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Overview and Scrutiny at Wakefield Metropolitan District Council
Annual Report
2020/21
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Contents
Letter to Wakefield Residents 3
Scrutiny Arrangements in Wakefield 4
Wakefield Overview and Scrutiny Management Board 6
Adult Services, Public Health and the NHS Overview and Scrutiny Committee 11
Children, Young People and Skills Overview and Scrutiny Committee 17
Climate Change and Environmental Wellbeing Overview and Scrutiny Committee 26
Scrutiny on a Page 30
The Year Ahead 31
How to find out more about Overview and Scrutiny 31
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Dear Wakefield Resident, The Annual Report is an opportunity for reflection on the past year, to look back at the work undertaken across overview and scrutiny and the contribution made to good governance and ongoing improvement. The environment we operate in is constantly changing and we regularly adapt to changing circumstances, but 2020/21 has been particularly challenging in the face of the coronavirus pandemic and the restrictions that have affected all our lives. At the beginning of the municipal year, overview and scrutiny meetings, like other Council meetings, remained suspended. Gradually everything was moved online and by July our usual meetings and business had resumed. I thank all officers who have supported us in making this possible as it has been a real team effort. Scrutiny is a crucial component of the Council’s governance and decision making arrangements and in an emergency situation it is necessary to adapt to ensure that services can respond quickly and effectively. Important decisions still have to be made and overview and scrutiny has continued to play its part in providing assurance that decisions taken during this crisis are the right ones; that priority is given to those most in need, essential services continue and the workforce is protected. This annual report demonstrates that the Management Board and the standing committees have worked hard to ensure that effective scrutiny continues during these difficult times. The Council, partner agencies, local communities, businesses and individuals, all have endured a tough year and it has been reassuring to see how everyone has responded positively to the challenge. My thanks go to everyone for the enormous team effort over the last year. In particular I want to give a special mention to Children’s Services who on top of everything else this year have successfully managed to maintain contact with children and keep them safe, while continuing with their improvement programme, significantly reducing the overspend on their budget, and undergoing an Ofsted inspection. Everyone involved in children’s services deserves credit for what has been achieved. Good scrutiny is essential to ensuring our District is governed well. Throughout the year we have strived to hold the Executive to account for their decisions, engaged with officers, members and partners to influence policy, tackle challenging issues and improve the lives of local people and their communities. We hope for better things in the coming year but whatever the future holds we will continue to do the same. I am pleased to present the Annual Report of the Council’s Overview and Scrutiny function for 2020/21. Councillor Graham Isherwood Chair, Wakefield Overview and Scrutiny Management Board
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Scrutiny Arrangements in Wakefield The democratic governance arrangements in Wakefield consists of the Leader of the Council, the Deputy Leader, seven Executive Portfolio Holders and eight Deputies. The decisions of Cabinet alongside those decisions taken by individual members of the Executive, by way of delegated decision making arrangements, are held to account by the Overview and Scrutiny Management Board and the three thematic Scrutiny Committees. Overview and Scrutiny is the process that ensures that decisions taken by the Council and its partners reflect the opinions, wishes and priorities of Wakefield residents. Here are some brief answers to the most frequently asked questions about Overview and Scrutiny. What is Overview and Scrutiny? Scrutiny aims to ensure that public services and policies best meet the needs of the residents of the District. It acts as the check and balance to the Council’s Executive decision maker (the Cabinet). It does this through:
Contributing to policy review and development;
Holding the Council’s Executive and partners to account for the decisions they make;
Investigating issues of local concern; and
Working with Council officers and partners to improve services to the local area.
Who is involved? Any Councillor, other than those who hold a Cabinet post, can take part in Scrutiny work. Committees and Working Groups also include statutory and non-statutory Co-opted Members and are supported by dedicated Overview and Scrutiny Officers alongside other governance staff. Cabinet Members, senior officers and representatives of partner organisations are invited to attend meetings to discuss issues that the Board and Committees have identified as a priority. Is Scrutiny a party political activity? Scrutiny is a key part of the political process however it is not party political. The Management Board and Committees are made up of councillors from across all political groups. Councillors aim to leave their party politics at the door and look objectively at issues, basing their findings on the evidence they receive. How do you choose what to scrutinise? Councillors and Co-opted Members decide which issues they wish to prioritise, with the Overview and Scrutiny Management Board being responsible for managing the overall Work Programme. Carrying out effective scrutiny takes a lot of time, commitment and effort so it is simply not possible to look at every issue. When choosing issues, Overview and Scrutiny will always consider whether it can make a real difference by looking at an issue, particularly for example where recommendations could result in improved services.
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What can’t Scrutiny look at and why? It is not appropriate for Overview and Scrutiny to consider individual complaints. Neither the Management Board nor Committees can investigate regulatory or ‘quasi-judicial’ decisions, such as planning or licensing decisions. How can the Public get involved? Members of the public can:
Attend meetings of the Overview and Scrutiny Management Board or the three Committees.
Suggest a topic for Overview and Scrutiny to review.
Provide evidence at a Committee if invited to do so by the Chair or send us your views.
Join a pool of people interested in being co-opted onto a Committee when vacancies are advertised.
The Scrutiny Structure in Wakefield
Wakefield Overview and Scrutiny Management Board
Chair - Cllr Graham Isherwood
Corporate functions e.g. finance, performance
Crime and anti-social behaviour
Regeneration
Economic Growth
Culture, Sport and Tourism
*designated as the Crime and Disorder Scrutiny Committee
Children, Young People & Skills
Chair - Cllr David Jones Deputy - Cllr Kathryn
Scott
Child sexual exploitation
Safeguarding Board
Commissioning
Safeguarding & child protection
Family support
Children’s social care
Children in care
Fostering & adoption
Corporate parenting
Troubled families
Education, attainment & skills challenge
Relationship with schools
Early years
Youth services
Youth offending
Climate Change & Environmental Wellbeing
Chair - Cllr Olivia Rowley Deputy - Cllr Harry Ellis
Climate emergency
Environment
Flood and water management
Waste collection
Streetscene
Sustainable transport
Enforcement
Highways network
Sustainable development and planning policy
Leeds City Region / Combined Authority
Adult Services, Public Health and the NHS
Chair - Cllr Betty Rhodes Deputy - Cllr Lynne
Whitehouse
Adult Social Care
Protection & care of vulnerable adults
Adult safeguarding
Better Care Fund
Re-ablement
Commissioning
Dementia
Disabilities
Health & social care integration
Health & Wellbeing Board
Public health & prevention
Planning and provision of NHS Services
Joint Strategic Needs Assessment and Sustainability & Transformation Plans
*designated as the Health
Scrutiny Committee
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WAKEFIELD OVERVIEW AND SCRUTINY MANAGEMENT BOARD Chair: Councillor Graham Isherwood
“Despite the coronavirus pandemic, the Management Board has met online and continued with its work programme. Understandably that work has been dominated by the pandemic as we have focused on the Council’s response and recovery plans. We have looked at the impact of the pandemic on the local economy and local communities, as well as the Council’s finances, decision making arrangements and delivery of services to help and protect the most vulnerable. The effort that has been put in by staff across the Council and its partners has been excellent and our thanks go to everyone for playing their part. We have also continued with our regular work monitoring the Council’s finances and consideration of future budget proposals, but this year with added element of additional pressures arising from Covid-19. We thank Council officers for their hard work in ensuring we achieved a balanced budget at the end of 2019/20 and for developing such a positive budget for the coming year. Finally, thank you to my fellow Board members, in particular the Chairs of the standing committees, for their continuing support and for ensuring that scrutiny continues to operate as effectively in such challenging times.” Councillor Graham Isherwood Chair, Overview and Scrutiny Management Board
The Board’s main achievements during the year are as follows:
Performance Monitoring – It is the role of the Management Board to regularly review the Council’s performance through its key performance indicators and to challenge the progress made where necessary. However, due to the pandemic the Council suspended its normal performance reporting as staff were redeployed to focus on other areas. Consequently, the Board did not receive any quarterly reports, instead in October the Service Manager, Intelligence and Change provided the Committee with a general overview, and informed members that:
Around 5,000 businesses had been offered Bounce Back Loans and 239 had been offered Business Interruption Loans.
