Agenda Meeting: Executive Venue: the Grand Meeting Room, County Hall, Northallerton DL7 8AD

Agenda Meeting: Executive Venue: The Grand Meeting Room, County Hall, Northallerton DL7 8AD

Date: Tuesday, 11 June 2019 at 11.00 am

Recording is allowed at County Council, committee and sub-committee meetings which are open to the public, please give due regard to the Council’s protocol on audio/visual recording and photography at public meetings, a copy of which is available to download below. Anyone wishing to record is asked to contact, prior to the start of the meeting, the Officer whose details are at the foot of the first page of the Agenda. We ask that any recording is clearly visible to anyone at the meeting and that it is non-disruptive. http://democracy.northyorks.gov.uk

Business

1. Minutes of the meeting held on 21 May 2019 (Page 5 to 10)

2. Any Declarations of Interest

3. Exclusion of the public from the meeting during consideration of each of the items of business listed in Column 1 of the following table on the grounds that they each involve the likely disclosure of exempt information as defined in the paragraph(s) specified in column 2 of Part 1 of Schedule 12A to the Local Government Act 1972 as amended by the Local Government (Access to information)(Variation) Order 2006:-

Item number on the agenda Paragraph Number 8 - Appendices B, C, D and E 3

4. Public Questions or Statements.

Members of the public may ask questions or make statements at this meeting if they have given notice to Melanie Carr of Democratic and Scrutiny Services and supplied the text (contact details below) by midday on 6 June 2019, three working days before

Enquiries relating to this agenda please contact Melanie Carr Tel: 01609 533849 or e-mail [email protected] Website: www.northyorks.gov.uk

the day of the meeting. Each speaker should limit themselves to 3 minutes on any item. Members of the public who have given notice will be invited to speak:-

 at this point in the meeting if their questions/statements relate to matters which are not otherwise on the Agenda (subject to an overall time limit of 30 minutes);

 when the relevant Agenda item is being considered if they wish to speak on a matter which is on the Agenda for this meeting.

If you are exercising your right to speak at this meeting, but do not wish to be recorded, please inform the Chairman who will instruct anyone who may be taking a recording to cease while you speak.

5. Multi Agency Safeguarding Arrangements - Report of the Corporate Director - Children and Young People’s Service (Page 11 to 24) Recommendations:

The Executive are recommended to:

(i) Note the North Yorkshire Safeguarding Children Partnership proposal.

(ii) Agree the combining of the North Yorkshire Children’s Trust and North Yorkshire Safeguarding Children Board to create the North Yorkshire Safeguarding Children Partnership.

6. Appointments to Committees and Other Bodies (Page 25 to 26) Recommendations:

That the Executive makes the appointments as outlined in the report.

7. Forward Work Plan

(Page 27 to 35)

8. Schools Condition Capital Programme 2019/20 - Report of the Corporate Director - Children and Young People’s Service (Page 36 to 54) Recommendations:

It is recommended that Executive:

Approve the proposed Schools Capital Programme for 2019/20 as summarised in Appendix A

Approve the list of strategic priority / modernisation schemes as set out in Appendix B

Approve the Planned Capital Maintenance Programme as set out in Appendix C

Approve the Healthy Pupils Capital Fund Schemes as set out in Appendix D

Approve the Voluntary Aided Capital Programme as set out in Appendix E

Agree the continuation of the approach for dealing with any schools which convert following the approval of the Programme as laid out in paragraph 3.3.

9. Other business which the Leader agrees should be considered as a matter of urgency because of special circumstances

Barry Khan Assistant Chief Executive (Legal and Democratic Services)

County Hall Northallerton

Date: 3 June 2019

Notes:

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Executive Members

Name Electoral Areas of Responsibility Division

LES, Carl Richmondshire Leader of the Council Catterick Bridge Communications, safer communities and emergency planning

DADD, Gareth Hambleton Deputy Leader of the Council Thirsk Finance and Assets and Special Projects inc finance and HR performance management

CHANCE, David Whitby/Mayfield Stronger Communities - inc Legal and Democratic cum Mulgrave Services, Corporate Development, Overview and Scrutiny Committees, Area Committees, performance management

DICKINSON, Northallerton Public Health, Prevention and Supported Housing - Caroline inc STP issues regarding the Friarage and Darlington Hospitals

HARRISON, Michael Lower Health and Adult Services - inc Health and Wellbeing Nidderdale and Board, health integration and Extra Care Bishop Monkton

LEE, Andrew Cawood and Open to Business - inc growth, economic Saxton development, planning, waste management, trading standards and business relations

MACKENZIE, Don Harrogate Access - inc highways, road and rail transport, Saltergate broadband and mobile phones; and to act as the Council’s Digital Infrastructure Champion

MULLIGAN, Patrick Airedale Education and Skills - inc early years, schools, apprenticeships, FE colleges and UTC’s and engagement with the skills part of the LEP

SANDERSON, Janet Thornton Dale Children and Young People’s Services with and the Wold responsibility for foster and adoption, children’s social care and prevention

WHITE, Greg Pickering Customer Engagement inc Contact Centre, web site, libraries, digital and performance management (complaints and compliments)

Item 01 North Yorkshire County Council

Executive

Minutes of the meeting held at County Hall, Northallerton on Tuesday, 21 May 2019 commencing at 11.00 am.

County Councillor Carl Les in the Chair. County Councillors David Chance, Gareth Dadd, Caroline Dickinson, Michael Harrison, Andrew Lee, Don Mackenzie, Patrick Mulligan, Janet Sanderson and Greg White.

Also in attendance: County Councillors Paul Haslam, Derek Bastiman, Annabel Wilkinson and Andrew Paraskos.

Officers present: Stuart Carlton, Richard Webb, David Bowe, Gary Fielding, Barry Khan, Richard Flinton, Lincoln Sargeant, Julia Temple, Steve Evans, Justine Brooksbank and Melanie Carr.

There were no members of the public present.

Copies of all documents considered are in the Minute Book

314. Minutes

Resolved –

That the Minutes of the meeting held on 30 April 2019, having been printed and circulated, were taken as read and confirmed and signed by the Chairman as a correct record.

315. Declarations of Interest

There were no declarations of interest to note.

316. Questions and Statements from members of the public

There were no registrations to speak at the meeting from members of the public.

317. Quarterly Performance & Budget Monitoring

Considered –

A joint report of the Chief Executive and Corporate Director for Strategic Resources bringing together key aspects of the County Council’s performance for quarter four for the 2018/19 year

5 NYCC Executive – Minutes of 21 May 2019

Item 01

County Councillor David Chance introduced the Quarter 3 performance report, confirming the County Council continued to perform well and demonstrate improvements in its services. He provided a brief summary of the strengths and challenges in performance across the ambitions and priorities set out in the Council Plan, and drew attention to the in-depth focus of the performance report on Public Health and the Council ambition of Modern Council. In particular County Councillor David Chance highlighted the following:

 A reduction in call answering times  An increase in the use of social media  The introduction of a Joint Housing Investment Plan with other authorities in the region  The reduction in ASC referral activity to broadly in line with 2017/18 levels  An increase in living well referrals  A reduction in the number of Looked After Children  The planned work to build North Yorkshire into an Age Friendly place to live

Public Health County Council Caroline Dickson introduced the in depth focus on Public Health outlining the four Public Health themes and the programmes that supported them. She drew attention to the positive progress made during the fourth Quarter, but stressed that changes in national funding would continue to increase the pressure on the those public health programmes.

County Council Caroline Dickson stressed the need to maintain those programs and highlighted the elected members’ public health network which was enabling members to give local insight and guidance to public health officers and to help inform the identification of innovative new ways to deliver services, in the context of the reduced funding.

Lincoln Sargeant, Director of Public Health provided further detailed information on the Public Health progress and strengths highlighted in the report, which included:

 The national trend in the slowing of life expectancy  The lowest rates of life expectancy in North Yorkshire were in the Scarborough area, with some recent small increase  The continued good work of the Discoveries on your Doorstep project run through schools  An increase in NHS Health Checks  The quality of the specialist drug and alcohol services being provided by North Yorkshire Horizons  An increase in flu vaccinations for HAS staff designed to reduce the opportunities for the flue to be passed to vulnerable residents and to maintain business continuity.

In response to a question from County Councillor Derek Bastiman, Lincoln Sargeant confirmed it would be possible to break down the life expectancy data for the Scarborough area between Scarborough, Filey & Whitby.

Following questions from County Councillor Annabel Wilkinson, it was confirmed that:

 Residents over 65 and those under 65 with high risk health problems were being offered the flu vaccine. Cllrs and teaching staff were not, with the exception of those teachers working with children with special needs.  The current method of offering MMR vaccinations rather than making them compulsory had yielded positive results in regard to take up.

6 NYCC Executive – Minutes of 21 May 2019

Item 01

 Internationally the number of measles cases had increased but that cases in the UK last year had not taken hold due to the high level of take up across the country.

