(Public Pack)Agenda Document for Cabinet, 06/04/2016 10:00

Cabinet

Date Wednesday 6 April 2016Time 10.00 amVenue The Council Chamber, Council Offices, Green Lane,

Spennymoor, Co Durham, DL16 6JQ

Part A

Items during which the press and public are welcome to attend - members of the public can ask questions with the Chairman's

agreement

1. Public Questions 2. Minutes of the meetings held on 16 March 2016 and 23 March 2016

(Pages 1 - 8)3. Declarations of interest Key Decision:

4. County Durham Plan - the next steps and Assessing Development Proposals in County Durham - Report of Corporate Director, Regeneration and Economic Development [Key Decision: R&ED/03/16] (Pages 9 - 40)

Ordinary Decisions:

5. Joint Strategic Needs Assessment and the refresh of the Joint Health and Wellbeing Strategy 2016-2019 - Report of Corporate Director, Children and Adults Services (Pages 41 - 104)

6. Annual Review of the Constitution - Report of Head of Legal and Democratic Services (Pages 105 - 186)

7. ICT Strategy 2016 - 2019 - Report of Corporate Director, Resources (Pages 187 - 220)

8. Transport Asset Management Plan - Annual Update - Report of Corporate Director, Neighbourhood Services (Pages 221 - 270)

9. Annual Enforcement Programme Children and Young Persons (Protection from Tobacco) Act 1991 and Anti-Social Behaviour Act 2003 - Report of Corporate Director, Neighbourhood Services (Pages 271 - 280)

10. County Durham Partnership Update - Report of Assistant Chief Executive (Pages 281 - 298)

11. Such other business as, in the opinion of the Chairman of the meeting, is of sufficient urgency to warrant consideration.

12. Any resolution relating to the exclusion of the public during the discussion of items containing exempt information.

Part B

Items during which it is considered the meeting will not be open to the public (consideration of exempt or confidential information)

13. Such other business as, in the opinion of the Chairman of the meeting, is of sufficient urgency to warrant consideration.

Colette LongbottomHead of Legal and Democratic Services

County HallDurham29 March 2016

To: The Members of the Cabinet

Councillors S Henig and A Napier (Leader and Deputy Leader of the Council) together with Councillors J Allen, J Brown, N Foster, L Hovvels, O Johnson, M Plews, B Stephens and E Tomlinson

Contact: Ros Layfield Tel: 03000 269708

DURHAM COUNTY COUNCIL

At a meeting of Cabinet held in Committee Room 2, County Hall, Durham on Wednesday 16 March 2016 at 10.00 am

Present:

Councillor S Henig (Leader of the Council) in the Chair

Members of the Cabinet:

Councillors J Allen, J Brown, N Foster, L Hovvels, O Johnson, A Napier, M Plews, B Stephens, and E Tomlinson

Also present:

Councillors J Armstrong, H Bennett, J Clare, M Dixon, A Hopgood, B Kellett, A Liversidge, O Temple and M Williams

1. Public Questions

There were no public questions.

2. Minutes

The minutes of the meetings held on 10 and 17 February 2016 were confirmed as correct records.

3. Declarations of interest

Councillor Tomlinson declared an interest in item 5 as a school governor of Crook Primary School.

4. Council Plan and Service Plans 2016-2019 [Key Decision: CORP/A/03/16/1]

The Cabinet considered a report of the Assistant Chief Executive which provided a draft of the Council Plan for 2016-19, for consideration and comment before being submitted for approval by Council on 13 April 2016, and consideration of service plans (for copy see file of minutes).

Resolved:

That the recommendations contained in the report be approved.

5. Proposal to change the Age Range of Crook Primary School from 4-11 to 3-11 from 1 September 2016 and to close Crook Nursery School as a separate school on 31 August 2016 [Key Decision: CAS/07/15]

The Cabinet considered a report of the Corporate Director, Children and Adults Services which sought approval to change the age range of Crook Primary School from 4-11 to 3-11 from 1 September 2016 and to close Crook Nursery School as a separate school on 31 August 2016 taking account of the Local Authority's duties as prescribed in the Education and Inspections Act 2006 to secure sufficient places, and to secure good outcomes for all children and young people in their local area (for copy see file of minutes).

Resolved:


6. Review of Home to School / College Transport Policy [Key Decision: CAS/04/15]

The Cabinet considered a report of the Corporate Director, Children and Adults Services which provided details of the recent consultation on possible changes to the Council’s Home to School/College Transport Policy. It provided an analysis of the responses and made recommendations for changes to the existing policy which would apply from 1 September 2016 (for copy see file of minutes).