Bespoke guidance had been produced to support business to comply with Covid guidance and ensure the safety of employees. The vast majority of businesses were showing compliance but enforcement would take place if required.
The number of people claiming benefits in Wakefield increased by of 94% between March and October.
Regular remote working had a significant impact on town centre footfall.
Weekday bus and train usage had started to increase and had reached 59% and 42% of normal levels respectively.
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There had been a significant increase in households in temporary accommodation initially due to the national rough sleeper project to house all rough sleepers.
O&S added value: The Board did not examine performance in the usual way but was assured that the Council was working hard to maintain the services and support that were needed.
Financial Monitoring – At each Board meeting members received the latest financial monitoring report outlining the forecast financial outturn for the year and detailing any budget issues and service pressures and how they are being managed. Due to the pandemic, this year both Covid-19 and non Covid-19 budgetary pressures were reported.
In terms of non-Covid pressures the main area of concern was Children’s Services, which continued to report an overspend but this decreased throughout the financial year. (Further details are provided elsewhere in this report).
As a result of Covid-19, the Council experienced additional pressures from lost income and extra costs. These were funded through a combination of Covid-19 emergency funding received and the income guarantee.
O&S added value: Financial monitoring by the Management Board strengthens elected member scrutiny of the Council’s financial position and is a key component of the Council’s Governance Framework.
Budget Consultation 2021/22 – In January, the Board met with the Chief Executive and Finance Manager to review the initial proposals for 2021/22. It was explained that the Council was operating in a different environment as a result of the coronavirus pandemic and there would be significant, future long term challenges regarding the economic and social impact on businesses and communities. The proposals reflected the Council’s role to support those most vulnerable within the District and to reduce the inequalities that had increased during the pandemic, while also continuing to strive to be more efficient without impacting on the delivery of services.
The budget challenge for 2021/22 was of £25.5 million. This was expected to be achieved from a mixture of an increase in Council Tax, additional income from business rates and housing growth, savings in council services, the use of earmarked reserves and a levy of 2% Adult Social Care precept,.
O&S added value: The Board submitted a formal response to the budget consultation, supporting the overall budget proposals, which was included in the final budget report, presented to the Cabinet and Council in February.
Impact of the Coronavirus Pandemic on Wakefield and the Council’s Response – In July, the Chief Legal Officer, as the Senior Responsible Officer for the programme dealing with the coronavirus pandemic, reported to the Board on the council’s response and recovery plans. It was explained that from 20 March 2020, the council had been operating through an emergency planning command and control structure to contain and live with the virus. The Programme team met weekly and reported to Corporate Management Team. Meetings also took place with partners at West Yorkshire level.
The impact of the virus varied from area to area and it was expected that responsibility for monitoring and suppressing the virus would be a local one, with a few exceptions such as quarantine for those returning from abroad.
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Members questioned support for the self-employed, the monitoring of children’s homes catering for children from other local authorities and the ability of the Council and its partners to sustain the same level of support as volunteers returned to work.
O&S added value: The Board were assured that the Council was well prepared in the event of any further wave of the virus and, together with partners, was continuing to plan for different scenarios.
Use of Food Banks and Provision of Food Aid in the District – The final report of the Food Banks Working Group was agreed by the Board and recommended the development of a poverty strategy to co-ordinate activity for local people who are in need; and the establishment of a fund for holiday hunger schemes.
This work had been commissioned by Full Council but due to the delay caused by the pandemic and the suspension of Council meetings, the final report was sent to the Portfolio Holder, Environment, Communities and Poverty for consideration.
O&S added value: The final report provides the Portfolio Holder with a better understanding of the impact of benefits changes, the use of food banks in the district and potential improvements to help those most in need.
Financial Impact of the Coronavirus Pandemic – The Chief Finance Officer informed members of the impact of the coronavirus pandemic on the council’s revenue budget and current financial position.
The biggest pressure was the loss of income, for example from the closure of leisure facilities and the provision of free car parking. It was anticipated it would take a long time for income to return to normal levels and that long term changes in behaviour such as increased homeworking may work against this. Additional costs had also been incurred, such a support to adult social care providers, provision of temporary mortuary facilities and support to voluntary and community organisations.
At the time of the meeting the forecast was for around £42million pressures, over two years. Additional funding had been received from Government and further Government funding was expected, including an income guarantee to cover a proportion of lost income.
Members questioned the impact on council tax income and business rates income, and potential increases in homelessness as more people were losing their jobs.
O&S added value: Consideration of the impact of the pandemic on the Council’s finances strengthens elected member scrutiny of the Council’s overall financial position.
Feedback from the West Yorkshire Combined Authority Overview and Scrutiny Committee – The Chairs of the three standing committees represent Wakefield on the Combined Authority Overview and Scrutiny Committee. This year it was agreed that feedback from these meetings would be a standing agenda item and the Chairs reported back on:
The move towards the Mayoral elections
The provision of overview and scrutiny support under the Mayoral Combined
Authority and the staffing and financial implications.
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Concerns were raised about the funding of the new Mayoral Combined Authority, particularly in light of the pandemic and the cost of public transport and how the system could be sustained, as bus use had gone down before Covid–19.
O&S added value: The Board is kept up to date with the activities of the Combined Authority Scrutiny Committee and progress towards a Mayoral Combined Authority.
Children’s Services Budget Update – The Board was aware of the increasing pressures in Children’s Services and invited the Portfolio Holder and Corporate Director for Children’s Services to discuss how these were being mitigated.
Since the start of 2019/20 there had been a net budget increase of £17.4 million in the Children and Young People’s base budget to support the improvement programme. However during the second half of the financial year, there had been an unexpected increase in children coming into care, plus increasing numbers of children with Education, Health and Care Plans and a reduction in children being discharged due to the pandemic. This led to increased pressures of £5.6 million by the end on May 2020.
Mitigating actions had been taking place throughout the year and by October the overspend had reduced to £3.4 million. This was achieved largely through the recruitment of permanent staff, fewer external residential placements and more in-house fostering placements. This is a significant achievement during a very challenging year and is a credit to the efforts of everyone in Children’s Services. (Since our meeting there has continued to reduce and is now below £1million
O&S added value: The Board was assured that the overspend in Children’s Services was being controlled and continuing to reduce.
Economic Impact of Covid-19 – Officers met with the Board to present the Economic Growth and Skills: Covid-19 Response Plan to address the immediate impacts of the pandemic. The plan was organised in line with the Council’s key priorities, with a six month plan and a long term plan.
Although 77% of businesses were currently trading, a significant number had only six months cash flow left and a large number of employees remained on furlough. The sense urgency had increased with the second lockdown as businesses became even more reliant on grants to survive.
