Public Document Pack
Agenda for a meeting of the Bradford South Area Committee to be held on Thursday, 15 March 2018 at 5.00 pm in Committee Room 3 - City Hall, Bradford
Members of the Committee – Councillors
CONSERVATIVE LABOUR THE QUEENSBURY WARD INDEPENDENTS Senior Wainwright L Cromie T Hussain Berry Dodds Peart Tait Warburton
Alternates: CONSERVATIVE LABOUR THE QUEENSBURY WARD INDEPENDENTS Jabar P Cromie Ferriby Green Johnson V Slater Sharp 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: Michael Bowness Interim 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. 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.
2 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)
4. 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 13 March 2018. (Yusuf Patel - 01274 434579)
B. BUSINESS ITEMS
5. ARRANGEMENTS BY THE COUNCIL AND ITS PARTNERS TO 1 - 36 TACKLE CHILD SEXUAL EXPLOITATION
The Strategic Director Children’s Services will submit a report (Document “U”) which provides an update to the report presented to Bradford South Area Committee in 2017 regarding the issue of child sexual exploitation (CSE). It sets out the arrangements that have been put in place, and which continue to develop, to safeguard children from CSE.
Resolved –
(1) That the contents of the report be noted.
(2) That ways in which CSE can be tackled at a local level be considered.
Overview and Scrutiny Committee: Children’s Services
(Mark Griffin - 01274 434361)
3 6. PUBLIC HEALTH IN SOUTH AREA OF BRADFORD DISTRICT 37 - 56
The Strategic Director Health and Wellbeing will submit a report (Document “V”) which informs Bradford South Area Committee about the work of the Public Health department, in particular how the work contributes to the health and wellbeing of the population in the Bradford South area.
Recommended –
It is recommended that the report be welcomed by Bradford South Area committee and that the views and comments of the Bradford South Area Committee be recorded and included in future recommendations.
Overview and Scrutiny Committee: Health and wellbeing
(Joanne Nykol & Sarah Possingham - 01274 434256 & 431319)
7. HIGHWAY MAINTENANCE NON-CLASSIFIED ROADS AND 57 - 64 SURFACE DRESSING ALLOCATION FOR BRADFORD SOUTH - 2018/19
The Strategic Director Place will submit a report (Document “W”) which provides information on Capital Highway Maintenance funding and makes recommendations on the allocation for Non-Classified road resurfacing schemes and Surface Dressing sites for 2018/19.
Recommended –
That the Bradford South Area Committee approves the proposed programme of works for 2018/19 as shown in Appendix 1 and 2 to Document “W”.
Overview and Scrutiny Committee: Environment and Waste Management (Andrew Whelan - 01274 434409)
8. UPDATE FROM NHS BRADFORD DISTRICTS CLINICAL 65 - 78 COMMISSIONING GROUP
The Director of Strategic Partnerships, NHS Bradford Districts Clinical Commissioning Group will submit a report (Document “X”) which provides an update on the priorities, recent initiatives and public engagement activities by NHS Bradford Districts Clinical Commissioning Group.
4 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)
9. CHILDREN'S SERVICES WORK IN BRADFORD SOUTH 79 - 86
The Strategic Director Children’s Services will submit a report (Document “Y”) which provides a summary of the volume of work undertaken locally related to children, young people and families. It will address education attainments and attendance, poverty levels, information about looked after children and other key issues.
Recommended –
That the Bradford South Area Committee receives this report for information.
Overview and Scrutiny Committee: Health and Social Care
(Michael Jameson - 01274 431266)
10. BRADFORD SOUTH WARD PLANS FOR 2018-19 87 - 172
The Strategic Director Place will submit a report (Document “Z”) which presents the Bradford South Ward Plans for 2018-19.
Recommended –
(1) That Bradford South Area Committee approves and adopts the draft updated Bradford South Ward Plans 2018-19.
(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 2018-19.
(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.
5 (4) That the Bradford South Ward Plans 2018-19 should be considered in future revisions of District-wide strategies and budget-setting processes.
Overview and Scrutiny Committee: Corporate
(Mick Charlton - 01274 437656)
11. 2017/18 BRADFORD SOUTH YOUTH AND COMMUNITY CHEST 173 - GRANTS 178
The Strategic Director Place will submit a report (Document “AA”) which details the Youth and Community Chest Grants awarded from applications received prior to the 31 January 2018 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)
THIS AGENDA AND ACCOMPANYING DOCUMENTS HAVE BEEN PRODUCED, WHEREVER POSSIBLE, ON RECYCLED PAPER
6 Agenda Item 5/
Report of the Strategic Director Children’s Services to the Meeting of Bradford South Area Committee to be held on 15th March 2018. U
Subject:
Arrangements by the Council and its partners to tackle child sexual exploitation.
Summary statement:
This report provides an update to the report presented to South Area Committee in 2017 regarding the issue of child sexual exploitation (CSE). It sets out the arrangements that have been put in place, and which continue to develop, to safeguard children from CSE.
Michael Jameson Portfolio: Strategic Director Children’s Services Health & Social Care
Report Contact: Mark Griffin Overview & Scrutiny Area: Manager of Bradford Safeguarding Children Board Children’s Services Phone: (01274) 434361 E-mail: [email protected]
Page 1
1. SUMMARY
1.1 This report provides an update to the report presented in 2017 regarding the issue of child sexual exploitation (CSE). It particularly focuses on the 9 Point Strategic Response to CSE and how it is used by BSCB and partners in working together to drive improvements across the District’s safeguarding partnership and to hold agencies to account for their work in this area.
1.2 Since the last report, progress has been achieved in improving the response to CSE. In summary:
Review of the Bradford Safeguarding Children Board in light of the Wood review and Children and Social Work Act in the structure and governance of the Local Children Safeguarding Boards Further review of the CSE Hub around operational functionality Refresh of the 9 Point Strategic Response to CSE Introduction of a monthly CSE Operational meeting to compliment daily activity and the strategic CSE Sub-group Completion and publication of 2 serious case reviews around CSE Co-location of Local Authority and Police resources to oversee Missing Children – further details of the partners is outlined in para 2.36 Establishment of Joint Targeted Area Inspection (JTAI) sub-group allows continual quality assurance
Recent JTAI inspection recognised effective arrangements around child
protection
Innovative methods of raising awareness through Safeguarding Stories, Mr
Shapeshifter, Someone’s Sister and Someone’s Daughter and Police Cyber
Teams
Barnados Nightwatch and Police Problem Solving Teams continues to work effectively with the industry sector and night time economy Increased communication and awareness through the BSCB and CSE campaigns Training has been delivered to elected members on CSE with a specific session on CSE and boys to raise awareness of the issues relating to boys following the Jack SCR Internet Safety Conference was delivered in June 2017 with national speakers, to share good practice and increase awareness with 80 delegates involved.
1.4 Appendix 1, details information of the multi-agency CSE Hub April 2016 – March 2017.
1.5 Appendix 2 provides an update against the key action plans and improvement plans for which BSCB is responsible:
The Autumn SCR action plan The Jack SCR action plan The action plan resulting from the BSCB review of the multi-agency Hub The action plan resultingPage from the2 CSE Challenge panel.
1.6 Appendix 3 provides details of the “Say No Mean No” campaign
1.7 Appendix 4 – CSE information in Bradford South
2. BACKGROUND
2.1 National Context:
2.1 CSE has been recognised as a national threat and can manifest itself in many different ways and has clear links to other forms of abuse and exploitation. The Home Office and the Department for Education are the Government departments leading on the response to CSE.
2.2 Following on from the definition in 2009, the Government has refreshed and produced the following definition in February 2017.
“Child sexual exploitation is a form of child sexual abuse. It occurs where an individual or group takes advantage of an imbalance of power to coerce, manipulate or deceive a child or young person under the age of 18 into sexual activity (a) in exchange for something the victims needs or wants, and/or (b) for the financial advantage or increased status of the perpetrator or facilitator. The victim may have been sexually exploited even if the sexual activity appears consensual. Child sexual exploitation does not always involve physical contact; it can also occur through the use of technology.”
2.3 Governance and Structure The Bradford Safeguarding Children Board (BSCB) continues to provide the procedural framework for all partnership work to keep children safe within Bradford and fulfils its statutory responsibility around quality assurance and training.
2.4 In 2015, the Government commissioned a fundamental review of Local Safeguarding Children Boards (LSCBs), which was undertaken by Alan Wood and reported in March 2016.The review looked at the role and functions of LSCB to replace the existing statutory arrangements and introduce a new statutory framework for multi-agency arrangements for child protection. This would require the three key agencies, namely health, police and local authorities, in an area they determine, to design multi-agency arrangements for protecting children, underpinned by a requirement to work together on the key strategic issues. A number of the recommendations from the Review have been incorporated into the Children and Social Work Act, albeit not yet in force.
2.5 A further review of the CSE Hub is now being undertaken. This is around operational activity and includes the appointment of a new harm reduction Police Sergeant and increased resources have been identified for the Childrens Services CSE team, who also work alongside Missing support workers. It is envisaged that the required changes and additional staff will be implemented from January 2018. The review will be developing specific terms of reference (TOR) for the CSE Hub, at the present time the team fall within the general Multi Agency Safeguarding Hub guidelines.
2.6 At present the CSE and MISSINGPage sub-group 3 reports to the main BSCB. The group
oversees the implementation of the BSCB “Strategic Response to CSE” and links to other sub-groups around training, performance management and serious case reviews.
2.7 A new operational CSE and Missing Tactical Operations Group is now in place and meets on a 4 weekly basis. This is attended by managers from the partnership and focusses upon emerging risks and vulnerabilities at a District level rather than individual case level.
2.8 In December 2015, BSCB undertook a partnership review of the working of the CSE Hub. It included 8 agencies and resulted in a detailed plan containing 18 actions. Named agencies are accountable to BSCB, through the CSE and Missing Sub Group for the delivery of these actions and are required to provide evidence of impact. The named agencies being Children Services, Police, Health, VCS and the BSCB. Progress is summarised in appendix 2.
2.9 The review provides evidence of the necessity for clearer pathways into therapeutic services for children and adults who have experienced sexual exploitation. This is an issue highlighted in national reports as well as local work. A specific multi-agency group has undertaken detailed mapping of the current therapeutic provision, and work continues to evaluate, assess gaps and inform future commissioning. This is a complex work stream, with numerous partners contributing and supporting the group. The group is now focussing upon how children access services, identifying gaps in provision, governance and funding arrangements. The BSCB recognises this piece of work is an on-going challenge. The results of the work will be shared with partners and a report will be presented to the Health and Well Being Board.
2.10 The review demonstrated the importance of ensuring that all partners provide a high quality and prompt response to all incidents of children going missing from home or from care. There has been significant progress by the partnership to improve responses to children who go missing. Senior managers report to the Office of Chief Executive monthly to review the effectives of arrangements and specific cases of concern. Dedicated Police teams who coordinate the response to missing children now sit alongside local authority staff, maximising information sharing and joint working opportunities to reduce risk to missing children.
2.11 The on-going CSE hub review is looking at current practice guidance and minimum standards of practice will be agreed and introduced. An escalation policy will also be developed which will compliment and draw upon the work being done around professional challenge, this will ensure there is a clear process in place to challenge issues if needed.
2.12 Bradford will convene a joint Board planning day bringing together members of the BSCB, Safeguarding Adults Board and the Safer and Stronger Communities Partnership. This will present an opportunity for senior leaders to consider a number of matters that are impacting upon Bradford, namely the recent JTAI (Joint Targeted Area Inspection inspection), the findings of the Children and Social Work Act (Wood Review) and opportunities to ensure effective collaboration between Strategic Boards and Sub-Groups within Bradford against future financial challenges impacting across the partnership. This work will allow Bradford to consider current arrangements andPage governance 4 for safeguarding children.
2.13 The 9 Point Strategic Response to CSE
2.14 The 9 Point Strategic Response to CSE is Bradford’s response to CSE. This document outlined the key strategic priorities agreed by the member agencies of BSCB. It replaces the original 7 Point Strategic Response which was agreed by BSCB in July 2013, and was adopted in its current form in December 2014. The plan was subsequently revised in 2016.
2.15 The CSE Sub-group is currently refreshing the plan to take account of national and local developments and learning, namely emerging linked threats such as Organised Crime, Modern Day Slavery and internet related influence.
2.16 The 9 strategic priorities that made up the Response are as follows:
2.17 “Our partnership response to CSE is child, young person and victim focused” This statement describes the expectation that all agencies working with children will focus planning and services on the needs of children, consider the voice and learn from the experiences of children. Services provided to parents and carers are intended to support them in recognising and meeting the needs of their children.
It is a key responsibility of BSCB to ensure that professionals learn from practice 2.18 experience and that organisations make improvements based on that learning. The BSCB has commissioned two independently led serious case reviews (SCR) in recent years around CSE. The first review, Autumn, was published in December 2016 and the Jack SCR was published in June 2017.
The BSCB has carried out two “Challenge Panels” in December 2014 and March 2.19 2016, which looked at the issue of CSE. This resulted in a BSCB action plan, with a summary of progress outlined in Appendix 2.
The Autumn review was linked to the abuse of a girl by a group of adult men and 2.20 one male who was a juvenile at the time of the offences. Twelve men were convicted of a number of offences linked to CSE and sentenced in January 2016. Further details were provided in the previous report to the Overview and Scrutiny committee.
The Jack review centred on a male child who was groomed on line and was 2.21 subsequently met and abused by a number of men. These men were not connected or part of a gang and the abuse occurred individually not collectively. Twenty men were convicted of offences.
Report of the “Jack” SCR is available at http://bradfordscb.org.uk/wp- content/uploads/2017/06/Jack-Serious-Case-Review-Overview-Report.pdf
2.22 There are detailed action plans for both reviews. These originate from all agencies which are based on the recommendations framed by the independently led panels for the reviews. Appendix 2 outlines progress made against these action plans.
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2.23 The JTAI preparation group is now additional sub-group of the BSCB. The initial purpose of the group was to prepare for the first possible JTAI inspection which was around CSE. The Sub group undertook a self assessment exercise, and developed and oversaw an action plan relating to this. This methodology enabled the Board to seek assurance, and to drive partnership improvement in a specific area. It was therefore agreed to continue this sub group and to use the JTAI themes as a framework for continuous improvement. In February 2017 Bradford received a JTAI inspection and the work of this group was critical to assuring the inspectors that Bradford’s partnership was sighted on domestic abuse.
2.24 All agencies recognise that when a child is at risk of CSE, or has been abused in this way, it places great strain on parents, carers and siblings. BSCB has worked to influence commissioning processes in order to develop new resources to build resilience in families and to increase the knowledge and capacity of parents and carers to keep their children safe from CSE. Parents and carers tell professionals of difficulties in finding support services that work for them and their children. Even when families are in contact with those services, it can be difficult for parents and carers to know how to make sure professionals really understand the challenges they and their children face and to get the best out of the support offered.
2.25 Informed by the priorities of the 9 Point Strategic Response, the Council commissioned Barnardo’s to deliver a number of preventative group programmes to parents and carers of children where concerns in relation to CSE have been identified. These sessions were subsequently evaluated by a Bradford University academic. The second stage of the project has been for Barnardo’s Turnaround, with assistance from national experts, to produce a CSE “Parenting Education Pack”. The pack is a resource that addresses the gap in current service provision to help parents participate and contribute to the safety and protection of their children from CSE. The resource gives parents an understanding of CSE; who are the victims/perpetrators (breaking down stereotypes). It also addresses teenage brain development and explores questions such as: “why teenagers take risks”? The pack also explains the ‘grooming process’ and the possible effect on relationships and gives tips on how parents and carers can enable children to be safe online and when using mobile phones and other internet enabled technology.
2.26 The successful delivery of the educative drama “Someone’s Sister, Someone’s Daughter” has continued throughout the District. More than 4500 students saw this play which was aimed at year 10 students.
2.27 On the back of this success partners developed a further drama, aimed at Year 6 pupils. GW Theatre’s CSE prevention theatre production “Mr Shapeshifter” is currently being delivered across the Bradford district with an aim of reaching 45 Bradford primary schools. Some of these schools will host other primary schools at their performances, which is intended to increase the reach to over 60 schools. Over 4500 Year 6 pupils will potentially be reached over the life time of this project.
2.28 Mister Shapeshifter is an exciting, very contemporary fairy tale for 11-12 year olds about the ways some adults abuse the trust children put in them and how children can protect themselves. Pre and post-performance lesson outlines will be provided for teachers and school staff, and appropriately CSE skilled people from inside and outside schools will be presentPage to support 6 the children and respond quickly to
any issues or concerns raised by the play/work.
2.29 Additional resources to be produced as part of this project will include a book version and a short animated version of the play – both of which will be used to enhance the impact of the play and extend its reach and impact into families and the wider community. Parents will both be informed of and invited to performances. Robust evaluation is also built into the work. This will be a carefully planned and professionally executed piece of powerful and crucial CSE prevention project – working boldly, but safely and appropriately with safe children.
2.30 Funding has been secured through the Office of Police and Crime Commissioner to deliver a further 12 performances of Mr Shapeshifter to target 4 primary schools and 4 performances of the play “Someone’s Sister, Someone’s Daughter” for secondary schools, which will be delivered in the Autumn of 2017.
2.31 Barnardos Nightwatch programme was launched in 2015 and its aim was to safeguard children and young people from CSE by increasing awareness among businesses and services working in the night-time economy (NTE), and by developing strategies, in co-production with these businesses and others, to identify and protect children at risk at night, and intervene early by providing advice, support, training and guidance.
2.32 The programme has been delivered across Bradford and included those working in fast-food outlets, hotels and bed and breakfast accommodation, accident and emergency services, and security service roles (such as, door staff). This has resulted in increased confidence and awareness amongst NTE workers around the issue of CSE and how to identify it as well as through examples of children and young people having been safeguarded from exploitation and abuse.
2.33 Nightwatch continues to provide information to parents, young people, businesses, services and the wider community in order to encourage reporting, seeking of support and protect young people from CSE.
2.34 The BSCB has now formed an additional sub-group to deal with JTAI work. This group evolved from preparatory work for the possible CSE inspection in 2016. The group undertook a self assessment exercise, and developed and oversaw an action plan. This methodology enabled the Board to seek assurance, and to drive partnership improvement in a specific theme. This methodology is now applied to further themes, in lines with JTAI criteria to allow continuous improvement. In February 2017 Bradford received a JTAI inspection and the work of this group was critical to assuring the inspection team that Bradford’s partnership was sighted on domestic abuse.
2.35 Partners will develop and resource a multi agency co-located team which will work together to reduce the risk to victims and bring offenders to justice. The Bradford District multi-agency co-located CSE Hub is based in Sir Henry Mitchell House, Bradford. It was established in early 2012 and has developed and grown since first becoming operational. The Hub also has responsibility for managing enquiries into and coordinating support for children who go missing. A number of Elected Members have visited the Hub to familiarise themselves with its operations. Page 7
2.36 In April 2016, the staff group physically located in the Hub was:
Local Authority: Children’s Services team manager and two social workers, an Intelligence Officer and administrative support; West Yorkshire Police: 12 officers, including specialist missing persons officers, detectives and a CSE Problem Solving Officer and a new harm reduction Police Sergeant Barnardo’s Turnaround Service including a Service Manager, social workers, outreach workers, a “Night Time Economy” worker and administrative support; A Nurse Practitioner to strengthen information sharing and operational links with Health Trusts.
Certain other agencies and services are not located in the Hub but attend regular 2.37 meetings and are integral to the multi-agency response. These are:
Children’s Society “Hand in Hand” Service which provides support services to boys and girls in the Keighley and Airedale area; Blast (Bradford and Leeds Against the Sex Trade) is a campaigning, training and support organisation for young men and boys experiencing CSE; PACE (Parents against Child Exploitation) which provides support to parents and carers of children experiencing CSE; and
Local Authority education support services.
The work around Missing children has recently being consolidated with
dedicated Police staff working alongside CSC staff to maximise information
sharing and joint working opportunities.
The Hub works to agreed West Yorkshire LSCB consortium safeguarding children 2.38 procedures and the West Yorkshire CSE risk assessment tool, in line with
recommendations from the Her Majesty Inspectorate of Constabulary (Police
Inspectorate) for a consistent process across West Yorkshire. Each weekday there
is a meeting which considers new and updated cases and risk assessment levels
for each child known to the Hub are regularly reviewed.
Since the Hub came into existence, data has been collected regarding referrals 2.39 and risk assessments in order to understand the scale of recognised CSE in the
District and the levels of risk identified for children known to the service. The
characteristics, such as age, gender and ethnicity (as set out in appendix 1) of
these children have been recorded and information has also been collated
regarding persons identified as actual or suspected perpetrators of CSE.
At the time that the Hub was established it was anticipated that there would be a 2.40 significant increase in the numbers of children in the Bradford District identified as
being at risk of CSE and actually abused in this way. This resulted from the
combination of improved awareness of CSE in communities and among
professionals and also as a result of bringing to bear on the issue the dedicated
focus and increasing expertise of the staff located in the Hub.
Appendix 1 outlines data around CSE, produced by the Intelligence analyst from 2.41 the CSE Hub. Key headlines from the appendix are:
There is a continuing rise in the cases of potential or actual CSE that are Page 8
referred to the Hub. In the course of 2016/17 there was an average of 96 CSE referrals per month, compared to 54 per month the previous year. 14% of CSE referrals to the Hub are for males compared to 18% the previous year. A break down of cases open on one day (29th March 2017) shows that 11% of cases were assessed as being at high risk, 29% at medium risk and 60% were low risk. In the course of 2016/17, in the Bradford District, 367 CSE offences were recorded compared to 109 crimes the previous year. Just over 30% were committed before the date range (1/4/16 -31/3/17) and almost 50% committed before January 2015. 65% of identified offenders linked to CSE crimes are under the age of 25 and of those 31% being under the age of 18.
Nightwatch works in partnership with other stakeholders, with Council Licensing, 2.42 West Yorkshire Police and other enforcement partners to further safeguard children and young people from CSE by increasing awareness among businesses and services working in the night time economy and developing strategies to identify and protect children at risk at night.
NightWatch aims to draws other local authority teams closer to the work of the 2.43 CSE Multi-agency Hub to offer wider assistance in the safeguarding of children and young people across the district i.e. Parks & landscapes, CCTV, PSPO’s, Events.
A training plan will be developed for all professionals and leaders regarding 2.44 CSE, in particular training and support for schools to identify to pupils and teachers the signs of being groomed for CSE BSCB has a Learning and Development Sub Group which oversees the planning, commissioning, delivery and evaluation of multi-agency safeguarding children training for professionals in the District’s services.
BSCB delivers CSE training for professionals and leaders using a two-tier 2.45 approach. An e-learning course, entitled “Safeguarding Children from Abuse by Sexual Exploitation” is available for use by all staff working with families and children and those who are in leadership positions, making decisions about and scrutinising safeguarding services. Within the year 2016/17 a total of 618 staff successfully completed this on line course.
The BSCB also introduced a new face to face course,” Child Sexual Exploitation - 2.46 A Resilience Approach for Families” which has replaced the “CSE Advanced Practitioner Training” with 6 session and 129 people trained. The BSCB has also reintroduced a course on “Understanding the effects of Sexual Abuse”.
Feedback remains positive, a recent example being “Fantastic training, valuable and informative”
Raising awareness of CSE in education settings both for children and staff is a key priority for BSCB. In addition to accessing the on line and advanced practitioner 2.47 training in respect of CSE, a number of schools and colleges have engaged the Page 9
training and awareness raising services of key voluntary sector partners: BLAST, The Children’s Society Hand in Hand Project and Barnardo’s Turnaround Project. Some of these interventions have been funded through a West Yorkshire - wide project established by the Office of the Police and Crime Commissioner in agreement with the West Yorkshire Directors of Children’s Services group. As outlined the educative dramas “Somebody’s Sister, Somebody’s Daughter” and “Mr Shapeshifter” are innovative and informative methods of raising awareness with children.
2.48 The Council continues to demonstrate a strong commitment by elected members to ensuring that they have a good awareness of CSE. Members and Co-opted Members of Council continue to undertake CSE training with 89 of 90 completed. Members also received specific training around boys and CSE to increase understanding.
2.49 Barnardos provide significant training contributions around CSE. This progamme is on-going and evaluation continues to improve and address training and awareness needs. Nightwatch provides a range of interventions including classroom based training, assertive outreach, liaison and information dissemination with police intelligence and the development of a “safe spaces” initiative across the District, information awareness seminars and community events.
2.50 CSE awareness training has been delivered, which is accessible to public and voluntary services with 345 participants from public sector services completing the training to date. Empowering Minds Consultancy is running a programme called ‘Just say No’ in Manningham schools. Nightwatch input has also been offered in partnership with Taxi Licencing Enforcement service during their CSE awareness seminars.
