There were no disclosures of interest.

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

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

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

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

Please contact the officer shown below in advance of the meeting if you wish to appeal. 

(Asad Shah - 01274 432280)

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

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

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

Questions must be received in writing by the City Solicitor in Room 112, City Hall, Bradford, BD1 1HY, by mid-day Monday 13 January 2020.

(Asad Shah – 01274 432280)

No public questions were received.

Up to a maximum of 15 minutes will be allowed for SCAPAG members to raise new items of information, questions, requests or suggestions that may have arisen within their organisation/neighbourhood and which are relevant to raise at the meeting.

Issues raised in accordance with the above must be received in writing by the Shipley Area Co-ordinator’s Office in Shipley Town Hall, Shipley, BD18 3EJ, by mid-day on Monday 13 January 2020.

(Damian Fisher – 01274 437146)

No resolution was passed on this item.

The Area Co-ordinator will present the notes (Document “O”) of SCAPAG contributions made at the meeting with the Area Committee held on 17 July 2019.

Recommended –

That the notes be received.                                            

(Damian Fisher – 01274 437146)

Resolved –

That the notes be received.

The Council has received a nomination to list the property known as the Sun Inn, apublic house and car park as an Asset of Community Value under the Localism Act 2011.

The report of the Strategic Director, Corporate Services (Document “P”) considers whether the nomination and nominated asset meet the Asset
of Community Value criteria set out in the Localism Act. Committee are asked to make a recommendation to the Director of Corporate Resources to approve the nomination or not.

Recommended –

Option 1, to recommend that the nomination of the property known as Sun Inn be approved as an Asset of Community value.

(Nigel Gillatt – 01274 434224)

The report of the Strategic Director, Corporate Resources (Document “P”) was presented to the committee following the receipt on of a nomination on 26 July 2019 to list the property known as the Sun Inn (public house) as an Asset of Community Value under the Localism Act 2011.

Provisions under the act allow communities the time to prepare bids for land and property assessed as being of benefit to the community when assets come up for disposal.  Both privately and publicly owned land can be nominated by local community groups and parish councils.  The list of assets was maintained by CBMDC which managed the process that determined whether a nomination was successful.

Once listed, asset owners would be required to notify the Council if they intended to sell.  This notification triggered a six week moratorium on disposal during which local community groups and parish councils could express an interest in bidding for the property.  In order for a property or asset to be defined as an Asset of Community Value, it had to be realistic that it’s primary use furthered social wellbeing or social interests of the local community and would continue to do so.

Officers had assessed the nomination measuring it against set criteria and found that it met three out of four, thus meeting the requirement.  Property owners had rights to appeal the decision and could ask the Council to review its decision and pending the outcome of their internal review, the owner could then appeal to the First Tier Tribunal.

Resolved –

That the nomination of the property known as Sun Inn be approved as an Asset of Community value.

ACTION: Strategic Director, Corporate Services

The report of the Strategic Director, Place (Document Q) gives an update on work undertaken by the Youth Service in the Shipley constituency in the past 12 months and outlines the direction of travel for the next 12 months.

Recommended –

That the work undertaken by the Youth Service in the Shipley Constituency as detailed in this report be welcomed.

(Carys Bose – 01274 437158)

The report of the Strategic Director, Place was presented to the Committee to provide an update on the work carried out during the previous twelve months by the Youth Service in the Shipley constituency.

The report also contained outline information on –

·         Youth Worker staffing structures in Shipley

·         An update on Youth Service Activity in the Shipley Constituency

·         Outline of future plans and direction of the Youth Service in the Shipley constituency and District wide

Bradford Council’s Youth Service aimed to ensure the provision of a range of activities and services that took place where young people could develop a sense of belonging, socialise with peers and develop relationships with adults whom they trusted.  The aim of the service was to ensure that young people grown up healthy, happy, informed and aspiring with pride in who they were and where they came from.

The five Youth Service priorities reflected the key elements of the Bradford District Youth Offer and were measured against KPI’s (key performance indicators).

·         Youth Offer Element 1 – Information, Advice and Guidance (IAG) Increase the numbers of young people accessing IAG.

·         Youth Offer Element 2 – Voice and influence Increase the numbers of young people participating in Youth Voice opportunities at all levels.

·         Youth Offer Element 3 – Open access Deliver a diverse youth offer through working in partnership with the Voluntary & Community Sector (VCS) and local communities.