Business diagnostics helped to identify which businesses needed support and the type of support required. The data helped to shape the offer to meet the needs of businesses and to successfully lobby for additional funds.
One to one support had been provided to over 2,300 businesses and the Step Up programme had been very successful in upskilling individuals for employment opportunities as well as helping with CV building and interview skills.
O&S added value: The Board was assured that the Council and its partners were making every effort to support local business and individuals impacted by the pandemic
Overview and Scrutiny Arrangements – The Board decided to review the current overview and scrutiny arrangements as it was four years since the last review and in that time various changes had occurred in the Council. A number of structural and developmental recommendations were agreed by the Management Board in April. The structural changes also require approval by Full Council and will be referred to the Annual Meeting in May.
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O&S added value: The overview and scrutiny function remains fit for purpose.
Impact of Covid-19 on the Council’s Decision Making Arrangements – In leading the local response to the pandemic the Council has had to make and implement decisions quickly in order to maintain essential services and support local people. The Board were informed of the arrangements put in place to facilitate this while at the same time maintaining good governance. This included 42 decisions where the Chair of the Management Board agreed to waive the call-in provisions.
O&S added value: Assurance of appropriate of decision making processes in response to the pandemic and for the benefit of local people.
Councillor Graham Isherwood Chair – Overview and Scrutiny Management Board
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ADULTS SERVICES, PUBLIC HEALTH AND THE NHS OVERVIEW AND SCRUTINY COMMITTEE Chair: Councillor Betty Rhodes
“This report provides a summary of the work undertaken by the Adults Services, Public Health and the NHS Committee during 2020/21. Following the outbreak of the Coronavirus in March 2020, the Council suspended all public meetings until the necessary arrangements were put in place to hold meetings remotely. When formal meetings resumed via Skype the Committee’s focus was how the Council and the NHS were responding to the Covid-19 Pandemic. This has remained the central theme of the Committee’s work programme over the last 12 months and will continue for the foreseeable future. As a result, this year’s Annual Report is slightly shorter than usual. Maintaining scrutiny during the Pandemic is critical where substantial decisions are being taken which are likely to have an impact on the lives of residents and local communities. Working remotely has presented a number of challenges but also opportunities going forward and I am grateful to the Council and our NHS colleagues for the way they have responded to our agenda during these difficult times. I would like to thank all members of the Committee for their continued contribution in ensuring effective challenge and review.” Councillor Betty Rhodes Chair, Adults Services, Public Health and the NHS Overview and Scrutiny Committee
The Committee’s main achievements during the year are as follows:
Covid-19 Public Health – The Committee considered an update on Test and Trace and Outbreak Management elements of the response to Covid-19. Members reviewed the current infection rate together with details on areas of work to prevent and manage the spread of the infection, outbreak management and measures to control outbreaks.
Overview and Scrutiny (O&S) added value: The Committee challenged enforcement of the test and trace process and received assurances regarding the proactive coronavirus management process. Other areas of challenge related to support for schools and the adequacy of some face masks in the protection against infection.
Covid-19 – Health and Wellbeing System Update – The Committee considered an update on the system response to Covid-19. Members reviewed symptoms and patient profile; the system response including general practice; care homes and community services; system recovery including urgent actions and service imperatives. The Committee also considered the impact on Mid Yorkshire Hospitals NHS Trust including lessons learnt, and finally a briefing on Flu planning and preparation.
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O&S added value: The Committee were able clarify those services as yet not fully operational and received assurances that urgent cases were being reviewed. Members highlighted the risk to the system if there were a spike in Covid-19 infections, particularly in relation to PPE and again received assurances regarding local procurement and system resilience. The Committee highlighted public confusion in relation to the availability of the flu vaccine to the over 50s. Assurances were given that this would be rectified.
Annual Report – The Committee considered the Annual Report for 2019/20. Because of the Covid-19 Pandemic the report did not follow the normal process. The report would normally be presented to the Scrutiny Management Board as part of the Overview and Scrutiny Annual Report, which would then be presented to Council for consideration. In the absence of this process the report was agreed by the Scrutiny Chairs.
Adult Social Care – Covid-19 Response and Future plans – The Committee considered and reviewed actions and outcomes from the response to Covid-19, including the effectiveness of the Care Homes Resilience Plan, development of policies, planning and partnerships and future priorities going forward.
The Committee’s review considered:
The context in relation to the pandemic together with actions and outcomes from the last 6 months
Looking forward to the next 6 months to address the many challenges that lie ahead – a combination of Covid-19 and winter pressures/flu etc.
The opportunities including how learned experience has been adapted and adopted
The key risks and how are they being mitigated.
Next steps
O&S added value – Whilst the experience of the past 6 months set the context to the report and presentation (actions and outcomes from the response to Covid-19) the Committee’s focus was more towards the development of future plans and policies and how these will be prioritised going forward in order to meet the challenges of the next 6 months and beyond.
Attention had rightly focused on the immediate and short-term response to Covid-19. However the Committee was looking for assurance about how we move forward both in the medium and longer term and how we can reflect and capture learning across the system and use that learning to plan how we move forward rather than merely revert to how things have always worked.
Quality Accounts – Quality Accounts are annual reports to the public from NHS providers of NHS healthcare about the quality of services they provide. Healthcare providers have a legal duty to send their quality account to the Overview and Scrutiny Committee, which gives the OSC the opportunity to review and comment. OSC comments must be included in the final quality account. The timetable for considering NHS providers Quality Accounts was further complicated by Covid-19 which had resulted in a limited response.
Care Quality Commission Inspection Outcome Reports - The purpose of this report is to provide members of the Overview and Scrutiny Committee with details of recently reported Care Quality Commission inspection outcomes for health and social care providers across the Wakefield District. Guidance from the National Quality Board
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highlights the role of the local authority overview and scrutiny committees in maintaining an oversight of quality and their involvement in quality surveillance activities.
O&S added value: The Overview and Scrutiny Committee is able to maintain a focus on the quality of health and social care services. Follow-up meetings have been arranged with the Corporate Director and Cabinet Member to discuss the role of the Local Authority as commissioner of services where there are concerns in relation to the quality and safety of services.
Work Programme- The Committee’s work programme has been subject to change given the present Pandemic. A number of priority issues were agreed to be included. Details of the work programme, including the revisions and changes identified will be subject to a separate report.
Safeguarding Adults Annual Report – The Committee has reviewed arrangements for safeguarding adults and the work of the Wakefield and District Safeguarding Adults Board.
O&S added value: The Committee raised concerns around the design of the report and suggested that it would be helpful for the Strategic Plan to include greater detail of outcomes achieved against strategic priorities. It was also suggested that an abridged document or leaflet outlining key issues surrounding the safeguarding of adults and what was expected in terms of the respect and quality agenda. Members sought assurances around reporting of incidents in the midst of the Pandemic. It was also agreed to arrange a further scrutiny session to consider in greater detail the role of the Adults Safeguarding Board.
Mental Health Covid-19 Response and Future Plans – The Committee considered and reviewed the actions and outcomes in Mental Health in response to Covid-19, including system resilience, access to community and acute services, together with wellbeing and prevention services. Prior to the outbreak of coronavirus, the NHS Long-term plan made renewed commitments to improve and expand access to care for children and adults needing mental health support. The pandemic has raised questions around access to services – with a drop off in referrals reported nationally. There are also system-wide implications: It is evidently clear that pressures in mental health and the acute sector will impact on each other.
