No disclosures of interest in matters under consideration were received.

Recommended –

That the minutes of the meeting held on 1 March and 5 April 2022 be signed as a correct record (previously circulated).

(Jill Bell / Yusuf Patel - 01274 434580 434579)

Resolved –

That the minutes of the meeting held on 1 March and 5 April 2022 be signed as a correct record.

ACTION: City Solicitor

There were no appeals submitted by the public to review decisions to restrict documents.

The Chief Executive will report on the allocation, by the Leader of the
Council, of the appointment of Deputy Chair for the Municipal Year
2022/2023.

(Kersten England – 01274 434353)

Resolved -

That it be noted that Councillor I Khan had been appointed, by the Leader of Council, as Deputy Chair for the Municipal Year 2022/2023.

ACTION: City Solicitor

(Executive Procedure Rules – Part 3D of the Constitution)

The Chief Executive will report on the allocation, by the Leader of the
Council, of Portfolios of Executive functions to members of the
Executive.

(Kersten England – 01274 434353)

Resolved –

That the allocation, by the Leader of the Council, of Portfolios of Executive functions to Members of the Executive be noted.

ACTION: City Solicitor

There were no recommendations to the Executive.

NOTE: The Leader has permitted an additional item relating to the National Review into the deaths of Star Hobson and Arthur Labinjo Hughes to be considered at this meeting owing to the reasons of special urgency. 

This is because the report was published on the 26 May 2022 and this report could not be published prior to this due to a national embargo from DfE.  This cannot be delayed until the next meeting of the Executive.

Following the tragic deaths of Arthur Labinjo-Hughes in Solihull in June 2020, Star Hobson in Keighley, Bradford in September 2020, and the subsequent two murder trials and convictions in December 2021 of their parents and partners, a national review of learning from the two cases was initiated.

The review was undertaken by the national independent Child Safeguarding Practice Review Panel. This panel commissions reviews of serious child safeguarding cases, focusing on improving learning, professional practice and outcomes for children, based on the possibility of identifying improvements from cases that it views as complex or of national importance.

The review's primary focus was to try and understand how and why public services and systems designed to protect children were not able to do so. The review looked in detail at service responses to the two children's experiences, to make sense of what can be learned and must do differently in the future locally and nationally. The review, published on 26May 2022 has six local and eight national recommendations. The Executive report (Document “H”) focuses primarily on the national and local recommendations in respect of Star Hobson.

RECOMMENDATIONS

(1)  There is nothing more important than getting services right for children young people in the district.

(2)  The Council Executive commit to working closely with the partners to deliver on every one of the recommendations within the developmental action plan, and progressing at pace the extensive wider work underway across the partnership.

(Children’s Services Overview & Scrutiny Committee)

(Darren Minton – 01274 434361)

NOTE: the following item was considered in accordance with the Special Urgency provisions set out in paragraph 11 of Part 3D of the constitution because the national review was published on the 26th May and this report could not be published prior to this due to a national embargo from DfE.  Accordingly, the Chair of the Children’s Services Overview and Scrutiny Committee had agreed that the taking of the decision could not reasonably be deferred.

Following the tragic deaths of Arthur Labinjo-Hughes in Solihull in June 2020, Star Hobson in Keighley, Bradford in September 2020, and the subsequent two murder trials and convictions in December 2021 of their parents and partners, a national review of learning from the two cases was initiated. The review was undertaken by the national independent Child Safeguarding Practice Review Panel. This Panel commissions reviews of serious child safeguarding cases, focusing on improving learning, professional practice and outcomes for children, based on the possibility of identifying improvements from cases that it views as complex or of national importance. The review's primary focus was to try and understand how and why public services and systems designed to protect children were not able to do so. The review looked in detail at service responses to the two children's experiences, to make sense of what could be learned and must do differently in the future locally and nationally. The review, published on the 26th of May 2022 had six local and eight national recommendations. The Chief Executive presented a report (Document “H”) which focused primarily on the national and local recommendations in respect of Star Hobson.

