations.

New Horizons, Friends of Judy Woods, Friends of Wyke Park, Low Moor /Oakenshaw Conservation Page 176 Page Group, Oakenshaw Residents’ Association, Wyke Awake, Neighbourhood Watch, Sedbergh Centre, Odsal Area Residents’ Association, Wyke Village Society, Friends of Oakenshaw Park, Low Moor History Group, Oakenshaw History Group. LOWER and Friends of Low Moor Station.

The Council commissioned Yorkshire Wildlife Trust to work across Bradford South on a project called Inspiring People which is to encourage local people to use and look after green spaces. Sites in the Wyke Ward include Toad Holes Beck/Raw Nook and Dealburn Road. Building on the success of the Inspiring People project, the Lottery bid was successful and a total of £280,000 was secured for a “Bradford Urban Discovery” project which will be led by Yorkshire Wildlife Trust, over a 3 year period which commenced in December 2018. The project will include community engagement, conservation, play and educational work on the Council-owned Wyke sites, listed previously.

Similarly, there are very active churches that run a range of activities for all sections of the community:

Wyke Christian Fellowship, Lower Wyke Moravian Church, St Mary’s, Low Moor Holy Trinity, St Andrew’s, Westfield United Reformed, Wyke Methodists and Aldersgate Methodists. Overall, the Ward can be described as having an active community sector.

The voter turnout is amongst the lowest across the district showing 27% turnout in May 2018, ranking 28/30.

74 DRAFT Wyke Ward Plan 2019-20 1.0Safe Named person Code Priority What can Services contribute? What can people do? Responsible 1.1 Tackle issues of  Identify hotspots Organise walking buses Council Ward Officer inconsiderate parking  Council Wardens/PCSOs patrol and improve road jointly at schools/problem areas Report issues to the Council Police Ward Officer safety  Distribute educational materials  improve signage Be considerate road users and park Highways Officer  Facilitate meetings with safely schools/school councils Schools  Highways to use data capturing Take part in Speedwatches device and speed surveys to identify Road Safety problem areas Partnership  To deploy CCTV car on rotation

Page 177 Page  Educate parents/carers working with schools.

Named person Code Priority What can Services contribute? What can people do? Responsible 1.2 Identify suitable  Facilitate meetings with appropriate Local companies can: Council Ward Officer locations for HGV partners overnight parking and  Arrange consultation meetings with Liaise with freight carriers from Police Ward Officer deal with residents Europe for safe parking in the Ward inconsiderate parking  Identify suitable parking areas Highways Officer of HGVs across the Attend business watch meetings Ward Local Companies Residents report issues re HGVs

75 1.3 Tackle issues of  Identify hotspots via PLACE meetings Support and join Neighbourhood burglary/theft across  Organise Days of action Watches Police Ward Officer the Ward  Promote Neighbourhood Watch  Door knock to vulnerable residents Residents to be more vigilant/aware Council Ward Officer  Work with community groups and secure doors windows  Organise Crime prevention talks Social Housing  Promote Neighbourhood Watch Landlords

2.0 Clean Named person Code Priority What can Services contribute? What can people do? Responsible 2.1 Tackle issues of litter  Identify hotspots Report fly tipping Council Ward Officer and fly tipping across  Educate residents the Ward  Increase signage Discourage dropping of litter Council Warden Page 178 Page  Work with environmental enforcement Get involved by keeping your area Environmental  Install cameras tidy Enforcement  Support residents with clean-ups  Work with landlords and make them More awareness of what can be aware of their responsibilities recycled  Work with recycling team Offer to host cameras to help identify  Talks in schools perpetrators

2.2 Tackle incidents of  Identify areas Monitor parks and liaise with local Council Wardens dog fouling on  Deploy clean teams groups such as: footpaths, public  Provide information to residents on Dog Warden spaces and in parks how to report dog fouling Oakenshaw Residents’ Association  Erect dog fouling signage in identified Friends of Wyke Park areas Friends of Judy Woods

Report incidents and monitor areas/parks/woodland

76 3.0 Active Named person Code Priority What can Services contribute? What can people do? responsible 3.1 Encourage  Improve play areas and community Provide affordable activities for local Council Ward Officer development of projects recreation space residents supporting physical  Develop activities and promote new Youth Service activity to improve initiatives for young people e.g. Church groups/uniformed service fitness levels and to cycling projects groups run a range of activities for all Local Schools tackle obesity for all  Healthy lifestyle advice delivered in age groups across the ward residents community settings: smoking Council Wardens cessation etc. Community groups such as  Support initiatives in the local parks Oakenshaw Residents’ and Friends Community Health and help residents to develop new of Wyke Park can promote facilities Partnership ideas available in the local parks Parks and Recreation