County Councillor Janet Sanderson questioned life expectancy rates for males living in Ryedale, and it was confirmed that the evidence indicated there had been no further increase. She also questioned how the reported success of the National Childhood Measurement Programme had been evidenced. It was noted that those families accessing the programme were recommending the service to others, and that their recorded diet and activity levels had improved.

Modern Council County Councillor Greg White introduced the focus on Modern Council, highlighting the successful launch of the Blue Badge online application service, the significant reduction in call answering time, the savings and capital receipts achieved through the property rationalisation programme, and the increased digital presence of the authority. He also highlighted the impressive number of volunteer hours and the ongoing work to improve the volunteer experience.

Members noted that the County Council’s two customer groups i.e. residents and professional organisations, both had differing needs to be considered as part of changes to customer services. Also the need to implement one service at a time in order to address any barriers and review the full process for each to ensure their ongoing appropriateness.

County Councillor Greg White confirmed it was likely that call waiting times would increase over coming months which was not necessarily a bad thing as it worked as an incentive for making online contact instead.

Following an enquiry from County Councillor Annabel Wilkinson, it was confirmed there had been no increase in the number of fraud cases as a result of the introduction of the online blue badge application process.

County Councillor Janet Sanderson requested a more efficient way to support the Council’s clerking service and suggested that improvements in online access to agenda papers etc would encourage the County Council’s preferred paperless approach. County Councillor Andrew Paraskos highlighted the issues for dual hatters trying to access their diaries for their District council and NYCC, which currently were unable to talk to each other.

In response Barry Khan, Assistant Chief Executive confirmed that work was in hand to move to an improved committee management solution that would address the issues raised.

Finally, County Councillor Derek Bastiman expressed concern for those residents who may end up being disenfranchised as a result of the introduction of more online services. He drew attention to the number of residents living in rural communities with no access to the internet or local transport to libraries etc who would find it near impossible to engage without picking up a phone. In response, County Councillor Greg White accepted that some residents would always be resistant to change and suggested the way forward was through support and incentives.

County Councillor Gareth Dadd acknowledged the two standpoints expressed and agreed it was about balance – maximising the internet offer and making it easy for the majority, without forgetting those who were in danger of being disenfranchised.

7 NYCC Executive – Minutes of 21 May 2019

Item 01

County Councillor Carl Les thanked officers for the performance report and noted the County Council’s strong performance across the board.

Revenue County Councillor Gareth Dadd introduced the section of the report on the revenue budget, highlighting the overall net saving against operational budgets, and drawing attention to the significant financial pressures in Health & Adult Social Care and Children’s Services. The emerging pressures were noted, including the cost of new cases for older people residential care and nursing in Harrogate. Also, the underspend in Business & Environmental Services as a result of the one-off grant funding which had helped offset the financial pressures elsewhere.

Members voted unanimously in favour of the recommendations relating to the Revenue budget, as shown on page 87 of the report.

Treasury Management County Councillor Gareth Dadd introduced the section of the report on Treasury Management highlighting the lack of external debt and returns on alternative investments. As there were no questions arising, County Councillor Carl Les referred Members to the recommendations on page 111 of the report, and there was a unanimous vote in favour.

Capital Plan & Expenditure in 2018/19 County Councillor Gareth Dadd introduced the section of the report on the Capital Plan. Again as there were no questions arising, County Councillor Carl Les referred Members to the recommendations on page 125 in the report, and there was a unanimous vote in favour.

Finally, County Councillor Carl Les noted that the recommendations at the end of the report on page 100 had all been picked up as Members had worked through the report section by section and as such no further action was required.

Resolved –

That the Executive: a) Noted the content of the performance report. b) Noted the latest position for the County Council’s 2018/19 Revenue Budget as summarised in paragraph 2.1.2 c) Endorsed the proposals for the use of the additional Adult Social Care funding (paragraphs 2.3.1 to 2.3.4), and noted that they seek to limit exposure to recurrent financial risk for those schemes to a maximum of 3.4m, which reflected the value of the final year’s grant allocation d) Noted the position on the GWB (paragraphs 2.5.1 to 2.5.3) e) Noted the position on ‘ Strategic Capacity – Unallocated’ reserve (paragraphs 2.5.4 to 2.5.6) f) Would recommend to the County Council the proposed carry forward of £933k earmarked for BES development initiatives as detailed in paragraphs 2.2.11 g) Noted the performance of the Treasury Management operation during 018/19 and the outturn position on Prudential Indicators.

8 NYCC Executive – Minutes of 21 May 2019

Item 01

h) Noted the position on capital outturn as detailed in Appendices A to E i) Would recommend to the County Council, the proposed carry forward to 2019/20 of the net capital underspend totalling £0.6m as set out in paragraph 4.14 j) Approved the financing of capital expenditure as detailed in paragraph 4.16 and Appendix F

318. SEND Special Provision Capital Funding (SPCF) - LA Plan for use remainder of Allocated Funding

Considered –

A report of the Corporate Director for Children and Young People’s Service updating members on the allocation of SPCF to date during 2018/19, the proposed new model of targeted provision and the need for capital funding to support it.

County Councillor Patrick Mulligan introduced the report highlighting that the development of the new targeted provision model was a key action in the Strategic Plan, and would bridge the gap between universal (mainstream) provision and specialist provision. He confirmed there had been significant engagement and consultation with parents/carers, young people and professionals on aspects of education provision for children and young people with SEND, including in respect of the use of capital funding and the way the LA intended to spend the remainder of the SPCF to support targeted provision.

County Councillor Carl Les questioned why the report had come to the full Executive rather than being consider by the appropriate Executive member. Stuart Carlton, Director of Children & Young People’s Services confirmed that as there had been a formal objection received, it was the policy that such a proposal be considered by the full Executive.

Resolved –

That:  The remaining £232,558 of the SPCF be allocated to support the development of the new targeted provision model, as set out in the Strategic Plan.  The updated SPCF Plan be approved for publication

319. Lowering the age range of Thornton in Craven Community Primary School to 3-11

Considered –

A report of the Corporate Director for Children and Young People’s Service which provided an overview of the proposal to change the age range of Thornton in Craven Community Primary School to age 3-11 and a breakdown of the consultation undertaken.

It was noted that the consultation had highlighted issues around noise levels and traffic and the report detailed the mitigation put in place by the school to address those issues.

Resolved –

9 NYCC Executive – Minutes of 21 May 2019

Item 01

That: a) The four key issues listed at paragraph 8.2 of the report had been satisfied and therefore the proposal could be determined. b) The age range of Thornton in Craven Community Primary School be lowered to age 3-11 with effect from 1st September 2019.

320. Forward Work Programme

Considered –

The Forward Plan for period 10 May 2019 to 30 April 2020 was presented.

Resolved –

The forward work programme be noted.

The meeting concluded at 12:18pm MLC

10 NYCC Executive – Minutes of 21 May 2019 Item 5

NORTH YORKSHIRE COUNTY COUNCIL

EXECUTIVE

11th June 2019

North Yorkshire Safeguarding Children Partnership Proposal Report of the Corporate Director – Children and Young People

1.0 PURPOSE OF REPORT

1.1 The purpose of this report is to provide members with an overview of the soon to be North Yorkshire Safeguarding Children Partnership. The proposed service change will combine current North Yorkshire Children’s Trust with the North Yorkshire Safeguarding Children Board.

1.2 The Report asks members to consider and agree the combining of the current bodies to create the North Yorkshire Safeguarding Children Partnership.

2.0 EXECUTIVE SUMMARY

2.1 An initial proposal detailing the proposed changes is attached at Appendix A. The proposal may be subject to additional changes as a result of the consultation. A final proposal will be published no later than the 29th June 2019.

FINANCIAL IMPLICATIONS

2.1 There are no additional financial implications regarding this proposal.

3.0 LEGAL IMPLICATIONS

3.1 The attached proposal is written in conjunction with requirements set out in Working Together to Safeguard Children (DfE, 2018) and Children and Social Work Act (2017)

4.0 RECOMMENDATIONS

4.1 The Executive are recommended to:

(i) Note the North Yorkshire Safeguarding Children Partnership proposal.

(ii) Agree the combining of the North Yorkshire Children’s Trust and North Yorkshire Safeguarding Children Board to create the North Yorkshire Safeguarding Children Partnership.

Stuart Carlton Corporate Director – Children and Young Peoples Service 29/05/2019

Author of report – James Parkes, NYSCB Board Manager Presenter of report – Stuart Carlton

Background Documents – North Yorkshire Safeguarding Children Partnership Proposal 11 12 Item 5 Appendix A

Proposal for the Multi-Agency Safeguarding Arrangements (MASA) In North Yorkshire

March 2019

Introduction

1. This report sets out the proposal for the new MASA for North Yorkshire, following the publication of Working Together to Safeguard Children, July 2018 (WTSC, 18).