A response which provided further detail of the consultation that had taken place was made to the questions received from Councillor Hopgood.

Resolved:


7. Proposal to change the Age Range of Trimdon Grange Infant and Nursery School from 3-7 to 3-11 from 1 September 2016 and to close Trimdon Village Community Infant and Trimdon Junior School as separate schools on 31 August 2016 [Key Decision: CAS/08/15]

The Cabinet considered a report of the Corporate Director, Children and Adults Services which sought approval to change the age range of Trimdon Grange Infant and Nursery School from 3-7 to 3-11 from 1 September 2016 and to close Trimdon Village Community Infant and Trimdon Junior School as separate schools on 31 August 2016, taking account of the Local Authority's duties as prescribed in the Education and Inspections Act 2006 to secure sufficient places, and to secure good outcomes for all children and young people in their local area (for copy see file of minutes).

Cabinet members advised that all of the information which had been made during the consultation period together with the very late submissions had been considered.

Resolved:


8. Houses in Multiple Occupation Article 4 and Interim Student Accommodation Policy [Key Decision: RED/06/16]

The Cabinet considered a report of the Corporate Director, Regeneration and Economic Development which requested Cabinet to:

Note and endorse the Article 4 Direction for Durham City that was made on 17 September 2015 has been confirmed through delegated powers;

Note and endorse the making of a new Article 4 Direction to cover Framwellgate Moor, Pity Me and Newton Hall; and

Recommend that full Council adopt the Interim Policy on Student Accommodation.

(for copy see file of minutes).

Resolved:


9. Update on the Delivery of the Medium Term Financial Plan 5

The Cabinet considered a report of the Assistant Chief Executive which provided an update on the progress made at the end of December 2015 on the delivery of the 2015/16 Medium Term Financial Plan (MTFP5) (for copy see file of minutes).

Resolved:

That the report be noted.

10. Quarter Three 2015/16 Performance Management Report

The Cabinet considered a report of the Assistant Chief Executive which presented progress against the council’s corporate basket of performance indicators (PIs), Council Plan and service plan actions and reported other performance issues for the third quarter of the 2015/16 financial year, covering the period October to December 2015 (for copy see file of minutes).

Cabinet members advised that despite the austerity measures in place the performance indicators showed that the authority and its partners were still delivery high quality services, and on behalf of all members of the Council that the staff and its partners be commended.

Resolved:


11. Forecast of Revenue and Capital Outturn 2015/16 for General Fund and Housing Revenue Account – Period to 31 December 2015

The Cabinet considered a report of the Corporate Director, Resources which provided Cabinet with an updated forecast of 2015/16 revenue and capital outturn, based on the period to 31 December 2015 for the Council’s General Fund and Housing Revenue Account. The report also included the updated forecasts for the Council Tax Collection Fund and Business Rates Collection Fund (for copy see file of minutes).

Councillor Tomlinson complimented officers of the Authority and of the housing groups in finalising the transfer of its housing stock to County Durham Housing Group Ltd.

Resolved:


12. Proposal for Changes to the Charging Policy for Non-Residential Social Care Services

The Cabinet considered a joint report of the Corporate Director, Resources and Corporate Director, Children and Adults Services which sough Cabinet approval to begin consultation on proposed changes to the non-residential charging policy for people who receive social care services (for copy see file of minutes).

Resolved:


13. Educational Attainment / Standards Report 2015

The Cabinet considered a report of the Corporate Director, Children and Adults Services which summarised how Durham County Council’s education department continues to provide support and intervention, including intensive support for schools in most need, to ensure the best educational outcomes for children and young people in Durham. It also set out the results from tests and examinations at the Early Years Foundation Stage, Key Stage 2 and Key Stage 4/5 for 2015 which, when compared with national averages, provide the key outcome measures for early years, primary and secondary education respectively (for copy see file of minutes).

Resolved:

That the report be noted.

14. Care Connect Consultation and Proposed New Charging Policy

The Cabinet considered a report of the Corporate Director, Regeneration and Economic Development which informed Cabinet of the outcomes of the consultation with Care Connect customers and recommended the introduction of a contributory charge to those who currently receive a free service, and, an increase in the current charge to those who self-pay for the service (for copy see file of minutes).