2.51 Real Safeguarding Stories Bradford Council and Collingwood Learning have developed innovative training and awareness events around safeguarding issues. The use of either live theatre or videos to communicate powerfully and memorably these complex and moving issues has proved to be extremely beneficial. Victims are interviewed and then carefully scripted their stories into simple, short monologues are filmed using actors talking into the camera.
These video stories very quickly engage with audiences emotionally, presenting a 2.52 range of complex issues in a simple, human way that people could understand. They immediately open up topics for lively discussion and learning. The result of that journey is Real Safeguarding Stories. Working with safeguarding professionals from across Bradford Council, a number of stories have been developed, either from the people involved or through anonymised cases. Some stories have been edited and some have been combined so that wider key issues are communicated in a simple, quick, and powerful way. But everything is based upon real people, and real situations. One such case includes CSE.
2.53 There are a number of benefits to this type of learning. There are no financial costs for delivering through trainers. - access to engaging training materials – low cost – trainer time no financial costs. This project has allowed income generation – split between Collingwood and BMDC, with funding used to create further opportunities. The stories were nationally Page recognised 10 through Local Government Body as
“Effective partnership working” good for Bradford MDC and BSCB
Further details can be found at http://realsafeguardingstories.com/index.php/child- safeguarding/
2.54 The BSCB, working with the Education Safeguarding Team, will be undertaking a Section 175 Audit to all schools in Bradford from September 2017. This audit form enables schools to undertake a thorough review of safeguarding procedures and will provide reassurance to the BCSB. Questions specifically relating to CSE will be included around CSE awareness/training which will inform future training planning. This audit will be communicated to school Governors, to encourage involvement and accountability of school leadership teams.
2.55 Police teams have delivered cyber safety training sessions to young people in schools across the district and the Council’s curriculum innovation team have also provided training for schools on staying safe online. Safer Schools Police Officer and staff undertake engagement, education, prevention (Perpetrator Reduction) and safeguarding activities within schools.
2.56 In June 2017, the BSCB hosted the Internet Safety Conference. This was aimed at managers across the partnership who are involved with safeguarding children with over 80 delegates attending. A number of speakers were invited to present, including the Children’s Commissioner, Police, business links through KPMG, and an expert in the field of Internet Safety with children. The conference also considered the voice of children, with a group of young people presenting and contributing to round table discussions. The delegates identified good practice and ideas to safeguarding and protect children on-line.
2.57 A working group was established around CSE and Learning Disabilities. The group coordinated two local conferences to raise the profile of CSE & Learning Disabilities. These conferences were held in Keighley and Bradford with 100 people attending.
2.58 Faith and community leaders will be assisted in supporting communities through the damage caused by CSE. CSE can cause considerable damage across communities and impact upon community cohesion, but the same communities can also contribute to preventing CSE. The harm caused to victims of CSE is commonly recognised, but there are wider implications for the spouses, families and wider social networks of perpetrators.
2.59 There are also identifiable groups of people who seek to exploit such situations and the work of Community and faith leaders continues to be an intrinsic part of the cohesion work in communities.
2.60 The BSCB has formed the Diversity and Advisory Sub-group. The group ensures that the work of BSCB takes account of the specific safeguarding needs of minority and disadvantaged groups. It also advises on engagement with diverse communities/communities of interest to understand cultural and religious perspectives regarding safeguarding issues related to specific areas of concern and develop appropriate responses. Page 11
2.61 BSCB has worked closely with West Yorkshire Police and the Community Safety Partnership to ensure that key leaders have access to training and awareness raising events to improve their understanding of CSE. The partnership has developed processes to work with key individuals and communities in managing incidents and concerns. A strategic communications group managed the communications strategy for two SCR’s and this methodology can be applied where required as a dynamic response, particularly investigations. This includes arrangements for briefing and advising key community and faith leaders. The ‘United Keighley’ Forum aims to support the Keighley community around the damage caused by CSE with Barnardos as an active member, linking back to the CSE Sub-group.
2.62 Support networks will be supported focusing on women and mothers. It is recognised that parents and carers require support and advice regarding CSE. Working with PACE, Barnardo’s and other partners, preventative services have been developed in Bradford to ensure that this is available.
In partnership with the BSCB, Barnardos developed the DICE parenting 2.63 programme to support parents/carers to have a greater understanding to children at risk. The programme provides support for parents of 'at risk' children and young people. It was launched during the safeguarding week and was positively delivered to parents and evaluated by Bradford University. The programme will again be delivered to parents by Barnardos in the autumn with ongoing delivery by LA staff following training. Further development and evaluation is planned over the next year. The DICE programme will be used as an early intervention that will sit alongside the Early Help offer in the District as part of a range of parenting programmes. Local practitioners will be recruited through Children’s services to be trained as facilitators.
Experience demonstrated that women, particularly mothers, are especially 2.64 influential in families and communities resulting in the setting up of a network to give peer support to women and raise awareness of this crime.
A specific direct work plan will be developed aimed at boys between 14 2.65 years and 17 years to tackle any unacceptable attitudes regarding the sexual abuse of any person. The Muslim Women’s Council (MWC), in conjunction with the Keighley Association Women and Children’s Centre (KAWACC), successfully secured funding from and established the “Fragile” project. Over the period the project ran, 4 male CSE grass root engagement officers delivered facilitated sessions to men and young boys of Pakistani ethnicity in and around Bradford, including Keighley. The project utilised a values based approach to creating awareness around CSE, creating safe spaces to unpack values, cultural, faith and traditional nuances that impact how people form values and how these values then translate into parenting, decision making and how people live their lives. Through this approach, CSE prevention has been developed in both young men of Pakistani ethnicity and at the centre of traditional Asian families: husbands and fathers. In total the project worked with 25 adults, Pakistani men including Imams/Madrassah teachers and attendees from a number of Mosques and Madrassahs in Bradford.
CSE workshops are currently being delivered to a group of 70 male students from year 10 (age 14/15 years) atPage the United 12 Academy Keighley. Delivery of the
2.66 workshops is being supported by members of the school safeguarding team as well the PHSE team. The majority of students participating are of British/Asian/Pakistani background and overall, students are engaging and participating well.
Further work is required to review the current work being undertaken in the District by partners who work with young people, particularly boys and young men. This is 2.67 to improve professional understanding of what interventions are effective in challenging attitudes and risk factors that might make a male vulnerable to becoming a potential perpetrator or a potential victim.
Partners will work together to develop responses and resources to address the impact of CSE in its varied manifestations across the District’s 2.68 communities. Representatives of BSCB and partners have arranged a number of innovative events and speaking engagements to encourage awareness and discussion of CSE within particular communities.
BSCB speakers have attended meetings in Gurdwara to contribute to discussions about CSE. A performance of “Somebody’s Sister, Somebody’s Daughter” 2.69 included speakers from the Sikh community and a panel discussion with representatives from the Council, Police and BSCB. BSCB and representatives of the Council and West Yorkshire Police have spoken at many events in Mosques and Masjid across the District, and at the Professional Muslim Institute.
Dialogue with community groups has identified considerable concern about the options for prosecution, disruption and diversion of actual and potential 2.70 perpetrators of CSE. West Yorkshire Police, supported by partners remain committed to protecting vulnerable victims through a number of tactical methods which are outlined later within this report.
2.71 The Police utilise specialist resources to investigate offences, however for a number of reasons, prosecution is not always the final outcome. West Yorkshire Police, working closely with other partners have specialist resources as part of the Integrated Offender Management Teams. These teams will manage people who are suspected perpetrators as well as convicted offenders. As part of the CSE Hub there is a dedicated Police CSE Disruption/Problem Solving Officer who coordinates policing activity with partners and all Police teams. This includes monthly initiatives, with Police and partners targeting locations and perpetrators.
2.72 Another option piloted locally is the Insight Programme. The aim of this project is to place a greater emphasis on offenders, recognising the impact of their actions and the harm caused. The project developed a bespoke programme which adapts the most appropriate intervention dependant on the assessment of the perpetrator. This will be based on their level of responsibility, remorse and motivation. Perpetrators will be referred on toPage the programme, 13 as an intervention if the Police
are unable to prosecute and the alternative is no further action. It can also be used for sentenced individuals to undertake as part of their Court order. Following assessment, individuals are involved in restorative meetings with those affected/involved by this type of crime, but not direct victims. Involvement in the programme is recorded and if necessary considered if the individual is involved in future allegations.
2.73 Effective communication, internally between agencies and externally to children, parents, carers, and communities is critical in raising awareness and understanding. The BSCB has recognised the importance of communication within the 2016/18 Business Plan. A multi-agency working group has been established to progress this work.
2.74 The West Yorkshire Communications Group currently coordinates CSE campaigns between agencies and Local Authorities. There have been a number of successful campaigns undertaken through this group; the “Know the Signs” campaign which was aimed at parents and professionals was acknowledged by the HMIC (Police Inspectorate) as good practice. Funding was recently secured to re-invigorate this campaign with further leafleting. This has been undertaken with particular focus upon Health establishments and geographically within Keighley.
2.75 The Healthy Relationship Campaign was implemented in August 2017. This was funded through the CSP and utilises a company Forward and Thinking. Children and young people were consulted and feedback from the Internet Safety Conference resulted in the strapline “Say No Mean No” being developed. Its aim is to provide positive messaging to children, to empower them and support one another in decision making. There is no similar campaign currently in existence within West Yorkshire. The funding also extends to securing the services of a Young Person as a young apprentice to act as a medium in communicating with children and young people via Social Media. This presents an opportunity to deliver key messages in a language that will encourage dialogue and awareness, but under appropriate supervision from experienced and trained LA managers. The recruitment process is on-going. Appendix 3 provides examples of artwork for this campaign.
2.76 The methodology involves targeted social media of Facebook and Instagram users living in the Bradford district and the use of stickers which link to the following web page http://www.bradford.gov.uk/children-young-people-and-families/get-advice- and-support/say-no-mean-no/. Analysis of take up/views will be undertaken to inform future thinking.
Bradford Childrens services are committed to the implementation and use of the 2.77 signs and safety assessment and planning framework for social work intervention
and practice. This methodology is being delivered across the wider partnership
and has improved the clarity of communication and planning framework between
partners. Signs of safety mapping involves the clear identification and definition of
danger, safety, goals and judgement.
A partnership response will be developed to reduce the opportunities for 2.78 perpetrators of CSE to traffick and abuse children and young people through
the use of all regulatory functions of the Council and its partners
The Barnardo’s NightWatch initiative raises awareness of CSE by offering advice, Page 14
guidance, support and training to businesses, services and the general public.
2.79 In order to assess the impact of the training provided through the Nighwtach programme to business, a number of visits were carried out by the Police CSE Problem Solving Officer. Evidence of practice and policy change was provided and no further concerns have been raised.
2.80 The CSE report to Children’s Overview & Scrutiny Committee in October 2015 outlined the programme. More than 3500 drivers and operators have now been trained and the training is mandatory for all new license applicants and applicants for license renewals.
2.81 All operators have been written and requested to:
Display CSE posters in their base for both the public and staff to see. Issue the CSE Do’s & Don’ts leaflet to each of their licensed drivers for retention in their vehicle. Check that drivers understand the content of the leaflet, are aware it must be retained in their vehicle and know what to do if they suspect a CSE issue. Keep a record of the drivers that are issued with the CSE Do’s and Don’ts leaflet. This must include their badge number, date of birth, name and signature of receipt.
Each of these requirements is now routinely checked by Council licensing officers and partners.
As outlined there is a greater understanding of the links between CSE and other 2.82 crime types such as Organised Crime Groups and Modern Day Slavery. The Police in Bradford have recognised these links and are working with the partnership to develop a joint response. Multi agency CSE HUB includes specialist Police officers who link with Policing teams investigating Modern Day Slavery and Organised Crime Groups.
The Police CSE Disruption/Problem Solving Officer coordinates multi agency 2.83 prevention and disruption activity via CSE HUB. Monthly pre-planned operations are undertaken. This has specifically benefitted from strong partnership links with Local Authority Taxi enforcement officers and officers from Environmental Health who attend and assist during operations.
Within the Police, the CSE Police problem solver co-ordinates preventative work 2.84 including location visits with Police ward area colleagues. Police continue to develop effective communication channels with specific local and international hotel operators to define improved booking in processes to scrutinize bookings and causes of concern.
Barnardos Night watch education programme in place around night time economy, 2.85 including recognition and prevention training for taxi drivers, hotels, shisha bars, leisure locations and fast-food outlets. Delivery is led by Barnardos supported by Police CSE Problem Solver.
Bradford Police Integrated Offender Management processes now include cohorts 2.86 Page 15
including Registered Sexual Offenders (RSO) and CSE perpetrators. Management is through a multi-agency approach.
2.87 As outlined, the Insight Programme, piloted in Bradford, works with perpetrators who would not face prosecution. Emphasis is placed on these offenders recognising the impact of their actions and the harm caused. The project is developing a bespoke programme which adapts the most appropriate intervention dependant on the assessment of the individual perpetrator. This will be based on their level of responsibility, remorse and motivation.
2.88 Our partnership response includes undertaking multi-agency historic investigations into CSE. In this report the term “non recent sexual exploitation” is used to describe investigations into cases that may have occurred more than one year and one day prior to the investigation commencing. Such cases are sometimes referred to as “historical”. It is acknowledged that while offences may be “non-recent” the consequences for the victim are current and on-going. An integral part of the District’s response to non-recent sexual exploitation is the work of social workers, health staff and other providers of therapeutic services to assist survivors in dealing with the consequences of the abuse that they have suffered.
2.89 West Yorkshire Police and Bradford Council have developed a partnership response to the issue of historic CSE concerns. A specialist team has been established, known as “Operation Dalesway”, set up in October 2014.
Currently this consists of a Detective Inspector, 2 Detective Sergeants, 6 Detective 2.90 Constables, a Managerial investigative officer (SO1), 14 investigative officers and 3 social care staff. Staffing levels for this service are being kept under review. The service has clear terms of reference which have been agreed by partner organisations.
There are currently 8 on-going investigations and 14 completed investigations. In 2.91 total 66 suspected perpetrators have been arrested, 10 have been charged and 13 remain on police bail with investigations on-going. Five cases have been submitted to the Crown Prosecution Service for legal advice. Aside from the 10 people charged, 3 other cases have been finalised without any further action taken. There have not been any convictions with regard to the primary investigations. One person has been convicted of possession of indecent / extreme pornography.
2.92 A total of 22 of the victims are known to Childrens Social care, with 17 being previously looked after children and 4 Child in need.
2.93 The 9 Point Strategic Response influencing Planning: Each BSCB partner agency is required to ensure that their service plans for tackling CSE are consistent with the priorities set out in the 9 Point Strategic Response. Agencies are then accountable for the delivery of these plans to BSCB, via the CSE and Missing Sub Group.
2.94 BSCB specifically oversees the implementation and impact of plans that arise from learning and improvement activity. With regard to CSE there were three plans that were amalgamated into a CSE action plan. These are: Page 16
The Autumn SCR BSCB action plan The action plan resulting from the BSCB review of the Hub The CSE Challenge Panel Action Plan
2.95 Since the last report, the Jack SCR has been published with a further CSE related action plan. A summary of progress made is outlined in appendix 2.
These plans are cross referenced with the 9 Point Strategic Response so that 2.96 each action is aligned with one of the 9 strategic priorities. The CSE and Missing Children Sub Group is accountable to BSCB and the Independent Chair for ensuring progress on the actions and for gathering evidence of implementation and impact.
2.97 CSE work in practice- examples of positive work undertaken
Quick thinking actions of member of public who had recently had safeguarding training safeguards 2 Bradford high risk CSE girls”.
A member of the public’s quick thinking as he was passing a converted mill building on Thornton Lane, Bradford prevented a CSE crime and potential CSE incident escalating with two vulnerable looked after Bradford young Girls. The girls had used a web site “What’s your price”, to create fake profiles to offer themselves for sex online pretending to be 18 years old. The girls had arranged a meeting with a middle aged local man and was seen getting out of his vehicle after he had collected them from Halifax train station and driven them to the location. The girls were seen to go inside and the member of the public reported this directly and directed officers to the premises they had entered. Police responded directly and found three men inside the property, drinking and socialising with the girls. The girls were safeguarded and the men arrested, sexual offenses were prevented.
An Effective child and young person Safeguarding programme embedded across Bradford with local and national Hotels.
Improvement contracts in the past year have been served on hotels across the City following three serious child sex offences in a 12 month period and negative result from reality testing during Police operations. A Police focused multi-agency response led to the imposed improvement contract on an international hotel chain in Bradford and smaller hotels in the City. The terms of contract created a safeguarding structure supported by staff training which has been tested since implementation and has delivered measurable improvement. National outstanding leadership award has been awarded to Acting Police Sergeant Mat Catlow for his leadership around this. This area of work has then been adopted by a national working Group targeting CSE Prevention. The officer continues to advise and support other Police Forces and partners across the Country in this area.
ASB closure legislation utilised to safeguard vulnerable young people and target Locations of ASB/CSE concern in Bradford
In June 2017 – a premises in Bradford was closed by the CSE Team under Anti- social behaviour legislation to ensure a closure order of the premises and wide spread effective safeguarding wasPage delivered 17 following intelligence of a large scale unregulated teenage party, where drink, drugs and CSE concerns were raised in Bradford. Previous such events at the venue had attracted vulnerable missing children, led to a host of ASB incidents and several young people had been located by Police under the influence of drink and drugs at local takeaways following the event. Initial consultation with owner to facilitate safe event management was met with obstruction and opposition. Given this appropriate legislation was swiftly utilised for closure supported by co-ordinated partner response from Social care, Licensing and Environmental Health and Fire.
Positive Results from Recent Effective complex CSE investigations
A 6 year Prison Sentence was handed down to a CSE Perpetrator at Bradford Crown Court in August 2017 for the sexual abuse of a 15 year old CSE high risk Bradford Girl. Following a complex investigation the perpetrator from outside of Bradford , pleaded guilty to an offence of sexual activity with a child following him grooming her on line, meeting her and taking her to a hotel in Manchester for sexual purposes.
Following a comprehensive CSE investigation a further was made in May by a suspect who was sentenced to 8 years imprisonment. was found guilty of the rape of a Bradford girl who was 15 at the time of the offence.
Quick thinking and very positive efforts by Taxi Driver prevents young person missing from home from another Authority being victim of CSE and sexual offences in Bradford
A member of the public, a Leeds hackney taxi driver conveyed a teenage girl as a passenger (subsequently identified as missing from Birmingham) from Leeds to Bradford. In the course of the journey she disclosed she was meeting a male in a Hotel in Bradford who she had met on line, the taxi driver realised this was not appropriate and CSE concerns were raised as a result of his training around safeguarding. He let her use his phone at her request and saved the number of the offender who she had contacted on it. He dropped her in City Centre at Bradford and then whilst observing her directed officers to her location, who responded immediately and managed to detain her and implement safeguarding measures. Investigation work identified the male suspect and he was traced and arrested.
Elected member CSE training impacts the work of the licensing committee
Following elected Member training, one of the elected members on the licensing panel challenged a takeaway business who said that they wanted young people under 16 to be with an adult to be served after 9pm one of the panel members having done the training was alert to the fact that the takeaway should be aware of the potential for children with adults to be potential victims of CSE. As a result of this we saw raised awareness for the individual takeaway, other panel members and a conversation with the CSE trainers about the importance of this message.
CSE Training helps elected members and other partners to approach ASB in a different way within a locality
Elected member who had attendedPage 18 the member CSE Training responded to
reports of anti social behaviour by youths in their ward by considering that CSE may be a factor. They convened a meeting with the Police and Youth Service and a large operation was mounted during which adults were found to be giving young children alcohol . Children were returned home, parents were spoken to and follow up work done by the Police and the Youth Service
3. OTHER CONSIDERATIONS
3.1 There are no other considerations.
4. FINANCIAL & RESOURCE APPRAISAL
4.1 The CSE cases requiring social work allocation are included in the normal case loads for social workers working in the Children Specialist Services. In addition to spend on social work teams, Childrens Services currently spends approximately £2.9m on children prevention and support services. Children Services has made resources available from within existing budgets by allocating a team manager, social workers, and a community resource worker to operate within the CSE multi agency Hub and further resources are envisaged as a result of the on-going review.
4.2 Specialist provision remains extremely expensive at a cost of £2000 per week for a residential bed, rising to £6000 per week for a secure placement. There are approximately 10-15 young people who require this specialist resource at any given time. On average a child will remain in a secure placement for 6 months. The partnership works towards less costly and less restrictive methods to protect vulnerable children on a daily basis and will only use this option in certain cases.
4.3 The Bradford Safeguarding Children Board (BSCB):
sets the procedural framework for all partnership work to keep children safe within Bradford fulfils its statutory responsibility for ensuring that staff receive multi-agency training to support them in their work ensures that agencies are held to account for their work and that there is a learning and improvement framework in place to ensure that serious case reviews and other challenge and learning processes are effective. conducts a multiagency review of every child death in the District, carried out by the Child Death Overview Panel. In addition, BSCB plays a role in supporting and planning innovative partnership responses to safeguarding children challenges, such as the establishment of the multi-agency CSE Hub.
The staffing resource for BSCB is: 4.4 Manager Administrator
Learning and development coordinator
Learning and development administrator
Performance and information officer Child death reviews manager Page 19
The Council and Bradford Safeguarding Children Board were successful in 4.5 securing additional funding from the West Yorkshire Police and Crime Commissioner to strengthen the District’s response to CSE:
Appointing a full-time information and data analysis officer to work within the Hub. The local authority has taken steps to continue the funding of this post from base budget. The PCC provided funding for further preventative work in schools as outlined.
4.6 Successful applications to the Community Safety Fund has continued to support the work of:
The Barnardo’s Night Time Economy Worker; The Fragile project work with men and boys. Children’s Society Hand in Hand Project in Keighley Barnardo’s Turnaround Project
5. RISK MANAGEMENT AND GOVERNANCE ISSUES
5.1 The protection of children and vulnerable adults is the highest priority for the Council and its partners when considering the implications of CSE, as is the provision of services to support those who are victims of this abuse. Failure to protect and provide appropriate services significantly increases the risk to children in the District. It would also lead to significantly reduced public confidence in Bradford Council, West Yorkshire Police and other partners, as has been demonstrated in some other Districts.
6. LEGAL APPRAISAL
6.1 The report has been considered by the office of the City Solicitor and there are no identified legal issues to highlight.
7. OTHER IMPLICATIONS
7.1 EQUALITY & DIVERSITY
7.11 Child sexual exploitation (CSE) is a crime committed by predominantly male perpetrators from all different racial backgrounds. Victims of CSE also come from all backgrounds and ethnicities. Nevertheless, local experience and national research indicates that recognised victims and perpetrators do not necessarily reflect the gender ethnicity and other characteristics of the District’s population.
7.12 14% of the identified children experiencing or at risk of CSE in the Bradford District during 2016/17 were male. There is considerable national research to suggest that this is an under-representation. Services in Bradford work closely with Blast to deliver training and to challenge perceptions and practices that might make it less likely that a boy would be recognised as at risk of CSE compared to a girl.
7.13 Steps continue to be taken to address the apparent under-representation of BEM children among those referred to the Hub. Analysis of cases open to the Hub on Page 20
29th March 2017 (see appendix 1) shows that 70% of open cases where of white British heritage, while 16% were of Asian heritage, which is a rise of 4% from last year. Compared to the District’s under 18 population, this represents an over representation of white British children and an under representation of Asian children.
7.14 The two main ethnic categories of perpetrators highlight that White North European accounts for 39% and Asian accounts for 36% of the total figures. It is worth noting that 18% of the ethnicity of perpetrators is not recorded on systems.
7.15 Public records demonstrate that there is an over-representation of men of Asian origin among those prosecuted for “street grooming” offences related to CSE. Research, such as that undertaken by the Office of the Children’s Commissioner, also reports this over representation: “Inquiry into Child Sexual Exploitation by Gangs and Groups” http://www.thebromleytrust.org.uk/files/chidrens- commission.pdf
7.2 SUSTAINABILITY IMPLICATIONS None.
7.3 GREENHOUSE GAS EMISSIONS IMPACTS None.
7.4 COMMUNITY SAFETY IMPLICATIONS
7.41 Child Sexual Exploitation (CSE) is violent criminal activity. The consequences of CSE can be long-standing for the victim and there is growing research evidence that victims of CSE are themselves over-represented among young people coming to the attention of police services as potential offenders. In addition, CSE has lasting consequences for families of victims and perpetrators and has potential implications for community relations.