2. The three safeguarding partners who are responsible for the MASA arrangements in North Yorkshire are the Chief Executive of North Yorkshire County Council (NYCC), the Accountable Officer of the Clinical Commissioning Group’s (CCG) and the Chief Constable of North Yorkshire Police (NYP). It has been agreed within North Yorkshire that the lead officers will delegate their function to the following Officers: (see Chapter 3.13 p75)

 Director of Children Services, NYCC  Executive Nurse, CCG’s  Assistant Chief Constable, NYP

The nominated senior officer in their agency will have responsibility and authority for ensuring full participation of these arrangements.

3. The purpose of these local arrangements are to support and enable local organisations and agencies to work together in a system where:

 Children are safeguarded and their welfare promoted;  Partner organisations and agencies collaborate, share and co-own the vision for how to achieve improved outcomes for vulnerable children;  Organisations and agencies challenge appropriately and hold one another to account effectively;  There is early identification and analysis of new safeguarding issues and emerging threats;  Learning is promoted and embedded in a way that local services for children and families can become more reflective and implement changes to practice;  Information is shared effectively to facilitate more accurate and timely decision making for children and families.

In order to work together effectively, the safeguarding partners with other local organisations and agencies should develop processes that:

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13 Item 5 Appendix A

 Facilitate and drive action beyond usual institutional and agency constraints and boundaries;  Ensure the effective protection of children is founded on practitioners developing lasting and trusting relationships with children and their families.

To be effective, these arrangements should link in with other local strategic partnership work which support children and families. This will include other public boards including: Health and Wellbeing Boards, Adult Safeguarding Boards, Channel Panels, Improvement Boards, Community Safety Partnerships, the Local Family Justice Board and MAPPAs.

4. The MASA will look to amalgamate the North Yorkshire Children’s Trust Board within the new safeguarding partnership arrangements. Further discussions need to be undertaken around this area.

5. Relevant agencies are those organisations and agencies whose involvement the safeguarding partners consider is required to safeguard and promote the welfare of local children. Strong, effective multi-agency arrangements are ones that are responsive to local circumstances and engage the right people.

Relevant agencies1 in North Yorkshire have been identified to include but not exclusively so:

Education and Early Years Education (Maintained, Academies, Independent, FE, HE) Early Years Health North Yorkshire County Council Public Health North Yorkshire County Council Health and Adult Service Tees Esk Wear Valley NHS Foundation Trust NHS England Harrogate and District NHS Foundation Trust Bradford District Care NHS Foundation Trust York Teaching Hospital NHS Foundation Trust Primary Health Care (Pharmacy, Opticians) General Practitioners Yorkshire Ambulance Service Humber Teaching Foundation Trust Airedale, Wharfedale and Craven CCG South Tees Hospitals NHS Foundation Trust Airedale NHS Foundation Trust Leeds York Partnership Foundation Trust Child Death Review Partnership

1 The Child Safeguarding Practice Review and Relevant Agency (England) Regulations 2018

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14 Item 5 Appendix A

Vocare Criminal Justice CAFCASS National Probation Service Community Rehabilitation Company Voluntary Sector NSPCC Community First Yorkshire Commissioned services i.e. Compass, Horizons, IDAS Local Government District Councils Youth Justice Service NYCC Lead Executive Member for Children’s Services Public Services British Transport Police Police, Fire and Crime Commissioner North Yorkshire Fire Service Army Welfare Service Miscellaneous Faith Groups Lay Members Youth Voice Executive

Partnership name

6. North Yorkshire Safeguarding Children Board (NYSCP) and the North Yorkshire Children’s Trust (if agreed) will change its name to North Yorkshire Safeguarding Children Partnership (NYSCP).

Vision and Values

7. NYSCP will adopt the Young and Yorkshire Strategy developed by the Children’s Trust which set out the plan for all children, young people and families living in North Yorkshire.

8. The strategic headings will be amended to Safe, Happy, Healthy and Achieving

9. Vision: To be identified by the partnership in due course

10. Values: To be identified by the partnership in due course

11. NYSCP Priorities for 2019/2020 will be identified by the partnership in due course

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15 Item 5 Appendix A

Structure of Partnership

12. The following structure chart outlines the new proposed arrangements for NYSCP.

NYSCP Strategic Partnership Group Child Death Review Partnership NYSCP Executive

Multi-Agency Child Local Safeguarding Practice Practice Development Learning and Improvement Exploitation (MASE) Review Group (LSPRG) Subgroup (PDS) Subgroup (LIS) Strategic Group

Locality Safeguarding Groups

MACE Harrogate MACE Scarborough Borough Borough LSG Scarborough and Ryedale

MACE Craven MACE Ryedale District District

LSG Harrogate

MACE Selby MACE Hambleton District District

LSG Selby

MACE Richmondshire District

LSG Craven

LSG Hambleton and Richmondshire

13. NYSCP Executive Partnership (or Chief Officers Group)

Overview: To provide the strategic direction for the NYSCP in line with national, regional and local objectives and priorities. This will be lead through the NYSCP Young and Yorkshire Strategy and NYSCP Work Plan and reviewed in the yearly report regarding progress against the priorities. The group will maintain and develop links with all current and potential partnership agencies such as Health and Wellbeing Board, Community Safety Partnership, Systems Leadership Group and Safeguarding Adult Board. Reporting from the Chairs of the Subgroup Group will be tabled at the Executive where the chair will provide progress to the work plan/priorities.

Frequency: Bi monthly (6 times a year)

Length: 2.5hrs

Chair: Chair to be confirmed

Membership:

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16 Item 5 Appendix A

 Chair  District Council  Director of Children’s Services  Education*  Assistant Chief Constable  Designated Nurse Safeguarding CCG  Executive Nurse CCG  Community First Yorkshire  Safeguarding Board Manager *to identify membership via Learning Trust

14. NYSCP Strategic Partnership Group

Overview: Bringing together all the members of the Executive with the relevant agencies to consider local priorities and national themes which will inform the NYSCP in delivering the priorities set out in Young and Yorkshire.

Frequency: Twice a year

Length: 1 day

Chair: Chair to be confirmed

Membership: (To reflect Relevant Agencies once confirmed in point 5)

15. Local Safeguarding Practice Review Group (LSPRG)

Overview: The LSPRG should identify improvements to practice and protecting children from harm and should maintain an open dialogue on an ongoing basis. LSPRG will enable the partnership to share concerns, highlight commonly-recurring areas that may need further investigation (whether leading to a local or national review), and share learning, including from success, that could lead to improvements elsewhere.2 (to be developed in more detail by SPRG)

Frequency: Quarterly (4 times a year)

Length: 2 hrs

Chair: Designated Doctor for Safeguarding

Membership:

Membership Designated Doctor (Chair) NYCC Head of LAC Safeguarding Partnership Manager NYCC Head of Early Help NYP Detective Superintendent HDFT Head of Safeguarding CCG Designated Nurse Safeguarding Unit Manager TEWV Head of Safeguarding Additional invited member*

2 https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/729914/ Working_Together_to_Safeguard_Children-2018.pdf

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17 Item 5 Appendix A

NYCC Head of Safeguarding * Additional invited members will be identified from relevant health providers when considering cases for possible LSPR to ensure the relevant NHS provider organisations are included. 16. Practice and Development Subgroup (PDS)

Overview: The Practice Development Subgroup will:

 Assure and contribute to the development of strategic and operational child safeguarding practices in line with National and NYSCP Priorities.  Provide challenge and hold partners and commissioned services to account with respect to Safeguarding Children practice.  Where appropriate identify, initiate and take a lead on portfolio areas in relation to Safeguarding Children practice.  Where appropriate appoint a lead officer with responsibility for identified portfolio work relating to Safeguarding Children practice.  Where appropriate set up task and finish groups, with specific end dates, to action and conclude portfolio work relating to Safeguarding Children practice.  Deliver additional responsibilities as directed by the NYSCP Executive Partnership Group.  Maintain strong links, via the NYSCP Executive Partnership Group and other channels.