3.2 179 Page Tackle isolation and  Mapping exercise to identify on- Church groups/voluntary Council Ward Officer loneliness across all going projects organisations run a variety of ages  Promote activities being delivered activities for older people across the Council Wardens and support new projects ward to include luncheon clubs  Encourage groups to become Adult Services dementia friendly Be part of the ‘Dementia Friendly  Promote and support well-being Wyke’ and other initiatives that Alzheimer’s Society cafes locally address problems in older age Community Health  Work collaboratively to address Partnership factors in isolation – reassurance Host intergenerational events work, visibility, well lit areas Youth Service  Partners to be aware and share Be Good Neighbours and look out for information re vulnerable clients each other, particularly, older people and prioritise in times of crisis situations and promote Warn Home Find out about Befriending Services Scheme that offer shopping, snow clearing  Support young people and signpost to Buddies project Join Walking Groups/ Friends of Groups

77 4.0 Other Named person Code Priority What can Services contribute? What can people do? responsible 4.1 Engage with local  Publicise and promote area wide Support and participate in local and Council Wardens people to communicate events area wide events with the Council and  Promote People Can Initiatives Council Ward Officer take up volunteering  Leaflet areas to inform of events Organise fun days, community opportunities  Door-to-door on action days events which are welcoming and Police Ward Officer  Support community events and inclusive activities which bring people together in their neighbourhood Participate in People Can activities such as litter picks, tidy ups Page 180 Page

4.2 Encourage and support  Respond to requests for support to Use and value resources Council Ward Officer activities to increase new groups in the local area community cohesion  Promote and support the Dementia Join local groups and become active Police Ward Officer Friendly Community initiative members of management  Warden visits to community venues committees Council Wardens and other events (luncheon clubs etc) Share information about events to All partners spread across the Ward

78 4.3 Building the capacity of  To increase the number of Residents to take up volunteer Ward Youth Worker local communities to volunteers supporting the Youth opportunities to support provision develop their youth Offer Council Ward Officer offer  To develop a wide range of Peer Community Groups to organise youth Led Support groups for vulnerable activities and events young people  To work in partnership with schools Celebrate success and support to support student well being, fundraising attainment and attendance  To create more opportunities for communities to come together and support one another (specifically; Changing Places & NCS)

The above will be the main focus for the Youth Service and in addition to the key features of the Youth Offer: Page 181 Page 1) Information, Advice and Guidance 2) Support for vulnerable Young People 3) Open Access youth provision 4) Active Citizen 5) Youth Voice

79 This page is intentionally left blank Agenda Item 14/

Report of the Strategic Director Place to the meeting of Bradford South Area Committee to be held on 28th March 2019. AN

Subject:

2018/19 BRADFORD SOUTH YOUTH AND COMMUNITY CHEST GRANTS

Summary statement:

This report details the Youth and Community Chest Grants awarded from applications received prior to the 31 January 2019 deadline.

Steve Hartley Portfolio: Strategic Director Place Neighbourhoods and Community Safety Abdul Jabar Report Contact: Mick Charlton Overview & Scrutiny Area: Bradford South Area Co-ordinator Phone: (01274) 431155 Corporate E-mail: [email protected]

Page 183 1. SUMMARY

This report details the Youth and Community Chest Grants awarded from applications received prior to the 31 January 2019 deadline.

2. BACKGROUND

2.1 The Youth and Community Chest Budget exists to support and enable a wide range of community based projects and activities to be developed to benefit communities across Bradford South.

2.2 The Youth and Community Chest Budget allocated to the Bradford South Area Coordinator’s Office for 2018 / 2019 was £11,500.

2.3 Applications which meet the criteria outlined in Appendix 1 are considered from groups, organisations and individuals contributing across a broad spectrum of initiatives, to the wellbeing and development of communities within Bradford South.

2.4 The Area Practitioner, within the Bradford South Area Co-ordinator’s Office, assesses the received applications and prepares Officer Recommendations.

2.5 The applications from each Ward are sent to the individual Ward Councillors with a request for comments, which inform the decision making process.

2.6 The Area Co-ordinator, under delegated powers, is responsible for making decisions on the received applications. These decisions are made following guidance received from the Grants Advisory Group, whose membership is the Chair, Deputy Chair and Opposition Spokesperson of the Area Committee.