The Leader expressed regret that Star Hobson and all who loved her were let down by all partners.  She added that the National Panel was clear about what needed to be put right and some of the work had been started.  She went on to say that like many local authorities the district had issues regarding social work and the Council was working with Government to address these issues and set up a Children’s Trust.

The Chair of the Children’s Safeguarding Board referred to the key national recommendations and the six local recommendations of the National Panel and outlined the ongoing action being taken to address them.

The West Yorkshire Police, Bradford District Commander expressed sadness for the death of Stat Hobson.  He stressed that the protection of children was a priority for the force and that it would work at pace to deliver the recommendations of the National Panel.  He added that 20 additional specialist officers would be in place by the end of the month.

The Strategic Director of Children’s Services expressed deep sorrow at the death of Star Hobson and the tragic circumstances surrounding it.  She added that there were a number of areas in which Children’s Services did not do well.  She stressed that social workers needed to be given more confidence to question families where there were gaps in what they were being told,  ...  view the full minutes text for item 123.

 (Councillor Duffy)

The report of the Strategic Director of Children’s Services (Document “A”) outlines proposals regarding fostering fees paid to foster carers.

The report details proposals for changes to the schedule of allowances for foster carers approved by City of Bradford Metropolitan District Council. These revisions will ensure equality and fairness across all approved foster carers, competitive rates of remuneration for recruitment and retention of carers and a clear process for progression through the skill levels. We have ensured that no existing foster carer will experience financial loss as a result of these proposals. A draft Policy is annexed to this Report.

Recommended -

That the Executive is invited to:

(1)  Note this Report and to approve the implementation of the scheme, set out in the annexed Foster Carer Payments Policy, with immediate effect; and

(2)  Authorise the Strategic Director of Children’s Services to receive and, in consultation with the Foster Carer Association, consider feedback on the Policy quarterly during the first 12 months of its operation, and to decide in the light thereof, together with any other considerations including equality impact assessment, whether to continue operation of the Policy in its current form or refer it back to the Executive for further consideration and modification.

 (John Heron – 01274 43

The report of the Strategic Director of Children’s Services (Document “A”) outlined proposals regarding fostering fees paid to foster carers.  The report detailed proposals for changes to the schedule of allowances for foster carers approved by City of Bradford Metropolitan District Council. These revisions would ensure equality and fairness across all approved foster carers, competitive rates of remuneration for recruitment and retention of carers and a clear process for progression through the skill levels. The Council had ensured that no existing foster carer would experience financial loss as a result of these proposals. A draft Policy was annexed to the report.

An opposition member attended the meeting and thanked all of the foster carers in the district and requested that all foster carers be communicated with on the changes to Children’s Services and the establishment of a Children’s Trust.  In response to a question he was advised that the skills required for level 4 foster carers were indicative and not prescriptive.  It was also noted that steps were being taken to work more closely with the Foster Carers Association and that a number of ambassadors were to be identified who could assist on recruiting new foster carers.

The Children and Families Portfolio Holder noted that foster carers were in short supply and welcomed the work being done to recruit more.

Resolved –

(1)       That Document “A” be noted, and the implementation of the scheme, set out in the annexed Foster Carer Payments Policy, be approved with immediate effect.

(2)       That the Strategic Director of Children’s Services be authorised to receive and, in consultation with the Foster Carer Association, consider feedback on the Policy quarterly during the first 12 months of its operation, and to decide in the light thereof, together with any other considerations including equality impact assessment, whether to continue operation of the Policy in its current form or refer it back to the Executive for further consideration and modification.

ACTION: Strategic Director of Children’s Services

The report of the Strategic Director of Children’s Services (Document “B”) details proposals for the future development of the children’s homes maintained by the City of Bradford Metropolitan District Council. It is essential that the Council as a corporate parent is able to provide high quality care for children requiring residential provision within premises which are homely and fit for purpose. The range of needs that can be met within the homes also needs to be tailored to meet our strategic needs in line with the recently completed sufficiency strategy for placements.