Frequency: Quarterly

Length: 3 hours

Chair: Chair to be confirmed – Proposed Assistant Director, Designated Professional or Detective Chief Inspector

Membership:

Core membership Others to consider (Chair) Named Nurse Safeguarding Children Team, TEWV Board Manager CYPS Commissioning Manager Policy & Development Officer Head of Safeguarding Children, YTHFT Head of Service Children's Social Care Safeguarding Unit Manager, CYPS National Probation Service Named Nurse, Safeguarding Children, HDFT Designated Doctor or Nurse, Nurse Consultant Safeguarding Children & Safeguarding Children Adults, Primary Care Head of Safer Communities, HAS Head of Early Help NYP Detective Chief Inspector Public Health, Health Improvement Manager Service Manager, Cafcass Voluntary Sector Education & Skills, NYCC Education and Skills Senior Strategy and Performance Office of the Police and Crime Commissioner Officer, CYPS

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18 Item 5 Appendix A

Head of Early Years, NYCC Head of Disabled Children’s Services Interchange Manager, CRC

17. Learning and Improvement Subgroup (LIS)

Overview: Learning and Improvement Subgroup will:

 Be proactive in identifying, reporting and acting upon any appropriate examples of national learning, innovation and good practice in relation to safeguarding children on behalf of the NYSCB  Review and analyse the NYSCB Multi-Agency Dataset and identify any performance, themes, trends and actions accordingly including challenge where appropriate  Maintain the NYSCB Learning and Improvement Framework which is shared across agencies to enable organisations to be clear about their responsibilities, to learn from experience, to learn from good practice (positive and negative) and to improve services as a result  Plan, coordinate, commission, and evaluate the impact of multi-agency safeguarding training and conferences  In accordance with the NYSCB’s Learning and Improvement Framework commission audits and research regarding significant themes arising from performance information, serious incident review outcomes and learning needs analysis. These will include but are not limited to:

o Audits of agency compliance with their responsibilities as outlined in Working Together (2015) o Case file audits o Practitioner audits o School and Early Years audits o Partner audits where directed by the Executive/Board

 Analyse information from single and multi-agency audits and report any key learning themes to the NYSCB Executive and Practice Development subgroup  Monitor, and where appropriate, direct the implementation of recommendations arising from audit activity, Serious Case Reviews or other forms of learning reviews  Undertake any additional action as directed by the NYSCB Board or Executive

Frequency: Quarterly

Length: 3 hours

Chair: Chair to be confirmed – Proposed Assistant Director, Designated Professional or Detective Chief Inspector

Membership:

Core membership Others to consider

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19 Item 5 Appendix A

NYSCB Board Manager & Chair Health and Wellbeing Adviser, Education & Skills, NYCC NYSCB Policy & Development Officer Nurse Consultant Safeguarding Children & Adults, Primary Care Head of Safeguarding, Children's Social Care Senior Strategy and Performance Officer, CYPS Head of Safeguarding, TEWV Early Years Lead Improvement Adviser Head of Safeguarding Children, YTHFT Interchange Manager, CRC Senior Probation Officer, NPS Health Improvement Manager North Yorkshire Police Head of Early Help North Yorkshire Police Voluntary Sector Safeguarding Unit Manager, CYPS Lead Advisor SEMH Head of Safer Communities, HAS Service Manager, Cafcass Designated Doctor, Safeguarding Children Named Nurse, Safeguarding Children, HDFT

18. Multi Agency Child Exploitation Strategic Subgroup (Heather to review following two sections)

Overview: The purpose of the MACE Strategic subgroup is to take ownership and accountability for the development and performance of the MACE arrangements across North Yorkshire. Members will support the development of robust and effective practices and procedures, as well as providing oversight and scrutiny for the strategic development and operational activity of MACE. The group will go on to be responsible for the creation, progression and management of the MACE strategic action plans and management of MACE arrangements.

Frequency: Quarterly

Length: 2hrs

Chair: Safeguarding Unit Manager

Membership:

Core membership NYCC Safeguarding Unit Manager CCG - Designated Nurse Partnership Manager NY Police - Detective Superintendent Policy and Development Officer NY Police - Detective Chief Inspector NYCC Head of Safeguarding Head of Engagement and Governance NYCC Head of LAC and Permanence Head of Safer Communities, Policy and Partnerships NYCC Head of Early Help

19. MACE Practitioner Groups

Overview: Members will be responsible for driving forward performance, as well as disseminating the learning and action plans within their own organisations. They will

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20 Item 5 Appendix A

ensure that the MACE procedure is embedded into day to day practice. The group will also undertake scoping and research of local, regional and national developments in policy and practice surrounding MACE.

The group will act as the conduit between strategic management and operational practice and provide quarterly updates to the NYSCP Practice Development Sub-Group. The MACE Strategic Group is a NYSCP Executive priority and therefore it is requested that members who attend prioritise these meetings and actions given and as such activity will be reported quarterly to the NYSCP Executive.

Proposed new wording structure.

 Level One – Child/Children or Young Person(s) related –this involves the identification, risk assessment and risk management of those children identified as being at risk of child exploitation and incorporates three key components:

1. Initial identification of risk through a safeguarding referral into the MAST 2. Multi-Agency risk assessment and risk management of children at risk of exploitation 3. Locality mapping meetings for all high risk cases and where a specific risk is identified that requires the need to explore the detailed links between children as directed by the MACE Level 2 meeting (see criteria in Section 8 below).

 Level Two - Perpetrator and Community Intelligence – information relating to a perpetrator or potential perpetrator and/or community intelligence. This involves the following four components:

1. The identification and assessment of perpetrators or potential perpetrators of child exploitation 2. The sharing of community intelligence related to perpetrators or potential perpetrators as well as locations where harm is being caused within communities. 3. The sharing of details of children identified as at risk of exploitation through the Level 1 MACE process, to identify the community links between victims, perpetrators and locations. This includes any concerns raised by private care home providers around OOLAC children placed in North Yorkshire 4. To develop a robust locality partnership action plan to develop intelligence, pursue and prosecute perpetrators and disrupt exploitation activity within communities.

Frequency: Monthly in 7 geographical areas

Length: 2hrs

Chair: NYSCB Policy and Development Officer

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21 Item 5 Appendix A

Membership: Agreed Locally

Interboard, Systems leadership and Safeguarding Locality Group to be added once confirmed.

Child Death Overview Panel

20. The Child Death Overview Panel (CDOP) arrangements are undertaken cross-border and cover the geographical areas of City of York and North Yorkshire County Council, with learning enhanced by collaboration with other regional neighbours.

21. It has been agreed by the Child Death Review Partners (CDRP), namely the Clinical Commissioning Groups across York and North Yorkshire and both Local Authorities, that CDOP will report to the Safeguarding Children Partnership

22. Arrangements in each local authority, given that the statutory CDRP make up two of the three Safeguarding Partners; the third being North Yorkshire Police who are also involved in CDOP processes.

23. The CDOP is chaired by a senior manager from Public Health, York and will be agreed on an annual basis.

24. CDOP will continue to provide reports on activity to each of the York and the North Yorkshire Safeguarding Children Partnerships and will publish an Annual Report.

25. Information will also be shared during the Regional CDOP meeting that takes place twice a year

Staffing Structure

26. The NYSCP Business Unit proposed staffing structure will comprises of:

Partenership Manager (1fte)

Policy and Policy and Leadership Partnership MACE Child Death Development Development Support Officer Engagement Administrator Review Officer Officer (1fte) Officer (1fte) (1fte) Officer (1fte) (1fte) (1fte)

Funding arrangements

27. The three partners have agreed to maintain the current budget based on the below contributions for 2019/20. With the view to negotiate the budget contributions for 2020/21 and beyond.

28. NYSCP budget for 2019/20 will be £252,861.00 made up from:

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22 Item 5 Appendix A

North Yorkshire County Council £124,900 North Yorkshire and York CCG’s £79,761 North Yorkshire Police £33,050 CAFCASS £550 National Probation Service £1433,65 Community Rehabilitation Company £2600 City of York (CDOP) £12,000 Total £252,861.00

Independent Scrutiny

29. WTSC (2018) states that the role of independent scrutiny is to provide assurance in judging the effectiveness of multi-agency arrangements to safeguard and promote the welfare of all children in a local area, including arrangements to identify and review serious child safeguarding cases. This independent scrutiny will be part of a wider system which includes the independent inspectorates’ single assessment of the individual safeguarding partners and the Joint Targeted Area Inspections.

30. The independent scrutineer in WTSC (2018) is set out to consider:

 How effectively the arrangements are working for children and families as well as for practitioners.  How well the safeguarding partners are providing strong leadership  Agree with the safeguarding partners how this will be reported.  Work with safeguarding partners to produce an annual report

31. The proposal for scrutiny of the NYSCP will form a part of a scrutiny framework which will comprise of a NYSCP Chair who will have a role profile (Non-executive chair, who has local knowledge with expertise in child safeguarding and effective partnerships.) that will chair the NYSCP Executive and NYSCP Partnership Group in addition the NYSCP Chair will provide a Scrutiny summary report of how effective the MASA are in North Yorkshire and will act as a constructive critical friend and promote reflection to drive continuous improvement.

32. As part of the framework of scrutiny NYSCP will biannually consult with the relevant agencies who sit on the NYSCP Partnership Group to ensure wider partnership involvement and scrutiny of the NYSCP Executive. In addition updates to the following external scrutiny boards which feed into the three partner organisation to ensure there is wider scrutiny. These will consist of:

Page 11 of 12

23 Item 5 Appendix A

NYSCP

NYCC CYP Overview North Yorkshire Youth Voice OPFCC Public CCG’s (WHERE) and Scrutiny Health and Executive Accountability Committee Wellbeing Board Meeting

33. To ensure scrutiny of the partnership NYSCP will continue to undertake audit activity as established under the NYSCB. These will comprise of the following activity:

o Section 11 Audit o Schools Safeguarding Audit o Voluntary Sector o Early Years Audit o Multi-Agency Audits o Practitioner Audit o CDOP – Case Reviews o Learning Lessons Reviews o National Safeguarding Reviews o Local Safeguarding Reviews o Thematic Reviews

34. The Scrutiny framework will help to deliver against the Young and Yorkshire priorities within the plan to ensure all children and young people are Safe, Healthy, Happy and Achieving. This will then help to identify the future priorities for NYSCP.