Councillor Tomlinson in responding to the questions raised by Councillor Temple provided clarification on the support that would be available in the transitional period, and that the impact of the proposals would be carefully monitored.

Resolved:


DURHAM COUNTY COUNCIL

At a Special Meeting of Cabinet held in Committee Room 2, County Hall, Durham on Wednesday 23 March 2016 at 11.00 am

Present:

Councillor S Henig (Leader of the Council) in the Chair

Members of the Cabinet:Councillors J Allen, J Brown, N Foster, L Hovvels, O Johnson, A Napier, M Plews, B Stephens, and E Tomlinson

Also present:Councillors J Armstrong, D Bell, J Clare, J Clark, K Dearden, M Dixon, O Gunn, G Holland, E Huntington, I Jewell, J Lindsay, A Liversidge, N Martin, H Nicholson, F Tinsley and M Williams

Prior to the commencement of the business, those present observed the minutes silence in memory of the victims of the terrorist attacks in Brussels on 22 March 2016.

1. Declarations of interest

There were no declarations of interest.

2. North East Combined Authority: Devolution Decision [Key Decision: CORP/R/16/01]

The Cabinet considered a report of the Chief Executive which updated on the proposed devolution agreement and invited Cabinet to consider next steps (for copy see file of minutes).

The Leader advised that in line with his comments made at full council he had briefed all of the Leaders of the Minority Groups on the position, and although he had provided the opportunity for each group leader to speak at the Cabinet meeting today they had not taken up this offer. He hoped that there was a high level of agreement in terms of the way forward, however they could advise of their own views.

The Leader pointed out that over 80,000 people in County Durham had responded to the consultation, which was the largest consultation carried out on devolution in England, and with almost 60% of respondents supporting devolution, this showed conclusively for the first time in County Durham that devolution was supported. Although there is support there is also a minority who are sceptical as to whether this is going to be a good deal.

He went on to advise that although progress had been made in clarifying some of the issues and financial information, there are still issues including fair funding, and on the office of the elected mayor including the powers to set a council tax precept that are not yet clear. He pointed out that there are conditions set out in the devolution agreement, and that as a result of recent events there is no evidence that 11 (b) and (c) are to be honoured.

The Deputy Leader and other cabinet members in advising of their views re-iterated that the majority of respondents were in favour of devolution, however with a degree of scepticism on the offer for County Durham. From meetings with the business sector there was support for devolution however they acknowledged that without the financial information it was difficult to see how this affected County Durham. Cabinet members emphasised the importance for this decision to be the right decision for County Durham not only now but for future generations, and that further detail was required to enable Cabinet to make a decision. The Leader confirmed that the 24 March 2016 was not the last day when a decision had to be made regarding whether to proceed with the devolution proposal, and that Northumberland County Council had this week agreed to defer making a decision.

Resolved:


Cabinet

6 April 2016

County Durham Plan – the next steps andAssessing Development Proposals in County Durham

Key Decision R&ED/03/16

Report of Corporate Management TeamIan Thompson, Corporate Director of Regeneration and Economic DevelopmentCouncillor Neil Foster, Cabinet Portfolio Holder for Economic Regeneration

Purpose of the Report1 For Members to agree an approach to delivering a local plan for County

Durham including a Local Development Scheme setting out the timetable for its delivery and a Statement for Community Involvement which sets out how we will involve the community and stakeholders as it progresses.

2 For Members to agree the Statement of Community Involvement 2016 for consultation. This will enable comments and views to be sought on how and when communities and other interested parties can influence the planning process including the local plan, neighbourhood plans and planning applications.

3 For Members to endorse a revised Policy Position Statement intended to provide for a consistent approach to handling development proposals until the emerging local plan has progressed sufficiently to be given weight in planning decisions. The Position Statement will provide consistency for the benefit of Members, Officers, Developers and the public.

Background

4 Preparation of the County Durham Plan began in 2009 and has gone through a number of stages:

County Durham Local Plan – Issues Paper (2009) County Durham Local Plan – Issues and Options (2010) County Durham Local Plan – Policy Directions (2011) County Durham Local Plan – Preferred Options (2012) County Durham Local Plan – Pre-Submission Draft (2013)

All of these stages were underpinned by an extensive evidence base and informed by substantial public consultation.