Recommended -

(1)       That the children’s home at Valley View that has previously provided care for disabled children should be confirmed for closure on the basis that it has been effectively inoperative for nearly twelve months and does not provide a physical environment that is consistent with the care of children.

(2)     That alongside the decision to close Valley View it is also recommended that the former BEST service does not resume on the basis that the health funding that underpinned it has been directed into other alternative projects.

(3)       That the previous decision to allocate capital funding for a new build project at Fell Lane is rescinded on the grounds that the scale and nature of the proposed project is no longer consistent with the services strategic needs.

(4)     That in principle agreement is given for a potential new build project aimed at increasing short term break capacity for disabled children and in particular those with complex needs associated with neuro-diversity developmental issues.

(5)       That in principle, agreement is given for the development of six additional small group homes via either purchase or rental to include the disposal of the site at Meadowlea, to be replaced with two linked small group homes with a revised focus.

(6)       That in principle agreement is given to the development of linked staying close flats via either purchase or rental for the supported transition of young people from the homes into the community

(Philip Segurola – 01274 431867)

The report of the Strategic Director of Children’s Services (Document “B”) detailed proposals for the future development of the children’s homes maintained by the City of Bradford Metropolitan District Council. It was essential that the Council as a corporate parent was able to provide high quality care for children requiring residential provision within premises which were homely and fit for purpose. The range of needs that could be met within the homes also needed to be tailored to meet the Council’s strategic needs in line with the recently completed sufficiency strategy for placements.

The Leader of the Opposition Group welcomed the proposals and asked how locality and environmental impacts would be carried out.  In response it was note that this would be applied proportionately according to the type of accommodation and that direction and guidance would be taken and liaison would take place with planning if necessary. 

An opposition member welcomed the proposals which would provide a foundation to move forward and improve the lives of children.  He noted that significant recruitment would be required and asked what plans were in place in the light of the establishment of the Children’s Trust.  In response it was noted that salary levels were being benchmarked.

The Children and Families Portfolio Holder welcomed the proposals which would make a significant contribution in making children feel part of the community and provide for children with disabilities and also offer respite provision.

Resolved -

(1)       That the children’s home at Valley View that has previously provided care for disabled children should be confirmed for closure on the basis that it has been effectively inoperative for nearly twelve months and does not provide a physical environment that is consistent with the care of children.

(2)     That alongside the decision to close Valley View it is also recommended that the former BEST service does not resume on the basis that the health funding that underpinned it has been directed into other alternative projects.

(3)       That the previous decision to allocate capital funding for a new build project at Fell Lane is rescinded on the grounds that the scale and nature of the proposed project is no longer consistent with the services strategic needs.

(4)     That in principle agreement is given for a potential new build project aimed at increasing short term break capacity for disabled children and in particular those with complex needs associated with neuro-diversity developmental issues.

(5)       That in principle, agreement is given for the development of six additional small group homes via either purchase or rental to include the disposal of the site at Meadowlea, to be replaced with two linked small group homes with a revised focus.

(6)       That in principle agreement is given to the development of linked staying close flats via either purchase or rental for the supported transition of young people from the homes into the community

ACTION: Strategic Director of Children’s Services

The Strategic Director Children’s Services will present a report (Document “C”) following Ofsted’s Inspection of Children’s Social Care Services from the 17 to 28 September 2018, the seventh of a series of Monitoring Visits took place on the 2 and 3 February 2022.  

The focus of the Monitoring Visit was around the protection of vulnerable adolescents (contextual safeguarding).

The findings were published by Ofsted on 9 March 2022.

Recommended -

The Executive is asked to note the contents of the letter from Ofsted.

(David Johnson – 01274 432904)

The Strategic Director Children’s Services presented a report (Document “C”) following Ofsted’s Inspection of Children’s Social Care Services from the 17 to 28 September 2018, the seventh of a series of Monitoring Visits took place on the 2 and 3 February 2022.  