Time Line

35. The following dates are proposed for the NYSCP timeline:

25th March NYSCB Board Meeting / Draft Proposal to be consulted 25th March – 19th April Consultation with Relevant agencies* 22nd April – 6th May The three partners Review comments 24th May Final Version of the NYSCP arrangements to SLB 3rd June Last NYSCB Executive / Approval of Final NYSCP arrangements 24th June Last NYSCB Board Meeting 29th June Notify the DfE of the intended arrangements 29th Sept Launch Date of the new NYSCP

*Three Partners to identify organisational meeting to sign off the arrangements.

James Parkes, NYSCB Board Manager, March 2019

Page 12 of 12

24 ITEM 6 North Yorkshire County Council Executive 11 June 2019 Appointments to Committees and Other Bodies

1.0 Purpose of the Report

To enable any appointments to Committees or major outside bodies to be considered.

2.0 North Yorkshire Health and Wellbeing Board The following changes are being proposed to the membership of the North Yorkshire Health and Wellbeing Board, as a result of changes to staff at member organisations.

Healthwatch North Yorkshire Chris Brackley has taken over from Judith Bromfield as chair of Healthwatch North Yorkshire and so will now become the representative.

The Health and Wellbeing Board has decided that representation from the Primary Care Sector and from Care Providers would assist its work. As such, the following are recommended as representatives on the Board:

Primary Care Sector and Care Providers Dr. John Crompton, Chair of YOR LMC Ltd., be appointed to the Board as the Primary Care representative, with Dr Sally Tyrer as his nominated substitute

Mike Padgham, Chair of the Independent Care Group (ICG), be appointed to the Board as the representative of Care Providers, with Bev Proctor, Acting Chief Executive of the ICG, as his nominated substitute.

3.0 Standing Advisory Council on Religious Education (SCARE) The 1988 Education Reform Act made it a legal responsibility for local authorities to have a Standing Advisory Committee on Religious Education. The role of SACRE is to advise the local authority on Religious Education, in accordance with the agreed syllabus, collective worship, and on matters related to its functions. SACRE is an ‘Outside Body’.

County Councillor Jim Clark is currently a member of SACRE. He was appointed Chairman of the Council at the AGM on 15 May 2019. As such, he has stood down from this Outside Body and there is a vacancy.

Executive appoints County Councillors to the committee. Five County Councillors were appointed to the committee for the period ending May 2021, as below:

 Cllr Jim Clark  Cllr Robert Heseltine  Cllr Andrew Lee  Cllr Patrick Mulligan  Cllr Annabel Wilkinson. 25

The recommendation is that Cllr Janet Jefferson is appointed to May 2021 to fill the vacancy that has been created by Cllr Jim Clark stepping down.

3.0 Recommendation That the Executive makes the appointments as outlined above.

Barry Khan Assistant Chief Executive (Legal and Democratic Services) County Hall Northallerton 22 May April 2019. Background documents: None

26 ITEM 7

FORWARD PLAN

The decisions likely to be taken by North Yorkshire County Council in the following 12 months are set out below:

Publication Date: 31 May 2019 Last updated: 29 May 2019

Period covered by Plan: up to 31 May 2020

PLEASE NOTE:-

In accordance with the Local Authorities (Executive Arrangements)(Meetings and Access to information)(England) Regulations 2012, at least 28 clear days’ notice, excluding the day of notification and the day of decision taking, must be published on the Forward Plan of any intended key decision. It is also a requirement that 28 clear days’ notice is published of the intention to hold a Executive meeting or any part of it in private for the consideration of confidential or exempt information. For further information and advice please contact the Democratic Services and Scrutiny Manager on 01609 533531.

Page 1 27

FUTURE DECISIONS

Likely Decision Taker Description of Key Decision Required Consultees Consultation How Relevant Date of (a full list of the Matter – including Decision (ie the identity of Process representations documents Decision membership of an indication if the the principal (ie the means by may be made already the Council and report contains any YES/NO groups whom the which any such and details of submitted to all its exempt (not for decision-taker consultation is to be Contact Person Decision Committees is publication) proposes to undertaken) (Tel: 0845 034 Taker set out in Part 3 information and the consult) 9494) of the reasons for this unless specified Constitution) otherwise) THE EXECUTIVE Standing Executive TRO’s Yes in most Introduction of Traffic Executive Statutory consultation In writing to the Item instances Regulation Orders Members, local Corporate Members, public Director Business and Environmental Services Standing Executive Area Constituency As required, but N/A N/A N/A N/A Item Committee usually for noting Feedback Standing Executive Appointments to Approval of N/A N/A N/A N/A Item Outside Bodies appointments to and/or Outside Bodies and/or recommendations making of to Council re recommendations to Committee Council re Committee appointments appointments Standing Executive Potential purchase Yes Following the Internal. None. Gary Fielding, Once a Item of land for Executive decision of Corporate relevant investment 15 August 2017 the Director - opportunity is purposes Executive have agreed Strategic identified the an investment strategy Resources relevant This item will of purchasing land of reports will be contain exempt up to £5m where it drafted and information. would provide a circulated to suitable return on the Executive. investment. These opportunities have a quick turnaround time therefore a standard item is included on the Forward Plan to give notice that such a Page 2 28

FUTURE DECISIONS

Likely Decision Taker Description of Key Decision Required Consultees Consultation How Relevant Date of (a full list of the Matter – including Decision (ie the identity of Process representations documents Decision membership of an indication if the the principal (ie the means by may be made already the Council and report contains any YES/NO groups whom the which any such and details of submitted to all its exempt (not for decision-taker consultation is to be Contact Person Decision Committees is publication) proposes to undertaken) (Tel: 0845 034 Taker set out in Part 3 information and the consult) 9494) of the reasons for this unless specified Constitution) otherwise) decision may be requested by the Executive. 11 June Executive Children and Young Yes To approve the Schools Forum Item at Schools In writing to Not applicable 2019 People’s Service, detailed Schools Forum meeting on 23 Andrew Dixon by Schools Condition Condition Capital May 2019 email: Capital Programme Programme 2019/20 Andrew.dixon@n 2019/20 orthyorks.gov.uk * the appendices to this report will contain information of the type defined in paragraph 3 of Part 1 of Schedule 12A Local Government Act 1972 (as amended). 11 June Executive Multi Agency No To approve the North Partner agencies Meetings and Stuart Carlton None 2019 Safeguarding Yorkshire Multi- correspondence (email: Arrangements Agency Safeguarding stuart.carlton@no Arrangements (MASA) rthyorks.gov.uk) including the functions of the North Yorkshire Safeguarding Children Board and Children’s Trust 25 June Executive An updated YES To accept the There are no n/a stephen.lilgert@n This is an 2019 Highways recommendation of the external orthyorks.gov.uk update to an Infrastructure Asset report to approve the consultees. existing policy Management Policy updated policy Internal parties that was in line with recent whereupon it can consulted are adopted at full Page 3 29

FUTURE DECISIONS

Likely Decision Taker Description of Key Decision Required Consultees Consultation How Relevant Date of (a full list of the Matter – including Decision (ie the identity of Process representations documents Decision membership of an indication if the the principal (ie the means by may be made already the Council and report contains any YES/NO groups whom the which any such and details of submitted to all its exempt (not for decision-taker consultation is to be Contact Person Decision Committees is publication) proposes to undertaken) (Tel: 0845 034 Taker set out in Part 3 information and the consult) 9494) of the reasons for this unless specified Constitution) otherwise) updated guidance proceed to County Management council in July from DfT Council Board, BES 2015. Executive Members and TEE O&S Committee. 25 June Executive An updated YES To accept the There are no n/a stephen.lilgert@n This is an 2019 Highways recommendation of the external orthyorks.gov.uk update to an Infrastructure Asset report to approve the consultees. existing Management updated strategy Internal parties strategy that Strategy in line with whereupon it can consulted are was adopted recent updated proceed to County Management at full council guidance from DfT Council Board, the BES in July 2015. Executive members and TEE O&S Committee. 25 June Executive Consideration of yes To consider the William Burchill Executive 19th 2019 outcomes following feedback and outcome Admissions and February 2019 the public of the consultation and Transport consultation on the provide direction for Manager, Home to School the recommendations William.burchill@ transport policy, northyorks.gov.uk with associated recommendations Gail Chester SEND Transport Manager, gail.chester@nort hyorks.gov.uk 25 June Executive Adoption of new Yes That NYCC adopt the Councillors Public consultation on 0845 034 9494 Draft 2019 Nidderdale and Nidderdale and Forest NYCC Senior the draft management Nidderdale Forest of Bowland of Bowland AONB Managers plans 2019- 2024 will Liz Small and Forest of AONB have taken place and Bowland Page 4 30