7.42 The Community Safety Partnership (CSP) currently oversees the commissioning of funding from the passporting of Police and Crime Commissioner funding to 6 key priorities, including CSE. The BSCB has welcomed the support from this Board, recognising existing processes for commissioning funding. The child protection arena continues to present increasing challenges and complexity and the BSCB retains strategic oversight of governance of these arrangements. The BSCB provides an independent viewpoint and is able to challenge partners in their effectiveness in how they safeguard children. The BSCB would welcome an opportunity to inform and influence current and proposed commissioning arrangements around child protection which is currently overseen by the CSP. At the present time the BSCB has no funding to support worthwhile initiatives or service provision. This process is being reviewed to recognise that the BSCB is the lead organisation for delivering CSE and child protection arrangements within the District.
7.5 HUMAN RIGHTS ACT
7.51 Child Sexual Exploitation is a violation of the rights of the child under the Human Rights Act. The arrangements made by the Council and its partners are intended to prevent the rights of the child beingPage violated 21 in this way.
7.6 TRADE UNION
There are no implications for Trades Unions.
7.7 WARD IMPLICATIONS
It was recommended that each Area Committee receives an update report regarding CSE in the next 6 months. This is the report for Bradford South
8. NOT FOR PUBLICATION DOCUMENTS
None.
9. OPTIONS
This report is tabled for information and discussion.
10. RECOMMENDATIONS
10.1 That the contents of the report be noted.
10.2 That ways in which CSE can be tackled at a local level be considered.
11. APPENDICES
Appendix 1: “The CSE Hub – Date and Statistics prepared by Danielle Williams, Bradford CSE Hub Intelligence Officer.
Appendix 2: Summary Report of the CSE Action Plan which contains:
Autumn SCR action plan BSCB review of the multi-agency Hub CSE Challenge panel. Jack SCR Action Plan.
Appendix 3 Appendix 3 provides details of the “Say No Mean No” campaign
Appendix 4 – CSE information in Bradford South
12. BACKGROUND DOCUMENTS Further detail of the national review of LSCB’s - https://www.gov.uk/government/publications/wood-review-of-local-safeguarding- children-boards
Report of the “Jack” SCR is available at http://bradfordscb.org.uk/wp- content/uploads/2017/06/Jack-Serious-Case-Review-Overview-Report.pdf
Office of the Children’s Commissioner,Page 22 also reports this over representation:
“Inquiry into Child Sexual Exploitation by Gangs and Groups” http://www.thebromleytrust.org.uk/files/chidrens-commission.pdf
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Appendix 1 The CSE Hub – Data and Statistics Provided by Danielle Williams, Intelligence Officer, Bradford CSE Hub
Data sources Several datasets have been used to compile this data. The Strategic Overview section uses data gathered from LCS, the database used by Children’s Social Care. This dataset contains all CSE episodes that have been open at some point between 1st April 2016 and 31st March 2017 to give a strategic overview of all referrals to the CSE Hub. The tactical dataset is a list of all open cases to the CSE Hub on the 29th March 2017 to give a tactical perspective to the same time period. This is necessary because the dataset is constantly changing on a daily basis as new children are referred in or are closed to the Hub once their risks have been reduced.
Strategic Overview When a referral is made to the CSE Hub that a child may be involved in child sexual exploitation a “CSE Episode” is created on LCS by Children’s Social Care. The partnership then research each of their own databases to gather as much information about the child as possible and this is then discussed at the daily CSE Meeting. This meeting assesses the information and decides whether there is a CSE risk to that child. Each of these discussions, no matter what the outcome, is recorded on LCS by way of a CSE Episode.
Over the 2016/17 year there were 1153 episodes dealt with by the CSE Hub. Of these 282 were already open on the 1st April and were ongoing cases at that time. The total number of referrals made into the Hub between 1st April 2016 and 31st March 2017 was 871. There were 861 individual children referred to the CSE Hub and 175 of these children were referred on more than one occasion. A child may have been referred more than once for many different reasons. For example, a child might be referred and at that time may not be considered to be at risk of CSE. The information and the rationale for the decision as to their risk level will be recorded on the database. However, at a later date more information may come to light about that same child triggering a second CSE episode. If at this point the child is considered to be at risk of CSE the episode will remain open and all interventions to reduce the risk will be recorded on the CSE episode. Each case will be regularly reviewed and any changes of risk level are discussed at a multi-agency meeting each Thursday.
There has been a year on year increase in referrals to the CSE Hub over the last three years. In this report last year a 65% increase was noted and this year there has been another 61% increase in this most recent year.
Year No of Increase % Increase Referrals on previous year 2014/15 431 2015/16 713 282 65.4 2016/17 1153 440 61.7
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Tactical Overview Of the referrals made above there are 304 children who were open to the CSE Hub on the 29th March 2017. Open cases change on a daily basis so this dataset represents the number of cases on that specific day. Of these 11% were considered to be at High Risk, 29% were considered Medium Risk and 60% were Low Risk.
At this time 14% of open cases were male children and of these 9% were high risk, 28% were considered medium risk and 63% were low risk.
The child population of Bradford is ethnically diverse. The ethnicity of children open to the CSE Hub shows that 70% are White, 16% are Asian and 7% are Mixed heritage children. However, within the children open to the CSE Hub there is an element of unknown ethnicity which is not present in the Census data. The 4% of children classed as “Other” consist of 12 children who are classed as Gypsy/Roma and another children who is simply classed as Other with no further ethnicity descriptors. Only 1.7% of the child population of Bradford is classed as Other in the 2011 census so this group is over represented in the cohort of open CSE cases. At present there is not enough data to understand why there might be this discrepancy between the ethnicity of the child population of Bradford and the ethnicity of the cases open to the Hub. Going forward there is emphasis on the voice of the child and part of this will consider the best way to engage with children at risk of CSE and hopefully inform how engagement with hard to reach communities can improve.
Ethnicity of Open Cases 80 70 60 50 40 30 20 10 0 White Asian Mixed Other Black Not Recorded
Open Cases Population
Using the home postcode of the children open to the CSE Hub it can be shown that 28% of the open cases live in the Bradford East constituency. The graph below shows that there are 8% of children who are in out of area placements. These are all children who are looked after by Bradford Children’s Social Care but have been placed outside of the district. All of these children are at high risk of CSE. There are also 3% of records where the constituency is not recorded. The graph below shows the percentage of open cases compared to the percentage of the child population that lives in that constituency and shows that the percentage of open cases is roughly in line with the percentage of the child population living in each constituency.
Page 25
Percentage of Open Cases by Constituency
30 28 26 25 24 20 20 18 17 17 16 15 14
9 10 8
5 3
0 Bradford East Bradford South Bradford West Keighley Shipley Out of Area Not Recorded
% Open Cases Child Population
A list of wards that contain more than ten children and their risk level is produced below. There are children at risk of CSE in all wards across Bradford but to prevent children being identified the numbers have not been included here.
Ward High Medium Low Grand Total Out of area 8 11 4 23 Eccleshill 3 3 15 21 Bowling and Barkerend 1 2 15 18 Keighley West 4 12 16 Bolton and Undercliffe 1 7 7 15 Bradford Moor 2 5 8 15 Keighley East 2 12 14 Tong 1 3 8 12 Wyke 3 9 12 Clayton and Fairweather Green 4 7 11 Keighley Central 1 3 7 11 Windhill and Wrose 3 8 11 Heaton 2 4 5 11 All Other Wards 11 38 65 114 Grand Total 33 89 182 304
Child Sexual Exploitation Crimes As with the number of referrals to the CSE Hub the number of CSE offences recorded by the police has increased as well. There were 367 CSE crimes recorded between 1st April 2016 and 31st March 2017, which is 34% more than the previous year. Just over 30% of the crimes recorded within the time period were committed before this date range and of those almost 50% were committed before 1st January 2015 and are considered to be disclosures of non-recent offences. Some of the offences recorded in the last year date back as far as the 1950s. The pie chart below shows the area where the offences were committed, Page 26 though in almost 20% of cases this is not known. This may be because the victim is unable to identify an exact location where the offence took place.
Crime Location SHIPLEY 5% Unknown KEIGHLEY 19% 14%
CITY 7%
BRADFORD EAST 21%
BRADFORD WEST BRADFORD 19% SOUTH 15% Perpetrators of CSE Crimes Of the 367 crimes there are 236 (64%) that have an offender linked to them. Of these there are 29 offences that have more than one offender linked to the crime suggesting multiple perpetrators. The outcomes of the crimes are listed in the table below.
Crime Outcome Total 1: CHARGED 10 10: POLICE - FORMAL ACTION NOT IN PUBLIC INTEREST 3 14: VICTIM DECLINES/UNABLE TO SUPPORT ACTION TO IDENTIFY OFFENDER 30 15: CPS - NAMED SUSPECT, VICTIM SUPPORTS BUT EVIDENTIAL DIFFICULTIES 7 15: POLICE - NAMED SUSPECT, VICTIM SUPPORTS BUT EVIDENTIAL DIFFICULTIES 61 16: VICTIM DECLINES/WITHDRAWS SUPPORT - NAMED SUSPECT IDENTIFIED 25 17: SUSPECT IDENTIFIED BUT PROSECUTION TIME LIMIT EXPIRED 1 18: INVESTIGATION COMPLETE NO SUSPECT IDENTIFIED 31 1A: ALTERNATE OFFENCE CHARGED 1 20: OTHER BODY/AGENCY HAS INVESTIGATION PRIMACY 10 21: POLICE - NAMED SUSPECT, INVESTIGATION NOT IN THE PUBLIC INTEREST 14 3: ADULT CONDITIONAL CAUTION 1 CANCELLED/TRANSFERRED 15 NEW 158 Grand Total 367 There are 43% of crimes that are still under investigation as some of these crimes will be complex investigations that take time to reach a conclusion, particularly those that go to trial in Crown Court.
Of the offenders linked to these crimes, 17% were female which is higher than last year. However, this appears to be due in part to offences involving the sending and receiving of indecent images.
The age profile of perpetrators is again quite young with 65% being under the age of 25 and of those 31% being under the age of 18.
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Over 55 45 to 55 2% Unknown Age 3% 3%
36 to 45 Under 18 6% 31%
26 to 35 21%
18 to 25 34% The ethnicity of perpetrators is shown in the chart below and it should be noted that in almost 20% of records the ethnicity is not recorded on systems.
Offender 5. 6. ARABIC OR CHINESE,JAPANES NORTH AFRICAN Ethnicity E,SE ASIAN 0% 1%
0. UNKNOWN 18% 4. ASIAN 36%
3. BLACK 2% 1. WHITE - NORTH 2. WHITE - EUROPEAN SOUTH 39% EUROPEAN 4%
Understanding the Data
Within Bradford the number of referrals and offences reported around CSE has risen within the last 12 months. There are 3 main factors that have influenced this;
Crime recording standards. Both nationally and within West Yorkshire Police the issues around crime recording have been subject to a great deal of scrutiny and review. The HMIC (Police Inspectorate) have conducted a number of inspections to ensure that crimes are recorded accurately and at the first instance. This has led to a significant change in how crimes are now recorded and across all crime types there has been a substantial increase. This has allowed a more precise picture of threat, risk and harm and subsequent resourcing of Police. The recording of sexual offences falls within this criteria and West Yorkshire has seen an increase in this crime type. West Yorkshire Police has been recognised in having made significant progress in developing effective and transparent crime recording processes. Increase in confidence and satisfaction in disclosing and reporting offences and referrals. As outlined in this report Bradford has developedPage 28 and improved the ways in which CSE is identified,
recorded and dealt with. The CSE team has continually developed and learnt from the past and from best practice and the partnership approach to CSE has also progressed. Added to this is the much improved crime recording processes. Taken together the public has now an increased confidence that victims voices will be heard, not only children but adults reporting historical cases. People are now more confident in coming forward to report incidents. Raising awareness. Both locally and nationally there have been a number of campaigns, incidents and investigations that have raised the public awareness of CSE and sexual abuse. The public knowledge of CSE is much more advanced than ever before and professionals are equally more aware and skilled in recognising and dealing with CSE. Campaigns, locally, County wide and Nationally have contributed to this awareness raising.
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Appendix 2
Action Plan Total Actions Completed On-going Autumn 21 18 3 Jack 37 34 3 CSE HUB 18 18 0 CSE Challenge Panel 12 12 0 CSE Scrutiny and Challenge 35 31 2 (2 no longer Session applicable)
Details of on-going actions
Autumn Serious Case Review Action Plan: Communications Strategy – Task &Finish continuing this work under the main BSCB SARC – this will be progressed by specific agencies (Police, CSC, Health) with commissioning providers. Mapping of therapeutic services for victims of CSE – Task and Finish group are continuing this work reporting back to the CSE sub-group
Jack Serious Case Review Action Plan: Consider responses to technically assisted abuse – Conference held, scoping of school training and development of wider cyber plan BTHFT Locala – effective recording and information sharing of partnership involvement – to be incorporated into SOP’s and future audits Locala to provide assurance that safeguarding supervision is embedded within practice in the Sexual Health Service and is documented in a systematic manner – to be included in supervisor training sessions
CSE HUB Action Plan: Nil
CSE Challenge Panel Action Plan: Nil
CSE Scrutiny and Challenge Session Action Plan: (Action 1) CSE Hub review – carried forward/on-going (Action 27) Scoping of pathways, part of CSE Hub Review (Action 1)
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Appendix 3
Say No Mean No
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Appendix 4
CSE Information for Bradford South
Across all districts in Bradford, the Youth Service offers a broad menu of engaging activity delivered from easily accessible locality bases that ensure pathways of support to young people that are preventative and offer early intervention. The Youth Service provides around 90 sessions of youth work provision per week across the district, a significant proportion of this is open access, enabling a safe, non stigmatised space for voluntary engagement with young people. This space enables early identification of needs including those at risk of or vulnerable to CSE, and through trusting relationships developed in provision Youth Workers are able to provide early identification, lower level interventions and support. The Youth Service works with young people, identifying with them, their concerns, working with young people to better understand the consequences of their behaviours and of others towards them and to support them to reduce their risk. This area of work is often undertaken before young people are engaged in specific support services. Where youth workers identify concerns they pathway individuals to the district wide CSE hub for further assessment. Likewise the Youth Service receives referrals from the CSE hub for young people identified as Tier 1 (low risk), identified as those who undertake or are in peer groups where there are concerns or risk taking behaviours. The Youth Service Youth Workers have worked with 64 young people since this work commenced, providing 1-1 support, and using a ‘Signs of Safety’ framework to enable individual young people to develop a local support network and to empowered them to make positive choices in their lives.
Total number of referrals for CSE prevention work = 95
Constituency Breakdown: South - 24 West - 19 East - 23 Keighley - 17 Shipley – 12
Gender: Male 11 Female 84
Ages: 11yrs x1 12yrs x5 13yrs x 11 14yrs x 19 15yrs x 23 16yrs x 18 17yrs x 15 18yrs x 3
In Bradford South, youth workers have supported a total of 24 young people. Most of this work involves building a relationship with the young person through a series of home visits and 1-to-1’s. However, we have workedPage closely 32 with schools to develop additional support that has helped to keep the young person in school and increase their attendance and participation.
Youth workers have found that there are a number of push and pull factors that lead young people to becoming at risk of CSE. Working in partnership with other professionals has allowed youth workers to address some of the root causes of CSE such as family breakdown, social media and low self esteem. Youth Workers have used a programme called ‘Love Rocks’ to explore what healthy and respectful relationships are with young people. This work has lead to a reduction in risk and the young person no longer being regarded as at risk by the CSE Hub.
Youth Workers have developed a number of community based prevention projects that have been successful at engaging young people in peer support. Examples of these projects include; Holme Wood Girls group, Great Horton EU young women’s group and the Queensbury girls group. Each of these projects offers young women a safe space to support one another and develop life skills that help the girls to stay safe and feel connected to their local community.
Over the last year the Youth Service partnership with the Build a Girl Project. Build a Girl project provides young women with a voice and supports them to build a strong network of support for young women. The partnership work has continued to grow and this has allowed a variety of groups to participate in a series of events and workshops that have helped them to raise awareness of CSE, human rights and identity.
Bradford South PWA
There are currently 53 young people flagged at risk of CSE on Police systems which live within the Bradford South area.
Gender 81% of the CSE flagged young people in the Bradford South PWA area are female. 1
8
43
Female Male Not Known
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Age The young people flagged at risk of CSE within the Bradford South area are aged 10 – 17 years old. There are 37 young people who are aged 14 – 16 years old. The six high risk flagged young people are aged 13 – 16 years old. Number of Flagged Age Young People 10 1 11 1 12 2 13 8 14 12 15 12 16 13 17 4
Ward The Tong Ward houses the highest numbers of CSE flagged young people closely followed by the Great Horton Ward, Royds Ward and Wibsey Ward. Ward High Medium Low Total Great Horton Ward 2 2 7 11 Queensbury Ward 1 1 2 4 Royds Ward 2 8 10 Tong Ward 7 5 12 Wibsey Ward 3 6 9 Wyke Ward 2 5 7 Total 6 14 33 53
Maximising CSEA education, awareness and engagement opportunities under prevention strand – excellent work of Cyber team in delivering to schools, victims and wider communities throughout 2017. National CSE awareness day spring 2017.
The Police work closely with Barnardos in tackling CSE as outlined in this report.
Whilst a lot of work is undertaken within the NTE and hotels in the city, this does have an impact on children living across all districts as often children travel to the centre and are, at times, vulnerable to CSE.
An Effective child and young person Safeguarding programme has been embedded across Bradford with local and national Hotels.
Improvement contracts in the past year have been served on hotels across the City
Effective work by partners has seen a 28% reduction in missing at Bradford as at December 2017, around vulnerable high risk Children/young people. Through close multi- agency partnership working we have effectively safeguarded and developed individual plans for each child and reduced threat, harm and risk and ultimately demand upon resources. Page 34
Barnardos have conducted a number of awareness sessions around
Community Awareness Raising: Parents, Young People and Wider Community Private sector Businesses NTE: Pro-active Outreach, Training, Enforcement Public & Voluntary Services: Guidance, Training Within Bradford there were a total of 269 inputs delivered across the District.
NightWatch Programme - engagement data:
Table 1 shows the engagement style and number of individuals reached by NightWatch 2017/18. Engagement with private sector businesses, public and voluntary sector services, and with the wider community continues to empowering each group to recognise, respond and report CSE concerns appropriately.
Engagement type Q1 Q2 Q3 Q4 Total Engagement (per style) Community Awareness Raising 147 *1903 564 *2614
Guidance 101 39 53 193
Outreach 29 171 150 350
Direct Training 33 48 186 267
Total Engagement 310 *2161 953 *3,424
*This figure does not include numbers reached via Bradford community Broadcasting (BCB) Radio and Online Watch Link (OWL) as recipient figures are unknown. Bradford Community Broadcasting radio session (Parents, Wider Community & NTE) BCB estimates 30,000 listeners per week. The NTE worker featured NightWatch and CSE awareness in an hour long broadcast.
Online Watch Link – Neighbourhood Watch (Wider Community & NTE) OWL has 15,000 registered members. The NTE worker has developed a closer partnership with the OWL coordinator and as such has had the opportunity to share information via the system. More information sharing is planned.
Outreach: Engagement with private sector businesses, particularly those operating within the night time economy (NTE) continues to be approached through: - Proactive Outreach - Enforcement outreach
Outreach Audience Number of Number of Number of premises/locations premises/locations premises/locations Visited in Q1 visited in Q2 visited in Q3 Shisha 3 7 7 Pub/clubs 2 12 - Takeaways/food 6 5 54 Off Licences 3 25 9 Private Sector Mixed Audience 3 5 18 Taxi’s - 4 - Page 35
Hotels/Accommodation 2 1 4 Gambling 5 - - Other locations 4 6 3 i.e. car parks, parks, leisure areas
TOTAL 29 65 95
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Agenda Item 6/
Report of the Strategic Director of Health and Wellbeing to the meeting of Bradford South Area Committee to be held on 15th March 2018 V
Subject:
Public Health in South area of Bradford District
Summary statement:
This report informs Bradford South Area Committee about the work of the Public Health department, in particular how the work contributes to the health and wellbeing of the population on the Bradford South area
Bev Maybury Portfolio: Strategic Director-Health and Wellbeing Health and Wellbeing Cllr Val Slater
Report Contact: Joanne Nykol & Overview & Scrutiny Area: Sarah Possingham Phone: (01274) 434256 & 431319 Health and Social Care E-mail: [email protected] And [email protected]
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1. SUMMARY The following report aims to inform the Bradford South Area committee of the health and wellbeing of the residents of Bradford South and in doing so will discuss some complex heath and wellbeing concerns which are demonstrated in the accompanying Public Health (PH) profile –appendix 1 to this document.
2. BACKGROUND The Public Health department was established in the Local Authority in 2013 as part of the reforms created by the Health and Social Care Act 2012. On entry to the Council Public Health was a stand alone department however the Council restructure in 2015/6 bought three key services together; PH; Environmental Health and the department of Adult services to create one directorate; the Department of Health and Wellbeing. This recognises the importance of the links and relationships between all three and creates an environment where it is possible to foster more ‘joined up’ service delivery for the residents of Bradford District.
This report is the fourth prepared for South Area committee to consider by PH and as such hopes to build on previous information and demonstrate new service approaches.
There are some complex health issues in the south area wards as indicated by the outturns included appendix 1. These cannot be tackled effectively by any one service but require concerted effort to be made by professionals from a range of disciplines; voluntary and community organisations; leaders and activists as well as individuals if material changes are to be realised.
Bradford South has the third highest infant mortality rate of the 5 areas which make up Bradford district. Although this is worrying the figures show that there has been a decrease in this indicator over the period from 2013 to 2015 with 23 infant deaths in that period. This brings the average to 4.9 per 1000 live births which is below the overall Bradford average of 5.9; positive news for the area.
The average life expectancy figures continue to be lower than the wider Bradford districts overall in Bradford South. This may be explained by the higher morality rates from cancer; cardio vascular illnesses and respiratory conditions experienced in the area. All three of these factors combine to affect the longer term health outcomes for individuals resident in Bradford South.
Child excess weight rates for both 4-5 year olds and 10-11 years olds are still higher than the Bradford District average. In response PH and their partners have joined together to create the ‘Healthy Bradford Plan’ under which new service responses are being developed. It is hoped this more comprehensive and partnership based approach as it is implemented will begin to reduce these figures in coming years. This will be discussed in more detail further on in this report.
3. OTHER CONSIDERATIONS 3.1 There are a range of practical services and programmes working hard in the Bradford South area and available across the district with the aim of tackling some of the above. These are detailed below.
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3.2 Working with Adults
3.2.1 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 GP practices, 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 ward.
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.
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 of illegal tobacco 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.
West Yorkshire and Harrogate Cancer Alliance have identified tobacco control as a key element of its work to prevent cancer and cancer-related deaths. The alliance board propose to provide additional funding in Bradford and Wakefield to tackle lung cancer across the district through four specific programmes of work
Support people to stop smoking Raise awareness of early signs and symptoms Develop a pilot ‘lung health check’ scheme Optimising care and treatment pathways
The proposal creates the opportunity to establish a local health and care partnership between the local council, providers of NHS services (hospitals, mental health, GPs and community services) and commissioning organisations in order to drive the four- pronged programme.
Public health continue to work in partnership with Bradford City and Districts CCG’s Bradford Breathing Better programme to improve respiratory health outcomes for children, young people and adults in Bradford with COPD or asthma.
3.2.2 Screening Uptake of the three national cancer screening programmes (bowel screening, cervical screening and breast screening) is low across the two Bradford CCGs. NHS England is responsible for the commissioning and monitoring of these programmes and holds regular meetings at local level with stakeholders to improve uptake. A report on screening and immunisations was presented by the West Yorkshire Page 39
Screening and Immunisation Team at the Health and Social Care Scrutiny Committee in December 2017.
Over the past year Bradford has been visited by both Cancer Research UK and MacMillan Cancer Support road shows to raise awareness of the cancer screening programmes. The NHS England Screening and Immunisation team are also undertaking work at GP practice level to identify practices with low uptake of screening and help them to develop strategies to improve uptake. There is also a research project from Bradford University which is about to start in April 2018 aimed at improving health outcomes and screening uptake in South Asian women. One of the bases for the project will be The Ridge Medical Practice.
3.2.3 Community Connectors programme The City and Districts Clinical Commissioning Groups have been working on the development of new service options for some of their more vulnerable patients. The Community Connectors programme offers 6 weeks of personal support to help individuals access a range of services appropriate to their needs. In particular this includes community facilities; weight management; food and nutritional help; referral to money management and debt services. Hale was successful in being awarded the tender and has applied for additional money to extend the programme through the Department of Health. They have also been awarded funding from the Controlling Migration fund through the Council to extend this service specifically for people from Central and Eastern European communities. This more tailored service will be offered in areas where there are known higher populations from these communities; including Great Horton amongst others. This will offer all the services noted above and also help people to navigate national health services appropriately, such as access to specialist consultancy services and accident and emergency. One part of the Community Navigators programme will be delivered from Bradford Royal Infirmary’s accident and emergency centre to help direct individuals to more appropriate options.