·         Youth Offer Element 4 - Targeted provision Increase the number of specific interventions to address the needs of vulnerable young people.

·         Youth Offer Element 5 - Active citizens and young people’s contribution to community life Increase the number of young people having a positive impact on their community.

Seven young people from the Shipley constituency had completed training to become young inspectors with twelve young people participated in the Young Ambassadors programme based with the constituency area.  

The report also included some of the activities undertaken by local young people and the Young Ambassadors as well as the support and inclusion for those with additional needs and the planned project.

In addition to staff from the Youth Service, a number of young people attended the meeting and addressed the Committee to share their experiences.

Resolved –

That the work undertaken by the Youth Service in the Shipley Constituency as detailed in Document “Q” be welcomed and that the young people be thanked for attending the Shipley Area Committee to share their experiences.

LEAD: Strategic Director, Place

On 3 April 2018, the Executive agreed to implement the Family Hubs model for delivering prevention and early help to babies, children and young people from October 2018.

On 9 June and 9 July 2019, the Executive also agreed a number of recommendations to implement changes across the 41 children centre sites.

The report of the Strategic Director, Children’s Services (Document “R”) provides an update on implementation and Children’s Centre estates changes.

Recommended –

Shipley Area Committee is asked to note the report, progress to date and provide support and guidance on the on-going co-production of the Family Hubs offer.

(Anne Chester-Walsh – 01274 432904)

The report of the Strategic Director for Children’s Services (Document “R”) was presented to the Committee to provide an update on the implementation of Family Hubs to deliver prevention and early help for babies, children and young people.  The report also contained details of the outcome of a consultation on Children’s Centre estate changes.

On 3 April 2018, the Council’s Executive received and agreed a report which summarised the messages from public consultation, including changes to the model and a proposed timeline for implementing a new Family Hubs model by October 2018.

On 5 February 2019 the Executive then gave approval to commence formal consultation into the future use of 41 Children’s Centre sites across the District.  The decision came after a review into the potential future use of the buildings.

The Family Hubs model which went live in October 2018 included Family Hubs Area Advisory Networks, Area Partnerships, four 0-19 area teams and a small group of central services. Hub areas cover South, East, West and Keighley/Shipley combined.

Family Hubs provided: · Co-ordination and an information network across universal and targeted support in a cluster area; · Focused work which builds family relationships and improves children’s outcomes; · Support to reduce family poverty and support social mobility; · Co-location of key teams, particularly with the 0-19 children’s public health service.  Services were also provided under the wider Family Hubs model across the District.

Some examples of co-delivery partnerships from across areas were:

Keighley/Shipley

·         Wellness Recovery Action Plans (WRAP) groups co-delivered with Barnardos  DICE (parents group to prevent child exploitation) with Saltaire primary and Victoria Primary

·         HENRY run with Eastwood Primary and Play Learning alliance (PLA)

·         Cygnet run with Parkwood Primary (and Victoria Primary from September 2019)

·         Time out for Dads – we are training with Youth Service ready for co-delivery October 2019

·         Freedom run jointly with a Health Visitor

The report contained a wealth of information and updates on the large variety and scope of work undertaken along with the aims and plans to support children and families in a number of ways.

Resolved –

That Document “R” be noted.

LEAD: Strategic Director, Children’s Services

As an ‘Opportunity Area’, DfE funds a small team to work with Bradford, to agree and deliver priorities in improving social mobility. Its work is driven by an Opportunity Area board made up of key stakeholders from across Bradford. This group identified four priority areas to work on:

·         Strengthening school leadership and the quality of teaching,

·         Improving literacy and oracy (spoken English), including a focus on parental engagement

·         Helping young people access rewarding careers,

·         Removing health-related barriers to learning.

The report of the Strategic Director, Children’s Services (Document “S”) highlights the investment in a wide range of activity, as outlined in Appendix 1, which specifically focuses on the Shipley Area.

Recommended –

It is recommended that the programme progress be noted for information and the use of the Social Mobility Dashboard be endorsed to support the work of the Area Committee.

(Kathryn Loftus – 01274 434590)

The report of the Strategic Director for Children’s Services  (Bradford Opportunity Area) (Document “S”) was presented to the Committee to provide an update and information on Bradford as ‘An Opportunity Area’   A small team was funded by DfE to work with Bradford to agree and deliver on four priorities to improve social mobility:

·         Strengthening school leadership and the quality of teaching

·         Improving literacy and oracy (spoken English), including a focus on parental engagement

·         Helping young people access rewarding careers

·         Removing health-related barriers to learning.