The focus of the Monitoring Visit was around the protection of vulnerable adolescents (contextual safeguarding).

The findings were published by Ofsted on 9 March 2022.

The Strategic Director of Children’s Services highlighted the headline findings of the monitoring visit and stated that the report was a positive validation of the work being undertaken.

The Leader noted that processes were in place and stressed that having a stable workforce was fundamental and that support was needed for social workers to stay in post.

The Children and Families Portfolio Holder noted that the report recognised the strong multi agency working and improvements that had been made and that a safety net was provided for children who were vulnerable to exploitation.

Resolved -

That the contents of the letter from Ofsted be noted.

ACTION: Strategic Director of Children’s Services

The report of the Chief Executive (Document “D” To Follow) outlines the background to the establishment of the Children’s Trust, the progress to date and critical next steps. The report also makes a number of recommendations to the Executive.

NOTE: due to the complex and evolving nature of the information informing this item, the report is still under finalisation and will therefore be delayed in distribution, but will be provided as soon as it is finalised.

(Chris Chapman – 01274 433656)

NOTE: due to the complex and evolving nature of the information informing this item, the report was still under finalisation at the time that the agenda was published and was delayed in distribution, it was published as soon as it was finalised in accordance with paragraph 9.4 of Part 3B of the Constitution.

The report of the Chief Executive (Document “D” which contained an NFP appendix) outlined the background to the establishment of the Children’s Trust, the progress to date and critical next steps. The report also made a number of recommendations to the Executive.

The Chief Executive introduced the report and advised members that this was the first in a series of reports on the establishment of a Children’s Trust which would operate from 1 April 2023.  She stressed that the Council would retain statutory responsibility for services to children and this would be discharged through a contract.  She added that scrutiny and Corporate Parenting Panel would remain with the Council.  She emphasised that the first priority was to engage with staff, trade unions and elected members and that 22 workshops had been held and a dedicated mailbox had been set up and over 800 people had been heard from with a wide range of feedback.  She added that work was being undertaken on what might be transferred.  She noted that support had been procured from Price Waterhouse Cooper which was funded by the DfE and that ongoing discussion were taking place with the DfE on further financial support.  She added that the Council was engaging with all other trusts in England.  She advised that Eileen Milner had been appointed as the Chair of the Trust and preparations were being made to recruit key personnel and Shadow Directors.  She added that it was proposed that the Children’s Trust would be responsible for Children’s Social Care, Youth Justice and Early Help and Prevention.

The Leader welcomed the proposals and committed to work with government to establishment the Trust as soon as possible.  She also welcomed the appointment of the Chair.  She emphasised that Councillors would continue to have responsibility for children in the district and would be accountable for the performance of the Trust with clear lines of accountability.  She thanked staff for their feedback and commitment to the children of the District.

The Chair of the Children’s Services Overview & Scrutiny Committee was pleased to note the progress that had been made and the ambitious timeline to establish the Trust.  He stressed the need to continue the improvement journey and noted that there were some concerns regarding the transition period which he hoped would be managed.  He welcomed that the Council had accountability but stressed the importance of getting the right balance to ensure that the Trust had operational freedom.

The Children and Families Shadow Portfolio Holder stressed that it was imperative that the improvement journey continue and that vacancies continue to be filled during the transition period.  He stressed the importance of the whole Council and all  ...  view the full minutes text for item 127.

The Strategic Director of Corporate Resources will present a report (Document “F”) in respect of recommendations relating to the Petition received by the Council in support of the proposed development of the Health and Wellbeing hub on the former Keighley College sites on North Street and Cavendish Street, Keighley.

Recommended -

To accept the Petition and progress with the proposal for the development of the Community Health & Wellbeing Centre as detailed in Document “F”.

(Alistair Russell – 07973 885399)

The Strategic Director of Corporate Resources presented a report (Document “F”) in respect of recommendations relating to the Petition received by the Council in support of the proposed development of the Health and Wellbeing hub on the former Keighley College sites on North Street and Cavendish Street, Keighley.