FUTURE DECISIONS

Likely Decision Taker Description of Key Decision Required Consultees Consultation How Relevant Date of (a full list of the Matter – including Decision (ie the identity of Process representations documents Decision membership of an indication if the the principal (ie the means by may be made already the Council and report contains any YES/NO groups whom the which any such and details of submitted to all its exempt (not for decision-taker consultation is to be Contact Person Decision Committees is publication) proposes to undertaken) (Tel: 0845 034 Taker set out in Part 3 information and the consult) 9494) of the reasons for this unless specified Constitution) otherwise) Management Plans Management Plans comments responded Heritage Services AONB 2019 – 2024. 2019- 2024 to in the preparation Manager Management of these plans. Plans 2019- Council services and 2024 external partners have been consulted. 25 June Executive To approve the YES To approve statutory Parents, staff, Statutory notices In writing to None 2019 transfer of Bishop proposals published and other local published on 2 May Corporate (or, if there are Thornton CE on 2 May 2019 by the stakeholders 2019 by the Director – no objections to Primary School to a Governing Body of Governing Body in Children and the statutory new site at Burnt Bishop Thornton local newspaper and Young People’s proposals, the Yates. Church of England at school gates; Service, County Executive (Voluntary Controlled) statutory proposals Hall, Northallerton Member for Primary School to on website DL7 8AE by 30 Education and transfer Bishop May 2019 Skills) Thornton CE Primary School to a new site at Burnt Yates, Harrogate, North Yorkshire, HG3 3EJ (the former premises of Burnt Yates Church of England Primary School) on 1 September 2019 25 June Executive To seek approval to YES Approval to cease to Parents, staff, Statutory proposals In writing to Report To 2019 discontinue to maintain (to close) governors, local published on the Corporate Executive, 16 Or if there are maintain Arkengarthdale CE VA elected NYCC website. Director – April 2019. no objections to Arkengarthdale Primary School from members, Statutory notice Children and Report to the statutory Church of England 31 August 2019; to Diocese, District published in the Young People’s Executive notice, the Voluntary extend the catchment and Parish Northern Echo on 2 Service, County Member for decision will be Controlled Primary area of Reeth Councils and May and placed on Hall, Northallerton Schools, 15 delegated to the School, in the Community Primary school gates. January 2019 Page 5 31

FUTURE DECISIONS

25 June Executive Highways and Yes Approval of revisions n/a n/a By e mail to None 2019 Transportation to the Reserve List of LTP@northyorks. Reserve List of Major Transport gov.uk Major Transport Schemes Schemes 16 July Executive Proposed Yes Decision to agree to Advertised on the If agreed the Louise Wallace None 2019 consultation for commence a Council’s website proposals will be Assistant Director joint working with consultation on a published for Health and NHS Harrogate and proposed agreement consultation on the Integration 01609 Rural District between NYCC Health Council’s website 534806 Clinical and Adult Services louise.wallace@n Commissioning and Harrogate & Rural orthyorks.gov.uk Group to achieve CCG. an integrated health and social care Page 6 32

FUTURE DECISIONS

Page 7 33

FUTURE DECISIONS

Page 8 34

FUTURE DECISIONS

Management Board 18 Executive Q3 Performance Management Corporate Previous February (Performance Monitoring and Board Director - quarterly 2020 Monitoring) Budget report Strategic reports including: Resources  Revenue Plan  Capital Plan  Treasury Management  Prudential Indicators 10 March, Executive 24 March and 21 No items April 2020 identified yet

Should you wish to make representation as to the matter being discussed in public please contact Daniel Harry Email: ([email protected]) Tel: 01609 533531.

Page 9 35 ITEM 8

Appendices B, C, D and E of this report contain information of the type defined in paragraph 3 of Part 1 of Schedule 12A Local Government Act 1972 (as amended).

NORTH YORKSHIRE COUNTY COUNCIL

EXECUTIVE

11 June 2019

SCHOOLS CONDITION CAPITAL PROGRAMME – 2019/20

Report of the Corporate Director – Children and Young People’s Service

1.0 PURPOSE OF THE REPORT

To seek Executive approval for the Schools Condition Capital Programme, including the Voluntary Aided Capital Maintenance Programme, for 2019/20 2.0 EXECUTIVE SUMMARY

2.1 In announcements made in April 2019 the DfE allocated Schools Condition funding totalling £10.151m to North Yorkshire County Council for 2019/20. The DfE also allocated capital funding for 2019/20 of £1,393m in 100% grant terms (£1,254m in 90% terms) to the Voluntary Aided programme which the local authority coordinates on behalf of Dioceses and non-Denominational Aided schools.

2.2 This report also deals with allocations for use of the £608k capital funding awarded to North Yorkshire County Council for 2018/19 through the Healthy Pupils Capital Funding (HPCF) for community and voluntary controlled schools. This funding is intended to improve children’s and young people’s physical and mental health by increasing availability to facilities for physical activity, healthy eating, mental health and wellbeing and medical conditions. Funding was provided from the Soft Drinks Industry Levy for 2018/19 only.

2.3 This is a further one year allocation. A one-year programme for 2018/19 was approved by the Executive in May 2018 and is currently being delivered. It is monitored through the quarterly capital report.

2.4 Funding is provided separately for the provision of additional school places (through the Basic Need Grant). A £44m programme for 2018 -21 was approved by the Executive in July 2018 and is currently being delivered. The current programme will be reviewed during 2019 following the expected funding announcement later this year.

2.5 The amount of funding allocated to the LA to meet the condition needs of maintained school buildings will continue to reduce as schools convert to academy status.

2.6 This report proposes a one year programme of investments to address the condition and suitability needs of school buildings in 2019/20.

2.7 A draft of this report (excluding the private appendices) was presented to the Schools Forum on 23 May 2019.

36 3.0 GOVERNMENT ANNOUNCEMENTS

3.1 The Schools Condition Grant allocation for 2019/20 was announced on 4 April 2019.

3.2 The Schools Condition Grant is part of the Single Capital Pot and may be used for all local priorities, although they are intended specifically for investment in schools (and notionally for children’s centres). Schools Condition funding does not have to be used strictly for maintenance; it is the only capital funding stream available to support other capital improvement works e.g. compliance, suitability, invest to save projects or investment required to address strategic service priorities.

3.3 Academies receive their funding for condition related investment and devolved capital direct from the Education and Skills Funding Agency (ESFA) so are not included in these figures. The amount deducted from Schools Condition Grant for 2019/20 is based on open academies at the beginning of November 2018 and those expected to open on or before 31 March 2019. This means that no projects have been included in the proposed 2019/20 programme for any schools which were expected to convert by 31 March 2019 (including those where conversion has been delayed). It is proposed that where projects have been included in the programme but schools later become an academy, a judgement will be made about whether the scheme should proceed or not. This will take account of the nature and value of the project, the stage of design development reached and the extent to which the project will extend beyond the date of conversion. This reflects the policy that schools convert to academy status in their existing condition.

3.4 Academies can bid for capital funding to the Academies Condition Improvement Fund (CIF). The window for CIF applications for 2019/20 closed in December 2018 and the next bidding round will be later in 2019 for 2020/21. School buildings will continue to be maintained safely for as long as they remain maintained by the local authority. If essential work is needed in Summer 2019 then this will continue to completion. This approach is consistent with DfE arrangements for Voluntary Aided schools which convert.

3.5 The allocation is once again 100% grant funded (no borrowing approvals or PFI). There is no time-limit on expenditure so can be carried forward if unspent at the end of the financial year without risk of claw back. The following tables compare the allocations over the past three years:

Capital Funding Allocation – LA Schools (Community, Voluntary Controlled and Foundation)

2017/18 2018/19 2019/20 LA School Condition £11,940,118 £11,588,948 £10,151,416 Allocation Devolved Formula £1,861,100 £ 4,009,335 (inc £1,489,666 Capital (LA Schools) £2.4 m one-off additional allocation)

Capital Funding Allocation – Voluntary Aided (VA) Schools

2017/18 2018/19 2019/20 VA Schools (90%) £1,289,346 £1,256,521 £1,254,448 Condition Allocation Devolved Formula £290,000 £ 779,767 (inc £297,164 Capital (VA Schools) £473,668 one-off additional allocation)

3.6 Funding for VA programmes is made on the basis of 90% with the remaining 10% the responsibility of governors.

3.7 There is no indication at this stage of capital funding for condition beyond 2019/20. It is difficult to estimate the scale and speed of academy conversions and therefore the potential level of reduction year on year.

Other Funding Streams for Condition Related Investment

In order to support local authorities to meet their statutory duties, the Department for Education (DfE) has committed a total of £365 million from 2018 to 2021 through the Special Provision Capital Fund (SPCF) to develop capacity and improve facilities in provision for children and young people with SEND who have Education, Health and Care Plans (EHCPs.) The total funding allocation to North Yorkshire is £848k.

There are clear guidelines about how the SPCF must be used and what the local authority must do to be able to receive the funding. The funding is to be used for children and young people with EHCPs for whom the local authority is responsible to:

• Create new (additional) places at good or outstanding provision • Improve facilities or develop new facilities.