The Department for Education (DfE) published its Bradford Opportunity Area plan in January 2018. With this plan, DfE committed an extra £6m of funding and a tilting of more national programmes into Bradford until 2020. Bradford has received £4.85m to date with a further £1.4m due before the end of March 2020 (total £6.25m). On top of this, Bradford also received £5.6m in Essential Life Skills funding.

The report and supporting documents circulated provided Members with details on activities carried out that specifically focused on the Shipley Area.

Resolved –

That the progress to date be noted and the use of the Social Mobility Dashboard be endorsed to support the work of the Area Committee.

LEAD: Strategic Director, Children’s Services

The operational management and maintenance of Bradford District’s Parks and Green Spaces is a service devolved to Area Committees.  The service merged with the Street Cleansing Service in April 2019.

The report of the Strategic Director, Place (Document “T”) seeks to review the activity during the past year and the trends and direction options where available for future service delivery.

Recommended –

That the Shipley Area Committee welcomes the content of this report and the smooth merger of the operational management and maintenance of Parks and Green Spaces with the Street Cleansing Service, whilst maintaining levels of service.

(David Cansfield – 01274 437026)

The annual report of the Strategic Director, Place (Document “T”) was presented to the Committee to provide an update as the management and maintenance of Bradford District’s parks and green spaces was devolved to Area Committees.  Following the merger with the Street Cleansing Service in April 2019, the report presented the information of the review of activity during the year.

Details of posts and the staffing structure for the merged services was provided as well as details of the considerable number and type of sites being maintained.  It also provided details of the facilities the service was responsible for and budget information.

Resolved –

That the contents of Document “T” and the smooth merger of the operational management and maintenance of Parks and Green Spaces with the Street Cleansing Service, whilst maintaining levels of service be noted.

LEAD: Strategic Director, Place

The report of the Strategic Director, Place (Document “U”) updates the Committee on Street Cleansing services including detailed information on complaints and performance in relation to litter and flytipping since the recent service redesign in May 2019. The report also provides an update from the Environmental Wardens and Enforcement Team with information on new strategies to deal with waste and littering including numbers of notices and prosecutions in the constituency in 2018/19. 

Recommended –

(1)       That Shipley Area Committee notes the information in this report          particularly the major changes to the service, the information on    complaints and monitoring of cleanliness standards and the          recent recruitment of staff.

(2)       That a further report is presented in 2020 outlining the full-year impact of operational changes made since April 2019.

(Damian Fisher – 01274 437146)

The report of the Area Co-ordinator (Document “U”) was presented to the Committee to provide updates to Members on Street Cleansing services including detailed information on complaints and performance in relation to litter and flytipping since the service was redesigned in May 2019.  The report also provided an update from the Environmental Wardens and Enforcement Team with information on new strategies to deal with waste and littering including numbers of notices and prosecutions in the constituency in 2018/19.  A marketing campaign had been

The transition to the merged services had been smooth but had presented the five Managers with a steep learning curve.  Ways to link the services together in the future were being explored including assessments of roles and responsibilities.

Details of a publicity campaign in partnership with Keep Britain Tidy were shared with Members with examples of the materials being used to send a hard hitting message to vehicle owners who, as a registered keeper of a vehicle from where litter has been thrown, can be fined.

With an increase in flytipping of both domestic and commercial waste, Neighbourhood Wardens and Enforcement Officers were working in partnership with the waste collection service to try to tackle the problem.  Some 3640 complaints of flytipping were referred to the Enforcement Team for investigation

Details of ‘Operation Steerside’ were also provided which was a Police-led initiative to tackle vehicle crime.  Multi-agency stop and search static events were being held to ensure vehicles were compliant with the law.  In addition to this, Police Officers and Environmental Officers were pairing up on a weekly basis to identify vehicles being used in illegal flytipping.

Following a significant number of residents’ complaints around litter from fast food and takeaway outlets, Neighbourhood Wardens and Enforcement Officers were working with these types of businesses to try to minimise their environment impact with street litter and trade waste.

Resolved –

(1)       That the contents of Document “U” be noted, in particular, the major changes to the service, the information on complaints and monitoring of cleanliness standards and the recent recruitment of        staff.

(2)       That a further report be presented in 2020 outlining the full-       year impact of operational changes made since April 2019.

ACTION: Strategic Director, Place