2.7 Decisions are currently made four times a year, following the closing dates of 31 May, 31 August, 31 October and 31 January.

2.8 It is also possible, when decisions need to be taken outside the formal process, that the Area Co-ordinator can decide on an application having consulted individually the Members of the Grants Advisory Group.

3. OTHER CONSIDERATIONS

3.1 During the financial year 2018 / 2019, 32 applications for Youth and Community Chest Grants were awarded to community groups, a breakdown of which is shown in Appendix 2.

4. FINANCIAL & RESOURCE APPRAISAL

4.1 Financial

In 2018 / 2019 the Youth and Community Chest funding allocated was £11,500 plus an additional £5,000 towards youth work grants that was allocated (See Appendix 3). Therefore, a total of £16,500 Community Chest funding was available.

Page 184 4.2 Staffing

Support is provided from within the Area Co-ordinator’s Office by Anthony Casson, Advanced Practitioner and Katie Brewerton, Senior Admin Officer, from within existing resources.

5. RISK MANAGEMENT AND GOVERNANCE ISSUES

There are no significant risks arising from the proposed recommendations in this report.

6. LEGAL APPRAISAL

There is no legal requirement for the Council to provide small grants for the benefit of local communities.

7. OTHER IMPLICATIONS

7.1 EQUALITY & DIVERSITY

In awarding Youth and Community Chest Grants, special consideration is given to particular disadvantaged groups including the elderly, people with disabilities, youth, ethnic minorities and people who are unemployed. In addition, special consideration is given to particular areas i.e. inner city areas and Social housing estates.

7.2 SUSTAINABILITY IMPLICATIONS

Youth and Community Chest Grants enable local initiatives to be supported, thus encouraging groups and individuals to undertake activities that improve the social, economic and environmental well being of their communities.

7.3 GREENHOUSE GAS EMISSIONS IMPACTS

Greenhouse gas emissions and wider environmental impacts will be a consideration in assessing applications.

7.4 COMMUNITY SAFETY IMPLICATIONS

A number of the projects supported are either directly or indirectly concerned with improving community safety within local communities.

7.5 HUMAN RIGHTS ACT

There are no direct Human Rights implications arising from the recommendations below.

7.6 TRADE UNION

There are no implications for Trade Unions. Page 185 7.7 WARD IMPLICATIONS

Youth and Community Chest grants are awarded to projects and activities that support communities within the Great Horton, Queensbury, Royds, Tong, Wibsey and Wyke Wards.

7.8 AREA COMMITTEE ACTION PLAN IMPLICATIONS (for reports to Area Committees only)

Youth and Community Chest grants are awarded to projects and activities that support priorities within the Bradford South Ward Plans 2018-2019.

8. NOT FOR PUBLICATION DOCUMENTS

None.

9. OPTIONS

9.1 That the report be noted.

9.2 There is only one option as the purpose of the report is to inform on the allocation of Youth and Community Chest Grants.

10. RECOMMENDATIONS

10.1 That the wide range of applications from groups, organisations and individuals across Bradford South are noted and welcomed.

10.2 That the Bradford South Area Co-ordinator’s Office continue to ensure the effective allocation of the Youth and Community Chest budget by providing appropriate advice and support to applicants.

11. APPENDICES

APPENDIX 1 Current Criteria for applications APPENDIX 2 Breakdown of Community Chest applications in 2018 / 2019. APPENDIX 3 Youth Grants Community Chest 2018 / 2019

12. BACKGROUND DOCUMENTS

None.

Page 186 APPENDIX 1

CRITERIA FOR APPLICATIONS

1. Applications will only be considered from groups/organisations that either operate in, or benefit people who live in, the Bradford South Constituency area. 2. Applications will be considered to assist community-based activities that will be of benefit to the community, and where the activity could not go ahead without financial assistance. 3. Special consideration will be given to particular target groups including the elderly, disabled, youth, ethnic minorities, unemployed and to particular communities (eg inner city areas, estates, etc.) and to new starts and innovatory schemes. 4. Bids from new groups or previously unfunded groups will be positively encouraged. 5. Grants may be used to complement other sources of funding. Bradford South Area Co-ordinator’s Office expects organisations to make every effort to be self-supporting and will favour grants where other money has been secured. 6. The maximum allocation from the Youth and Community Chest would not exceed £350 for any individual project. Projects that cross boundaries can be considered by a number of Area Co-ordinator’s Offices, but the total grant will not exceed £500. 7. Projects should not contravene Equality Legislation (ie, no discrimination of membership on grounds of gender, race, religion, sexual orientation, pregnancy, disability, age or gender reassignment). 8. The organisation should be a non-profit making voluntary organisation where membership is open. 9. Grants cannot be awarded for events/purchases that have taken place before the application deadline dates. i.e. retrospective payments. 10. No group that has applied for and received funding in consecutive years should automatically assume that funding will continue. Each application will be treated on its merits. 11. Groups/organisations should normally expect only one grant per financial year. 12. Youth and Community Chest cannot be used in support of religious or political activities, or capital expenditure exclusively connected with such activities. 13. Youth and Community Chest is not normally used to enable fundraising for a secondary body, unless within the terms of a loss guarantee. 14. Groups/organisations must ensure that all statutory (and/or legal) Health and Safety requirements are complied with and, where appropriate, advice must be obtained and followed.