Overview and Scrutiny (O&S) added value: The Committee focussed on the following questions:
How is mental health being affected by the pandemic?
What have been the drivers of worsening mental health during the Pandemic?
Access to mental health services during the Pandemic
Investment in mental health services in the context of the NHS Long Term Plan, and wider implications and actions
The Committee received a comprehensive briefing which addressed all of the above issues. The Committee’s review looked in detail at access to services and waiting times, investment and budget issues, public engagement and the impact on young people. It was agreed to receive a further update later in the year.
Primary Care Covid-19 Response and Future Plans – The Committee reviewed actions and outcomes in Primary Care in response to Covid-19 including system resilience plans and priorities, including access to services and new ways of working.
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Overview and Scrutiny (O&S) added value: The Committee was assured that the Primary Care Networks had worked closely together from the start to co-ordinate an effective response and to provide and maintain essential primary and community services for patients. Members received an update on the preparations for the vaccine rollout. The Committee concluded that there will be significant clinical and administrative time required on the part of GP’s to deliver the vaccine to as many patients as possible, as quickly as possible. It is acknowledged that practices will need to provide the majority of the required staff from their own workforce. The NHS ambition is for general practice to remain fully open and accessible to all patients although it is acknowledged that the additional workload of the vaccination programme may require practices to prioritise clinical activity.
Members raised issues regarding access to GP appointments particularly face-to-face appointments. It was reported that these had increased by 20.3%. The Committee received assurances that GP practices would prioritise proactive care, in particular to care homes, the more vulnerable in terms of learning disabilities and severe mental illness. The Committee concluded that primary care faces significant challenges arising from the continuing response to Covid-19 and the increasing demands being placed on GP practices.
Covid-19 Update – Members were provided with an update on the local position and response to the Covid-19 Pandemic. This composite report built on previous updates to the Committee which considered various aspects of the pandemic. Members have received assurance throughout this period on the actions being taken to contain the virus, the system response to managing the outbreak and future planning to recover and reset services.
Overview and Scrutiny (O&S) added value: The Committee concluded that there were three competing demands: The need to respond to the very considerable pressures caused by Covid itself, the need to keep ‘normal’ NHS services operating as much as possible (including the backlog of patients that have built up) and the need to deliver the vaccination programme. Members would continue to support and challenge the system in response to these issues and receive regular updates. Members would also feedback on issues raised by the public through their community representative role.
Care Quality Commission Inspections – The Committee had raised concerns around the number of local providers who had remained in special measures and were not showing the necessary improvements within the timeframe allowed by the Care Quality Commission (CQC) and partners. The Committee received a briefing on the role of the local authority in relation to the CQC inspection process where there were concerns of inadequate care.
Overview and Scrutiny (O&S) added value: The Committee expressed numerous concerns regarding timescales allowed for care homes to make the required improvements. Representatives from the CQC would attend the Committee on the 8 April 2021 to discuss their role in the process. (This report will be updated following that meeting).
Pontefract Birth Centre The Committee initially responded to the decision by MYHT to temporarily close the Birth Centre at Pontefract due to staff shortages. The Committee sought assurances from the Trust regarding the future sustainability of the Pontefract MLU and the quality and safety of maternity services across the Trust. The Trust had indicated that they could not
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guarantee the long-term viability of the Unit due to underutilisation and subsequently the CCG entered into a Service Change Assurance Process which could potentially lead to the consolidation of midwife led deliveries at Pinderfields (or at home) and closure of the Pontefract MLU. The Trust had installed a temporary ‘on demand; service but this too was discontinued because of staff shortages.
Overview and Scrutiny (O&S) added value: The Committee raised a number of concerns in relation to the impact and length of the closure and whether it was reasonable to refer to it as ‘temporary’. The Committee concluded that a closure of this length exceeds what can be reasonably considered to constitute a temporary closure. The Committee had agreed the following actions:
1) That the Trust provides ‘evidence’ of staff shortages ,for example the ratio of midwives to mums that has led to the current situation, the number of staff currently on sick and maternity leave and the number of staff leaving and the reasons why
2) Two weekly updates from the Trust/CCG 3) Ongoing discussions with the Trust/CCG to find a long-term solution 4) That the OSC keep under review the potential to refer to the Secretary of State the
temporary nature of the closure and the lack of appropriate consultation should the position not improve.
The Committee maintains the view that it would be more useful not to assess the Freestanding Birth Unit at Pontefract in the context of its financial viability alone but as part of the required service ‘package of provision’ offer, to which no one was viable without the other in a choice, quality, safety and financial context. This is a good example of the Committee providing constructive, robust and purposeful challenge to prompt NHS reflection on proposals for change. No meaningful consultation on the future of the Pontefract Birth Centre had been able to take place during the Covid-19 Pandemic. A revised timetable and process was yet to be agreed. The review is ongoing.
Access to Dentistry – Covid-19 – The Committee will consider how dental services have been impacted by the Covid-19 Pandemic. The review will consider:
An overview of the national / regional guidance in light of Covid-19
The Wakefield picture, primary care perspective, to include an update on preventative work 0-19 yrs, Oral Health Toolkit in Care Homes)
Public Health England Epidemiological Survey update and proposals relating to Water Fluoridation.
The Committee agreed to retain this issue in the work programme. Members were supportive of the local healthwatch report which was seeking clarity in relation to access to services and calling on the West Yorkshire Health and Care Partnership to address the issue of inequality and access to dental health services during and after the Covid-19 pandemic.
Health White Paper: Integration and Innovation: Working Together to Improve Health and Social care for All – The Committee considered the scrutiny perspective on the Government’s White Paper at its meeting held on the 8 April 2021.
Members agreed to write to the Secretary of State for Health and Social Care outlining their concerns and putting forward suggested amendments to the proposals. It was also agreed to forward this Committee’s views to the West Yorkshire Joint Health Overview and Scrutiny Committee (WY JHOSC) who were looking at the proposals from a regional perspective.
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Regional Scrutiny – Regional scrutiny has continued through remote meetings as a result of the Pandemic. The main issues considered throughout the year included the Vascular Services Review; the West Yorkshire Cancer Alliance; Assessment and Treatment Units, The Integrated Care Partnership and the Health White Paper.
Overview and Scrutiny (O&S) added value: Collective consideration of issues that cover a wider geographical footprint are an effective means by which to discharge health scrutiny functions and to ensure the interests of local people are represented.
Chair’s Briefings- The Chair regularly meets with Chief Executives, Corporate Director and Cabinet Member, and senior officers to consider issues that fall between the Committee’s scheduled meetings. This has included by-monthly meetings with the Cabinet Member and the Corporate Director to consider adult social care and Care Quality Commission (CQC) inspection outcomes that relate to adult social care.
Overview and Scrutiny (O&S) added value: - Regular dialogue with partners builds mutual confidence and leads to effective value based relationships that help deliver the objectives of scrutiny and the wider health economy.