3.2.4 Self Care and Prevention The Self Care and Prevention Programme is led by Bradford Council Public Health, Health and Wellbeing Department and delivered in partnership with the local authority, health, third sector and providers. The programme works across Bradford and Craven with people of all ages and is one of the enabler programmes of the Integration and Change Board (ICB). The aim of the Self Care and Prevention Programme is to support people, including our health and care workforce, to understand what Self Care means and empower them to have the skills, confidence and tools to take control of their own health and wellbeing and manage long term conditions better. The programme delivers a range of self care and prevention focused projects and activities across Bradford district including Bradford South.
One of the key targets of the Bradford and Craven Health and Wellbeing Plan is to deliver self care training to 10% of the health and care workforce.
Three levels of training are available for the workforce including basic awareness, Making Every Contact Count (MECC) and Motivational Interviewing or Conversations Page 40
for Change. The MECC training (Making Every Contact Count) is delivered by an in- house team (Public Health) and an organisation called RIPEN are currently commissioned by the programme to deliver Motivational Interviewing or Conversations for Change training across Bradford and Craven.
A significant number of staff working across the health and care landscape have attended the Motivational Interviewing or Conversations for Change training to date including staff from the Ridge Medical Practice in Bradford South and this will continue to be rolled out across Bradford and Craven in 2018/19.
RIPEN have also worked closely with a number of third sector partners across the district to co-develop and co-create a change programme called SMILE. It is based on Motivational Interviewing, Acceptance and Commitment Therapy, Mindfulness, Laughter Yoga and Asset based Community Development. The aim of the SMILE programme is to up-skill and train front-line staff to deliver the change programme to the people they work with in the community. The roll out of this programme has already started and the aim is to deliver it across Bradford and Craven in 2018/19.
In addition, active signposting training was recently made available to GP receptionists working across the district and receptionists from Sunnybank Medical Centre and Low Moor Medical Practice have completed the training. The Self Care and Prevention Programme works collaboratively with partners from across the district to deliver a comprehensive calendar of events throughout the year and also during Self Care Week which takes place annually in November.
This year, an organisation called New Horizons in Bradford South ran a programme called ‘Woodside’s Got Talent’. Children from local primary schools and their parents worked together to create a programme incorporating physical activity and preparing healthy meals. Feedback from the parents and children was extremely positive as the programme helped them to see the benefits of making healthier food choices and taking up regular physical activity to improve their overall health and mental wellbeing.
3.2.5 Welfare Advice Welfare advice services are an important resource in the district and the contract holder for the South Area is CHAS @ St Vincent De Paul. They provide a range of expert welfare advice; debt and other advice services which can be accessed through a mixture of outreach sessions; telephone and appointment based options. As a result of previous reports to the South Area committee outreach locations have been adjusted to reflect the knowledge and understanding of elected members in the community. The demand for welfare advice is strong and sessions are well used. The monitoring returns for Bradford South show a steady increase in the numbers of people accessing services rising from an average of 700 enquires in Quarters 4 (2016/7) and 1 (2018/19) to 1256 in Quarter 2 of this year. The greatest numbers of these are for welfare benefit; followed by debt.
The transformation expected of all welfare advice provision to accommodate new forms of access such as internet; web-chat and e-mail has been delayed but is Page 41
expected to be online in the next few months. It is expected this will help support people who need to access welfare advice after routine working hours.
One area that continues to cause concern for welfare advice is the delivery of services in all appropriate community languages. CHAS @ St Vincent has workers who speak relevant South Asian languages; Urdu; Punjabi; Bengali etc. However in common with the other 3 providers of welfare advice, relevant Central and Eastern European Languages are more difficult to source. This has meant that people with these language needs have been accessing services where there are appropriate speakers in neighbouring wards but it is hoped that the plans below will be able to rectify this. Funding to develop better language skills amongst this sector has been granted by the Controlling Migration Fund. This will be used to skill up members of the community; to deliver formal interpretation and translation. It is planned to ‘purchase’ accredited interpretation/translation training through the college for community activists; volunteers and others with a view to being able to support advice and other community based work for the future. Additionally training in immigration advice; the quality mark required by the Home Office, will be purchased for advice workers to make sure there is enough capacity in the Bradford district as this is much sought after.
3.2.6 Warm Homes Healthy People The Warm Homes Healthy People programme (WHHP) is a winter warmth project which offers short term interventions to mitigate against inclement winter weather for some of the district’s more vulnerable households. For eligibility to the programme the household needs to have the one or more of the following resident; Household member(s) aged over 75 Household member(s) aged over 65 Household income below £16,190 Household member(s) with Long Term Health Condition Household member(s) with a Mental health condition Household member(s) living with Dementia Household member(s) with a Learning disability Children under 5 in the household Pregnant household member Asylum seeker or refugee In receipt of benefits Accommodation in disrepair / not adequately heated Experiencing/fleeing domestic abuse
So far the programme has received 258 referrals from across the district. The services are accessed via the provider Groundworks’ website and through telephone referrals. Recipients can be directed to a range of services including the following; Fuel poverty-home energy assessments; help to manage household energy bills; the fitting of radiator foils; emergency heating and support to switch fuel providers Practical support- food parcels; clothing such as hats; coats etc Befriending support
Groundworks hold the contract for the delivery of WHHP however it is actually delivered by a strong partnership of agencies which include Age Concern; Hale; Page 42
Family Action; Innchurches and the Council. This ensures that multiple services can be provided through one referral and that formal links can be made with the Revenues and Benefits social support systems which can give emergency ‘top up’s’ for prepaid energy metered households and fast track referrals into debt counselling systems delivered by Bradford and Airedale Citizens’ Advice Bureau and the Law Centre. The contract runs for two years 2017/18 and 2018/19 so there will be some continuity in services until then.
3.2.7 Recovery services - Drug and/or Alcohol support On 1st October 2017 a new fully integrated substance misuse service for Alcohol and Drug users in Bradford and Airedale commenced under the service name `New Directions`. The service is delivered by Change, Grow, Live (CGL), a large national recovery focussed organisation who are working in partnership with Bridge and Project 6.
The service operates a dedicated single point of contact based at Pelican House, 10 Currier Street, Bradford BD1 5BA and all service users, carers , professionals or members of the public can make referrals to the service through a dedicated 24/7 contact number of 01274 296023.
Any individual who accesses interventions at the service will be allocated a dedicated recovery worker who will work with the individual at an appropriate location. New directions have hubs located in both Bradford and Keighley and also access to 27 community locations across the district. The community locations utilised in Bradford South area are the following; The Life Centre, 102-104 Bierley House 4 6BU Royds Community Centre, Royds Enterprise Park, Future Fields, BD6 3EW Woodside Centre, 82, Fenwick Drive, Woodside BD6 2RZ The Bedale Centre,Bedale Drive, BD6 3ST
3.3 Work with children and families
3.3.1 Reducing Obesity in Adults & Children
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 A range of both nutrition and physical activity programmes for children, adults & family programmes are delivered in Tong, Wibsey, Wyke & Royds wards. This includes the following; Great Horton ward- services delivered from Grange Interlink (OPEIS) to support physical activity in the great Horton Ward. 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;
Outcomes to be reported using appropriate evidenced based tools for physical activity/dietary intake. Page 43
Proportion of physically active and inactive adults (PHOF 2.13) Utilisation of outdoor space for exercise/health reasons (PHOF 1.16) Excess weight in 4-5 and 10-11 year olds (PHOF 2.06) Excess weight in adults (PHOF 2.12) Diet (2.11)
3.3.2 Infant mortality Infant mortality rates are improving but remain above regional and national rates. The Every Baby Matters (EBM) Steering Group continues to co-ordinate and lead the partnership work in key priority areas to improve maternal and infant health and reduce infant mortality across the Bradford District. The EBM steering group co- ordinates detailed action plans which draws together a number of local activities and programmes that partners are continuing to work on and prioritise across 10 Recommendation areas. Some key work over the past year has included:
Ensuring pregnant women and women with young children have priority to access safer and healthier housing where appropriate and standards in the private sector are improved. Systematic work across the district to promote breastfeeding using UNICEF approved evidence based approaches and actively promoting healthy eating and healthy weight for pregnant women, as well as continued promotion of Vitamin D tablets and Vitamin D awareness. 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. 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. Support for women to stop smoking in pregnancy with specialist midwifery services. Development of a family leaflet and video planned around increasing genetic inheritance awareness. A range of social media campaigns to support safe sleeping, breastfeeding, stopping smoking in pregnancy and other key areas. 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. 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.
3.3.3 Family centres The council supports St Christopher's Family Centre, (Tong/Holmewood). This was previously funded through the Early Years Grant (Public health and Children services joint funding) however now if fully funded by Public health Grant.
The services offered are; Baby Sense Infant Massage for babies 0-6 months-working with 20 babies on the Baby Sense Infant Massage programme Baby Sense Treasure Basket –working with 20 babies aged (7-12 months) Page 44
Early Birds- cooking and food activities for children under 5. Heaven’s Kitchen-for children aged 0 – 13 Playing with Purpose- working with 40 children in their own homes to increase activity and positive play experiences
3.3.4 Children’s dental health Whilst tooth decay among 5 year olds in the district is improving overall, it remains poor in comparison to the region and nationally. An average number of teeth affected by decay (decayed, missing or filled teeth - dmft) per 5 year old child was 1.50 across the district in 2014/15 ; an improvement since the last survey in 2012 but above regional and national levels.
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 years 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 and health 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
3.3.5 Teen pregnancy work Ur Choice Relationship and Sex Education programme is delivered across the district in 11 upper Schools. Within Bradford South area Tong and Buttershaw Business and Enterprise College deliver the programme in their schools. This Relationship and Sex Education Programme is delivered in years 7, 8,9,10 and looks at relationships, social media, and sexual health. The programme covers a whole range of issues such as bullying, safety, Child Sexual Exploitation, domestic violence, sexting and offers advice and information. Other schools are contacting PH to look at the programme in light of becoming mandatory in 2019. PH offer teacher training and the resources to deliver the programme in school. The Sexual and Reproductive Health Service has a Hub in the city centre that is open 6 days a week and 5 spokes across the district. One spoke being located at Bowling Hall Medical Practice on Rooley lane. The Sexual Health Service offers Contraception and sexual health services to all Bradford residents.
Bradford has been fortunate in receiving funding via the Controlling Migration Fund (Ministry of Housing, Communities and Local Government) for a range of different projects. Public Health has been asked to develop the strand looking at teenage pregnancy amongst young women from the Central and Eastern European communities. Current information from the Teenage Pregnancy midwifery service indicates that there has been an over-representation of young women from these communities using that service and that this is also often quite late in their pregnancy. The programme is district wide with a focus on areas where there are higher numbers of Page 45
Central and Eastern European community’s resident; in South area this includes Great Horton.
The project aims to understand more about teenage pregnancy in the Central and Eastern European community and to develop service responses based on that knowledge. It has started with research; gathering the views of young people using a questionnaire which the Youth services and Neighbourhood Offices have supported. The analysis of these is now being collated and it is expected that outcomes will include a better understanding of contraception needs, relationships and sexual education work and help to support better and earlier use of pre-natal services for the future.
3.4 Cross system working
3.4.1 Healthy Bradford Plan The Healthy Bradford Plan led by Public Health aims to bring a collaboration of partners together to shape the system with coordinated actions towards a shared ambition: To make it easier for everyone, everywhere in the District, to live healthy and active lifestyles every day. The plan consists for four core activities shown in Figure 1. Each activity will build on the previous and each will develop numerous actions with multiple partners to identify and tackle the drivers of unhealthy lifestyles across the population. Much work is currently underway in each domain as the details of this are developed in 2018, further details will be shared.
Figure 1: Four core activities of Healthy Bradford Plan
3.4.2 Air Quality Improvement Action in Bradford There are areas of South area of Bradford in which concentrations of air pollutants are higher than they should be. This is in common with other urban parts of Bradford which also have busy roads, industry and large numbers of domestic properties. In order to tackle this problem Bradford Council has adopted an air quality strategy in 2011 and more recently a Low Emission Strategy[1] (LES). Bradford’s LES has a focus on actions that produce results on the ground and has had outputs that improve air quality some of which are;
All relevant planning applications in Bradford have air quality mitigation applied to them; this has yielded the conditioning of; i) In excess of 4,000 electric vehicle charging points at domestic and commercial Page 46 premises since 2013 ii) Fleet standards of current or previous euro standard for all commercial fleets on new developments with low emission strategy conditions for larger fleets iii) Dust control on all construction works in accordance with best practice guidance iv) Low emission travel plans for staff and householders v) Damage cost calculations for larger developments leading to site specific mitigation, examples of which include an electric minibus for staff and new cycling infrastructure.
Council procurement processes have been changed to include consideration of emissions (5% of contract via social values) in all purchase decisions. Vehicle procurement includes consideration of whole life costing’s.
The Council fleet includes the use of ULEV vehicles wherever practical and has recently received a 4 star Ecostars rating.
A Low Emission Zone (LEZ) feasibility study[2] has been carried out to inform LEZ policy at Bradford, the study was carried out in collaboration with health researchers and has calculated annual health cost savings related to LEZ interventions in Bradford.
The data from the LEZ study has been used to support a successful CVTF bid to retrofit 25 commercial buses, subsequent PEMS (portable emissions monitoring) testing showed a 96% reduction in NOX emissions. In February 2018 a further £1.1m has been secured to retrofit a further 62 buses.
A biomethane trial[3] and gas feasibility study has been carried out at Bradford. This has lead to a current facilities management project to look at the feasibility of City gas station at the new Super depot being proposed by the Council, this would potentially be in partnership with local bus companies.
The Council works closely with health researchers at Born In Bradford to understand the health effects of air pollution on the Bradford population through the environmental epidemiology studies they are carrying out. The Council is a partner to some of their work and the compelling data they produce some of the evidence base for the work that the Council does to improve air quality.
Bradford has also worked to share good practice and improve air quality across the region via development a West Yorkshire Low Emission Strategy[4]. Bradford led and managed this project in collaboration with the 5 WY authorities, the Combined Authority and Public Health England. The finished strategy was adopted by the 5 Local Authorities in July 2016.
Bradford’s work on air quality has been recognised nationally as exemplar, with recognition for air quality work at the Sustainable City Awards (2013), the MJ Local Government Awards (2014) and the Fleet Hero Awards in 2016.
We cannot include all our initiatives here, but the information above and the links provided demonstrate some of the work Bradford Council has done to reduce air quality impact.
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[1] https://www.bradford.gov.uk/media/1385/bradfordlowemissionstrategy2013.pdf [2] https://www.bradford.gov.uk/media/1384/reportofthelezfeasibilitystudy.pdf [3] https://www.bradford.gov.uk/media/1388/trialofbiomethanevehiclesbybradfordcitycouncil.pdf [4] http://www.westyorks-ca.gov.uk/News/Articles/WYLE-Draft-Strategy/
4. FINANCIAL & RESOURCE APPRAISAL
4.1 There are no significant financial implications for Bradford Council arising from this report. 4.2 There are no significant staffing implications for Bradford Council arising from this report.
5. RISK MANAGEMENT AND GOVERNANCE ISSUES
There are no significant risks arising out of the proposed recommendations in this report
6. LEGAL APPRAISAL
Bradford Metropolitan District Council was created on the 1st April 1974 as a result of the Local Government Act 1972 and empowered to provide services and support for the districts’ residents. This incorporates the responsibilities laid out in Education Acts 1944 and 1996 and the Local Government Act 2000. 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 new 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.
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 proving harder to fulfil than others. An example of this is ensuring the language needs of newer communities from Central and Eastern Europe and some of our refugee communities are available. There are plans to utilise the Controlling Migration funded programme within the welfare advice sector to up skill members from these communities directly; offering access to free translation and interpretation qualifications to increase community capacity.
Page 48
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 No direct Trade Union implications arise from this report.
7.7 WARD IMPLICATIONS See below
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.
8. NOT FOR PUBLICATION DOCUMENTS None
9. OPTIONS 9.1 That Bradford South Area Committee considers the report contents
9.2 That Bradford South Committee encourages and supports the populations and community leaders across Bradford South to come together to tackle the complex issues raised
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10. RECOMMENDATIONS
10.1 It is recommended that the report be welcomed by Bradford South Area committee and that the views and comments of the Bradford South Area Committee be recorded and included in future recommendations
11. APPENDICES
Appendix 1: Public Health Area profile –Bradford South Appendix 2: Frequently Asked Questions re Public health Area Profiles
12. BACKGROUND DOCUMENTS
Bradford South Public Health report 16th March 2017
Page 50
APPENDIX 1
Bradford South
Public Health Profile
Population Bradford South generally has a similar population to the average for the district, but has a higher proportion of males and females aged 45-59 years. The population of Bradford South has grown more than the average for Bradford since 2011. Bradford South has the third highest proportion of non-white residents in the district.
104,636 90+yrs Bradford South population, 2016 (+2.9% since 2011) 80-85yrs 80-84yrs (Bradford District population +2.1% since 2011) 75-79yrs 70-74yrs % Bradford South population non-white = 21% 65-69yrs (District average = 33%) 60-64yrs 55-59yrs 50-54yrs 45-49yrs 40-44yrs 35-39yrs 30-34yrs 25-29yrs 20-24yrs 15-19yrs 10-14yrs 5-9yrs 0-4yrs
10% 8% 6% 4% 2% 0% 2% 4% 6% 8% 10%
Bradford South - female District average - female Bradford South - male District average - male
Life expectancy at birth
Bradford South has a lower life expectancy from birth for both males and females when compared
to the district average. Life expectancy from birth is on average 0.5 years lower for males and 0.7 years lower for females in Bradford South than the average for Bradford.
Ward Males Females Great Horton 77.2 81.9 Queensbury 77.1 81.2 Royds 76.4 78.9 Tong 74.3 79.2 Wibsey 79.4 82.9 Wyke 79.2 83.0
Life expectancy at birth varies across the wards within Bradford South for both males and females.
Bradford Public Health-South Area Committee report 2018-03-15 1 Page 51 Infant mortality
Although Bradford South now has the third highest infant mortality rate of the five areas of the
district, rates fell slightly between 2013 and 2015 and remain below the average for the district but
remain higher than the average for England. Between 2013-15 there were 23 infant deaths, with an
infant mortality rate of 4.9 deaths per 1,000 live births compared to the district average of 5.9 deaths
per 1,000 live births.
Cancer mortality
On average there are nearly 130 deaths per year due to cancer in the under 75’s in Bradford South.
Bradford South continues to have the second highest mortality rate due to cancer of the five areas
of the district.
Bradford Public Health-South Area Committee report 2018-03-15 2 Page 52 Child excess weight – 4-5 year olds Bradford South continues to have the highest proportion of overweight or obese Reception aged children in the district and although saw a reduction in 2015-16, the proportion of overweight or obese children saw a large increase in 2016-17
Child excess weight – 10-11 year olds The proportion of Year 6 aged children who are classified as overweight or obese has varied over the last 8 years, however after being below the district average in 2015-16, the proportion of overweight or obese children is now above the district average in Bradford South
Bradford Public Health-South Area Committee report 2018-03-15 3 Page 53
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 2013-15 24 4.9 Lowest ward in area I 1.6 per 1,000 live births Highest ward in area IIIIIIII 8.0 per 1,000 live births District average IIIII 5.9 per 1,000 live births Bradford South IIIIIII 77.0 years 2. Life expectancy at birth - Lowest ward in area IIIIIII 74.3 years 2014-16 77.0 - males Highest ward in area IIIIIII 79.4 years District average IIIIIII 77.5 years Bradford South IIIIIIII 80.8 years 3. Life expectancy at birth - Lowest ward in area IIIIIII 78.9 years 2014-16 80.6 - females Highest ward in area IIIIIIII 83.0 years District average IIIIIIII 81.5 years Bradford South IIIIIIIIIIIIIIIIIIIIIIIIIII 27.1% 4. Child excess weight in 4-5 Lowest ward in area IIIIIIIIIIIIIIIIIIIIII 22.4% 2016-17 395 27.1% year olds Highest ward in area IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 34.5% District average IIIIIIIIIIIIIIIIIIIIII 22.5% Bradford South IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 38.5% 5. Child excess weight in 10- Lowest ward in area IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 37.1% 2016-17 497 38.5% 11 year olds Highest ward in area IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 41.2% District average IIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIIII 37.9% Bradford South IIIIIIIIIIIIIIIII 173.8 per 100,000 6. Under 75 mortality rate Lowest ward in area IIIIIIIIIIIIIII 150.9 per 100,000 2014-16 387 173.8 from cancer Highest ward in area IIIIIIIIIIIIIIIIIIII 205.6 per 100,000 District average IIIIIIIIIIIIIII 154.7 per 100,000 7. Under 75 mortality rate Bradford South IIIIIIIIIII 114.2 per 100,000 Lowest ward in area IIIIIII 70.5 per 100,000 from cardiovascular 2014-16 256 114.2 Highest ward in area IIIIIIIIIIIIIIII 161.6 per 100,000 diseases District average IIIIIIIIII 102.5 per 100,000 Bradford South IIIIII 65.4 per 100,000 8. Under 75 mortality rate 2014-16 141 65.4 Lowest ward in area IIII 42.6 per 100,000 from respiratory disease Highest ward in area IIIIIIIII 90.1 per 100,000 District average IIIII 51.4 per 100,000
Indicator definitions
1. Mortality rate per 1000 live births (age under 1 year). 5. % school children in Year 6 classified as 2. The average number of years a person would overweight obese expect to live based on the average number 6. Directly age standardised rate per 100,000 of years a newborn baby would survive if he population aged under 75 or she experienced the age-specific mortality 7. Directly age standardised rate per 100,000 rates for that area and time period throughout population aged under 75 his or her life 8. Directly age standardised rate per 100,000 3. As Indicator 2 population aged under 75 4. % school children in Reception year classified as overweight or obese
Bradford Public Health-South Area Committee report 2018-03-15 4 Page 54 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.
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 Bradford South Area Committee report 2018-Page03-15 55 What would be the harm in letting us know the ranking?
Because, sometimes, people associate short-term variation (and moves up and down the ranking) with activity, or intervention, or the lack of it, when it could be just down to coincidence – or natural variation.
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.
2 Bradford South Area Committee report 2018Page-03-15 56 Agenda Item 7/
Report of the Strategic Director, Place to the meeting of Bradford South Area Committee to be held on 15th March 2018. W
Subject:
HIGHWAY MAINTENANCE NON-CLASSIFIED ROADS AND SURFACE DRESSING ALLOCATION FOR BRADFORD SOUTH - 2018/19
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 for 2018/19.
Steve Hartley Portfolio: Strategic Director Place Regeneration, Planning & Transport
Report Contact: Andrew Whelan Overview & Scrutiny Area: Principal Engineer Highway Maintenance Environment and Waste Management Phone: (01274) 434409 E-mail: [email protected]
Page 57
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 2018/19 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 2018/19 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 £250,000. 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 73,857m2 (approx. £236,342) 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.
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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 £1.25 million for the whole of the Bradford Metropolitan District, which would equate to around £250,000 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 59 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.
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 2018/19 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) 2018/19.
