The report of the Strategic Director, Children’s Services (Document “BF”) provides an update on the District Workforce Development Plan and Skills for Work, including details of achievements and future plans.

Recommended –

That members note the content of this report and the continued success of SFW and its delivery of learning and apprenticeships across the District.

(Phil Hunter – 01274 439575)

The report of the Strategic Director, Children’s Services (Document “BF”) was submitted to the Committee to provide an update on the District Workforce Development Plan and Skills for Work.  The plan was due for formal launch on 4 February 2020 and set out the local employment and skills framework that would deliver on specific key targets. 

The plan was shaped in consultation with a number of key local partners that included business, schools, Further Education, Higher Education, DWP, the Chamber of Commerce, voluntary sector and independent training providers, as well as elected members, local residents and through committee meetings.  The development of the Plan reflects that all partners have a vital role in the system and whose input was critical to shape a jointly owned and delivered approach.

The three key themes for action in the Plan were how we would improve our employment and skill levels through:

·         building the skills employers seek;

·         improving job quality in the district; and

·         connecting our communities to good jobs and careers

Officers advised on the progress to date which included the Industrial Centres of Excellence (ICE) and SkillsHouse programmes, assessments, training and support delivered in partnership across the District and engagement with Armed Forces links on the Defence Employer Recognition Scheme.  There was also an update on the delivery of the joint approach to post-16 education with the development of A level provision in the north of the District.

The Health and Social Care Economic Partnership had been formerly established as a key collaboration of anchor organisations. Its role was to secure greater integration in the planning, delivery and management of the health and social care workforce, and subsequently develop a joined approach to workforce development locally.  Its’ One Workforce Programme will provide a pipeline of new recruits into the health and care sector

The One Workforce Programme was made up of 3 projects:

·         Inclusive Community Recruitment

·         Centre for Workforce Development

·         System-wide recruitment

Details of the work involved was provided in full in the report.

Resolved –

(1)  That the Committee welcomed the continued success of the partnership approach in providing access to employment opportunities for those living in the Bradford District.

(2)  That Committee Members agree to promote the Workforce Development Plan within their networks to engage employers and residents with the approach.

(3)  That the Committee receives an update on the implementation of the Workforce Development plan, one year on from the launch.

(4)  That Members welcome the continued success of “Skills for Work” and its delivery of learning and apprenticeships across the District.

ACTION: Strategic Director Children’s Services

The report of the Strategic Director, Place (Document “BG”) provides a description of the current management of waste, and gives an update on the work programmes undertaken in 2019, and those planned for 2020, to improve the management of waste to more sustainable levels in line with the Waste Strategy (Municipal Waste Minimisation and Management Strategy 2015). The report also provides performance details for the year 2018/2019.

Recommended –

That Regeneration and Environment Overview & Scrutiny Committee consider the information presented in this report and request a further progress report in twelve months.

(Susan Spink – 01274 434779)

The report of the Strategic Director, Place (Document “BG”) was submitted to the Committee to provide Members with details of the current management of waste by providing a description of waste service operations, and an update on the work projects undertaken in 2019, and those that were planned for 2020, to manage waste to more sustainable levels (e.g. minimise residual waste and increase recycling) in line with the Waste Strategy (Municipal Waste Minimisation and Management Strategy 2015) and the impending 2019 Government Waste Strategy implementations.  A breakdown of relevant performance data for the year 18/19 was also submitted for information.

The report specified the statutory areas of responsibility for waste streams plus additional services offered that were mainly paid for by either residents or businesses as applicable.

Enforcement data and how issues of contaminated recycling and non-compliance of bin policy showed how many enforcements notices had been issued. Engagement activities to bring about behaviour changes had continued via education, engagement and enforcement.  A marketing campaign had also been undertaken to target specific areas hi-lighted as having high levels of contamination of recycling bins.

Tables within the report showed statistics for various areas under the remit of Waste Management showing where amounts had increased or decreased over a number of years as well as contractor figures (AWM) and an update on progress with Efw. 

Resolved –

(1)  The Committee thanks officers from AWM for their attendance and contribution to the meeting.

(2)  That the social responsibility duties undertaken by AWM and their parent company be commended.

(3)  The Committee expresses its concern that the rate of recycling is not progressing, and urges officers to explore initiatives to increase this figure.

(4)  That an update report be presented to the Committee in 12 months.

ACTION: Strategic Director, Place

The report of the Strategic Director (Document “BH”) presents a summary of the outline business case to support the Council’s ambition to develop a City Centre based District Energy Network, supplying low carbon heat and electricity on commercial terms, to city centre civic buildings, other public sector buildings and commercial properties.

Recommended –

That the committee request further update on the progress of the scheme at the commencement of the commercialisation work and that a request for support of the procurement strategy for the scheme itself and the procurement of energy from the scheme be sought from committee at this time.

(Neill Morrison – 01274 434003)

The report of the Director of Corporate Resources (Document “BH”) was submitted to the Committee to present a summary of the outline business case to support the Council’s ambition to develop a City Centre based District Energy Network, supplying low carbon heat and electricity on commercial terms, to city centre civic buildings, other public sector buildings and commercial properties.

The report document provided analysis of the critical success factors relating to the district heat project and applied these to the various options for the development of the scheme then using an evidence based assessment recommended an option for implementation.  The case demonstrated that there was a positive Internal Rate of Return (IRR) for the scheme as designed and that the scheme remained technically feasible with updated information about the capital and revenue cost streams.