Councillor Betty Rhodes Chair – Adults Services, Public Health and the NHS Overview and Scrutiny Committee
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CHILDREN, YOUNG PEOPLE AND SKILLS OVERVIEW AND SCRUTINY COMMITTEE Chair: Councillor David Jones
“This year, as a result if the pandemic, the Committee has met remotely and continued with the normal programme of work, with only one less meeting than originally planned. I’ve also continued to meet online with the Portfolio Holder, Corporate Director, and other officers to keep up to date with progress and emerging issues. The Committee recognises the success and importance of the regular briefings organised by the Portfolio Holder for all Councillors on developments and improvements in the Directorate. These provide an additional level of accountability and transparency as well as offering all members the opportunity to question and understand the improvement journey the service is taking. Children’s Services have had the double challenge of continuing with the Improvement Programme and responding to the coronavirus pandemic; and what they have achieved is testament to the quality of the leadership, management and staff. In response to the pandemic, schools, children and families had been supported and direct contact has been maintained; staff have overcome many challenges to ensure children and young people remain safe. I thank everyone who had worked so hard to ensure that children and young people have remained as safe as possible during this challenging year. Alongside this the Improvement Programme has continued at pace and we have seen significant improvement across many areas such as quality of practice, recruitment of staff and foster carers, engagement with young people and work with partners around children’s mental health and wellbeing. This progress was also recognised by Ofsted during their virtual focussed visit in November. This year, with all its challenges, has demonstrated how far Children’s Services have come and while there is still work to be done, I have every confidence in the children’s services team to achieve its future objectives. Below is a summary of our activities over the past year, structured around the above improvement plan priorities to clearly demonstrate our contribution to the improvement journey.” Councillor David Jones Chair, Children, Young People and Skills Overview and Scrutiny Committee
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PRIORITY A: CHILDREN AND YOUNG PEOPLE WHO NEED OUR HELP AND PROTECTION ARE SAFE
Children’s Services Improvement – The Committee has continued to meet regularly with the Corporate Director, Children and Young People to monitor the achievement being made in relation to the above priority. These reports demonstrated to members an increasing level of progress including:
Further improvement in the Multi Agency Safeguarding Hub and a new phone
system installed to improve call handling.
Improving practice has been evidenced through improved quality assurance
outcomes.
Vulnerable children continued to be closely monitored during the school closures.
All statutory functions continued to be provided throughout the Covid-19 crisis.
Multi-agency teams meet regularly to discuss those children that they are most
concerned about to understand their level of vulnerability and need.
Neglect training for managers and practitioners has been delivered.
Three inclusion panels had been established to operate across secondary
schools.
Overview and Scrutiny (O&S) added value: The Committee received assurance that progress is being made in relation to the concerns identified by Ofsted and is able to question and monitor those areas where challenges and concerns remain.
Vital Signs Performance Report – The Vital Signs report consists of ten indicators which give the best indication of the overall health of the service and act as an early warning signal of potential problems. Throughout the year, officers have regularly reported to the committee around all ten indicators to assist members in evaluating performance within Children’s Services.
Mid-way through the year the level of performance in some areas had improved to such an extent that targets were reviewed and made more ambitious. By the end of the year, the committee was pleased to note that the majority of indicators were relatively stable and showing sustained improvement at the right level. This was a significant achievement considering the challenges of the pandemic.
O&S added value: The Committee continues to have a good understanding of the data and can effectively monitor the performance of Children’s Services and flag up any concerns at an early stage.
Children Vulnerable to Exploitation and Missing (CVE) – The CVE team co-ordinates the response to the identification, investigation and intervention of exploitation; develops effective joint strategies and works directly with children to reduce risk and build resilience. Following work undertaken last year, the Committee met with officers to learn about the team’s development and the impact of Covid-19.
It was reported that progress included updating the children missing from home and care protocol, a new resource pack for families of missing children and further development of the multi-agency Risk Assessment Meeting to include both victim and perpetrator elements and give a stronger focus on disruption activity.
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During the pandemic the team had continued to visit young people in their homes to complete Return Home Interviews (RHIs) and provide direct intervention. RHIs were offered to all children and over 70% of children participated.
The Committee questioned officers about priorities and it was confirmed that safeguarding children always took precedence over the pursuit of perpetrators.
O&S added value: Assurance of continued improvement to protect children vulnerable to exploitation and missing.
Strengthening Inclusion – The Committee continued its work in this area and invited officers to report on the ongoing work to improve inclusion.
A new inclusion panel system was launched in September 2020 aimed at reducing exclusions and making sure that both children and schools have the support they need. The multi-agency panels discuss pupils at risk of permanent exclusion and make decisions on appropriate support to reduce that risk.
Some success has already been achieved, for example during the autumn 2020 term when schools were fully open, there had only been 11 permanent exclusions compared to 39 during the same term in 2019. In addition 4 pupils had been re-integrated into mainstream schools from Pupil Referral Units, which had not happened before.
Members questioned officers about links between permanent exclusions and pupils starting their GCSEs, elective home educated children and children with Education Health and Care Plans.
O&S added value: By challenging the rising level of exclusions in recent years, the Committee has brought about changes that are successfully addressing the issue and are assured that work is continuing to bring about further improvements in the future.
Early Years Education and Best Start – In February, officers attended the Committee to explain the importance of investing in early childhood and the work that was taking place in the district.
The period from minus nine months to two years was a key time in human development and could impact on a person’s whole life. In Wakefield, a number of initiatives were in place to support good development in early childhood, for example:
Families are encouraged to access universal nursery places and take up is above
the national average.
The Imagination Library provides under 4s with one high quality book per month.
The ‘50 things to do before you are 5’ app provides parents with low/no cost
activities to aid their child’s development.
Future developments would include an enhanced dental health programme, an
expanded network of school nursing drop-ins and healthy young person clinics.
O&S added value: Assurance that the Council is investing in early childhood and local children have the opportunity of the best start in life
Children Affected by Domestic Abuse – Members were concerned about reports of increased domestic abuse arising from lockdown and the pandemic and sought assurance that children who witness or are affected by domestic abuse were being supported
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During 2020, the number of domestic abuse incidents reported, where a child was present increased each quarter to 1,544 (October-December).
There was a range of support available via specialist Domestic Abuse Practice Nurses and various support programmes. In addition, 140 schools were signed up to Operation Encompass which meant they were alerted to incidents of domestic abuse so they were able to give support to the child the following day.
Going forward there were plans to develop earlier interventions and a joint approach through the Safeguarding Partnership and Community Safety Partnership.
O&S added value: Members challenged officers about the level of funding, staff resources, and quality of interventions.
Children’s Emotional Health and Wellbeing – The Committee met with officers from the Child and Adolescent Mental Health Service (CAMHS) as a result of concern the impact of the pandemic on young people’s wellbeing and resilience.
There were now a number of different referral routes including self-referrals via the CAMHS Single Point of Access (SPA), as well as the more traditional routes via schools and GPs.
A system-wide approach was taken to children’s mental health and wellbeing. CAMHS continued with children and families but in different ways and there were lessons to be learned for the future in the way the service engaged with young people. Schools had undertaken proactive, preventative work to support children in readiness for the return to school. Support was also available through voluntary agencies, Future in Mind, WF-ICAN website, Kooth online services, the 7 day a week Crisis Service and Intensive Home Based Treatment.
O&S added value: The Committee was assured of ongoing improvements in advice and support for children with poor mental health.
PRIORITY B: CHILDREN IN CARE AND CARE LEAVERS RECEIVE GOOD QUALITY HELP
Children’s Services Improvement – The Committee has continued to meet regularly with the Corporate Director, Children and Young People to monitor the achievement being made in relation to the above priority. These reports demonstrated to members an increasing level of progress including:
The recruitment and retention of foster carers continued to be successful with a net
gain for the second year running.