11.2 Appendix 2 – Proposed Programme for Surface Dressing 2018/19.
12.0. BACKGROUND DOCUMENTS
12.1. None. Page 60
Appendix 1 - Highway Maintenance Proposed Capital Programme for Non-PRN (Non-classified roads) 2018/19
Highway Maintenance Programme 2018/2019 - Non PRN (Non Classified Roads) Bradford South Road Name Ward From To Length Budget Priority Sites Allandale Road, Buttershaw Royds Full Length 70 £8,000 Copgrove Road, Holmewood Tong Full Length 430 £49,000 Dracup Avenue, Lidget Green Great Horton Full Length 200 £18,000 Felcourt Drive, Holmewood Tong Full Length 400 £20,000 Brayshaw Drive, Horton Bank Top Queensbury Great Horton Rd No 10 90 £9,000 Great Horton Road Service Road Queensbury Hindley Walk Bray Close 190 £18,000 Dunsford Avenue, Bierley Tong Full Length 270 £20,000 Glendale Drive, Buttershaw Royds Full Length 250 £20,000 Green Lane, Queensbury Queensbury Full Length 1000 £50,000 Page 61 Page Staithgate Lane, Odsal Wyke Sections 200 £32,000 Oastler Place, Odsal Wyke Full Length 60 £6,000 £250,000 Reserve Sites Eltham Grove, Buttershaw Royds Full Length (M) 80 £4,000 South Street, Oakenshaw Wyke Cleckheaton Road Boundary 40 £8,254 Chapel Lane, Queensbury Queensbury Chapel Street Medical Centre 140 £14,000 Storr Hill, Wyke Wyke Full Length 330 £21,990 Dixon Avenue, Lidget Green Great Horton Full Length (M) 160 £6,000 Morley Carr Road, Wyke Wyke Full Length 210 £42,629 Beacon Brow, Horton Bank Top Royds Full Length (M) 130 £8,000 Spartan Road, Low Moor Wyke Full Length 270 £95,231 Reevy Drive, Buttershaw Royds Harbour Road 3 Mostyn Grove (M) 70 £4,000 Reevy Drive, Buttershaw Royds Reevylands Drive Verdun Grove (M) 90 £5,000 Reynolds Avenue, Lidget Green Great Horton Top Section No 1 to 23 (M) 50 £3,500 Cropredy Close, Queensbury Queensbury Full Length 120 £11,000 Frensham Drive/Way Great Horton Full Length (M) 680 £38,000 Northside Road, Lidget Green Great Horton Northside Terrace Ambulance Station 220 £22,000 Barden Avenue, Buttershaw Royds Full Length 440 £40,000
Edgehill Close, Queensbury Queensbury Full Length 90 £10,000 Grouse Moor Lane, Queensbury Queensbury Sections (HRA) 60 £8,000 Lower Wyke Green, Wyke (Ancient Highway) Wyke Full Length 225 £14,000 Odsal Road Service Road, Odsal Wibsey House No 15 House No 71 240 £22,000 Tyersal Lane, Holmewood Tong Ned Lane Tyersal Works 50 £25,000 Verdun Road, Wibsey Royds Harbour Road Reevy Drive 125 £14,000 £416,604
Page 62 Page
Appendix 2 – Proposed Programme for Surface Dressing 2018/19
Site Ward Area From To Post Code Landscove Ave Tong 3933 Broadstone Way Kesteven Rd BD4 0HX Holme Lane Tong 832 Raikes Lane L/C 27 or thereabouts BD4 0PX Mansell Mews Tong 614 Full Length BD4 0PX Raikes Lane Tong 804 Adj to Raikes Hall approx 170 east BD4 0RL C111 Tong Lane Tong 8672 Boundary resurfacing bed BD4 0RR C111 Tong Lane Tong 390 Lay bye opp Farm shop BD4 0SB Hambledon Ave Tong 2480 Full Length BD4 6BA Wrigley Ave Tong 650 Full Length BD4 6BB Boy Lane Tong 462 Full Length BD4 6DL Spen View Lane Tong 1660 Full Length BD4 6DQ Burnham Ave Tong 6035 Full Length BD4 6JH Dorchester Cres Tong 2394 Full Length BD4 9BY
Page 63 Page Mayo Grove Wibsey 230 Full length BD5 8HX Wickham Ave Wibsey 676 Full length BD6 1HT Crawford Avenue Wibsey 1811 Full length BD6 1HX B6380 Fair Road Wibsey 3226 Full length BD6 1QN Bourbon Close Wibsey 310 Crofthouse Rd Both turning heads only BD6 1SN Auckland Road Wibsey 510 Full length BD6 3AT Briggs Grove Wibsey 423 Full length BD6 3AU Kenmore Cres Wibsey 1134 Full length BD6 3JG Kenmore Drive Wibsey 1031 Full length BD6 3JL Belmont Gardens Wyke 400 Full length BD12 0HJ Caldene Ave Wyke 2883 Full length BD12 0JR Belmont Ave Wyke 2295 Full length BD12 0PD C111 St Enochs Road Wibsey 5242 Marbridge Court (HRA bed) Fair Road BD6 3BU Sowden Street Great Horton 416 Full length BD7 3LX Crossdale Avenue Royds 1091 Full length BD6 2AS Calderstone Avenue Royds 1936 Full length BD6 2AT Lastingham Green Royds 1985 Full length BD6 3SD The Crescent Royds 1272 S/o Health Centre (RRW) Ridings Way BD6 3UD Brambling Drive Queensbury 870 Full length BD6 3XB Bunting Drive Queensbury 656 Side of No 13 The Birdwalk BD6 3XE Dunnock Avenue Queensbury 1789 Main section BD6 3XH Peregrine Way Queensbury 122 First 20m from Ouzel Dve BD6 3YA
Redpoll Way Queensbury 1590 Full length BD6 3YF Ouzel Drive Queensbury 566 Jacana Way No41 BD6 3YN Coppicewood Avenue Great Horton 956 Full length BD7 2JA Coppicewood Grove Great Horton 424 Full length BD7 2JB Longford Terrace Great Horton 660 Full length BD7 2PE Mabel Royd Great Horton 552 Full length BD7 2PF Woodvale Way Great Horton 1352 Full length BD7 2SJ Woodvale Grove Great Horton 295 Full length BD7 2SL Rockland Crescent Great Horton 875 Full length BD7 2SN Halstead Place Great Horton 1309 Full length BD7 3LY Upper Fawth Close Queensbury 1187 Full length BD13 1DF Uplands Avenue Queensbury 1418 Full length BD13 1EN Uplands Crescent Queensbury 1219 Full length BD13 1EP Uplands Grove Queensbury 602 Full length BD13 1EW New Park Road Queensbury 980 West End Parkside Avenue BD13 2EU Stocks Lane Queensbury 638 Adopted Section Only BD13 2SQ
Page 64 Page
Agenda Item 8/
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 15th March 2018 X
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 n/a
Report Contact: Vicki Wallace Overview & Scrutiny Area: Phone: (01274) 237524 E-mail: [email protected] Health
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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.
7.5 HUMAN RIGHTS ACT
There are no human rights issues arising from this report. Page 66 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.
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
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APPENDIX 1
Report of the Director of Strategic Partnerships to Bradford South Area Committee
Clinical commissioning groups (CCGs) are NHS organisations that commission (plan, buy and monitor) most of the hospital and community NHS services in the local areas for which they are 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
Prior to this meeting, the Area Committee requested information about cancer incidence and how the CCG is working towards reducing cancer rates in Bradford South. The first part of this report focuses on cancer, whilst the second gives a broader overview of some of the other work of the CCG.
Part 1: Cancer rates in Bradford South
What is the picture regarding cancer rates and survival rates in Bradford South?
1 Is there a high rate of cancer? The table below shows that whilst Bradford Districts CCG’s incidence of cancer is slightly higher than the England average, the incidence is lower when compared with areas whose population share similar demographics. (Figures not available at Bradford South level)
Standardised incidence (per 100,000 population) of all cancers 2015 Source: https://nww.cancerstats.nhs.uk/incidence/age_standardised_rates
England Bradford Districts Bradford City Comparator CCGs
average CCG CCG average 605 612 584 635
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2 Which cancer sites have the highest incidence?
The table below shows that when compared to the England average, Bradford Districts has lower rates of prostate cancer, similar rates of breast and colorectal cancers and higher rates of lung cancer.
Standardised incidence (per 100,000 population) of most common tumour sites 2014
Cancer site England Bradford Districts Comparison to average CCG England average All sites 608.30 605.66 Similar Breast 173.38 182.11 Similar Lung 78.34 93.84 Worse Colorectal 70.43 66.05 Similar Prostate 177.6 125.49 Better
Source: https://www.cancerdata.nhs.uk/dashboard#?tab=Overview&ccg=02R
3 What are survival rates like in Bradford? One-year survival rates (following diagnosis) are either similar or better than the national average.
One-year survival (2013 diagnoses), net survival index for adults (%)
Cancer site England Bradford Districts Comparison to average CCG England average All sites 69.6 69.8 Similar Breast 96.3 97.4 Better Lung 35.5 39.3 Better Colorectal 76.7 80.0 Better Prostate Data not Data not available Data not available available
Source: https://www.cancerdata.nhs.uk/dashboard#?tab=Overview&ccg=02R
4 What are screening rates like for Bradford South? When looking at Bradford South GP Practice patients, the average rates for completed bowel screening kits is significantly lower than both the national and Bradford Districts CCG’s rate.
Screening for breast and cervical cancer are similar or slightly less than national average.
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Bowel cancer screening uptake percentage (2016/17)
England Bradford Districts Bradford South Comparison to average CCG average GPs average England average 57.4 55.1 50.5 Worse
There is large variation from 44.1% to 59.1% across the practices.
Source: https://fingertips.phe.org.uk/profile/cancerservices/data#page/3/gid/1938132830/pat/152/p ar/E38000019/ati/7/are/B83062/iid/91343/age/266/sex/4
5 What are we doing to improve the cancer situation Bradford?
Although in Bradford South - which forms part of NHS Bradford Districts CCG - there does not appear to be a higher rate of cancer incidence than the England average, it is clear that the people who do develop cancer are dying at an earlier age than in other areas. This is in part due to the relatively poor health of the population with high levels of obesity and increased incidence of smoking. It also appears to be related to a lack of knowledge regarding the signs and symptoms of cancer and a lower uptake of the three national cancer screening programmes. Almost a quarter of all cancer diagnoses in the area are made following an emergency presentation to health services, which indicates that there is work needed to help increase earlier diagnosis of these cancers.
NHS Bradford Districts CCG and Bradford City CCG have formed the Bradford Improving Cancer Survival (BICS) programme to improve the general awareness of cancer, increase early diagnosis and thus achieve better outcomes for our population. This programme links into the ongoing work of the NHS England-led Bradford and AWC screening group who are working with the voluntary sector and the wider public to increase knowledge of cancer signs and symptoms in our city. It is hoped that increasing understanding of the symptoms and risks will help to improve the uptake of the three national screening programmes.
The CCGs have commissioned Bradford and District Community Empowerment Network (CNet) to deliver engagement work with hard-to-reach women’s groups in the city to share cancer-related health messages, educate people on signs and symptoms of cancer and gain an understanding of barriers to the uptake of cancer screening within our population.
Yorkshire Cancer Research is funding a pilot study led by the three CCGs working closely with Enable2 interpreting service. The scheme intends to contact non-responders to the national bowel screening programme on behalf of their GP practice and encourage participation using the individual’s own first language with appropriate culturally sensitive messages. It is hoped that this will increase the uptake of the screening programme and provide a proof of concept for further engagement work on a range of health topics.
After securing funding from the West Yorkshire Cancer Alliance, Bradford Teaching Hospitals Foundation Trust (BTHFT) is planning the introduction of faecal immunochemical testing (FIT), straight-to-test colonoscopy, vague symptoms clinics and a one-stop haematuria clinic. These innovative diagnosticPage 70and pathway changes will allow patients to be seen more quickly and in the most appropriate setting.
Work is also ongoing between the CCGs and secondary care providers to introduce Assist, a new referral tool within SystmOne, the GP patient records system. This will improve the quality of two-week wait referrals from primary care and ensure patient pathways are always up-to-date and adhered to. BTHFT is also working on streamlining the multi-disciplinary team process and is rolling out the recovery package to patients across more cancer sites. This will help ensure that the level of care provided to patients is high and specifically tailored to the individual.
Part 2: Other CCG plans and initiatives
1 Local health and wellbeing plan
Our vision for Bradford district and Craven is for everyone to have the best possible outcomes for their health and wellbeing and for people to remain happy, healthy and home.
To achieve this, people working in the NHS, local authorities and the voluntary and community sector have worked together to develop local priorities to ensure that health and care services are built around the needs of local populations.
These organisations have also been collaborating with colleagues across Calderdale, Kirklees, Leeds, Wakefield and Harrogate on shared priorities as part of the West Yorkshire and Harrogate health and wellbeing partnership.
The priorities make up the West Yorkshire and Harrogate health and wellbeing plan which shows how local services will evolve over the next five years to deliver on the national Five Year Forward View.
The West Yorkshire and Harrogate health and wellbeing partnership is one of a number of national partnerships created to help drive a genuine and sustainable transformation in health and care between 2016 and 2021.
West Yorkshire and Harrogate Health and Care Partnership Priorities
Working with the West Yorkshire and Harrogate Health & Care Partnership, we aim to deliver improvements in the quality and value for money of care we provide, working through nine programmes reflecting national and local priorities.
National priorities: cancer services urgent and emergency care services mental health services Maternity primary and community care
Local priorities: stroke care Preventing ill-health Improving planned care and reducing variation hospitals work together Page 71 To find out more about this work, you can visit the West Yorkshire and Harrogate Health and Care Partnership website.
2 GP Access
Following a financial review of all primary medical service contracts, the CCG implemented funding changes from April 2016. For some practices this has meant a reduction in funding and is being phased in over a period of five years (currently in year four).
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 the CCG has a five- year primary medical care commissioning strategy, which was widely consulted on with partners and stakeholders. The two Bradford CCGs published their strategy at the end of 2016.
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.
The views of Patient Participation Groups and other service users have been, and continue to be, instrumental in helping to develop extended access initiatives.
Two examples of initiatives locally to improve access, include:
Extended access: With Bradford City CCG, 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 is currently one hub operational which serves 25% of the population. It operates from Westbourne Green Health Centre and is open 6.30pm – 9.30pm Monday to Friday and 10am -1pm Saturday and Sunday. There are appointments with GPs, physios, welfare benefit and debt advice and mental wellbeing support. Plans are in place to deliver the service to 100% of the Bradford population by October 2018. Once fully operational, any patient in Bradford will be able to access any of the hub locations, if the appointment is convenient to them.
Working at scale: Our primary medical care commissioning strategies support practices working at scale and, as a result, we are therefore beginning to see practices working more closely, in order to share resources. In 2017 we have seen an increase in the number of practices working in networks, federated working and undertaking practice mergers. Some additional funding from NHS England has helped to support this work.
3 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 attacksPage or strokes. 72
The wider BHH project has been recognised regionally, and Dr Youssef Beaini, Clinical Lead for Cardiovascular Disease for the CCG is leading this work to support roll out across West Yorkshire and Harrogate.
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 treatment as appropriate. Funding is for two years and we have commissioned HALE, one of our community providers to undertake the testing in local areas. Following testing, the results are recorded on the patient’s medical record.
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.
4 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 being rolled out in the coming year - 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 with respiratory disease the tools and techniques to feel confident to manage their condition and will provide rescue packs of medication to avoid - where clinically safe - admission to hospital when their condition worsens. 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 to increase the number of quitters. Our work will take in opportunities identified in the NHS Right Care Pathways for COPD.
All of our local practices are engaged in delivering BBB and, working collaboratively with IT colleagues, we will be producing practice and CCG level reports that will support best practice for chronic disease management.
There are many elements to the work including the development of a single clinical template, an agreed formulary across primary and secondary care, pathway development and clinical education that are either underway of will be developed over a period of time.
5 Implementation of the Mental Wellbeing Strategy
We launched the mental wellbeing strategy in January 2017. The strategy is focussed around the three areas of work:
Page 73 Our Wellbeing: We will build resilience, promote mental wellbeing and deliver early intervention to enable our population to increase control over their mental health and wellbeing and improve their quality of life and mental health outcomes. Our mental and physical health: Mental health and wellbeing is of equal importance to physical health. We will develop and deliver care that meets these needs through the integration of mental and physical health and care. Care when we need it: When people experience mental ill health we will ensure they can access high quality, evidence based care that meets their needs in a timely manner, provides seamless transitions and care navigation.
These three areas, or pillars, structure the implementation of the strategy. In 2016 we launched our Future in Mind strategy that aimed to transform how we deliver mental health services for children and young people. The outcomes have been incorporated into our strategy and work in 2017 has taken place to ensure the strategy aligns with other key areas of work in the council (eg B Positive, SEND, Healthy Bradford and the health and wellbeing strategy).
Our aim is that by 2020, we will work together with partners to ensure that children and young people: will be supported to recognise and value the importance of their mental wellbeing and take early action to maintain their mental health through improved prevention, awareness and understanding can enjoy environments at work, home and in other settings which promote good mental health and improved wellbeing will experience seamless care and have their physical and mental health needs met through services that are integrated and easily accessible can reach their maximum potential through services which are recovery focused, high quality and personalised and which promote independence can expect support to be commissioned and delivered in a way that leads to increases in efficiency and enables transformation of care through reinvestment.
Key areas of progress:
Wellbeing Physical and Mental Care when we need it health Primary mental health Primary care wellbeing First Response service workers aligned with service expanded to responds to crisis needs points of access to cover four hubs in for all ages children’s social care Keighley, Tong, City Online and telephone Publication of Bradford and Eccleshill.Page 74 self-referral available for suicide audit with Steering group for IAPT evidence of groups at Mental and physical Baselines established for risk which has informed a health leading on Personal Health Budgets new action plan. developments to and self-referral to IAPT Initiatives to support pathways and new Safer Space operational mental wellbeing in services. for children and young Schools operations in Map of integrated people Bradford district and services complete 136 young people access Craven (120 schools) Chronic fatigue Buddy system during Young people’s pathway CAMHS wait champions and self-care Further developing First Reduction in CAMHS campaigns Response service and waiting times (presented Map of wellbeing winter resilience to HOSC) services complete opportunities Full recruitment to CYP Dementia action plan Eating disorders team – and presentations to all referrals seen within Overview and Scrutiny. waiting time standard Healthy Bradford Developments in our initiatives launched Early Intervention in Psychosis team
We have reviewed the governance arrangements and established a risk register. Key priorities for this year include:
integration of the transformation programme sustainably across other programmes, expansion of digital engagement and wellbeing tools key focus of work in schools, both with young people and with staff development of peer community led initiatives roll out of the Youth in Mind model to wider services, and a focus on housing, employment, education and public health services for older people in crisis and sustainability of current services expansion of psychological therapies for people with long term conditions
6 Winter pressures: urgent & emergency care
Pressure on our local hospitals has increased over the winter months, often as a result of respiratory and Norovirus illnesses, but also because of the acuity of the patients being admitted.
Local NHS organisations and the local authority 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, as well as a public information campaign to reduce unnecessary visits to hospital and to encourage and prepare people for self-care, where appropriate.
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; arranging extra GP cover over Christmas and new year; implementing GP streaming in the accidentPage and 75 emergency departments of Bradford Teaching Hospitals NHS Foundation Trust and Airedale NHS Foundation Trust; commissioning and implementing an extended GP hours scheme to provide additional GP consulting time; direct booking of bank holiday primary care additional services via NHS 111 Carers’ Resource Home from Hospital supporting frail elderly patients after treatment in A&E; piloting the ‘Community Connecters’ social prescribing scheme in primary care – this involves Hale and other VCS partners working with people who have social issues to reconnect them with NHS and community services to help with their individual needs. using the Better Care Fund to stabilise the care home and home care market spot purchasing of care/residential beds within the independent sector to support patient flow rolling out the multi-agency integrated discharge teams (MAIDT) to identify and manage complex discharges from hospital reviewing the medicines of 3,803 patients by the Medicines at Home Service (MESH) boosting First Response and Safer Spaces capacity to better support patients in mental health crisis agreeing and prioritising funding for a flu voucher scheme for frontline social care staff, coupled with an awareness raising scheme specifically aimed at the care sector.
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7 Accountable care Bradford
This last year has seen a change to how we work across the health care and support system as we create a new way of working across providers and commissioners. We are developing a population health management approach to the provision and commissioning of car, similar to that seen in accountable care systems in other parts of the world. We expect this new approach to improve health inequalities as well as help us manage rising demand. We have seen a change in relationship with primary medical care and the voluntary and community sector as we have supported them to operate ‘at scale’ and form strategic and delivery partnerships with other larger health and care providers as an integral part of the accountable care system.
Accountable care is seen as a major part of the West Yorkshire and Harrogate Health and Care Partnership as each of the six place based plans (Bradford District and Craven being one of the six along with Kirklees, Wakefield, Leeds, Calderdale and Harrogate) talk of this being one of the main ways towards a sustainable care system. The CCGs across West Yorkshire, Craven and Harrogate have formed a joint committee to take collective decisions where this will benefit our local people. Those areas include aspects of mental health, urgent and emergency care, stroke and cancer. We know we can work better together across West Yorkshire, Craven and Harrogate to learn and share good practice and to reduce the variation in care and outcomes for our respective populations.
8 Patient and public engagement
We have continued to strengthen the ways in which we involve patients and the public in our commissioning decisions, and to develop new connections with partners to help us reach further into our communities.
Engaging People: a CCG grant, which was awarded in 2017 to a partnership of VCS organisations known as Engaging People. The partnership includes local organisations CNet, HALE, BTM and Healthwatch Bradford and District. Engaging People carry out engagement work that links to CCG priorities and work streams, helping us reach out to hear the voices and views of particular groups or communities. So far they have completed engagement projects on Out of Hospital care, and smoking during pregnancy. Some of their work is also about supporting other routes for engagement and feedback. This includes providing support to the patient participation group (PPG) network, facilitating the Women's Health Network and submitting information to our Grass Roots reporting system.
Grass Roots insight: a way of reporting patient feedback on health topics from a variety of sources, including the Care Opinion website, Healthwatch, patient complaints and concerns, feedback from our websites and information that is collected during general engagement with local people. This year we are developing a new system to enable us to more easily identify themes and trends in feedback.
Patient network: NHS Bradford City and Bradford Districts CCGs have a joint Patient Network. The Patient Network meetings are held every 8-12 weeks, it brings together patients, carers, service user groups, GP practices and engagement leads in the City and Districts CCGs area. The network aims to explore ways of working together, strengthen patient groups and engagement, build stronger links between communities and health services and help improve the health andPage well-being 77 of people living in the Bradford area. The celebration event organised by the network in November was attended by about 100 people.
Young people’s events: we held a successful event this summer in partnership with NHS England. Self-Care Everywhere was co-designed with young people who set the agenda and led the development of the day, with workshops around topics including mental health, exercise, participation, and healthy eating. In October, we held another multi-agency event, ‘Your Health Your Future’ supporting young people to seek employment opportunities in health and social care and work with patient groups.
The Big Conversation: Throughout July and August 2017, Healthwatch Bradford and District worked with the CCG to create a ‘big conversation’ with local people about the future of health and social care. We wanted to find out what mattered most to people, where there might be willingness to compromise, and what people think could be done differently in the future. Outreach sessions, focus groups and public events were held across the district and in total we had over 900 responses and contributions.
The full report on this work is being used to shape the new ‘place based plan’ for the future of health and care.
Ali Jan Haider Director of Strategic Partnerships NHS Bradford Districts CCG
1 March 2018
Page 78 Agenda Item 9/
Report of the Strategic Director to the meeting of Bradford South Area Committee to be held on Thursday 15th March 2018 Y
Subject:
Children’s Services work in Bradford South
Summary statement:
This report provides a summary of the volume of work undertaken locally related to children, young people and families. It will address education attainments and attendance, poverty levels, information about looked after children and other key issues.
Michael Jameson Portfolio: Strategic Director – Children’s Services Education, Employment & Skills Health & Social Care
Report Contact: Michael Jameson Overview & Scrutiny Area: Phone: (01274) 431266 E-mail: [email protected] Children’s Services Health & Social Care
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1. SUMMARY
1.1 The 0 – 17 year old population of the Bradford South Area is 28018 which constitutes some 20% of the child population of the district as a whole. These figures can be used to put into context the information which follows.
1.2 This report provides a summary of the volume of work undertaken locally related to children, young people and families. It will address education attainments and attendance, poverty levels, information about looked after children and other key issues.
1.3 This report is the first of what is intended to be an annual overview of the work of children’s services and its outcomes across each of the 5 Areas of the district.
1.4 Feedback and comments from committee members are welcomed. We would hope to ensure, going forward, that the issues and outcomes reported are of relevance to each area and are presented in a usable format.
2. BACKGROUND
2.1 Bradford South Education context
2.1.1 In total there are some 36 settings in the Bradford South area which provide either pre-school input or education to children and young people of compulsory school age.
Overall, Bradford South has 53% of its educational settings under local authority control compared with 59% for the district as a whole.
The local authority is responsible for:
- 19 of the 29 Primary Schools. - 4 of the 5 Secondary Schools are Academies as are the single Special School and the Through School. The other Secondary setting is a Free School.
…These are detailed in Appendix 1.
Overall, 58% of Bradford South schools were rated “Good” or better at their last Ofsted inspection, a figure significantly lower than the district average of 68.5%.
There are 18080 children on school rolls in Bradford South. This figure has risen 8.5% over a 9 year period compared to a 1.7% rise for the rest of the district over the same period.
In the past 12 months, some 1979 children and young people have taken up or left school places in the middle of the term. (a net increase of 289 pupils over the year) This represents about 19% of the mid-term churn across the district. As Bradford South has 17% of the districts educational settings, this suggests a relatively variable school population.