As part of the internal considerations, further development was required during the commercialisation phase of work that would be undertaken in conjunction with Officers from Legal and Procurement to ensure Council standing orders were adhered to.

Resolved –

The Committee fully supports the District Heat Network scheme and requests a further update on the progress of the scheme at the commencement of the commercialisation work.

ACTION: Strategic Director Corporate Resources

The report of the Strategic Director, Place (Document “BI”) provides an update to the previous recommendations around the management of the district’s Killed and Serious Injuries (KSI’s) on the highway.  The report also updates on the Inter-Departmental Agreements between Planning, Transportation & Highways Service and Public Health around the Road Safety Team.

Recommended –

(1)        That Members note the content of the report.

(2)       That officers are requested to update the Committee in 12 months        time to include Casualty performance and a financial update.

(Simon D’Vali – 01535 618375)

The report of the Strategic Director, Place (Document “BI”) was submitted to the Committee to provide Members with an update on the 12-month review of the District’s casualty reduction work and previous recommendations around the management of the district’s road casualties (Killed and Serious Injuries (KSI’s)).  The report also updated Members on the Inter-Departmental Agreements between Planning, Transportation & Highways Service and Public Health around the Road Safety Team.

‘Operation Steerside’ was on-going in Bradford and was being financially supported by the Council and West Yorkshire Police. In 2018, Bradford KSIs (Killed and Serious Injuries) dropped by 7.8% to 177 from 192 in 2017.  Fatalities in Bradford increased in 2018 to 15 from 10 in 2017.  In 2019, Bradford had seen a reduction of 10.3% in KSIs for the first three quarters of the year (113, January to September), compared with the same period in the previous year.

Analysis of data indicated that there was a particular issue with children in Years 6 and 7 showing a peak in the afternoon whilst making their first independent journeys.  Work was on-going to address this issue.

The report included details of budgets and funding and the changes taking place in light of reductions.  Alternative funding streams were due to be investigated to undertake alternative delivery models for the work undertaken by the Road Safety Team.  If alternative funding streams or delivery models were not achieved there was a risk that Education, Training and Publicity delivery would reduce, adversely affecting more vulnerable groups leading to an increased risk of higher casualties.

Resolved –

(1)  The Committee welcomes the continued success of Operation Steerside.

(2)  The Committee requests that a briefing note detailing the 2019 validated data be circulated to member of the Committee in April 2020, and that future reports be scheduled for the April of each year.

ACTION: Strategic Director, Place

Recommended –

That the public be excluded from the meeting during the discussion of the Not for Publication Document “BJ” on the grounds that it is likely, in view of the nature of the proceedings, that if they were present, exempt information within paragraph 3 (financial or business affairs) of Schedule 12A of the Local Government Act 1972 (as amended) would be disclosed and it is considered that, in all the circumstances, the public interest in allowing the public to remain is outweighed by the public interest in excluding public access to the relevant part of the proceedings for the following reasons:

It is in the public interest in maintaining these exemptions because it is in the overriding interest of proper administration that Members are made fully aware of the financial implications of any decision.

(Licia Woodhead – 01274 432119)

Members were asked to consider if the item relating to the Smart Street Lighting Project, (Document “BJ”) should be considered in the absence of the public.

Resolved –

That the public be excluded from the meeting during the discussion of the Not for Publication Document “BJ” on the grounds that it is likely, in view of the nature of the proceedings, that if they were present, exempt information within paragraph 3 (financial or business affairs) of Schedule 12A of the Local Government Act 1972 (as amended) would be disclosed and it is considered that, in all the circumstances, the public interest in allowing the public to remain is outweighed by the public interest in excluding public access to the relevant part of the proceedings for the following reasons:

It is in the public interest in maintaining these exemptions because it is in the overriding interest of proper administration that Members are made fully aware of the financial implications of any decision.

Action: Strategic Director, Place

The report of the Strategic Director, Place (Document “BJ” NOT FOR PUBLICATION) is to provide updated information to this committee regarding the Smart Street Lighting Project. It provides details of the Invest to Save proposal to replace all street lighting lanterns with energy efficient LED units and the replacement of life expired street lighting columns and progress made with the project.

Recommended –

The Regeneration and Environment Overview and Scrutiny Committee note the progress of the Smart Street Lighting project for the Council’s street lighting asset replacement and welcome the proposed approach and support the strategy.

(Allun Preece – 01274 434019)

The report of the Strategic Director, Place (Document “BJ” – NOT FOR PUBLICATION) was submitted to update Members on information regarding the Smart Street Lighting Project. It also provided details of the Invest to Save proposal to replace all street lighting lanterns with energy efficient LED units and the replacement of life expired street lighting columns and progress made with the project.

Resolved –

The Committee noted the progress of the Smart Street Lighting project, and welcomed the proposed approach of the Council’s street lighting and asset replacement strategy.

ACTION: Strategic Director, Place

The report of the Chair of the Regeneration and Environment Overview and Scrutiny Committee (Document “BK”) presents the Committee’s Work Programme 2019-20.

Recommended –

That the Work programme 2019-20 continues to be regularly reviewed during the year.

(Licia Woodhead – 01274 432119)

The report of the Chair of the Regeneration and Environment Overview and Scrutiny Committee (Document “BK”) was submitted to provide Members with the Committee’s Work Programme 2019-20.

Resolved –

That the Work Programme continues to be reviewed throughout the year.

ACTION: Scrutiny Lead