The number of adoptions and Special Guardianship Orders have increased to levels
above statistical neighbours and national rates, plus the level of placement
disruption has continued to be low.
The Mockingbird model to improve support to foster carers has been successfully
launched.
Contact with children placed outside of the District has continued throughout the
Covid-19 crisis.
The voice of the child is being captured as evidenced through audits of children in
care case files, use of the Mind of Your Own app and feedback from children.
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The Next Steps Service has developed a transition protocol with Adult Services to
improve transitions for care leavers
Clinics have been established to enable a higher proportion of care leavers to
remain in education, employment and training.
More is being done to understand children’s emotional health and wellbeing.
O &S added value: The Committee has received assurance that progress is being
made in relation to the concerns identified by Ofsted and is able to question and monitor
those areas where challenges and concerns remain.
Corporate Parenting - The Council has a legal responsibility to act as the ‘corporate parent’ for all children and young people in its care and to do what any good parent would do and promote and support their children’s physical, intellectual, social and emotional development.
The Corporate Parenting Committee is an integral part of the Council’s governance arrangements and the Children, Young People and Skills Overview and Scrutiny Committee oversees its activities on a regular basis, as follows:
The minutes of all Corporate Parenting Committee meetings are included on the agenda of the next scrutiny committee meeting. Minutes were included on scrutiny agendas on three occasions. This was less than usual as meetings in the early part of the municipal year were cancelled, due to the coronavirus outbreak.
The scrutiny committee invites the Chair of the Corporate Parenting Committee and/or appropriate officers to attend its meetings on a quarterly basis to report on their activities and enable scrutiny members to challenge and act as a critical friend. Again due to coronavirus, only two reviews took place this year, the first at the October Committee meeting and the second was undertaken in April by the Chair and Deputy Chair meeting separately with the Chair of Corporate Parenting and Head of Service, Head of Service, Children in Care and Corporate Parenting.
O&S added value: Regular oversight of corporate parenting activities by the Committee, to ensure that councillors and officers are fulfilling their roles as corporate parents effectively.
PRIORITY C: STRONG AND ROBUST STRATEGIC LEADERSHIP IS AMBITIOUS FOR CHILDREN
Children’s Services Improvement – The Committee has continued to meet regularly with the Corporate Director, Children and Young People to monitor the achievement being made in relation to the above priority. These reports demonstrated to members an increasing level of progress including:
Investment in the Child and Adolescent Mental Health Service had resulted in
improvements in access to mental health services and an expansion in crisis
support.
Further progress in implementing the Wakefield Families Together model through
the establishment of the Team Around the School and Team Around Early Years
meetings.
Appointment of a new Service Director for Children’s Health and Wellbeing to
bring health and council services together into a virtual team to ensure strategic
level integration.
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Continued progress on a new electronic management system.
Positive outcomes from virtual visits from the Department for Education and a
Peer Review.
O&S added value: The Committee has received assurance that progress is being made in relation to the concerns identified by Ofsted and is able to question and monitor those areas where challenges and concerns remain.
Connect Leader Programme (formerly Senior Leadership Visit Programme) – The Senior Leadership Visit Programme was redesignated as the Connect Leader Programme to reflect the wider engagement and new ways in which leaders and members were connecting with the frontline to ensure their views are heard by those at the top of the organisation and provide valuable feedback.
Normally the Committee reviews the programme each quarter, but due to Covid restrictions, no visits were undertaken in Quarter 1. Subsequently virtual and socially distanced visits were introduced and members were informed that during Quarters 2 and 3 (July - December 2020) there had been 36 visits by 48 visitors to 42 locations.
O&S added value: Assurance of the success of ongoing improvement work and identification of areas requiring further attention.
Wakefield Safeguarding Children Partnership Annual Report 2019/20 – The Wakefield Safeguarding Children Partnership was established in September 2019 and the Partnership Executive is responsible for producing an Annual Report and presenting it to overview and scrutiny. The Partnership’s first Annual Report was presented to the Committee this year and outlined the Partnership’s activities including:
Development of a safe sleeping standard and associated training for services
following four child deaths due to unsafe sleeping practices.
Identification of areas for development resulting from two Multi-Agency Case
Audits were undertaken on Mental Health and Neglect t.
Flagging of vulnerable children within all organisations to ensure effective
information exchange and allow early identification and intervention when risks
are apparent.
Development of a perpetrator risk assessment meeting to dispel the myth that
disrupting perpetrator activity is only a police responsibility.
Sharing of learning across the Partnership following the completion of five Rapid
Reviews and two Child Safeguarding Practice Reviews of serious incidents
involving young people.
O&S added value: Assurance that new partnership arrangements have been established and are operating effectively.
Exam Results: Impact of Covid-19 – Due to the pandemic, pupils had been unable to sit exams. The standardised grades produced by Ofqual had resulted in many disadvantaged pupils’ A-level results being downgraded. A U-turn by the Government had resulted in students then receiving grades that were predicted by their teachers if these were higher.
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The Service Director, Education and Inclusion assured members that a great deal of work was taking place across all schools to support students during an extremely difficult period for young people.
O&S added value: Assurance that students were receiving the support they needed.
Quality Assurance – The lack of strong quality assurance had been a key element in the ‘inadequate’ Ofsted judgement in 2018. This year the Committee began to regularly review the quality of social care practice and three reviews took place.
The quality assurance process consists of a full audit of around 25 cases, a dip sample across a much larger sample looking at specific themes, plus audits carried out by Independent Reviewing Officers and partners.
This process is now well embedded and there is now evidence of sustained improvement in ‘good’ practice, for example, from July to September 2020 50% of files were judged ‘good’ compared to 15% during the same period in 2019.
O&S added value: The Committee was assured that social care practice is understood and improvement actions are being put in place where necessary.
Post 16 Education and Young People Not in Education, Employment or Training – At the end of December 2020, 2.9% (218) of 16/17 year olds in Wakefield were Not in Education, Employment or Training (NEET). This was slightly above the national rate of 2.7%, but better than Wakefield’s statistical neighbours (3.9%). The committee was informed of efforts to improve post 16 provision including:
A new Strategic Board around NEET aimed at gaining an overview of the effectiveness of pathways for young people post 16, especially vulnerable young people.
Plans to work with schools to promote the ‘Get in, Go Far’ entry level apprenticeships in areas of deprivation or less represented areas.
Work the Employment Hub and Wakefield businesses to introduce apprenticeships and encourage the appointment of care leavers.
A s a result of the pandemic new ways of promoting apprenticeship had been developed e.g. an e-prospectus and virtual meetings
O&S added value: Assurance of that efforts are being made to improve post 16 provision in Wakefield.
Wakefield Families Together - Last year the Committee heard that a new Wakefield Families Together model would be introduced from April 2020. The aim was to co-locate and better integrate with partners and schools to provide early help and support to the whole family not just the children.
This year, six months after implementation, officers informed the Committee that the Council and partner services had configured into six cluster areas, taking into account the location of schools and pressure points within the system. A new early help partnership delivery model of a Team around Early Years, Team around the School and Team around the Family was being launched and these models would ensure more timely referrals, discussions and allocation of cases to the most appropriate service to work with the family, with support from other partners.
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Members questioned officers about communications between the Teams and with users to ensure that the new model was understandable.
As this is still a work in progress, the Committee plan to have a further update next year.
O&S added value: Members have a clear understanding of the vision for the service and the opportunity the changes where necessary.