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2.1.2 Bradford South Education Outcomes
- Early Years Foundation Stage (EYFS): 67% of children are achieving a good level of development (a 21.5% improvement over 5 years) However, this is still below the 69% average for the district as a whole, and the national average of 70.7%
- Primary: Key Stage 2: 53% of pupils achieve the expected standard in reading, writing and mathematics (Up 8% since 2016) However, this is still below the 58% average for the district as a whole and the national average of 61%
- Secondary: Key Stage 4: At The average GCSE “Attainment 8” score per pupil is 39% (Which is down 3% since 2016) This is also below the 42.5% average for the district as a whole, and the national average of 46.3%
- Secondary: Key Stage 4: At -0.23, The average GCSE “Progress 8” score per pupil has improved slightly in Bradford South since 2016. This has contributed to the fact that we are, as a district, one of the most improved local authorities for this attainment measure. The national picture across all state funded schools varies from -0.17 to 0.00.
- Post 16: Key Stage 5: Attainment data is not collected at pupil level, but at school level, “C-“, is the average grade achieved by pupils at Bradford South Schools which is broadly in line with the average for the rest of the district, and just below national average which varies from “B” to “D” across all schools and colleges.
- 3.5% of Bradford South young people aged 16 / 17 are not in Education, Employment, or Training (NEET). This is a relatively positive figure compared to the 7.9% average nationally. Within the Bradford district, Bradford South young people make up 22.5 % of the total NEET figure for this age group.
2.3 Poverty levels:
29% of children in the Bradford South Area are living in low income families. However, this situation varies across the wards from 37.9% in Tong (6th highest in the district) to 15.5% in Queensbury (9th lowest in the district)
59.5% of working age people in Bradford South are in employment. This figure varies from 67% in Queensbury (2nd highest in the district) to 50% in Great Horton (9th lowest in the district)
2.4 CSE numbers
Statistics have been excluded from this report as a full report on CSE in Bradford South is to be presented at this meeting.
2.5 Early Help
Prevention and Early Help services in the district are the subject of a wide ranging review and public consultation. There is no data yet available for the number of children / young people and families who are in receipt of a Targeted Early Help intervention. This will become availablePage 81 as we fully implement the restructured
service and begin to fully utilise the “Early Help” module of the Liquidlogic Childrens System (LCS).
Derek Lawrence, Targeted early help Manager for Bradford South has been invited to attend the meeting and present an overview of work in this area.
Bradford’s “Families First” initiative is or has been involved with some 629 families in Bradford South, some 25% of the district total. 303 families are currently being supported in this way which makes up 26% of the district total.
2.6 Missing and attendance
199 children in the Bradford South area had an episode of missing from home during 2017. This varies across the area from 19 in Queensbury Ward to 46 in Royds Ward.
There are 118 children known to be missing from education (CME) in Bradford South comprising 27% of the district total. The definition of “Missing Education” covers a number of different circumstances which makes direct comparison difficult.
…Across the district: - About 56% of these children are resident in Bradford but not on a school roll. - About 36.5% have been taken off a school roll and have yet to appear on the roll of another school. - 7% have been removed from a school roll due to “Extended Leave”
School attendance in Bradford South is currently @ 93.3% over the past year, compared to the district average of 93.9%. Some 3.93% of sessions were missed due to unauthorised absence, compared to a district average of 2.14%
2.7 Numbers of LAC/CIN/CP and number of referrals and assessment
Kate Leahy, Childrens Social Work Service Manager, has been invited to attend the meeting and present an overview of work in this area.
During 2017, Childrens Social Care in Bradford South received:
10029 “Contacts” (24% of the district total) 1585 of which potentially required a service. (24% of the district total) 2487 “Need Assessments” (23% of the district total) 818 “Section 47 Assessments” – Child potentially at risk of harm (24.5% of the district total)
And there were:
275 children with a “Child in Need Plan” (23% of the district total) 144 with a “Child Protection Plan” (27% of the district total) 190 children “Looked after” by the local authority (19.4% of the district total)
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3. OTHER CONSIDERATIONS
3.1 It is intended to present this report on an annual basis at or around Easter. This will ensure that finalised education attainment results are available
4. FINANCIAL & RESOURCE APPRAISAL
4.1 Not applicable.
5. RISK MANAGEMENT AND GOVERNANCE ISSUES
5.1 Not applicable.
6. LEGAL APPRAISAL
6.1 The Local Authority has statutory duties to ensure that efficient education is available to meet the needs of the population of the area; ensure that its education functions are exercised with a view to promoting high standards ensuring fair access to opportunity for education and learning, and promote the fulfilment of learning potential; and secure that the provision of sufficient schools for providing primary and secondary education are available for its area.
6.2 Where a school is failing to provide adequate education it can be eligible for intervention by the Local Authority or the Secretary of State under the Education and Inspections Act 2006. A "coasting school" will be eligible for intervention when the new section 60B of the Education and Inspections Act 2006 comes into force. The term "coasting school" will be defined in future regulations. Local Authorities must have regard to the Schools Causing Concern statutory guidance. The guidance details the role of Local Authorities in delivering school improvement for maintained schools and academies. It also includes guidance on "coasting schools". If a school satisfies the definition of being a coasting school, the Regional Schools Commissioners will consider what interventions or actions are necessary to bring about sufficient improvement in those schools.
7. OTHER IMPLICATIONS
7.1 EQUALITY & DIVERSITY
7.1.1 Not applicable.
8. NOT FOR PUBLICATION DOCUMENTS
8.1 None.
9. OPTIONS
9.1 Not applicable.
10. RECOMMENDATIONS
10.1 That the Bradford South Area CommitteePage receives83 this report for information.
11. APPENDICES
11.1 Schools in the Bradford South Area
12. BACKGROUND DOCUMENTS
12.1 None
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Appendix 1: Schools in the Bradford South Area: (M= LA Maintained; A= Academy)
School Name School Type Description Control Ward Appleton Academy Through A Wyke Brackenhill Primary School Primary M Great Horton Buttershaw Business & Enterprise College Academy Secondary A Royds Carrwood Primary School Primary M Tong Dixons Kings Academy Secondary F Great Horton Farfield Primary and Nursery School Primary M Royds Foxhill Primary School Primary M Queensbury Grange Technology College Secondary A Great Horton Hill Top CofE Primary School Primary M Royds Hollingwood Primary School Primary M Great Horton Home Farm Primary School Primary M Queensbury Knowleswood Primary School Primary M Tong Lidget Green Primary School Primary M Great Horton Low Moor CofE Primary School Primary M Wyke Newhall Park Primary School Primary M Tong Queensbury School Secondary A Queensbury Reevy Hill Primary Academy Primary A Royds Russell Hall Primary School Primary M Queensbury Ryecroft Primary Academy Primary A Tong Shibden Head Primary Academy Primary A Queensbury Shirley Manor Primary School Primary A Wyke Southfield School Special A Great Horton Southmere Primary Academy Primary A Great Horton St Columba's Catholic Primary School Primary M Tong St John the Evangelist Catholic Primary Academy Primary A Royds St John's CofE Primary School Primary A Tong St Matthew's CofE Primary School and Nursery Primary M Wibsey St Oswald's CofE Primary Academy Primary A Great Horton St Paul's CofE Primary School Primary M Wibsey St Winefride's Catholic Primary Academy Primary A Wibsey Stocks Lane Primary School Primary M Queensbury Tong Leadership Academy Secondary A Tong Wibsey Primary School Primary M Wibsey Woodlands CofE Primary School Primary M Tong Woodside Academy Primary A Royds Worthinghead Primary School Primary M Wyke
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This page is intentionally left blank Agenda Item 10/
Report of the Strategic Director of Place to the meeting of Bradford South Area Committee to be held on 15 March 2018. Z
Subject:
Bradford South Ward Plans for 2018-19
Summary statement:
This report presents the Bradford South Ward Plans for 2018-19
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]
Page 87 1. SUMMARY
This report presents the Bradford South Ward Plans for 2018-19.
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 2018-19 when it was last updated in March 2018.
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 2018-19 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 2018-19 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.
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 CommitteePage 88 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 2018-19 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 2018-19 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 2018-19 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 2018-19 will inform the budget-setting processes and service-planning throughout the Authority.
4.5 The Bradford South Ward Plans 2018-19 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.
7. OTHER IMPLICATIONS
7.1 EQUALITY & DIVERSITY
Priorities identified within the Bradford South Ward Plans 2018-19 will promote fairness and inclusion while supporting Bradford South Area Committee’s commitment to equal opportunities for all.
Page 89
7.2 SUSTAINABILITY IMPLICATIONS
Sustainability considerations are an element in actions taken to address priorities within the Bradford South Ward Plans 2018-19.
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 2018-19 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 2018-19.
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 2018-19 help inform Bradford South Area Committee decisions.
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 CommittePagee adopts 90 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 2018-19.
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 2018-19.
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 2018-19 should be considered in future revisions of District-wide strategies and budget-setting processes.
11. APPENDICES
Appendix 1: Draft Updated Bradford South Ward Plans 2018-19.
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.
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. Page 91 12.9 “Bradford South Area Committee Action Plan 2017-18 Update (Document AN) report to Bradford South Area Committee 16 March 2017.
Page 92 Appendix 1
DRAFT UPDATED BRADFORD SOUTH WARD PLANS 2018-19
Page 93
DRAFT UPDATED BRADFORD SOUTH WARD PLANS 2018-19
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 2018-19 by Ward:
Great Horton 11 - 21
Queensbury 22 - 31
Royds 32 - 45
Tong 46 - 61
Wibsey 62 - 73
Wyke 74 - 85
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]
Page 94
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 2018-19 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.
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 toPage benefit, 95 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.
Page 96 DRAFT Great Horton Ward Plan 2018-19
Page 97 Page
Ward Members Cllr Joanne Dodds Cllr Tariq Hussain Cllr Abdul Jabar Ward Officer Mohammed Taj Date completed March 2018
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 98 Page 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.
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 work each 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 Page 99 Page or 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 total population of the ward is 18,401. This is culturally diverse and made up as below:-
43.6% is white which is significantly below the area and district averages. 36.4% is Pakistani which is significantly higher than the area and district averages. The Indian population is 8.6% and this is also significantly higher than the area and district averages. The Eastern European community’s population has reduced to 2.9% but this is significantly higher than the area (1.7%) and district (2.1%) averages. 45% of the population is aged 25-59 and this is slightly less than the Bradford South (46.6%) and district (45.6%) averages. Also, the population aged 60+ at 15.4% is less than the Bradford South (18.6%) and district (19.1%) averages.
Community Strengths There are three longstanding community partnerships which are Lidget Green Community Partnership, Great Horton Community Partnership and Scholemoor Beacon. Whilst all three are resident led, over the years residents on the management committees have decreased and due to this there has been a reduction in their activities organised. The partnerships are all keen to increase resident involvement.
Scholemoor Beacon has taken over the management of the Scholemoor Community Centre and is working on a project to refurbish 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 litter picks with staff from Tesco and pupils from Brackenhill Primary School.
85% of people believe that people from different backgrounds get on well and this is higher than the Bradford South Area and district averages. The percentage of people who feel they belong to their neighbourhood is 84% which is slightly lower than the Bradford South Area (85.1%) and district Page 100 Page (86%) averages. The percentage of people not treating others with respect is 12% which is significantly lower that the Bradford South Area (22.1%) and district (20.3%). 64% of people agree that they can influence decisions affecting their area which is significantly higher than the Bradford South Area (39.2%) and district (38.5%) averages.
Cleaner Greener 88.1% of people in the ward are satisfied overall with their area and this is higher than the Bradford South area (84.7%) and district averages (86.8%).
The percentage of streets failing on over vegetation at 52.5% is significantly lower than the Bradford South Area (61%) and district (59.7%) averages. The percentage of streets failing on litter has significantly reduced to 13.06% from 31.03% but is still more than double the Bradford South average of 6.33%. The streets failing on flyposting at 6.7% is the highest across all the wards in the district. The fly tipping request per 1000 population at 15 is significantly higher than the area (11.22) and district (13.30) averages. The street cleansing requests per 1000 population has decreased to 8 which is still higher than the area (6.9) but below the district (9.20) average.
The percentage of streets failing on graffiti at 4.4% is significantly higher than the Bradford South area (2.3%) and district (1.3%) averages. The percentage of recycling at 44% is significantly lower than the Bradford South area (59.7%) and district (60.8%) averages. Safer Communities The total crime in the ward per 1000 population at 98.69 is lower than the Bradford South area (99.76) and higher than the district (97.98) averages.
The serious acquisitive crime per 1000 population has increased to 26 which is higher than the Bradford South area (24.06) and district (21.14) averages. The burglary rate per 1000 population at 10.13 is the same as the Bradford South average but significantly higher than the district average (8.4). Violent crime in the ward at 38.00 is higher than Bradford South area (35.00) and significantly higher than the district average of 33.38. Anti-social behaviour per 1000 population is 34.23 which is slightly higher than the area (32.00) and significantly higher than the district (28.73) average.
74% of people are satisfied that the Police and public services are dealing with anti-social behaviour and crime and this is significantly higher than the Bradford South area (61.3%) and district (61.5%) averages.
Inequalities Health and The infant mortality rate at 6.77 is significantly higher than the area (4.86) and district (5.9) averages. wellbeing The life expectancy rate for both males and females is on par with the area and district averages. The excess winter death rate ratio at 8.9 is significantly lower than the area (17.3) and 19.1 district
Page 101 Page averages.
The mortality rate due to cancer has increased to 185.82 which is significantly higher than the area (167.79) and significantly higher than the district averages (153.75). The mortality rate due to cardiovascular diseases has reduced to 124 but this is still significantly higher than the area (110.72) and district (102.73) averages.
The mortality rate due to respiratory diseases has increased to 52.0 but this is still significantly lower than the area (57.55) and but slightly higher than the district (50.93) averages.
Incomes employment and The percentage of job seekers allowance claimants has slightly increased to 2.7% which is housing significantly higher than the area (1.90%) and district (1.80%). The percentage of working age claimants has increased to 3.8% and this is significantly higher than the area (2.7%) and the district (2.6%) level.
The percentage of long term empty properties has increased to 3.20% which is significantly higher than Bradford South area (1.62) and district (1.90) averages.
The percentage of overcrowded households at 8.9% is significantly higher than the district average. Children and young people The population aged 0 -19 at 33.7% is significantly higher than the Bradford South area (29%) and district (29%) averages.
The percentage of young people Not in Education, Employment or Training (NEET) has reduced to 1.9% which is lower than the area (2.5%) and district (2.20%) averages.
Stronger Communities 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 15 local residents and 3 councillors was set up. The board has agreed for Cnet to be the Local Trusted Organisation to manage and support this programme. The board is now delivering the programme for years 3 and 4.
Currently a review of the action plans is being undertaken and draft plans will be presented to the board for years 5, 6 and 7. The board has also agreed to match £100,000 to attract Community Led Local Development funding from Europe (CLLD). The application has now been approved and currently recruitment is being undertaken for the post of Programme Manager for this funding. Also, Page 102 Page a Local Action Group (LAG) board 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 library and the management of Great Horton Village Hall. Also, the Red Letter Project has been successful in securing funding to provide drop in advice sessions, ESOL, IT and other classes for the community at the village hall.
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 Great Horton ward include Black Mountain Millennium Green, Wibsey Bank and Brackenhill Park Urban Landscape Area. A lottery bid is to be submitted in early spring 2018 to continue this project.
DRAFT Great Horton Ward Plan 2018/19
1.0 Safe Named person Code Priority What can services contribute? What can people do? responsible 1.1 Tackle drug dealing Ward Officer/Wardens to Residents and groups report Council Ward Officer encourage reporting information to information to Crimestoppers Police Constable Crimestoppers Publicise Crimestoppers, Area Operations Ward Officer/NPT/Wardens to Neighbourhood Watch schemes Manager promote and encourage residents and enforcement action take at Council Warden to join Neighbourhood Watch community events and on Incommunities Ltd schemes community websites Youth Service Workers to work with young people to raise awareness of drugs use and their effects 1.2 Tackle inconsiderate Council Wardens and PCSOs to Parents/residents to ensure Area Operations
Page 103 Page and illegal parking undertake patrols and responsible parking around Manager around schools enforcement including schools Council Ward Officer deployment of camera car outside Police Constable schools and other hotspot areas Road Safety Team Ward Officer/NPT/Road Safety Team to work with schools and parents on road safety issues
1.3 Reduce incidents of PCSOs/Wardens promote Residents and community Police Constable domestic burglary Neighbourhood Watch schemes, groups report information to Council Ward Officer Crimestoppers, OWL and Crimestoppers and Police Area Operations undertake reassurance patrols Residents to set up and actively Manager West Yorkshire Joint Services/ engage in Neighbourhood Watch Neighbourhood Watch Ward Officer – Information schemes Officer sessions on scams and doorstep Community groups to publicise fraud and setting up Cold Calling Crimestoppers and Control Zones Neighbourhood Watch schemes
Named person Code Priority What can services contribute? What can people do? responsible 1.4 Tackle speeding Regular updates from Police at the Residents and community groups Police Constable vehicles and anti- Ward Partnership Team meetings to report incidents to the Police Council Ward Officer social driving Police deployment of speed Carry out speed watch initiatives Area Operations devices and patrol vehicles at with Police Manager hotspot areas Highways Officer Publicise action taken Highways to undertake surveys to look at traffic management measures 1.5 Work in partnership to Regular updates from the Police Residents and community groups Police Constable tackle anti social on hotspots at the Ward to report incidents to the Police Anti-Social Behaviour behaviour issues Partnership Team meetings and/or to Crimestoppers Team
Page 104 Page PCSOs/Council Wardens Council Ward Officer undertaking patrols and Youth Youth Worker Workers to carry out outreach /detached work 2.0 Clean 2.1 Reduce littering and Littering – Wardens and PCSOs Community groups and residents Area Operations fly tipping including patrolling and issuing notices to organise community litter Manager rubbish in gardens Clean Team and mechanical picks and report issues to Council Ward Officer sweeper to target hotspot areas Council Contact/Wardens Police Constable Wardens undertake visual audits Residents and community Environmental in hotspot areas and if required groups to set up and promote Enforcement refer for enforcement action environmental initiatives such as Fly tipping – Wardens patrolling Tidy Gardens and reporting issues to Local businesses to take more Environmental Enforcement responsibility for trade waste and Ward Officer/Wardens working litter in the area with schools to set up and support Junior Warden schemes Environmental Enforcement to update on action taken Named person Code Priority What can services contribute? What can people do? responsible 2.2 Tackle incidents of Wardens/Ward Officer to promote Residents to report details of Area Operations dog fouling across the Green Dog Walkers scheme incidents to Wardens/ PCSOs Manager ward Wardens and PCSOs patrolling and Council Contact Council Ward Officer and taking enforcement action Residents and community Police Constable groups to join and promote the GDW scheme 2.3 Increase recycling Council Wardens and Ward Community groups to publicise Area Operations across the ward Officer to support roll out of the recycling information at Manager new bin policy community events, venues and Council Ward Officer Ward Officer/Council Wardens to on social media websites Recycling Team support Great Horton Ward Focus Resident and local businesses to Incommunities Group take up recycling Neighbourhood Council Wardens/Ward Officer/ Housing Officer Recycling team to promote recycling across the ward 3.0 105 Page Active 3.1 Encourage residents Ward Officer/Wardens to support Residents to take up volunteer Council Ward Officer to take up and promote projects and opportunities Voluntary Organisation volunteering volunteering opportunities Community groups to publicise Support Officer opportunities Ward Officer/Wardens to support volunteer opportunities at Big Local/Cnet community and voluntary events, community venues, Area Operations organisations in developing community websites and social Manager volunteer opportunities media Ward Officer/Wardens to promote and support People Can initiative 3.2 Promote and support Ward Officer/Wardens/PCSOs to Residents and community groups Council Ward Officer activities for older promote activities being delivered to support and be involved with Great Horton Ward people including those and support new projects Be Neighbourly scheme/ Winter Live at Home Scheme who are socially Ward Officer/Wardens/PCSOs to Warmth Project Area Operations isolated promote Be Neighbourly and other Community Groups to organise Manager initiatives and publicise activities at events / Ward Officer/Wardens to support community venues / community and promote the DFC initiative websites Named person Code Priority What can Services contribute? What can people do? responsible 3.3 Support the work of Ward Officer / VOSO to provide Residents to join and support Council Ward Officer community support and guidance to community groups/friends of Voluntary Organisation partnerships and community partnerships, friends of groups Support Officer voluntary groups and voluntary groups/ Community groups to publicise Big Local / Cnet groups/organisations organisations their activities at St John’s Red Letter Ward Officer to support St John’s events/venues/community Project Red Letter Project (RLP) with the websites/social media management of Great Horton St John’s RLP to continue to Village Hall and library recruit new volunteers and Ward Officer to support Yorkshire organise community events Wildlife Trust with Inspiring People 4.0 Other 4.1 Reduce long term Wardens to undertake patrols and Residents and Community Empty Homes Team
Page 106 Page empty properties report issues Groups to report issues to Council Ward Officer Empty Homes Advisor to work Wardens and Council Contact Area Operations with landlords / owners to secure Community Groups to promote Manager and bring properties back into use support available regarding empty properties at community events, venues and social media 4.2 Engagement with Ward Officer / Big Local to support Residents to take up volunteer Council Ward Officer Eastern European provision for Eastern European opportunities to support Big Local / Cnet Communities Communities provision Ward Youth Worker Ward Officer/Wardens to support Community Groups to promote Area Operations Welcome to Great Horton Project activities at community events Manager and community venues 4.3 Building the capacity To increase the number of Residents to take up volunteer Ward Youth Worker of local communities volunteers supporting the Youth opportunities to support youth Council Ward Officer to develop their youth Offer activities and events offer To develop a wide range of Peer Community Groups to organise Led Support groups for youth activities and events vulnerable young people Celebrate success and support To work in partnership with fund raising. schools to support student well being, attainment and attendance Named person Code Priority What can Services contribute? What can people do? responsible 4.3 To 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:
1) Information, Advice and Guidance 2) Support for vulnerable Young People 3) Open Access youth provision 4) Active Citizen
Page 107 Page 5) Youth Voice
DRAFT Queensbury Ward Plan 2018-19
Page 108 Page
Ward Members Cllr Lynda Cromie Cllr Paul Cromie Cllr Andrew Senior Ward Officer Mohammed Taj Date completed March 2018
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 109 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.
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 to get involved If you would like to get involved please contact the ward officer on (01274) 431155 or email [email protected]
110 Page Section 2: Summary of the Queensbury Ward Assessment
Population The population of the Ward is 16,368 and this is made up as follows:- 90.6% is white and this is significantly higher than Bradford South Area (78.8%) and District (67.4%) Averages. 2.7% is Pakistani which is significantly lower than Bradford South (10.1%) Area and District (20.4%) Averages. 2.5% is Indian and this is lower than Bradford South (3%) Area and District (2.6%) Averages. 50% of the population is aged 25-59 and this is higher than the Bradford South (46.6%) and District 45.6% averages. Also, the population aged 60+ at 19.6% is slightly higher than Bradford South 18.6% and District (19.1%) averages.
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 and The 1940s Group. Also there, is a Dementia Friendly Action Group actively working to develop Queensbury as a dementia friendly village. The Friends of Russell Hall Park is a new group that that has recently been set up.
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 The overall satisfaction in the area remains reasonably high at 80.9%. However more than a quarter of residents perceive litter as a problem. The table shows that the Ward performs better than the area and district. 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.
Safer Communities The total crime in the Ward per 1000 population at 58.41 is significantly lower than the Bradford South (99.76) and District (97.98) averages. Criminal Damage, Serious Acquisitive Crime and Violent Crimes are all still significantly below the Bradford South and District Averages. Burglary Dwellings has increased to 8.59 from 6.66 but this is still below the Bradford South (10.34) and slightly higher than the District (8.44) averages. Anti-Social Behaviour has slightly increased to 15 but this is significantly lower than the Bradford
Page 111 Page South (32) and District (28.73) averages.
Inequalities Health and The infant mortality rate has reduced to 1.64 and this continues to be significantly lower than the wellbeing Area (5) and District (5.9) averages. The life expectancy rate for both males and females is on par with the Area and District averages. The excess winter death rate ratio at 7.7 is significantly lower than the Area (17.3) and 19.1 District averages. The mortality rate due to Cancer has increased to 162.20 but is still lower than the Area (167.70) and significantly higher than the District averages (153.75). The mortality rate due to cardiovascular diseases at 83.86 is significantly lower than the Area (110.73) and District (102.73) averages. The mortality rate due to respiratory diseases has increased to 41.12 from 35.8 but is significantly lower than the Area (57.55) and District (50.93) averages.