5 Following the final round of consultation, the Plan was agreed by Full Council and submitted for independent examination in April 2014. The Interim Inspector’s Report received following the examination hearings identified the economic growth as set out by the Council and its partners as over ambitious. This, alongside issues of process, and following negotiations with the inspectorate, left the council no alternative but to challenge the report. Subsequently and with the consent of Government the report was quashed by the High Court. This in effect allows the Council to revisit the plan process without the constraints of the last inspectors report having any legal weight. In the Statement of Matters within the Consent Order accompanying the decision, the Council agreed that it would withdraw the Plan.

6 This left us in a unique and difficult situation and therefore following the court decision significant discussion has taken place with DCLG and the Planning Inspectorate and advice sought from legal advisers. The outcome of these discussions was that it is advisable to undertake a three stage process in the preparation of the new local plan. This will also ensure meaningful engagement with the community and stakeholders.

The County Durham Plan – taking it forward 7 Due the time that has passed since preparation of the original plan it is

necessary to update the key pieces of evidence that will inform the policies and proposals of the new plan. We are also proposing a new end date for the Plan of 2033 to ensure that at least 15 years will be left after adoption of the Plan as identified by the National Planning Policy Framework (NPPF), paragraph 157.

8 At this first step in the process we will be consulting on an Issues and Options document which will identify the key issues that affect County Durham and set out different options for addressing them. We will be asking for responses on whether we have identified the right issues, what are the best solutions for dealing and whether there are others that we have not identified. This will take place in June and July. Following consideration of responses we will then prepare a Preferred Options for consultation towards the end of this year. Publication of the Pre-Submission Draft will then follow in Spring/Summer 2017. The full timetable, including for the additional Minerals and Waste Policies and Allocation document, is set out in the updated Local Development Scheme at Appendix 2 but the key milestones are shown below:

Stage DateCabinet Issues and Options June 2016Consultation June/July 2016Cabinet agree Preferred Options November 2016Consultation Dec/Jan 2016/17Cabinet agree Pre-submission Draft June 2017Consultation July/August 2017Full Council agree submission November 2017Submission December 2017

8. Cabinet will be asked to consider each stage of the process prior to it proceeding to public consultation. Members will be kept up to date throughout

the preparation of the local plan with briefings in advance of any consultation. During consultation officers will be available to discuss any issues that members wish to raise, there will also be a number of drop in surgeries arranged throughout the process to assist in answering any questions that members may have.

9 There are a number of external factors which also make it imperative that the Plan is progressed expeditiously. In October 2015 the Government announced that it would intervene where councils are failing to produce up to date local plans. The Council must therefore show a commitment to producing a local plan to ensure this is not the case in County Durham. Similarly the recent consultation on the New Homes Bonus proposed that, from 2017/18 local authorities may not receive New Homes Bonus for the years where they have not submitted a Plan. By submitting before the end of 2017 this should mean that we will continue to receive New Homes Bonus.

Statement of Community Involvement

10 Public engagement is at the core of the plan making process. Our recommended approach recognises this and sets it out in the Statement of Community Involvement. It is a statutory requirement (Section 18 of the Planning and Compulsory Purchase Act 2004) to publish a Statement of Community Involvement (SCI). The existing SCI has become dated and it is proposed to revise it. The revised SCI is attached in Appendix 3 and sets out how local communities and other interested parties can influence the planning process including the Local Plan and planning applications. The SCI also advices Town and Parish Councils and Neighbourhood Forums on how to involve local people and groups in the preparation of Neighbourhood Plans.

11 The SCI recognises that local communities and other interested parties have differing needs depending upon knowledge and experience of the planning system as well as based on their own individual circumstances and seeks to set out different consultation methods in order to make involvement easier for them.

12 In order to ensure that the Council engages with communities and other interested parties in the most meaningful way, it is appropriate to seek comments on the draft document.

Assessing Development Proposals in County Durham

13 The timescales for bringing forward the local plan provides a period whereby any application will be considered against either national policy or existing local plan policies, some of which are dated in terms of the economic position of the County. This has encouraged developers to forward schemes which whilst possibly in line with national policy do not positively maximise opportunities in terms of sustainability, economic or social objectives. The recent changes in respect of the local plan require clarification which is the purpose of the attached note.

14 The Policy Position Statement is attached for information at Appendix 3. It sets out how development proposals will be assessed, with guidance on the following matters:

i) The status of the existing Adopted Local Plans in County Durham;ii) The status of the County Durham Plan;iii) The status of proposals in the Inspector’s Interim Report;iv) The Status of Neighbourhood Plans in County Durham;v) The Council’s understanding of Sustainable Development;vi) Infrastructure requirements and planning obligations;vii) Appropriate scale of development;viii) How will the matter of Prematurity be addressed; andix) Five-year housing land supply.