1. Partnership Response to Covid-19 –The Committee reviewed how the Wakefield
Safeguarding Children Partnership (WSCP) responded to the Covid-19 pandemic,
following the first lockdown. This included work taking place in education, schools, early
help, social care, voluntary and community sector, health and police.
The response centred on the guidance document: Safeguarding Children During Covid-19 Pandemic, which set out how Wakefield agencies should continue to support children and families. The document was regularly updated and the arrangements were recognised as best practice across the region.
The Partnership’s executive co-ordinated and led the response, ensuring that every effort was made to maintain contact with children and families, for example:
Children’s Social Care, Children First Hubs and Youth Services remained open
throughout the lockdown supporting children and families with home garden and
door step visits.
Schools provided outreach provision to those who were not attending school.
A Safeguarding Vulnerable Children Tracker was set up to provide that vulnerable children were being monitored and also enabled information to be shared, actions identified and support plans put in place.
The Youth Work team undertook a programme of detached outreach work with
neighbourhood policing to engage young people and encourage understanding
and cooperation with the restrictions.
The online offer was strengthened and included daily online chats and group
facilities.
The Children and Adolescent Mental Health Team continued to ensure timely
support for young people in Wakefield.
Monthly multi-agency meetings were established to meet the needs of high risk
women, babies and pre-school children.
West Yorkshire Police continued to deliver services as normal in respect of child
safeguarding risks.
In addition, work continued to raise awareness of safeguarding among the general public through the ‘Safeguarding is Everyone’s Business’ campaign; Safeguarding Week took place in June 2020 using a virtual platform and proved very successful; and there was 145% increase in the number of coursed completed through the Virtual College.
The Committee commended the amount of activity taking place to ensure business as usual. The effort put in was reflected in the fact that referrals to the Multi-Agency Safeguarding Hub had been stable throughout, whereas nationally there had been a significant drop off.
O&S added value: The Committee was assured that the Council and its Partners worked effectively together to ensure that children remained safe and received the support they needed.
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Our Family, Our Future – The Committee reviewed the Our Family Our Future initiative, funded through the More Money In My Pocket grant. The project aims to increase the amount of income families have by supporting people to return to employment or education.
Six organisations were successful in applying for funding to provide a range of school holiday activities and support to children, along with free lunches. One to one support was also provided for families not confident in accessing group activities. This enabled trusting relationships to be built with local families and by October 2020 resulted in:
Twelve early help assessments.
Eight families supported on a one to one basis, three of which now attend groups
by travelling on public transport supported by a key worker.
60 individual parents or carers referred to the Think Family Employment Advisors,
with 26 increasing their household income through appropriate benefits or
returning to work.
501 children attending summer holiday activities
1664 meals provided including food parcels and grab bags.
Activities are due to take place during each holiday until March 2022and by summer 2021 holidays, it is hoped to increase the coverage across the district.
O&S added value: Assurance of the positive impact of the initiative.
2. Children’s Voice and Participation – The Committee considered the Build Our Futures
Annual Report 2020 and a report on the Build Our Futures Virtual Summit which took
place in November 2020. Officers also explained the range of ways in which young
people have the opportunity to participate and make their voices heard, for example:
Through groups such as the Children in Care Council, Youth Council and
Improvement Group, which feed into the overarching Build Our Futures forum.
A young person is now a permanent member the Children’s Partnership.
Through the Safeguarding Partnership where young people are involved in
developing young person-led anti-bullying training and resources.
The Mind of My Own app, launched in July 2020, capture youth feedback.
Young people have had the opportunity to attend the Corporate Parenting
Committee, meet with Ofsted Inspectors, been involved in the recruitment and
training of staff and foster carers and developed the Care4us and WF-I-Can
websites.
O&S added value: The Committee was assured that children and young people are listened to and that views contribute to the improvement of services that affect them.
Councillor David Jones Chair - Children, Young People and Skills Overview and Scrutiny Committee
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CLIMATE CHANGE AND ENVIROMENTAL WELLBEING OVERVIEW AND SCRUTINY COMMITTEE Chair: Councillor Olivia Rowley
“Despite the challenges that everyone has faced over the last year, the Committee has managed to continue with business as usual, albeit in a slightly different way. Covid restrictions necessitated that our meetings moved online, but this also has an advantage in that Committee members will have reduced their carbon footprint by not having to travel to and from Wakefield for meetings. 2020 saw the publication of the Council’s Climate Change Action Plan setting out the actions the Council intends to take in order to achieve its target of becoming a carbon neutral organisation by 2030. The Committee has begun to regularly monitor the progress of this programme of work and the various projects within to ensure it continues to move forward at pace. In the coming months, we also plan to take a wider view, for example to learn more about the West Yorkshire Combined Authority’s work on climate change and look at how we as a Council can both support and complement it. During the year we have also looked at how other areas of the Council can help to address climate change, in particular how planning can influence more sustainable developments through its policies and by imposing planning conditions on new developments. I want to thank all committee members for their continuing support and hard work during a very challenging year.” Councillor Olivia Rowley Chair, Climate Change and Environmental Wellbeing Overview and Scrutiny Committee
The Committee’s main achievements during the year are as follows:
Climate Change Action Plan – The Climate Change Action Plan was published in September and outlines the programme of work needed for the Council to achieve its aim of becoming a carbon neutral organisation by 2030. It focuses on six work streams
- Low Carbon Estate
- Low Carbon Fleet
- Renewable Energy
- Carbon Offsetting
- Behaviour Change and Influencing
- Place: District-wide Net Zero
The target is very ambitious and since September the Committee has received progress reports at each meeting to enable the members to monitor the progress of the plan. This has also enabled the Committee to identify actions from the plan that it wants to discuss in more detail, for example Northern Forest, Energy Parks (see below).
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O&S added value: The Committee has a better understanding of the challenges ahead and can effectively monitor performance against the Action Plan, flagging up any concerns at an early stage and acting as a critical friend.
1. Northern Forest And White Rose Forest - The Council’s Climate Change Action Plan
recognises that in order to achieve its ambition to become carbon neutral by 2030, there
is a need for some offsetting of residual emissions. One of the projects identified within
this work stream is the Northern Forest. The Committee therefore requested further
information about this project.
The Woodland Trust and Forestry Commission were working with communities to and increase woodland and create a Northern Forest to complement the expected rise in population and associated increase in housing and transport over the next 20 years. The White Rose Forest covering the Leeds City Region and is one element of this.
The Council plans to plant 240 hectares of woodland over the next 5 years, which equates to around 480,000 trees, as its contribution to the project. Formal planting began in December 2020 with 500 trees being planted.
O&S added value: Assurance that work had begun and plans are in place to deliver quality projects for carbon offsetting
Energy Parks – In 2019, the Committee were informed that the Council wanted to optimise the use of its land and buildings to generate green electricity and that two sites had been identified for the development of large scale solar energy parks.
Around 70% of the Council’s carbon emissions come from electricity use and the proposed energy parks have the potential to supply all the Council’s electricity needs and have a significant impact on its carbon footprint. The project is therefore crucial to the achievement of the carbon neutral target and consequently the committee requested an update on progress.
The Service Director, Property, Facilities and Health and Safety reported that two suitable areas of Council-owned land had been identified in Ossett and South Kirkby and it was hoped that a planning submission could be made by December 2021. There was still a lot of work to be done including a technical and commercial feasibility study, environmental, ecological and geologic studies but it was anticipated a report would be submitted to Cabinet in summer 2021 presenting the feasibility study and options appraisal, with a view to securing funding.