Incomes employment and The percentage of job seekers allowance claimants has reduced to 0.9% which is still significantly housing lower than the Bradford South Area (1.9%) and District (1.8%) averages. The percentage of working age claimants has reduced slightly to 1.5% and is still significantly lower than the Bradford South (2.70%) and District (2.6%) levels. The percentage of long term empty properties has reduced from 1.8% to 1.56% and this is lower than the Bradford South (1.6%) and District averages (1.90%). The percentage of overcrowded households at 2.6% is significantly lower than the District average of 6.2%. Children and young people The population aged 0 -19 at 24.8 % is significantly below the Bradford South Area (29%) and District (29%) Averages .The percentage of young people Not in Education, Employment or Training (NEET) has reduced slightly to 0.8% from 0.9% which is significantly lower than the Area (2.5%) and District Averages (2.20).
Stronger Communities 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.
Page 112 Page
DRAFT Queensbury Ward Plan 2018/19
1.0 Safe Named person Code Priority What can Services contribute? What can people do? responsible 1.1 Tackle inconsiderate Council Wardens and PCSOs to Parents / residents to ensure Area Operations and illegal parking undertake patrols and responsible parking around Manager around schools enforcement including schools Council Ward Officer deployment of Camera Car Police Constable outside schools and other hotspot areas Ward Officer / NPT / Road Safety Team to work with Schools and parents on road safety issues 1.2 Work in Partnership to Regular updates from Police on Residents and Community Police Constable reduce anti-social hotspots at the Ward Officer Groups to report incidents to Council Ward Officer Page 113 Page behaviour Team meetings the Police Youth Worker PCSOs undertaking patrols and Incommunities Ltd Youth Workers carrying out outreach /detached work Regular communication and updates to residents on anti- social behaviour and crime issues 1.3 Reduce incidents of PCSOs / Wardens promote Residents and Community Police Constable domestic burglary Neighbourhood Watch Groups report information to Council Ward Officer Schemes, Crimestoppers, OWL Crimestoppers and Police Area Operations and undertake reassurance Residents to set up and Manager patrols actively engage in Neighbourhood Watch West Yorkshire Joint Services/ Neighbourhood Watch Officer Ward Officer – Information Schemes sessions on scams and Community Groups to doorstep fraud and setting up publicise Crimestoppers and Cold Calling Control Zones Neighbourhood Watch Schemes 2.0 Clean Named person Code Priority What can Services contribute? What can people do? responsible 2.1 Tackle issues of litter/ Littering - Wardens / PCSOs to Residents and Community Area Operations fly-tipping / animal identify and target hotspots to Groups to report issues to Manager waste spillages across issue fixed penalty notices Council Contact Council Ward Officer the Ward Deployment of Clean Team to Residents and Community Police Constable hotspot areas supported by Groups to organise Environmental mechanical sweepers. community litterpicks and set Enforcement Officer Ward Officer / Wardens working up environmental initiatives Environmental Health with Schools to set up and Manager support Junior Warden Schemes Flytipping – Wardens patrolling and reporting issues to Environmental Enforcement
Page 114 Page Environment Enforcement / Environmental Health to update on enforcement action taken Ward Officers / Council Wardens to support residents with clean- up campaigns and support community litter picks
2.2 Tackle incidents of dog Ward Officer / Ward Officer to Residents to report details of Area Operations fouling across the Ward promote Green Dog Walkers incidents to Council Contact Manager Scheme and Wardens / PCSOs Police Constable Council Ward Officer Wardens and PCSOs patrolling Residents and Community and taking enforcement action Groups to promote the Green Dog Walkers Scheme
3.0 Active Named person Code Priority What can Services contribute? What can people do? responsible
3.1 Promote and support Ward Officer / Wardens / Residents and Community Council Ward Officer activities for older PCSOs to promote activities Groups to support and be Queensbury people including those being delivered and support involved with Be Neighbourly Community who are socially isolated new projects Scheme / Winter Warmth Programme Ward Officer / Wardens /PCSOs Project Area Operations to promote Be Neighbourly and Community Groups to Manager other initiatives organise and publicise Ward Officer to support and activities at events / promote the Dementia Friendly community venues / Community initiative Community Websites /social media
3.2 Support the work of Ward Officer / VOSO to Residents to join and support Council Ward Officer
Page 115 Page Community provide support and guidance community groups/ Friends of Voluntary Organisation Partnerships and to Community Partnerships, Groups Support Officer Voluntary Groups / Friends of Groups and Community Groups to Queensbury Organisations Voluntary Groups / publicise their activities at Community Organisations events / venues /community Programme websites / social media
3.3 Encourage residents to Ward Officer / Wardens to Residents to take up Council Ward Officer take up volunteering support and promote projects volunteer opportunities Voluntary Organisation opportunities and volunteering opportunities Community Groups to Support Officer Ward Officer/ Wardens to publicise volunteer Area Operations support community and opportunities at events, Manager voluntary organisations in community venues, developing volunteer community website and opportunities social media Ward Officer / Wardens to promote and support People Can Initiative
4.0 Other Named person Code Priority What can Services contribute? What can people do? responsible
4.1 Building 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 Council Ward Officer develop their youth offer Offer support youth activities and To develop a wide range of events Peer Led Support groups for vulnerable young people Community Groups to To work in partnership with organise youth activities and schools to support student well events being, attainment and Celebrate success and attendance support fund raising. To create more opportunities for
Page 116 Page 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:
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 4.2 Encourage and support Ward Officer to organise Ward Residents to take up Council Ward Officer activities to increase Community Partnership volunteer opportunities and Queensbury community cohesion meetings for community groups become active members of Community and statutory organisations to community groups Programme share information and Residents setting up new undertake partnership work community groups Ward Officer to support new Community groups to attend groups and ensure they are Ward Partnership meetings included in development of the Community Ward Partnership
117 Page
DRAFT Royds Ward Plan 2018 - 19
Page 118 Page
Ward Members Cllr Val Slater Cllr Andrew Thornton Cllr Angela Tait Ward Officer Liz Parker Date completed March 2018
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 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.
Engaging 119 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.
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, Street Cleansing Manager, Neighbourhood Police Team, Incommunities, BMDC Traffic & Highways, BMDC Parks & Landscapes Manager, BMDC Children’s Services and Public Health team.
Friends of Groups, voluntary organisations Social Housing Providers, Community Partnerships, Community Groups and 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
Page 120 Page 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]
Section 2: Summary of the Royds Ward Assessment
Population (2011 Census) Royds Ward has a population of 17,360. 47.8% are male and 52.2% are female.
29.1% of the population are 0-19 and 19.3% are 60+ but the largest percentage of the population, 51.6%, is in the 25 -59 age range.
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 working well together with communities within the ward.
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, food co-op and job search club. The churches in the ward work well together and all played an active part in the Seven Days of Christmas celebrations. A number of neighbourhood watches have been set up around Buttershaw in the last year.
There is also a purpose built youth facility 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.
Page 121 Page 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. All schools regularly engage through the Schoolwatch meetings led by the Police.
All have active friends of groups and parent groups working closely with schools to enhance and provide additional facilities for the children.
Transport links are reasonable with regular access to the city centre.
There are no reported issues with access to GP surgeries.
Safe The ward ranks in the top five wards in the district for anti social behaviour, burglary residential and criminal damage\arson, with figures that are well above the area and district average, according to police figures for the year up to Sep 17.
Road safety is a concern for residents.
From community engagement we understand that in certain parts of the housing estates it an issue and has been raised as a concern, especially around the scrap metal trade and anti social driving
Key headline issues:
Inconsiderate and illegal parking around schools. Anti–social behaviour and criminal damage.
Clean Last year Royds Ward greatly improved in all three of the categories where it was failing in the Page 122 Page previous year, streets failing on weeding, edging and overhanging vegetation. The ward is made up of two large housing estates and a number of privately owned areas. Streets failing on litter, detritus, fly-posting and graffiti reduced even further from the previous year. The street cleansing requests per population is also below both the area and district levels. Respondents who perceive rubbish and litter as a problem increased above the area and district levels in the last perception survey.
Key headline issues:
Complaints of dog fouling across the ward Problems with fly-tipping across the ward
Active In the ward there is an issue with poor health, the number of deaths per 1000 population due to all causes, including cancer, stroke and CHD numbers are higher than both area and district levels.
Number of deaths per 1000 population due to Coronary Heart Disease is also higher than both area and district levels.
Active Cont. A higher number of respondents felt they are not being encouraged and supported to be physically active as compared to other wards.
A higher number of respondents felt that older people get services and support to live at home as compared to other Wards.
The obesity rate of reception children is higher than both district and area levels.
Key headline issues:
Prevalence of Coronary Heart Disease is high and Diabetes is the highest in the district. High obesity rate of children in reception. Planned teenage pregnancy is high. Lack of options for young women. Support and encourage residents to be more physically active.
Other There is a high demand for social rented properties within the area. Over double the number of bids are made for properties in this ward than the district. This is calculated from the Choice Based
Page 123 Page Lettings computer system that is used to allocate social housing in the district. Households in need place bids on advertised properties they are interested in and the number of bids placed on each property reflects the demand.
Key headline issues:
Residents need support and information to get training and jobs. Concerns have been raised about people’s debt levels and the increase in the number of loan sharks.
Children & Young People Young people not in education, employment or training (NEETs) are the same as the area average but slightly above the district average.
Young people want support in finding employment and training opportunities.
Pupils attaining KS4 5+ A*-C in English and Maths is higher than the area and district averages. There are pockets of the ward where there are problems of ASB from young people hanging round in groups.
Key headline issues: Children & Young People Cont. Young people want support in finding employment and training opportunities. Young people hanging round in groups seen as ASB problem. Child poverty is a particular problem.
Stronger Communities Low numbers of local people are volunteering in the ward, we need to investigate and promote ways to encourage both formal and informal avenues of volunteering.
Page 124 Page
Draft Royds Ward Plan 2018/19
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 Officer Team meetings Join a Neighbourhood Watch behaviour (ASB) Education – Information and Council Ward Officer crime prevention advice to Report incidents of ASB residents in hotspot areas Area Operation Promote the 101 number and Groups can support local Manager Police Newsletter to residents action to develop new Youth Workers to do outreach projects and schemes to Council Warden work to talk to young people on reduce ASB in parks and street corners and in parks green spaces Youth Worker Sustain and develop Neighbourhood Watch
Page 125 Page activities for young people at Buttershaw Youth Centre and Co-ordinator local voluntary organisations – see 4.3 below. Partners offering youth Consider whether there are any provision gaps in provision of activities for primary age children, and how to meet this need Police, Fire and Youth Service to liaise closely about young people they come in to contact with Pilot closer communications between partners to improve intelligence sharing and response times
Named person Code Priority What can Services contribute? What can people do? responsible 1.1 Consider how to work with PRUs across the district to minimise negative impacts of children from different areas meeting up Pilot Citizenship programme in interested primary schools, setting out what is a good citizen\community 1.2 Tackle incidents of Education – Days of Action and Do not park illegally outside illegal school gate Road Safety work with all schools, consider safety of Police Ward Officer parking, , including schools across the ward children working through School Advice given to parents about Report incidents of Council Ward Officer Watch how to park safely to drop off obstruction and illegal parking and collect their children Explore options for getting Area Operation Page 126 Page Advice given to schools on staff children to school e.g. Manager parking in areas surrounding walking, car share. schools Council Warden Enforcement and random patrols at schools for illegal parking Highways Officer Re-launch and sustain School Watch meetings, supported by Road Safety Team police, to co-ordinate school Schools gate parking work
1.3 Tackle domestic and Educate residents and Promote Neighbourhood and Police Ward Officer commercial burglaries businesses through consultation Business Watches. and criminal damage and projects Join a Neighbourhood and/or Council Ward Officer Get high profile coverage in the Shop Watch. media for prosecutions to act as Council Warden a deterrent Promote Neighbourhood and Neighbourhood Watch Business Watches, targeting Co-ordinator specific areas such as Woodside, Sandale area Named person Code Priority What can Services contribute? What can people do? responsible 1.4 Improve road safety and Support development of regular tackle traffic violation Speedwatches in Buttershaw Promote Bike Team contact info to encourage reporting of nuisance quads and bikes, and where they are kept Consider co-ordination of action weeks involving school parking initiatives, speedwatches, and Operation Steerside activity. 2.0 Clean 2.1 Co-ordinate plan with Eskine Parade, Strensall Green, Report fly-tipping Council Ward Officer partners to improve Brafferton Arbor, Poplar Avenue Take responsibility for own cleanliness of specific Establish contact with rubbish and garden – reduce, Area Operation neighbourhoods landowners of fly tipped land for reuse recycle Manager Page 127 Page discussion about future use Litterpick your own street or Explore further use of cameras in front of your house Council Warden to protect land and gather Share car journeys to the evidence waste sites to help Environmental Promote successful neighbours Enforcement Officer prosecutions for fly tipping eg Report concerns regarding local leaflet drop landlords Incommunities and Continue to educate residents Get involved in community other landlords and landlords on how they fulfil clean ups their responsibility to deal with Agree to host cameras where waste properly eg promote appropriate recycling\eliminate side waste and rubbish in gardens, using household waste sites or bulk refuse service Help residents to keep their area clean e.g. litter picking equipment, reporting info
Named person Code Priority What can Services contribute? What can people do? responsible 2.1 Replicate this approach in other locations in the ward where appropriate 2.2 Tackle low rate of Identify and overcome barriers Support re-cycling by having Council Ward Officer recycling in Royds Ward of re-cycling by working with and using Councils’ re-cycling local people bins Council Warden Identify areas of low recycling Promoting re-cycling by rates and high levels of side undertaking joint trips to the Recycling Team waste local re-cycling centre. Educate residents through Share bins with neighbours holding road shows and working who have smaller or larger with schools households Promote re-cycling centres, re-
Page 128 Page cycling bins and bottle/clothes bins locally
2.3 Tackle problems of dog Erect new dog fouling signage in Join Green Dog Walkers Council Ward Officer fouling in hot spots identified areas following site Campaign across the ward visits Clean after their pets Area Operation Provide information to residents Report incidents of dog Manager on how to report incidents fouling Increase Enforcement of Dog Community organisations Council Warden Control Orders banning dogs become centres where from designated areas and people can join the ‘Green Environmental ensuring dogs are on leads in Dog Walkers Scheme Enforcement Officer others, particularly North Bierley Cemetery, Farfield Recreation Ground, Harold Park 2.4 Run community clean Identifying locations residents Report locations needing Council Ward Officer ups across the ward, want to see cleaned up clean ups Publicity Promote and volunteer at Area Operation Supply of equipment support for clean ups Manager ongoing community input to Keep an eye on areas after keep clean afterwards Council Warden Named person Code Priority What can Services contribute? What can people do? responsible 2.5 Monitor snickets across Co-ordinate work on cutting Report problem snickets Council ward officer the ward back, litterpicking and surface Take part in snicket clean ups Area Operations improvements using Council manager services, Community Payback Council Warden and volunteers 2.6 Pilot new approaches to In discussion with Highways Don’t park on grass verges Council ward officer dealing with churned up colleagues, identify locations to Highways verges test out any new ideas on this. 2.7 Special local places – Sound out feasibility and interest Join in with clean ups Council Ward Officer monitor and keep them in carrying out clean ups at Set up new Friends of groups clean with local - Buttershaw Slack Dam Area Operation residents and - Blackshaw Urban Park Manager organisations - Royds Hall Woods - Farfield Recreation Ground Council Warden 3.0 Active 3.1 129 Page Support healthier Public Health to engage with Community Organisations Council Ward Officer lifestyles local programmes and individuals can support Maintain play areas and this priority by taking part and Area Operation community recreation spaces organising activities Manger Schools and Children’s Centres Keep green spaces and parks to advise and support parents free from litter and dog fouling Community Groups and carers so that they can be used Develop Daily Mile initiative into safely and regularly Schools and Children parks and open spaces Centres
Health Centres
3.2 Increase level of Promoting activities suitable for Community Organisations to Council Ward Officer engagement of older older people in the community organise and promote people to reduce including developing a published activities providing Community Groups isolation and loneliness guide to local activities transport if required Support befriending schemes Join schemes to have access Social Housing across the ward to help if needed Providers Develop, promote and support Named person Code Priority What can Services contribute? What can people do? responsible 3.2 Dementia Friendly Communities Neighbours to look out for initiative in the Royds Ward older people living alone Increase participation in Sign up to become Dementia activities to reduce isolation and Friendly organisations improve well-being. Creation of community initiatives to support older / less abled people such as Winter Warmth scheme 3.3 Promote training and Sign post people to Volunteer in the local Council Ward Officer employment organisations and support community to increase skills opportunities networks and knowledge Community Establish links with Attend community facilities Development Worker organisations delivering and Children’s Centres to Page 130 Page appropriate training access online information Children’s Centre Promote training opportunities Manager Promote job fairs to local companies and residents 4.0 Other 4.1 Promote and support Promote opportunities for people Look at alternative ways of Council Ward Officer People Can initiative. to volunteer fundraising Help groups to access funding Get involved – Community Signpost local people to training Group, School Governors Neighbourhood Watch etc. 4.2 Develop, support and Training and support Join a group Council Ward Officer sustain ‘Friends Of’ Places to meet Help to fundraise groups Materials and equipment Support for events and activities
4.3 Building the capacity of To increase the number of Residents to take up local communities to volunteers supporting the Youth volunteer opportunities to Ward Youth Worker develop their youth offer Offer support provision Council Ward Officer
Named person Code Priority What can Services contribute? What can people do? responsible 4.3 To develop a wide range of Peer Community Groups to Ward Led Support groups for organise youth activities and vulnerable young people events To work in partnership with Celebrate success schools to support student well Help with fundraising being, 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 131 Page 1) Information, Advice and Guidance 2) Support for vulnerable Young People 3) Open Access youth provision 4) Active Citizen 5) Youth Voice
DRAFT Tong Ward Plan 2018-19
Page 132 Page
Ward Members Cllr Michael Johnson Cllr Tess Peart Cllr Alan Wainwright Ward Officer Rada Mijailovic Date completed March 2018
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 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.
Engaging 133 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.
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 Public Health Team.
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 Page 134 Page work 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 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.
The population is mainly white (84.3%) with a slightly higher average than the district average of Eastern Europeans settling in the area, as well as other ethnic groups. The total population is 22,349.
The number of 0-4 year olds is both 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 25-59.
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 135 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. Holme Wood Community Council has now elected a new committee and is networking with partners across the ward.
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, Carr Wood, Ryecroft Academy, St Columba’s Catholic Primary St John’s CE Primary , Newhall Park and Woodlands CE Primary. Secondary School: Tong Leadership Academy
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 newly formed Friends of Holme Wood were awarded the Community Stars award and have been instrumental in engaging with the local community and getting people involved. 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 Page 136 Page to celebrate positives.
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 Most people are content to live here: the perception of streets failing on litter has decreased significantly, but is still significantly higher than the area and district averages.
Perception of streets failing on graffiti has significantly decreased and is below the area average, and slightly more than the district average.
Perception of streets failing on edging is double the district average, and much higher than the area average.
Incidents of fly tipping per 1000 population remain significantly higher than the district and area averages and still remain an issue across the Ward. 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.
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.
Page 137 Page Safer Communities 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 per 1000 ward population is considerably more than the area and district averages.
Burglary per 1000 ward population is lower than the area average, and around the same as the district average.
Serious Acquisitive Crime is around the same as the area average, and slightly higher than the district.
Theft from vehicles is higher than the area and district average.
Theft from vehicles is slightly lower than the area average and around the same as the district average.
ASB incidents are significantly higher than the area and district averages.
Criminal damage/arson is double the district average and significantly higher than the area average
Inequalities Health and Life Expectancy for males and females are slightly lower than the area and district averages. wellbeing 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, Page 138 Page and considerably higher than the district average.
Under 75 mortality rate from all cardiovascular diseases per 100,000 of population is significantly 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. housing The number of young people (aged 18-24) claiming JSA is slightly higher than both the area and district averages. The percentage of working age claimants is higher than the area average, and higher than the district average.
The number of NEETs is considerably higher than the area and district average (NEET – not in education, employment or training)
Children and young people The population of 0-19 year olds is on the increase and is higher than the area and district averages.
Children receiving free school meals are the highest of both the area and district averages.
Pupils achieving at KS4 5+ A*-C to include English and Maths is still below the area and district averages.
There is a high rate of children becoming looked after per 1000 of population, and it is the highest in the district.
Stronger Communities The Ward is now home to many new families, particularly from Eastern Europe, that are being welcomed in to our communities and who are integrating well.
Page 139 Page 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 three years and fewer horses are being tethered on Council land.
The Holme Wood and Tong Partnership Board supports the Holme Wood and Tong NDP (Neighbourhood Development Plan) endorsed by the Council on January 20th 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.
Draft Tong Ward Plan 2017/18
1.0 Safe 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 Partnership to gather and report incidents of incidents of criminal Team Meetings drug taking/dealing in their areas. Police Constable damage Share information at Partnership Meetings Use 101 number to report incidents Council Wardens Promote the Neighbourhood Policing Team website to residents Liaise with Neighbourhood Watches Neighbourhood Encourage reporting Watch Co-ordinator Educate and reassure residents Police/Ward Officers/Housing Area Operational Manager Page 140 Page Providers to promote reassurance initiatives and programmes in localities Social Housing Regular communication and updates Landlords to residents on anti-social behaviour and crime issues 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 Constable Wardens deployed at schools/joint Report dangerous driving Area Operational presence with PCSOs Manager Deploy CCTV car on rotation Encourage drivers to follow Traffic and Highways designing speeding restrictions Highways Officer alternatives in hotspot areas Deploy data capturing devices and Community groups to promote road Council Wardens speed surveys safety initiatives Walking buses
Named person Code Priority What can Services contribute? What can people do? responsible 1.3 Support multi-agency Identify hotspots Community Groups and individuals Area Operational approach to tackle Carry out horse audits to gather and report incidents in Manager horses on Council land Follow through at WPT meetings their areas Support multi-agency partnership to Council Ward Officer tackle this issue Use 101 number to report incidents Promote the reporting of horse Police Constable related issues Encourage neighbours to report Keep residents informed of actions incidents Environmental taken Enforcement Give witness statements Social Housing Landlords
Highways Officer
Page 141 Page Council Wardens
Tenancy 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 Partnership to gather and report incidents of behaviour across the Team Meetings drug taking/dealing in their areas. Police Constable Ward Share information at Partnership Meetings Use 101 number to report incidents Council Wardens Encourage reporting Police/Ward Officers/Housing Liaise with Neighbourhood Watches Neighbourhood Providers to promote reassurance Watch Co-ordinator initiatives and programmes in localities
Named person Code Priority What can Services contribute? What can people do? responsible 1.4 Regular communication and updates Area Operational to residents on anti-social behaviour Manager and crime issues Consider how to work with PRUs Social Housing across the district (Pupil Referral Landlords Units) 2.0 Clean 2.1 Tackle litter/fly tipping Identify hotspots Participate in Community Days of 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 Area Operational Enforcement - Council Wardens drop litter Manager
Page 142 Page patrolling the area and issuing Council Wardens notices Good neighbours – offer support to Environmental Joint visits Wardens/Housing Officers older vulnerable residents who can Enforcement Officer to persistent offenders no longer maintain gardens etc. Respond and enforce Social Housing Promote the Council alternate weekly Report issues on 01274 431000 Landlords
collection Identify projects and arrange 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 organisations to support local Council Wardens to undertake door campaigns and initiatives. Area Operational to door initiatives Manager Work with schools on this agenda Resident groups to disseminate Promote Household Waste sites information in their local areas. Recycling Team Promote charities who operate Youth Service furniture recycling schemes
Named person Code Priority What can Services contribute? What can people do? responsible 2.2 Promote re-cycling centres, re-cycling Community centres & groups to Social Housing bins and bottle/clothes bins address and support change – Landlords locally recycling habits Council Wardens and Ward Officer Schools to support roll out of the new Bin Policy
2.3 Tackle overhanging Identify areas Report incidents on 01274 431000 Ward Officer vegetation and overgrown Deploy Clean teams snickets Follow through at Ward partnership Take part in community clean ups Area Operational team meetings Manager
Community payback Community Pay Back Identify projects Page 143 Page Identify issues Social Housing Arrange programmes of work Landlords
Parks and Recreation 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 working in partnership with local Community community groups Local shops to offer good food Organisations Encourage more outdoor play choices/fresh vegetables Support and promote existing Local Schools activities Encourage residents to buy fresh Encourage local people to use local produce from St Christopher’s Children’s Centres attractions and promote local walking Church groups Doctors’ and Health
Named person Code Priority What can Services contribute? What can people do? responsible 3.1 Support local primary schools in Encourage each other to join/set up Agencies developing and delivering activities informal exercise classes and linking to walking groups etc. Adult Services Promote outdoor activities being Community groups to provide delivered and support new projects affordable activities for local Youth Service Promote sports facilities at Tong residents such as sports activities Leadership Academy to local families on offer at The Life Centre, Bierley Public Health –they run 6 football teams in partnership with Emerge
Church groups/uniformed service groups run a range of activities for all age groups across the ward Page 144 Page Encourage families to do activities together such as walking in Black Carr Woods and Bierley Woods
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 increase Door-to-door engagement with the Council Wardens community cohesion local community Organise events and fun days Attend luncheon clubs and coffee which are welcoming and inclusive Neighbourhood 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
Named person Code Priority What can Services contribute? What can people do? responsible 3.2 Respond to requests for support to Share information about events to new groups in the local area and spread across the ward ensure they are included in the Holme Wood and Tong NDP
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
Page 145 Page 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 Connect and Holme Encourage current users of the library Wood Centre point to become involved Local users of the library to spread CABAD Promote events at Holme Wood the word and look to encourage Centre Point each other to become involved Local Organisations Continue to support the steering group for Holme Wood Centre Friends of Holme Wood to continue Residents 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 contributions to Involve young people in People community life Can activities Offer opportunities to young people Families First Engage with parents/grandparents attending youth clubs such as those (Early Help) The youth service will provide held at the Life Centre, St targeted intervention to help reduce Christopher’s, the Salvation Army ASB and the fear of crime.