Members were reminded that an earlier petition was considered by the Executive on 2 November 2021 requesting that the site be kept as green space. Executive resolved to reject that petition and take forward the development of the hub.  The Executive was advised that the site was 1.2 acres and made up of 2 sites and constituted a significant site in the centre of Keighley and that £3.4m Towns Fund had been allocated to realise the delivery of the project.   In 2014 the site was transferred to Council and in the event of the Council developing the site it needed to get Yorkshire Forward (now Homes England) approval to the proposals.   

The lead petitioner attended the meeting and referred the fact that 2,900 people had signed the petition in support of the Health and Wellbeing hub.  He pointed out that it would help to tackle health inequalities in the district especially in the Black and Minority Ethnic community and those with long term health issues.  He added that priority must be given to how the proposals would impact on the health of the community.  He stressed the benefits of being able to easily access mental health services, stroke rehabilitation and midwifery services in the hub.  He urged the Executive to implement the proposals regarding the Health and Wellbeing hub for the people of Keighley. 

A Ward Councillor attended the meeting and noted that the people of Keighley had been waiting 20 years for a health hub which was long overdue.  He thanked officers for the report and the recommendations contained in it.  He echoed the points made by the lead petitioner.  He stressed the importance of the hub to the people of Keighley and noted the difficulty that residents were experiencing in getting GP appointments.  He also emphasised that the life expectancy in Keighley Central was 10 years less than in Ilkley.  He urged the Executive to accept the petition.

A Ward Councillor asked a number of questions regarding the hub which she was asked to put in writing and a response would be provided.

The secretary of the Green Space Campaign Group noted that the original petition did not oppose the hub just the location.  She raised a number of questions about the petition being considered today.  She noted that she had been refused a request to view the petition by the City Solicitor.  She requested that the Executive defer their decision until the points she raised could be examined.

The Regeneration, Transportation and Planning Portfolio Holder noted that £30m Towns Funding had been allocated to Keighley.  He thanked the petitioners and referred to the health benefits that the hub would bring and that it was anticipated to attract  ...  view the full minutes text for item 128.

In 2017 Bradford was successful in obtaining Enterprise Zone status for three sites in the District.  Enterprise Zone status allows businesses locating or expanding within the designated zones to apply for relief from Business Rates for a set period.

The Strategic Director of Place will present Document “G” which seeks approval for the implementation of a business rates relief scheme which awards relief to eligible companies.

Recommended -

(1)  That Executive approve adoption of the Bradford Enterprise Zone Business Rate Relief scheme.

(2)  That Delegated authority be given to Strategic Director – Corporate Resources to recommend approvals of rate relief under the scheme.

(3)  That the Strategic Director of Place be given delegated authority to undertake discussions with the West Yorkshire Combined Authority on the treatment and payment of Enterprise Zones business rates in consultation with the Director of Finance & IT, Strategic Director of Corporate Resources and the Leader of the Council, the terms of any agreement will be referred to the Executive for approval. 

(Regeneration & Environment Overview & Scrutiny Committee)

(Dave Partridge – 01274 432161)

NOTE: The following item was included on the agenda as an exception to the Forward Plan in accordance with the provisions of Paragraph 10 (General Exception to the Forward Plan) of Part 3D of the Constitution.  Accordingly, the proper officer had notified in writing the Chair of the Regeneration and Environment Overview and Scrutiny Committee of the matter on which the decision was to be made.

In 2017 Bradford was successful in obtaining Enterprise Zone status for three sites in the District.  Enterprise Zone status allowed businesses locating or expanding within the designated zones to apply for relief from Business Rates for a set period.

The Strategic Director of Place presented Document “G” which sought approval for the implementation of a business rates relief scheme which awards relief to eligible companies.

The Regeneration Housing and Transport Portfolio Holder commended the scheme.  He noted that it showed how the authority levered investment to deliver development land.  He thanked officers for their work.