The Council’s current electricity contract was due to expire in 2023 and this was a key target for the establishment of the energy parks.
O&S added value: Assurance that work was progressing to develop the energy parks and future milestone dates
Improving Housing Efficiency and Reducing Emissions Through Planning Policy – Planning has a central role in delivering high quality sustainable development to address climate change and deliver affordable housing. Members received a briefing from officers to help them gain a better understanding of how planning policy can help to reduce carbon emissions and create more sustainable and affordable homes for local residents. For example, policies were set out in the adopted Local Plan, the Core Strategy and Development Policies gave consideration to mitigating and adapting to climate change, the efficient use of resources, renewable energy generation and
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sustainable construction; and planning restrictions and building regulations also support the building of energy efficient and increasingly sustainable homes.
However it was noted that a number of types of development did not require planning consent and therefore the Council could not control standards or impose conditions on these developments with regard to design standards, energy efficiency etc.
O&S added value: The Committee was assured that that as far as possible the reduction of carbon emissions and energy efficiency were considered as part of planning policy.
2. South Featherstone Link Road And The Knottingley Southern Relief Road Update
- The development of new roads raises concerns in the context of climate change and it
is important to address these and develop sustainable ways of travel. The Committee
received an update on the development of the above new roads, both of which will
include cycle ways and footpaths to make them multi-functional and create connections
with other areas.
The South Featherstone Link Road aimed to ease traffic conditions in Featherstone,
Pontefract and Ackworth, encourage people to travel more actively and improve public
transport links. Construction was not expected till after 2025.
The Knottingley Southern Relief Road is associated with the Council’s ambition to
regenerate Knottingley and address significant traffic issues in the town centre. Work
was being undertaken to identify what benefits the scheme could deliver.
O&S added value: The Committee is assured that consideration is given to sustainable methods of travel when developing new road schemes.
Air Quality – There are no safe limits of air pollution and of those living in areas of poor air quality are often more vulnerable to the effects of it and in lower socio-economic groups.
The Committee were informed that in recent years there has been a significant improvement in air quality and of the ten Air Quality Management Areas in Wakefield District only one still exceeds the National Objective Level. In November 2020, the Ackworth and M62 Air Quality Management Areas were revoked as levels of nitrogen dioxide had been below the National Objective Level for six and five years respectively.
With the improvements in vehicle emissions, the focus is now changing to particulate matter from domestic burning. Campaigns would be carried out to educate people about the potential damage this could cause and further measures may soon be introduced through the Environment Bill.
O&S added value: Assurance that the Council is fulfilling its duty to monitor air quality and of the continuing improvement.
Flood Risk Management Capital Funding – One of the predicted consequences of climate change is increased frequency of extreme weather and increased flood risk. As the Lead Local Flood Authority, the Council had a responsibility to continue its work to reduce that risk across the District.
In September 2020 Cabinet approved £5.96 million of capital funding in support of flood risk management across the district up to and including 2025/26. The Committee
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invited the Team Leader, Flood Risk Management to explain how this funding would be used and the benefits for the district.
The Committee were informed that past experience demonstrated that the availability of capital funding helped to maximise the amount of grant available. The funding would be used on a programme to improve defences in the remaining high risk catchments and to target flood hotspots. This would help to protect a large number of residential and business properties as well as supporting economic growth by making the District more resilient to the effects of flooding and maintaining essential infrastructure and transport connectivity.
O&S added value: Assurance that the availability of Council capital funding would help to maximise additional grant funding to support flood risk management schemes and protect more local residents and businesses from the risk of flooding.
Planning and the Environment – Continuing the flooding theme, officers also reported on how planning helps to reduce flood risk by influencing where new properties are built, imposing planning conditions to mitigate flood risk and adopting policies relating to flood risk and drainage as part of the Local Plan..
O&S added value: The Committee was assured that very few new developments flood, due to the strict planning processes.
Overview of Environment Bill – The Service Director, Environment, Street Scene and Climate Change provided the Committee with an overview of the Environment Bill, which was currently progressing through Parliament. The main aims of the Bill were to incorporate environmental protections into UK law post-Brexit and to implement aspects of the Government’s 25 year plan: A Green Future. Proposals under the Bill include:
Establishment of an Office for Environmental Protection
A number of environmental targets
Increased producer responsibilities
Re-introduction of deposit and return schemes by 2023.
Weekly collections of food waste by 2023.
Councillor Olivia Rowley Chair – Climate Change and Environmental Wellbeing Overview and Scrutiny Committee
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Scrutiny on a Page As evidenced above the Management Board and Standing Committees: Adult Services, Public Health and the NHS; Children, Young People and Skills; and Climate Change and Environmental Wellbeing have tackled a large range of issues since our last report. In order to fully appreciate the variety and breadth of the subjects covered during the 2020/21 municipal year, below is a summary of the work undertaken:-
Performance and Financial Monitoring Budget Consultation Impact of coronavirus pandemic on Wakefield and the Council’s response Use of Foodbanks and the link between foodbank use and Universal Credit Children’s Services budget update Financial impact of Covid-19 Economic impact of Covid-19 Overview and Scrutiny Arrangements Impact of Covid-19 on the Council’s Decision Making Arrangements Care Quality Commission Inspection Outcome Reports Pontefract Birth Centre Safeguarding Adults Board Annual Report Quality Accounts Adult Social Care – Covid-19 response & future plans Covid-19 Pubic Health Covid-19 Health & Wellbeing system update Mental health-Covid-19 response & future plans Primary Care-Covid-19 response & future plans Access to dentistry - Covid-19 Children’s Services Improvement Health White Paper – Integration and Innovation: Working Together to Improve Health and
Social Care for All Vital Signs Performance Report Children Vulnerable to Exploitation and Missing Strengthening Inclusion Early years education and best start Corporate Parenting Children affected by domestic abuse Connect Leaders Programme Wakefield Safeguarding Children Partnership Annual Report Children’s emotional health & wellbeing Exam Results – impact of Covid-19 Quality assurance Post 16 education and young people not in education, employment or training Wakefield Families Together Partnership response to Covid-19 Our Family Our Future Children’s voice & participation Climate Change Action Plan Northern/White Rose Forest Energy parks Improving housing efficiency & reducing emissions via planning policy South Featherstone link road & Knottingley southern relief road update Air quality Flood risk management Planning & the environment Environment Bill 2020
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The Year Ahead This report whilst providing an opportunity to reflect on the experiences of the previous year also recognises the challenges we face in the year ahead. The pandemic will have lasting implications both for the Council and others across the District. Businesses, communities and individuals will no doubt continue to need support for the foreseeable future. As an integral part of the Council’s governance and decision making structure, overview and scrutiny will continue to play its part in providing assurance that the Council is making the best use of its resources, ensuring that front line services are protected and that priority is given to those most in need of help and support. In support of this, during the past year we have reviewed the current overview and scrutiny arrangements. We are now in the process of bringing forward structural and developmental proposals to ensure that we can more effectively scrutinise and add value to the full range of activity that takes place across the Council.
How to find out more about Overview & Scrutiny For more information, go to the Overview and Scrutiny webpages Agendas, reports and minutes for all Overview and Scrutiny meetings are available here Alternatively you can contact us at:
Overview and Scrutiny Room 111 County Hall Wakefield WF1 2QW Telephone: 01924 306736/5133 Email: [email protected]