Page 187 APPENDIX 2 - Breakdown of Youth and Community Chest applications in 2018 / 2019.

WARD ROUND GROUP/ORGNATISATON AND PROJECT AMOUNT

TONG MAY Step 2 Young People's Health Project: Female only residential. £440 Buttershaw Christian Family Centre Ltd (1106767): Purchase a Little ROYDS MAY Tikes Adventure Playground – Tropical for their community £400 group stay and play sessions. Sedbergh Youth and Community Centre: Purchase a new age WYKE MAY £396 kurling indoor gold bundle. GREAT MAY Friends of Brackenhill Park: To help assist with Party in the Park. £250 HORTON The Edge Project: Help purchase supplies for a summer scheme TONG MAY £300 of activities. WYKE MAY Lower Wyke Moravian Church: To help purchase a defibrillator. £250 Wibsey Friends Exercise Group: To help assist with running costs WIBSEY MAY .£300 of the group. GREAT Lidget Green Healthy Living Centre - C.I.O: Help run an Armed MAY £500 HORTON Forces Day. Insync Baton Twirlers: Assist with the purchase of new TONG MAY £300 equipment and costumes. Friends of Queensbury Cemetery: To help cover costs of the QUEENSBURY MAY £500 project. GREAT HORTON Marshfields Odsal Bankfoot Enterprise: To assist with running cost MAY £300 Wibsey, of a fun day at St Matthews Church. Royds, Wyke Community Friendship Group: To assist with the purchase of WIBSEY MAY £220 equipment. TONG MAY The Valley Project: To purchase overalls and gym crash mats. £430 Wyke Wanderers: Assist with the purchase of a new kit for their Wyke AUGUST £300 U13 team. Bradford Shotokan Academy: Assistance for students competing ALL AUGUST £100 in National squad. Queensbury History Society: To help assist with running cost QUEENSBURY AUGUST £359.97 and a display for the memorial. Queensbury Community Programme: To assist with the purchase QUEENSBURY AUGUST £381.12 of equipment for the centre. Wibsey Events Group: Purchasing/erecting the Village Christmas WIBSEY OCTOBER £400.00 Tree and the switch on event. Queensbury performing arts: Help pay for tuition fees, room QUEENSBURY OCTOBER £200 rental for rehearsals. Performing Christmas pantomime Aladdin.

Page 188 Queensbury Scout Band: Drum practice pads to be used for QUEENSBURY OCTOBER £300 workshops in schools. Practice sessions. Buttershaw Baptist Church: Host a pantomime for the local ROYDS OCTOBER £250 community. GREAT Scholemoor Community Centre: To purchase consumables i.e. OCTOBER £242.77 HORTON footballs, crafting materials, make up, nail varnish, bowls, scales. GREAT Gujarati Community Centre: To be used towards the cost for Yoga OCTOBER £500 HORTON classes. Asa Briggs Bowling Club: Assist with the cost of extending the QUEENSBURY JANUARY £300 Kitchen Facilities at the club. Cycle Queensbury: Assist with the cost of providing two days worth of Cycle safety sessions to pupils at Shibden Head Primary QUEENSBURY JANUARY £350 Academy and their families.