The guidelines were updated recently by the DfE and indicate that local authorities are expected to seek to use the funding in a way that helps them manage the pressures on their high needs budgets.

In order to access the SPCF the Council must publish a plan showing how they intend to use it. £616k of the SPCF was allocated during 2018/19 on projects at six special schools. The plan was updated recently and priorities for the remaining funding were agreed by the Executive in a report on 21 May 2019.

4.0 IMPACT OF EDUCATION REFORM

4.1 In March 2016 a White Paper entitled ‘Educational Excellence Everywhere’ was published indicating the intention that all schools should become academies by 2020 or have a plan that would see them convert no later than 2022.

38 4.2 The White Paper signalled the creation of a new duty on local authorities to facilitate conversion, with existing duties on asset management to continue until such point as all schools have converted.

4.3 Subsequent announcements by the Secretary of State rowed back from the element of compulsion for all schools but schools continue to convert. Increasingly this is in the form of Multi Academy Trusts where a number may convert at a similar time. As schools convert the local authority’s Schools Condition allocation will continue to reduce. This will continue to have an impact on flexibility within the programme to address strategic investment needs.

5.0 CAPITAL PLAN 2018/19

5.1 The programme historically includes a small amount of general contingency which helps to address high tenders and to respond to emerging condition issues. The general contingency in the 2018/19 programme has been used to address in year top ups and overspends for the 2018/19 programme and programmes in previous years. This has meant there is no general contingency to roll forward into 2019/20. Carry forwards from individual programme budgets are shown in Appendix A including £461k carried forward from the 2018/19 Capital Planned Maintenance Programme.

6.0 THE CAPITAL ALLOCATION 2019/20

6.1 It is proposed to set a further one year programme for LA capital in line with the funding announcement.

7.0 PRIORITIES FOR INVESTMENT

7.1 The Local Priority Statement which spells out the County Council’s priorities for investment in schools was reviewed and approved by full council in February 2015 following consultation. A further review may be necessary in future to take account of the changing role of the local authority in education.

7.2 The key priorities contained within the revised statement are reflected in the proposed 2019/20 capital programme. They are:

 Providing new school places in areas of growth  Supporting school improvement through collaboration between schools and the restructuring of educational provision  Meeting key local service priorities or statutory service obligations  Enabling savings or efficiencies to be made in the use of property  Ensuring compliance with statutory and regulatory requirements  Maintaining the condition of the school estate to ensure buildings continue to be safe, warm, weather-tight and fit for their purpose.

8.0 PROPOSED SCHOOLS CONDITION CAPITAL PROGRAMME 2019/20

8.1 Appendix A provides a proposed Capital Programme for 2019/20. The following sections of the report provide the rationale for each element of the programme. Appendix B (not for publication) indicates the proposed local

39 priorities for investment in 2019/20. For reasons of commercial sensitivity individual project budgets are not published.

General Compliance issues

8.2 The County Council continues to help schools with issues emerging from Ofsted inspections around the health, safety and welfare of pupils, including boundary and internal security issues which may have a bearing on judgements around the safeguarding of children. Schools often have insufficient funding to address these issues themselves and look to the local authority for support. The costs of such adaptations can be significant. A number of such schemes were undertaken in programmes over the last three years. It is proposed that any further urgent schemes should be funded from compliance sums in-year if concerns arise.

8.3 It is proposed that the £104k of unallocated compliance funding from 2018/19 plus an additional allocation of £146k should form the £250k budget for compliance in 2019/20.

Capital Planned Maintenance

8.4 The total maintenance backlog in schools across the County continues to be significant despite the ongoing programme of planned capital work. It is therefore important that investment continues to be made in maintaining and preventing further deterioration in the fabric of school buildings.

8.5 The continued low value of annually allocated Devolved Formula Capital (DFC) impacts on the level of funding available from schools to contribute towards the Capital Planned Maintenance Programme which addresses structural issues such as roof and window replacements, mechanical and electrical upgrades etc. There was a one-off additional DFC allocation announced in January 2019 which has benefited schools but no indication yet that this will be repeated in 2019/20 or future years. With the previous agreement of the Schools Forum/Education Partnership projects are now only be included in the programme on the understanding that schools will contribute all of their available DFC in that financial year. In some cases this means that schools will be asked to fully fund maintenance projects that have been identified through condition surveys as a high priority rather than other projects they might have hoped to progress. On this basis an assumption has been made that £250 k will be contributed by schools to the Capital Planned Maintenance budget in 2019/20.

8.6 A Capital Planned Maintenance budget of £3.43m (including fees and contingency) is proposed for schools and children’s centers in 2019/20.

8.7 The one-year programme has been developed taking account of the highest priority condition items, as identified through the annual condition survey and discussions with schools, with the remainder as a contingency for urgent unplanned work which emerges mid-year. Once again this year it will contain a smaller number of larger value projects than in previous years as there are some schools which still have growing maintenance backlogs requiring significant investment.

40 8.8 Priority compliance and emergency works that arise during the year will be met by either the compliance or contingency funding, this may include items such as priority legionella works, boiler replacements and fire alarm replacements. Work to increase electrical capacity which emerges as a significant additional cost will need to be accommodated within project costs or prioritised from contingencies if necessary.

8.9 Radon works in high risk areas were addressed in a previous capital programme. The Corporate Property Risk Group are reviewing the development of a corporate radon strategy which will incorporate schools.

8.10 Appendix C (not for Publication) provides a list of the proposed schemes for inclusion in the 2019/20 programme. Advance planning has been undertaken once again this year to ensure that this programme can be commissioned and delivered in a timely fashion.

Condition and Asbestos Surveys

8.11 In previous years the County Council paid an annual fee to Jacobs and later Mouchel for undertaking condition and asbestos surveys, in line with the contract. These surveys help to inform investment priorities and are not replaced by the national Property Data Survey/Condition Data Collection which looks at higher level condition in order to inform central government capital allocations. The costs of this work were uplifted annually in line with inflation.

8.12 This work was brought back in-house in 2016. It has been provisionally agreed that CYPS will be recharged in 2019/20 on the same basis pending agreement of a permanent fee structure so it is proposed to make financial provision equivalent to the previous costs to fund this work in 2019/20 i.e. £350,000. Asbestos Management

8.13 A large number of the County Council’s school buildings contain asbestos which is managed in situ. Following 2018 guidance on the management of asbestos in schools it was proposed to undertake some risk based assessment of asbestos to ensure school asbestos management plans are available. There is an unspent allocation of £158,300 from 2018/19. It is proposed that that £108,300 is re-prioritised leaving a reduced budget of £50k to allow these investigations to continue.

Lath and Plaster Ceilings

8.14 Lath and Plaster ceilings are inspected and reviewed by Maintenance Surveyors as part of the annual condition data inspection, with condition being recorded on the survey. Further inspection and investigations are undertaken if condition causes concern. We continue to address failing ceilings from contingencies in the planned maintenance programme. This strategy has been agreed between the property Risk Manager and the Investments and Delivery Property Maintenance Officers.

Planning Advice

8.15 It has been agreed corporately that departments which seek pre application planning advice from NYCC planning or other associated services will

41 contribute a fixed amount towards these services so that they may remain viable. This was previously funded by the services themselves with no recharge to Directorates. It is anticipated that CYPS will be asked to contribute £190,400 in 2019/20 towards this service which matches the 2018/19 contribution level. This is additional to the fee paid for planning applications which is met from project budgets.

Accessibility Related Works

8.16 Schools Access Initiative funding was withdrawn in 2011/12. It is necessary to continue to make provision for some accessibility work in the programme to address the needs of individual children and for any significant access related work that emerges from other developments. In addition to a carry forward of £150,800 it is proposed to set aside an additional sum of £149.2k from the 2019/20 allocation for such projects.

Proposed Capital Investment – Strategic Priorities:

8.17 A number of strategic priorities are proposed as described in the following sections. The total value of these strategic priority investments is circa £4.87m. Further detail is included in Appendix B (not for publication). It will not be possible to include all of the projects which schools have asked the local authority to support. Remaining bids will be reconsidered in future years.

School Modernisation

8.18 It is proposed to undertake a further programme of strategic priorities to bring accommodation at a number of schools up to modern standards. The 19/20 programme will prioritise 18 projects. These projects match the key priorities described at 7.2 of this report. Most of the schemes identified for inclusion have had advance feasibility work undertaken in 18/19 to provide more cost certainty moving forward.

Replacement of Prefabricated Classroom Units

8.19 A review of the condition of Prefabricated /Portable Classroom Units has been undertaken again this year to determine whether there are any which are beyond economic repair or at risk of becoming unsafe. Where the school has no further use for them in the long term they are removed or demolished to reduce the school’s maintenance liabilities. The local authority will continue to support this wherever possible.