4.2 Building the capacity of To increase the number of Residents to take up volunteer Ward Youth Worker Page 146 Page 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 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:
Named person Code Priority What can Services contribute? What can people do? responsible 4.2 1) Information, Advice and Guidance 2) Support for vulnerable Young People 3) Open Access youth provision 4) Active Citizen 5) Youth Voice
4.3 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 &
Page 147 Page Holme Wood Tong Partnership Board Develop local skills across all age groups Local employers
DRAFT Wibsey Ward Plan 2018 - 19
Page 148 Page
Ward Members Cllr Ralph Berry Cllr David Green Cllr Joanne Sharp Ward Officer Liz Parker Date completed March 2018
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 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 149 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.
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.
Page 150 Page
How to get involved 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 Assessment
Population Wibsey has a total population of 14,645 (Census 2011). 27.5% are aged 0-19, 20.8% are in the age group 60+ but the largest percentage of 51.7% are aged between 20-59.
All of these figures are in line with constituency and district statistics.
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.
Community Strengths Cont. Schools and Children centres play a positive role across the ward. There are four primary schools; Wibsey Primary, St Pauls C of E, St Winefride’s RC and St Matthews CofE. All schools actively engage in school parking initiatives and connect through the Police Schoolwatch initiative. All have active friends of and parent groups working closely with schools to enhance and provide additional facilities for the children. 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 thriving commercial sector in Wibsey Village and businesses are happy to support events within the ward, they particularly showed their support for the Christmas Tree event.
Community events such as Community Safety forums, Days of Action and the Christmas Light switch on are used to engage residents and bring people together to celebrate positives.
Safe Although in the past all the crime trends in the Wibsey Ward have coming down, robbery and burglary are both higher than the area and districts levels. High numbers of people are feeling
Page 151 Page unsafe after dark and there is a low rate of satisfaction on how public services are dealing with local ASB and crime.
There have been positives from the Council’s survey in the past, it showed that respondents who perceived drugs as a big problem is significantly lower than the district and area levels, as is teenagers hanging round seen as a problem. Also the ASB score and ASB per 1000 population is lower than both district and area levels.
Key headline issues
Burglaries and robberies are significantly higher than the district average. Parking issues on the High Street. Speeding and rat running across the ward.
Clean Wibsey Ward has a high rating on satisfaction about the cleaner greener issues, both from the data and engagement with local residents.
Respondents who perceive rubbish and litter as a problem are nearly half the level of the district and area. However, there are small areas where there is a concentration of fly-tipping and litter. Streets failing on graffiti and edging are two concerns, when compared to the district level, but the trend on graffiti is on the decrease. Clean Cont. Street cleansing and fly tipping are issues also highlighted with increasing requests and reports over the last two years. The Ward also has a significant level of people recycling. Key headline issues
Hot spot areas for fly-tipping in Bankfoot. Dog fouling is an issue across the ward. Address issues of streets failing on edging.
Active There are a number of positives overall.
Mortality rates are significantly lower than both area and district levels.
Older people feel that they get services and support to live at home. Also people feel they are encouraged and supported to be physically active. Diabetes admissions to hospital are higher Page 152 Page than both the area and district levels.
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.
Key headline issues:
Residents need support and information to get training and jobs. In sub-areas of the ward i.e. Odsal and Bankfoot people are concerned about debt and loan sharks.
Children & Young People Young people not in education, employment or training (NEETs) are higher than the area average.
Young people want support to find employment and training opportunities. Pupils attaining KS4 5+ A*-C in English and Maths is higher than the area and district averages. There are pockets of the ward where there are problems of ASB from young people hanging round in groups.
Key headline issues: Children & Young People Cont. Young people want support to find employment and training opportunities. Young people have nothing to do. Young people hanging round in groups seen as an ASB problem.
Stronger Communities Low numbers of people are volunteering in the ward – we need to look at ways of increasing.
Page 153 Page
Draft Wibsey Ward Plan 2018/19
1.0Safe Named person Code Priority What can Services contribute? What can people do? responsible 1.1 Tackle incidents of Enforcement and random Park legally outside schools Council Ward Officer illegal parking and patrols at schools and local consider safety of children improve road safety, hotspots for illegal parking Report incidents of Highways Officer including working Enforcement and regular patrols obstruction and illegal through School Watch for obstruction parking. parking Police Ward Officer Education in schools working with Junior Warden schemes Council Warden Relaunch and sustain School
Page 154 Page Watch meetings, supported by police, to co-ordinate school gate parking work 1.2 Work in partnership to Identify hotspots via Ward Report incidents of ASB Council Ward Officer reduce anti-social Partnership Team meetings. Groups can support local behaviour Education – Information and action to develop new Youth Worker crime prevention advice to projects and schemes to residents in hotspot areas. reduce ASB in Parks and Police Ward Officer Promote the 101 number to Green spaces residents Enforcement – Police to patrol. Pilot closer communications between partners to improve intelligence sharing and response times Consider how to work with PRUs across the district to minimise negative impacts of children from different areas meeting up, also feedback to relevant officers on impact of young people no longer in PRUs
Named person Code Priority What can Services contribute? What can people do? responsible 1.2 Pilot sessions in interested primary schools, setting out what is a good citizen\community, neighbourliness etc 1.3 Tackle issues of Identify hotspot areas and Develop and support Council Ward Officer burglary and robbery take multi- agency approaches Neighbourhood Watch across the Ward Promote Neighbourhood Watch schemes Police Ward Officer where there are gaps in Ensure you take precautions coverage such as not leaving valuables Neighbourhood Watch in sight in cars or leaving Co-ordinator window and doors open. Incommunities 1.4 Co-ordinate plan with Work with partners to develop Use regular drop in or any Council Ward Officer partners to improve provision for children and young other means to report issues Police Ward Officer Page 155 Page community safety and people in the Bankfoot area of concern Incommunities further develop good Partners including police to Volunteer at childrens\young Youth Service relations in Bankfoot attend regular drop in at The people’s activities Voluntary Organisations area Cube, St Matthews Attend or volunteer at eg St Matthews, MOBE, Promote neighbourhood watch community events CHAS\SVP Work with partners on community events to improve relations between residents, agencies and organisations 2.0 Clean 2.1 Co-ordinate plan with BANKFOOT Report fly-tipping Council Ward Officer partners to improve Establish contact with Take responsibility for own cleanliness of specific landowners of fly tipped land for rubbish and garden – reduce, Area Operation Manager neighbourhoods discussion about future use reuse recycle Explore further use of cameras Litterpick your own street or Council Warden to protect land and gather in front of your house evidence Share car journeys to the Environmental Promote successful waste sites to help Enforcement Officer prosecutions for fly tipping eg neighbours local leaflet drop
Named person Code Priority What can Services contribute? What can people do? responsible 2.1 Continue to educate residents Report concerns regarding Incommunities and other and landlords on how they fulfil landlords landlords their responsibility to deal with Get involved in community waste properly eg promote clean ups recycling\eliminate side waste Agree to host cameras where and rubbish in gardens using appropriate household waste sites or bulk refuse service, Help residents to keep their area clean eg litterpicking equipment, reporting info Replicate this approach in other Page 156 Page locations in the ward where appropriate 2.2 Tackle problems of dog Erect new dog fouling signage in Join Green Dog Walkers Council Ward Officer fouling in hot spots identified areas following site Campaign across the Ward visits Clean up after their pets Area Operation Manager Provide information to residents Report incidents of dog on how to report incidents fouling and be prepared to Dog Warden Enforcement of Dog Control go to court as a witness orders banning dogs from Community organisations Council Warden designated areas and ensuring become centres where dogs are on leads in others people can join the Green Environmental Promote Green Dog Walking Dog Walkers campaign Enforcement Scheme at events and hotspots eg Briarwood\Northfield playing fields 2.3 Ensure businesses in Check on businesses throughout Report any issues with the ward have trade the ward, especially as part of business waste waste arrangements in co-ordinated clean up work eg place Bankfoot area
Named person Code Priority What can Services contribute? What can people do? responsible 2.3 Check on new businesses moving into the area, including responsibility for area immediately around their premises 2.4 Pilot new approaches to In discussion with Highways Don’t park on grass verges dealing with churned up colleagues, identify locations to verges test out any new ideas on this. 3.0 Active 3.1 Support healthier Promote and support Dementia Community Organisations Council Ward Officer lifestyles Friendly Communities initiative and Maintain play areas and individuals can support this Parks Manager community recreation spaces priority by taking part and Page 157 Page Develop activities for young organising activities people
3.2 Promote training and Sign post people to Volunteer in the local Council Ward Officer employment organisations community to increase skills opportunities and support networks and knowledge Establish links with organisations Attend community facilities delivering appropriate training and to access online Promote training opportunities information Promote job fairs to local companies and residents Work with library to ensure information is readily available 3.3 Engage with older Promoting activities suitable for Community Organisations to Council Ward Officer people and reduce older people in the community organise and promote social isolation for older by developing a published guide activities providing Community Groups people to local activities transport if required
Named person Code Priority What can Services contribute? What can people do? responsible 3.3 Support befriending schemes Join schemes to have access across the ward to help if needed Develop, promote and support Neighbours to look out for Dementia Friendly Communities older people living alone initiative in the Wibsey Ward eg consider developing memory walk and reminiscence sessions at Wibsey Library with partners Increase participation in activities to reduce isolation and improve well-being. Creation of community initiatives Page 158 Page to support older/less abled people - Winter Warmth scheme 4.0 Other 4.1 Promote and support Promote opportunities for people Look at alternative ways of Council Ward Officer People Can initiative. to volunteer fundraising Help groups to access funding Get involved – Community Community Signpost local people to training Group, School Governors Development Worker Support Wibsey Events Group in Neighbourhood Watch etc. sustaining the Christmas Lights event 4.2 Develop, support and Training and support Join a group Council Ward Officer sustain ‘Friends Of’ Places to meet Help to fundraise groups Materials and equipment Community Clean up’s Community Support for events and activities Development Worker 4.3 Building 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 Offer support provision Council Ward Officer To develop a wide range of Peer Community Groups to Led Support groups for organise youth activities and vulnerable young people events
Named person Code Priority What can Services contribute? What can people do? responsible 4.3 To work in partnership with Celebrate success schools to support student well Help with fundraising being, attainment and attendance To create more opportunities for communities to come together and support one another
Key features of the Youth Offer continue to be: 1) Information, Advice and Guidance 2) Support for vulnerable Young
Page 159 Page People 3) Open Access youth provision 4) Active Citizen 5) Youth Voice
DRAFT Wyke Ward Plan 2018-19
Page 160 Page
Ward Members Cllr Sarah Ferriby Cllr Rosie Watson Cllr David Warburton Ward Officer Rada Mijailovic Date completed March 2018
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 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 161 Page 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.
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 – Church groups and affiliated organisations, Friends of Groups, voluntary organisations Page 162 Page
How does the ward plan The ward plans throughout the district engage with the communities identified in the boundary of work 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, Rada Mijailovic on 01274 431156 or email [email protected]
Section 2: Summary of the Wyke Ward Assessment
Population The population of the Ward is 14,950.
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%) which is significantly higher than the area and district average. There is a high proportion of 60-79 year olds living in the ward and it is considerably higher than the area and district average. The number of 0-9 year olds in the ward is lower than the area and district average and the number of 25-59 year olds is around the same as the area and district average.
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 163 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 and Children’s Centre is also a central resource for the local community. .
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.
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. Judy Woods, Toad Holes Beck/Railway Terrace and Dealburn Road Woodland Walk also offer recreational facilities for local residents.
Cleaner Greener Wyke ward has a high rating on satisfaction regarding litter and street cleaning. Residents are very pleased with the level of street cleaning and feedback from Ward Councillors and Council Wardens reinforces this. However, the following still require some attention:
Streets failing on overgrown vegetation are considerably higher than the district and area averages. Streets failing on edging are above the district average and higher than the area average.
The number of respondents recycling in the ward is slightly higher than the district average. Safer Communities Serious acquisitive crime per 1000 ward population is marginally higher than the area average, and around slightly higher than the district average.
Burglary of dwellings per 1000 population is around the same as the area average, and slightly Page 164 Page more than the district average.
Theft of motor vehicles is slightly higher than the area average, and marginally lower than the district average.
Theft from vehicles is slightly higher than the area average and higher than the district.
Inequalities Health and The ratio of excess winter deaths is significantly higher than both the district and area averages. wellbeing 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 (age18-24) is around the same as the district and area average. housing The number of NEETs is slightly lower than the area/district average (NEET – not in education, employment or training) and is showing a downward trend.
Children and young people There has been a steady increase of pupils attaining KS4 5+ A* - C English and Maths and the figure is higher than the both the area and district averages.
The number of births per 100 live births is showing a downward trend, and is lower than the district average.
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 Group, Oakenshaw Residents’ Association, Wyke Awake, Neighbourhood Watch,
Page 165 Page Sedbergh Centre, Odsal Area Residents’ Association, Wyke Village Society, Friends of Oakenshaw Park, Low Moor History Group, Oakenshaw History Group and Friends of Low Moor Station.
The newly formed community group, LOWER, represents residents from the Raw Nook area, who are working to improve the environment and are in dialogue with BASF, Ward members and other Council departments.
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.
Draft Wyke Ward Plan 2018-19 1.0 Safe Named person Code Priority What can Services contribute? What can people do? Responsible 1.1 Work in partnership to Identify hotspots Parental responsibility and Council Ward Officer reduce ASB Wardens/Police patrolling awareness Reassure residents Youth Service Joint action between Police and Intergenerational work – reduce Social Landlords perceptions of problem young Police Constable Targeted youth work people Visible presence in areas of Social Housing concern Report incidents and visit the Landlords Follow through at ward Oakenshaw Police Contact point Council Wardens Page 166 Page Partnership Meetings
Anti-social Behaviour Team
1.2 Tackle issues of Identify hotspots Organise walking buses Council Ward Officer inconsiderate parking Council Wardens/PCSOs patrol and improve road safety jointly at schools/problem areas Report issues to the Council Police Constable To issue fixed penalties as required and to follow up on Be considerate road users and Highways Officer incidents reported park safely Distribute educational materials Schools improve signage Take part in Speedwatch Facilitate meetings with Road Safety schools/school councils Partnership Highways to use data capturing device and speed surveys to identify problem areas
To deploy CCTV car on rotation
Schools to provide information to parents. Named person Code Priority What can Services contribute? What can people do? Responsible 1.3 Identify suitable Facilitate meetings with Local companies can: Council Ward Officer locations for HGV appropriate partners overnight parking and Arrange consultation meetings Liaise with freight carriers from Police Constable deal with inconsiderate with residents Europe for safe parking in the parking of HGVs across Identify suitable parking areas Ward Highways Officer the Ward Attend business watch meetings Local Companies
Residents report issues re HGVs
1.4 Tackle issues of Identify hotspots via Ward Support and join Neighbourhood burglary/theft across the partnership meetings Watches Police Constable Ward Organises Days of action Promote Neighbourhood Watch Residents to be more Ward Officer Page 167 Page Door knock to vulnerable vigilant/aware and secure doors residents windows Social Housing Work with community groups Landlords Organise Crime prevention talks
2.0 Clean 2.1 Tackle untidy Identify areas Identify hotspot areas Council Ward Officer footpaths/snickets and Council Wardens patrolling overgrown Ward walks Report incidents to 431000 Area Operational vegetation/weeds Deploy Clean Teams to hotspot Manager areas supported by mechanical Take part in visual audits - ward sweepers walks Council Wardens Follow through at Ward Partnership Team meetings Take part in action days Community Payback organised by Oakenshaw Residents’ Association and Low Named person Code Priority What can Services contribute? What can people do? Responsible 2.1 Community Payback – Moor//Oakenshaw Conservation Social Housing Identify projects Group Arrange programmes of work Landlords Identify issues, trends, problem Join in the practical task groups areas organised by the Friends of Judy Liaise with Ward Officer Wood
2.2 Tackle issues of Identify hotspots Report fly tipping Council Ward Officer increased litter and fly Educate residents tipping across the Ward Increase signage Discourage dropping of litter Area Operational Work with environmental Manager enforcements Get involved by keeping your 168 Page Install cameras area tidy Environmental Support residents with clean- Enforcement ups More awareness of what can be Work with landlords and make recycled them aware of their responsibilities Work with recycling team Talks in schools
2.3 Tackle incidents of dog Identify areas Monitor parks and liaise with Area Operational fouling on footpaths, Deploy clean teams local groups such as: Manager public spaces and in Enforcement of Dog Control parks Orders banning dogs from Oakenshaw Residents’ Parks Manager designated areas and ensuring Association that dogs are on leads in others Friends of Wyke Park Council Wardens Promote Green Dog Walker Friends of Judy Woods scheme Dog Warden Provide information to residents Join and promote Green Dog on how to report dog fouling Walker Scheme Erect dog fouling signage in identified areas Report incidents and monitor areas/parks/woodland 3.0 Active Named person Code Priority What can Services contribute? What can people do? responsible 3.1 Encourage development Improve play areas and Provide affordable activities for Council Ward Officer of projects supporting community recreation space local residents physical activity to Develop activities and promote Youth Service improve fitness levels new initiatives for young people Church groups/uniformed service and to tackle obesity for e.g. cycling projects groups run a range of activities Local Schools all residents Healthy lifestyle advice for all age groups across the delivered in community settings: ward Council Wardens smoking cessation etc. Support initiatives in the local Community groups such as Public Health parks and help residents to Oakenshaw Residents’ and develop new ideas Friends of Wyke Park can Parks and Recreation
Page 169 Page promote facilities available in the local parks 3.2 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 activities for older people across Wyke Dementia delivered and support new the ward to include luncheon Friendly Group projects clubs Promote and support the Council Wardens Dementia Friendly Wyke Be part of the ‘Dementia initiative Friendly Wyke’ and other Adult Services Promote and support well-being initiatives that address problems cafes locally in older age Alzheimer’s Society Work collaboratively to address factors in isolation – Host intergenerational events Public Health reassurance work, visibility, well lit areas Be Good Neighbours Youth Service Partners to be aware and share information re vulnerable clients Find out about Befriending and prioritise in times of crisis Services that offer shopping, situations and promote Warn snow clearing Home Scheme
Named person Code Priority What can Services contribute? What can people do? responsible 3.2 Support young people and Join Walking Groups/ Friends of signpost to Buddies project Groups 4.0 Other 4.1 Engage with local people Publicise and promote area Support and participate in local Council Wardens to communicate with the wide events e.g. the Council’s and area wide events Council and take up New Bin Policy Council Ward Officer volunteering Promote People Can Initiatives Organise fun days, community opportunities Leaflet areas to inform of events events which are welcoming and Police Constable Door-to-door on action days inclusive Page 170 Page Support community events and activities which bring people Participate in People Can together in their neighbourhood activities
4.2 Encourage and support Respond to requests for support Use and value resources Council Ward Officer activities to increase to new groups in the local area community cohesion Promote and support the Join local groups and become Police Constable Dementia Friendly Community active members of management initiative committees Council Wardens Warden visits to community venues and other events Fundraising All partners (luncheon clubs etc) Share information about events to spread across the Ward
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 Offer Council Ward Officer To develop a wide range of Community Groups to organise Peer Led Support groups for youth activities and events vulnerable young people To work in partnership with Celebrate success and support schools to support student well fundraising being, attainment and attendance Named person Code Priority What can Services contribute? What can people do? responsible 4.3 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 171 Page 1) Information, Advice and Guidance 2) Support for vulnerable Young People 3) Open Access youth provision 4) Active Citizen 5) Youth Voice
This page is intentionally left blank Agenda Item 11/
Report of the Strategic Director of Place to the meeting of Bradford South Area Committee to be held on 15th March 2018. AA
Subject:
2017/18 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 2018 deadline.
Steve Hartley Portfolio: Strategic Director of Environment and Safer and Stronger Communities Sport Abdul Jabar
Report Contact: Mick Charlton Overview & Scrutiny Area: Bradford South Area Co-ordinator Phone: (01274) 431155 Corporate E-mail: [email protected]
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1. SUMMARY
This report details the Youth and Community Chest Grants awarded from applications received prior to the 31 January 2018 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 Applications which meet the criteria outlined in Appendix I are considered from groups, organisations and individuals contributing across a broad spectrum of initiatives, to the wellbeing and development of communities within Bradford South.
2.3 A Ward Officer, within the Bradford South Area Co-ordinator’s Office, assesses the received applications and prepares Officer Recommendations.
2.4 The applications from each Ward are sent to the individual Ward Councillors with a request for comments, which inform the decision making process.
2.5 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.
2.6 Decisions are currently made four times a year, following the closing dates of 31 May, 31 August, 31 October and 31 January.
2.7 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 The wide range of projects is outlined in Appendix 2 were awarded grants to a value of £1,180. This has enabled projects costing £14,406 to proceed which will benefit communities across Bradford South.
4. FINANCIAL & RESOURCE APPRAISAL
4.1 Financial
Whilst the grants awarded at the Grants Advisory Group meeting held on Monday 5th February 2018 were £1,180 (see Appendix 2).
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. Page 174
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.
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. Page 175
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 2017-2018.
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 Summary of Grants awarded at the 5th February 2018 Grants Advisory Group.
12. BACKGROUND DOCUMENTS
None.
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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, or individuals living in the Constituency who are engaged in exceptional sporting, artistic or voluntary work endeavours. 2. Applications will be considered to assist community-based leisure/cultural 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 (e.g. inner city areas, Council 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 (e.g.: Sports Council). Bradford South Area Co-ordinator’s Office expects organisations to make every effort to be self-supporting and will favour grants where other funding/fundraising has been secured. 6. The maximum allocation from the Youth and Community Chest would not normally exceed £500 for any individual project. Projects that cross boundaries can be considered by a number of Area Co-ordinators' Offices, but the total grant will not normally exceed £500. 7. Projects should not contravene Council Policy Guidelines in areas of Equality of Opportunity (i.e., no discrimination of membership on grounds of sex, race, religion, occupation or opinion). 8. The organisation should be a non-profit making voluntary organisation where membership is open (i.e. no discrimination of membership on grounds of sex, race, religion, occupation or opinion). 9. Grants will normally be, under broad and flexible guidelines, on a one-off basis to cover capital or revenue expenditure. 10. Grants cannot be awarded for events/purchases that have taken place before the application deadline dates, i.e. retrospective payments. 11. 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. 12. Groups/organisations should normally expect only one grant per financial year. 13. Youth and Community Chest cannot be used to fund religious or political activities, or capital expenditure exclusively connected with such activities. 14. Youth and Community Chest is not normally used to enable fundraising for a secondary body, unless within the terms of a loss guarantee. 15. 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.
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APPENDIX 2
SUMMARY OF GRANTS AWARDED – 31 JANUARY 2018 DEADLINE
WARD ORGANISATION NAME PURPOSE OF TOTAL AMOUNT GRANT COST OF OF PROJECT AWARD Bradford South Scout To assist with the All Wards District cost of a away trip £11500 £300 for young people To assist with the Great Horton & Community Friendship start up cost, for a £500 £300 Wibsey Group community friendship group. Queensbury Performing Help pay for tuition Arts fees and room Queensbury £1,061 £200 rental during rehearsals Buttershaw Baptist To assist with a Church Community Royds pantomime for £745 £250 family’s on lower incomes Healthy Lifestyle To assist with room hire, printing Tong £600 £130 and telephone costs.
Total £14,406 £1,180
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