Wyke Veteran's Association: Purchase a set of team shirts for the WYKE JANUARY £345 winning veterans team Catholic Care: Assist with start up costs for a lunch group for WIBSEY JANUARY £500 isolated older people. Hill Top PFA: Assist with purchasing materials to improve the ROYDS JANUARY £400 outdoor play space. Margaret Carey Foundation: Assist with costs to host a pop up WIBSEY JANUARY £500 shop to distribute bikes to local children at the Bankfoot Fun Day. Wibsey Park Bowling Club: To purchase and erect 2 awnings on WIBSEY JANUARY £450 the bowling huts in Wibsey Park. Sandale Community Development Trust: Assist with the cost of a 5 ROYDS JANUARY day project to help young people clean up their local community £495 centre and parks. £10,660

Page 189 APPENDIX 3 - Youth Grants Community Chest 2018 / 2019

WARD GROUP/ORGNATISATON AND PROJECT AMOUNT

Friends of Centre Point and Holme Wood: Run TONG fitness and well being classes. £640

The Valley Project: Help purchase equipment for the TONG young people attending their sessions. £975

Lidget Green Healthy Living Centre - C.I.O: Assist GREAT with project costs to host cinema nights. £580 HORTON Queensbury High Street: Help purchase equipment and QUEENSBURY resources to clean up Queensbury High Street £500

Yorkshire Academy of Creative Arts & Dance: Help fund an 8-week project to use the arts to explore mental ALL £540 health issues in young people in Bradford South.

Step 2 Young People's Health Project: Help pay for TONG the cost of a team building activity and away day. £740

Kryffin Place Community Organisation: Help TONG purchase equipment and resources for their sessions. £500

£4,475

Page 190 Agenda Item 15/

Report of the Strategic Director of Place to the meeting of Bradford South Area Committee to be held on 28th March 2019. AO

Subject:

BRADFORD LIBRARIES

Summary statement:

The future of Bradford Libraries for 2019/20 see the retention of all 29 libraries and the establishment of three hub libraries who will support libraries in their location.

Detailed public engagement and consultation for savings planned for 2020/21 will be delivered from July 2019.

Steve Hartley Strategic Director Place Portfolio: Healthy People and Places

Report Contact: Maggie Pedley Overview & Scrutiny Area: Stronger Communities Coordinator Phone: (01274) 432626 Corporate E-mail: [email protected]

Page 191 1. SUMMARY

1.1 This reports sets out the challenges and service response to delivering 2019/20 savings and how they will impact on libraries located in Bradford South.

2. BACKGROUND

2.1 The Library Service is part way through delivery a 4 year budget plan 2018 to 2021. Savings of £305k were achieved in years 2017 - 2019, as a result of transitioning 11 Council run libraries to community managed venues/hybrid models of delivery, leaving a current budget of £3.12m for the provision of library services in 2018-19.

2.2 The budget for 2020-21 with agreed savings of £950k in 2019-21, and proposed savings of £1.05m in 2020-21 provides, after meeting the building costs of the Bradford City Library in the region of £1.2m for the future delivery of library services, representing an overall budget reduction of circa 65% in comparison to the national average picture of circa which shows reductions at around 10%.

2.3 Given the time constraints and mindful of the Councils statutory duties around public consultation, the Senior Leadership team asked the project group to focus their attention on developing proposals to meet the 2019-20 savings targets, with a clear brief that this should allow for the retention of the existing library provision.

2.4 This approach allows for more time to develop a wider range of options to achieve the savings target for 2020-21 Revised proposals show that the service can achieve the required level of savings through a combination of four key change activities:-

1. 30% reduction in the materials fund 2. Reorganisation and rationalisation of “back office” resources and staffing 3. Establishment of existing libraries located in Shipley, Keighley and City Centre s ‘hub’ libraries. 4. Increased income targets

2.5 The changes proposed together with other planned activities will mitigate the current risks and will help position the service to achieve 2020-21 savings targets, and will result in the service delivering a comprehensive library service through a network of community managed libraries, 7 Council run libraries supported by 3 hub libraries, operating on a geographical cluster basis aligned to community needs.

3. OTHER CONSIDERATIONS

3.1 The Library service, where required, will make changes to provide a sustainable offer that is wanted, needed and makes a difference; a comprehensive library service through a network of council and community managed libraries. 3.4 Libraries, Museums and GalleriesPage Service 192 to play a leading role in shaping and delivering the city’s new cultural ambitions by using buildings, resources, collections, stories, heritage, place-making and its relationships with communities.

3.5 Libraries, Museums and Galleries Service will continue to develop new ways of working, and will exhibit consistently positive, engaging, responsive and flexible behaviours in all their work.

3.6 Workforce change requires:

 A new staffing structure with new posts to deliver across both Libraries and Museums to greater effect, particularly around business and commercial activity and learning and community outreach.  Efficient management and deployment of front-line staff  A new operating model for public opening times at two museums.  Reduced Management Team

3.7 The existing Community Managed Libraries framework provides a strong platform for future delivery options, however the success achieved in the transfer to community managed arrangements can also partly be attributed to the relatively small size of the venues and the flexibility in the Council’s approach to reaching agreement with relevant community bodies which includes a significant Council contribution to funding.