8.20 Where new or replacement teaching accommodation is required this will be with permanent buildings wherever viable although in some cases it will be necessary to consider portable or modular solutions for cost or technical reasons. Portable solutions will also be provided where accommodation is genuinely temporary. These would be to a specification which is energy efficient, meets all current building regulations and provides a pleasant environment for teaching and learning. Schools are giving good feedback about the quality of recent portable and modular teaching spaces. It is proposed to replace a small number of temporary classrooms in this year’s modernisation programme.

42 8.21 Previous school modernisation programmes have included the replacement of HORSA buildings. The condition of such buildings is monitored and buildings maintained but none are scheduled for replacement this year.

Development of Future Programme – Advanced Feasibility

8.22 It is proposed to make an additional provision of £82.5 k in 2019/20 for advance feasibility work required as part of the early development of projects for the Capital Programme in 2020/21. It is hoped this will comprise of approximately 12 feasibility studies depending on their individual complexity. The purpose of this is to provide greater cost certainty moving forward, an approach which is increasingly proving to be successful. The advanced feasibilities will include some of the bids received from schools. If appropriate, following completion of feasibility work, capital allocations for a project(s) may be made against the general contingency or other uncommitted elements of the 19/20 Capital Programme. Should this be required any additional commitments would be reported through the quarterly capital monitoring report.

Strategic Support for Capital Delivery

8.23 The Capital Programme and individual projects within it are commissioned and sponsored by CYPS Strategic Planning staff but following restructuring of the property function they are now delivered by staff working within the corporate Property Service. It is proposed to continue funding one Band N post, now within the Infrastructure and Delivery Team. This post provides support for the delivery of the CYPS Planned Maintenance Programme and other parts of the CYPS Capital Programme. Monitoring arrangements will be in place by the Property Service to record the work undertaken in respect of individual schemes.

Healthy Pupils Capital Funding

8.24 In the 2018/19 programme a single allocation of £10k was made against the £608,112 Healthy Pupils Capital Funding (HPCF). In consultation with the Schools Forum/Education Partnership in December 2018 it was agreed that the funding should be split into two parts. One part being a sum allocated to support the capital elements of cooking and growing projects following attendance at one of six staff training sessions, and the remainder of the allocation being awarded to individual schools. Following a call for bids the priorities for investment for the remaining funding have now been determined and can be seen in Appendix D (not for publication).

To enable all schools that had requested training to attend one of the sessions the funding for this element has been increased to £163k. This leaves a total of £435k to allocate against a number of bids submitted totalling in excess of £1.7m.

General Contingency

8.25 It is necessary to retain an element of client contingency within the programme to ensure that funding is available where unforeseen additional costs arise as schemes develop through feasibility and into detailed design and procurement. There is an element of contingency included within the proposed Capital Planned Maintenance Programme to meet unforeseen

43 emergency work which emerges during the year relating to asbestos or other urgent and unplanned infrastructure requirements. The general contingency, will address any additional costs associated with 2018/19 schemes yet to be completed as well as those in the proposed 19/20 programme. The value of the proposed contingency for 2019/20 is £1.69m which compares to £2,04m last year.

9 DELIVERY OF PROGRAMME

9.1 CYPS will commission the programme via the Corporate Property Service’s Investment and Delivery Team in line with established corporate arrangements. The Property Service is responsible for directly delivering and/or procuring, via the North Yorkshire consultancy ‘Align Property Partners’, the required technical and professional advice and for procuring schemes from the County Council's framework contractors.

10 PROPOSED VOLUNTARY AIDED SCHOOLS CAPITAL PROGRAMME

10.1 The VA Capital Maintenance Programme was formerly known as the Local Authority Co-ordinated VA Programme (LCVAP). An announcement from the DfE for the 2019/20 programme was made in April 2019 which allocated capital funding to enable VA schools to undertake condition related works, suitability and accessibility schemes, purchase ICT hardware and to cover any works that may be required due to changes in legislation.

10.2 It is for the Local Authority, in consultation with Diocesan Directors and non- denominational schools, to determine the programme and allocate funding to specific projects. It covers expenditure which is Governors’ liability. It must cover commitments from previous years’ programmes as well as new schemes. There is no upper limit for projects funded through this programme.

10.3 Capital funding for the provision of additional places is provided to the LA for all types of schools in the form of Basic Need grant so no such projects are included in the proposed VA programme. Where expansions are proposed, these are to meet the needs of existing pupils and are not intended to create additional places.

10.4 Given the funding announcement a proposed programme has been defined. The available funding for 2019/20 is £1,393m in 100% grant terms (£1,254m in 90% terms). Unlike the capital allocation for community and voluntary controlled schools the VA funding must be spent in the year in which it is allocated.

10.5 Schools are encouraged to support the maintenance programme with Devolved Formula Capital (DFC) contributions. However, the DFC allocations to all schools continue to remain at the lower levels that were introduced in 2011/12. Therefore, only schools who have built up DFC reserves for a project will be able to contribute substantially. The additional allocation of DFC announced in January 2019 will benefit schools but there is no indication this will be more than a one-off.

10.6 There are no financial and legal implications as the allocations are only made “on paper” to the Authority and does not feature in the Capital Plan. Also, contracts for professional services and construction are let by the Governors/Diocese. No funding comes through the LA accounts.

10.7 Bids have been invited from Diocesan Directors and direct from non- denominational VA schools. Dioceses have prioritised and agreed their bids prior to them being submitted to the LA. The bids received are in excess of £1.62m. Details of the bids from each Diocese and from the single non- denominational schools are detailed below at Appendix E (not for publication) Further information was sought and included for the schemes that are likely to be included in the programme.

10.8 The recommended 2019/20 programme is also set out in Appendix E (not for publication). It contains a significant number of condition schemes and takes account of Diocesan priority, as far as possible, having regard to the funding that is available. The retention of 2.5% on schemes cannot be claimed from the DfE until final account stage.

10.9 The programme will fully commit the allocation.

10.10 If funding is not spent by the DfE deadline it is lost - it cannot roll forward. Therefore, officers will work carefully with Diocesan Directors during the year to ensure that the available funding is maximised and that nothing is lost – maximum spend is usually achieved each year.

10.11 The DfE have previously confirmed the position about schools converting to an Academy. If they have an approved project that has not yet started on site, or been approved by the DfE, then the allocation will no longer be available for that school. Should that occur, then officers will discuss with Dioceses how to reallocate the returned funding.

11. RECOMMENDATIONS

It is recommended that Executive:

11.1 Approve the proposed Schools Capital Programme for 2019/20 as summarised in Appendix A

11.2 Approve the list of strategic priority / modernisation schemes as set out in Appendix B

11.3 Approve the Planned Capital Maintenance Programme as set out in Appendix C

11.4 Approve the Healthy Pupils Capital Fund Schemes as set out in Appendix D

11.5 Approve the Voluntary Aided Capital Programme as set out in Appendix E

11.6 Agree the continuation of the approach for dealing with any schools which convert following the approval of the Programme as laid out in paragraph 3.3.

Stuart Carlton Corporate Director – Children and Young People’s Service COUNTY HALL, NORTHALLERTON 28 May 2019 Author of report – Andrew Dixon, Strategic Planning Manager

45 Appendix A

Proposed Schools Condition Capital Programme 2019/20 Amount (£) Potential Capital Funding Available: Capital Planned Maintenance Programme 18/19 carry forward and already 461,800 re-prioritised to 19/20 General compliance/H&S 18/19 carry forward 104,000 Accessibility Schemes 18/19 carry forward 150,800 Asbestos inspections 18/19 carry forward 158,300 Prefabricated Classroom Replacement Programme 18/19 carry forward (£541k 550,000 already re-prioritised to 19/20) Advanced Feasibility 18/19 carry forward 17,500 Healthy Pupils Capital Funding 18/19 carry forward 598,112 Estimated contribution from School’s Devolved Formula Capital (DFC) in 19/20 250,000 Schools Condition Allocation 19/20 10,151,416

Total Potential Capital Funding Available 12,441,928

Capital Maintenance and Compliance/Regulatory Requirements: General Compliance and Health & Safety (b/f from 18/19 + £146k) 250,000 Capital Planned Maintenance Programme (b/f from 18/19 + £250k DFC 3,432,468 contributions + £2,720,668) Condition Survey & Asbestos Surveys – internal fee 350,000 Asbestos Inspections (b/f from 18/19 - £108.3k) 50,000 Pre-application Planning Advice – internal fee 190,400 Accessibility Schemes (b/f from 18/19 + £149.2k) 300,000

Total Capital Maintenance and Compliance/Regulatory Requirements 4,572,868

Proposed Capital Investment – Strategic Priorities: Prefabricated Classroom Replacement Programme (c/f from 18/19) 550,000 Advanced Feasibility (c/f from 18/19 + £82500) 100,000 Modernisation/Suitability Schemes 4,870,600 Healthy Pupils Capital Fund Schemes 598,112

Total Proposed Capital Investment - Strategic Priorities 6,118,712

Strategic Support for Capital Projects (Band N post) – Investment and Delivery 59,800 Team

Total Proposed Investment 10,751,380

General Contingency 1,690,548