Resolved -

(1)  That the adoption of the Bradford Enterprise Zone Business Rate Relief scheme be approved.

(2)  That Delegated authority be given to Strategic Director – Corporate Resources to recommend approvals of rate relief under the scheme.

(3)  That the Strategic Director of Place be given delegated authority to undertake discussions with the West Yorkshire Combined Authority on the treatment and payment of Enterprise Zones business rates in consultation with the Director of Finance & IT, Strategic Director of Corporate Resources and the Leader of the Council, the terms of any agreement will be referred to the Executive for approval. 

ACTOIN: Strategic Director of Corporate Resources

(Councillor Ferriby)

The bid for UK City of Culture has galvanised the city, generated unprecedented positive media coverage with an editorial value of £1,497,820 of positive media coverage and has already laid several strong foundations for the development of culture and the creative industries. In 2019 a strategic investment of £1,435,000 was committed, this investment has generated a return of £5,231,928.  The report of the Strategic Director of Place (Document “E” TO FOLLOW) looks at how the district can maximise momentum, address gaps in place and investment marketing and continue the commitment to culture & creative industries as driver to support our ambitions for clean growth, making the Bradford district a stronger palace to invest, promote and live. The report also requires a decision on the strategic development of a Place Marketing and Investment Partnership for Bradford. (See Appendix 1)

It looks at how can we optimise the momentum and legacy of bidding to the greatest advantage for Bradford district.

NOTE: due to the complex and evolving nature of the information informing this item, the report is still under finalisation and will therefore be delayed in distribution, but will be provided as soon as it is finalised.

(Nicola Greenan – 01274 431301) 

NOTE: as the result of the City of Culture bid was announced after the agenda for this meeting was published, the report was still under finalisation, it was published as soon as it was finalised in accordance with paragraph 9.4 of Part 3B of the Constitution.

The bid for UK City of Culture had galvanised the city, generated unprecedented positive media coverage with an editorial value of £1,497,820 of positive media coverage and had already laid several strong foundations for the development of culture and the creative industries. In 2019 a strategic investment of £1,435,000 was committed, this investment had generated a return of £5,231,928.  The report of the Strategic Director of Place (Document “E”) looked at how the district could maximise momentum, address gaps in place and investment marketing and continue the commitment to culture and creative industries as driver to support our ambitions for clean growth, making the Bradford District a stronger palace to invest, promote and live. The report also required a decision on the strategic development of a Place Marketing and Investment Partnership for Bradford. (See Appendix 1).  It looked at how to optimise the momentum and legacy of bidding to the greatest advantage for Bradford District.

The Leader welcomed the bid team and thanked them for all their work over the years, involving a significant number of people across the district.

Members were advised that the authority was learning from other cities to maximise the legacy of the City of Culture.

The Bid Director thanked Councillors for their support.  The next step would be to recruit a senior leadership team, expand the Board and appoint to 50-70 roles.

The Chair of Bradford City of Culture Bid thanked the Council for having the vision and confidence in the bid and giving the whole of the district this opportunity.  She added that there was a need to maintain the good will nationally and the relationship with artist and businesses in the district.

The Healthy People and Places Portfolio Holder thanked the team and partners in delivering a once in a lifetime opportunity for the district.  She added that Bradford was the youngest city in the Country and was entrepreneurial, enthusiastic and energetic.

In response to a question from an opposition member the Director of Finance confirmed that the Council had earmarked £8m of reserves and now that the bid had been successful this would be set up as a specific City of Culture budget line.

The Leader noted that the successful bid was fantastic news for the whole of the district and an opportunity to move forward.  She added that there was a need to make the most of the investment opportunity for the district. 

Resolved –

(1)       That the Executive recognises the importance of securing and maximising the legacy of bidding UK City of Culture irrespective      of the             outcome of the bid and sees the cultural, economic and    social benefits to be gained by 2030 in both scenarios.

(2)       That in the event  ...  view the full minutes text for item 130.