3.8 An recent ‘light touch’ review which focused on understanding the level of stability of the CML framework identified a number of risks/challenges. This means that further transfers to these models should not be considered in the immediate change proposals. Success achieved to date in the transfer to community managed arrangements relied heavily on the contribution made by communities There will be a requirement to undertake active and timely public consultation activity before the appetite for growth in this area can be determined.

3.9 The establishment of hub libraries (appendix 1) and increased staff resource for the support of CMLs is intended to strengthen and develop the relationship between the libraries in each ‘cluster’. This will enable the libraries in each cluster to be more responsive to the needs of their local communities and a more effective use of available resources. This work and planning, for post 2020 will be informed by a detailed community needs assessment which will determine the focus of libraries in each cluster and the service as a whole.

3.10 Good practice and successes in CML will be shared along with training and events that will be available to both CML and Council library staff. Recognition of their work will be celebrated and a feeling of belonging to a larger ‘family’ be driven by a team of council staff (Community Library Development Officer and three Community Library Relationship Officers)

3.11 The proposed South Area libraries sit in a cluster made up of 10 libraries with the City Centre Library at the hub and includes 4 community managed libraries (Holme Wood, Queensbury, Gt Horton, Clayton.)

Page 193 4. FINANCIAL & RESOURCE APPRAISAL

4.1 The approved savings in the Council budget 2019-2021 are presented in this report.

5. RISK MANAGEMENT AND GOVERNANCE ISSUES

5.1 The outcomes of the proposals for Libraries are managed at a strategic level via the Place Programme Delivery Board and at an operational level by the Libraries & Museums Steering Group.

5.2 A summary of risks and wider considerations is summarised as follows:  Resource capacity is limited and robust programme management and governance will need to be applied to this programme of work and requires regular and senior attendance at steering group level.  Future years savings are compromised without a detailed community needs assessment being competed as quickly as possible.  The impact on the workforce is the biggest change and requires careful management with staff and trade unions. Proposals are now ready to be shared and a commitment to delay the implementation of revised staff structures to 1 July will mitigate this.

5.3 Public and stakeholder engagement and consultation will take place during the summer 2019 to inform proposals for 2020/21.

5.4 It is not possible to provide detailed plans around what the hub libraries will look like over the next two years as they make their transition, nor should the Council be too prescriptive at this stage until the community needs assessment and wider stakeholder engagement work is completed over the coming months.

6. LEGAL APPRAISAL

6.1 Proposals have been informed by legal advice and their involvement continues as part of the project steering group

7. OTHER IMPLICATIONS None identified at this time

7.1 EQUALITY & DIVERSITY

EIAs are published and are supporting Bradford South Area Committee’s commitment to equal opportunities for all, including those protected characteristics identified within the Equalities Act 2010.

7.2 SUSTAINABILITY IMPLICATIONS

None identified at this time Page 194 7.3 GREENHOUSE GAS EMISSIONS IMPACTS None

7.4 COMMUNITY SAFETY IMPLICATIONS

7.4.1 None.

7.5 HUMAN RIGHTS ACT

7.5.1 None.

7.6 TRADE UNION

7.6.1 There are implications related to Trade Unions arising from this report and they have been notified as part of consultation.

7.7 WARD IMPLICATIONS

7.7.1 The activity outlined in this report contributes to the outcomes of the ward plans by provide key local services

7.8 AREA COMMITTEE ACTION PLAN IMPLICATIONS

7.8.1 The activities outlined in this report contribute to priorities within the Bradford South Area Committee's Action Plan.

8. NOT FOR PUBLICATION DOCUMENTS

8.1 None.

9. OPTIONS

9.1 Bradford South Area Committee adopts the recommendations outlined in this report.

9.2 Bradford South Committee adopts the recommendations outlined in this report, with amendments.

9.3 Bradford South Area Committee decides not to accept the recommendations outlined in this report.

10. RECOMMENDATIONS

10.1 Bradford South Area Committee notes the proposed reorganisation of Bradford Libraries and Museums.

10.2 Libraries Museums and Galleries Manager will bring a further report to a meeting within the 2019- 20 municipal year.

Page 195 11. APPENDICES

11.1 Appendix 1 Proposed Library Clusters

12. BACKGROUND DOCUMENTS

None

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