15 The Paper includes an Appendix that lists how relevant Local Plan policies should be considered in the current policy situation. This is to avoid concern and confusion amongst the local communities affected and provide for more certainty and consistency for Members and developers.

Recommendations and reasons16 In relation to the new local plan:

1. Agree the approach and proposed timescales as set out in the Local Development Scheme;

2. Agree the draft Statement of Community Involvement 2016 to be published for a four week consultation from the 15th April to the 13th May; and

Agree that any minor modifications to the draft Statement of Community Involvement 2016 following consultation and approval of the final document are delegated to the Director of Regeneration and Economic Development in consultation with the Portfolio Holder for Regeneration and Economic Development.

3. That ‘Assessing Development Proposals in County Durham’ be agreed as a Council Policy Position Statement to provide clarity to Members, officers, developers and the public.

Background papers - The draft Local Development Scheme is attached at Appendix 2- The draft Statement of Community Involvement is attached at Appendix 3- Assessing Development Proposals in County Durham is attached at Appendix 4 (NB: The Appendix to Appendix 3 is available to view in the Members Library)

Contact: Mike Allum Tel: 03000 261906

Appendix 1: Implications

Finance –The new local plan will require budget commitment for appropriate evidence gathering, consultation, printing and EIP costs.

Staffing –Resource required to progress the local plan.

Risk –DCLG are introducing a mechanism to take control of the preparation of local plans if local authorities do not make satisfactory progress. Therefore delivery of the local plan as programmed is critical to avoid this outcome which would a major impact on local democracy. The Positon Statement provides for consistency in decision making in the period as the local plan progresses

Equality and Diversity / Public Sector Equality Duty –The local plan will be subject to EQIA as it progresses. The draft Statement of Community Involvement 2016 has been subject to an EQIA and has been prepared with the partnership and community engagement team.

Accommodation –None.

Crime and Disorder –None.

Human Rights –None.

Consultation –The consultation approach on the local plan is outlined in the timetable. The draft Statement of Community Involvement 2016 will be subject to a four week consultation period and has been produced with the partnership and community engagement team.

Procurement –Potential consultant commissions to deliver evidence papers.

Disability Issues –The local plan will seek to address relevant issues, e.g. DDA

Legal Implications –Legal opinion and advice has been sought from the Council’s in-house legal team in the preparation of the Position Statement. Internal and external legal advice has informed all decisions on the way forward for the new local plan.

Appendix 2

A LOCAL PLAN FOR COUNTY DURHAM

WHAT WE’RE DOING AND WHEN

LOCAL DEVELOPMENT SCHEME

April 2016

THE LOCAL DEVELOPMENT SCHEME

The Local Development Scheme (LDS) is an essential part of the plan preparation process. It is a Project Plan that represents an agreement with central government outlining the arrangements for producing this new plan. It is the starting point for all interested parties to find out about the Council’s emerging planning policies in respect to a particular area or issue. It illustrates the relationship between the individual documents currently proposed and how they fit into the Council’s wider strategies. This project plan supersedes any previously adopted by Durham County Council.

THE NEW LOCAL PLAN

The new local plan is being produced in accordance with government legislation and guidance. It provides a new and up to date policy context against which all planning applications and development proposals will be assessed and determined. The new plan provides the spatial expression of, and be the key delivery mechanism for, many elements of the County Durham Sustainable Community Strategy and the County Durham Regeneration Statement. It is therefore a key influence and steer in the manner in which the County will develop and prosper in the period to 2033 and beyond.

In addition we are also preparing a number of other documents which are not included in the LDS including:

Infrastructure Delivery Plan, in order to identify the strategic and local infrastructure necessary to deliver the development proposals in the local plan; and

Charging Schedule for the Community Infrastructure Levy (CIL), in order to set the appropriate financial levy to be applied to new development, to fund the delivery of the new infrastructure identified in the Infrastructure Delivery Plan.

STRUCTURE

The Local Plan sets out the spatial vision and strategic objectives for future development of the County, including minerals and waste, to which all supporting documents must conform. It will contain policies and site allocations to deliver these objectives, on which planning applications will be determined. The local plan will also contain a framework for monitoring and implementation.

The Minerals and Waste Policies and Allocations document will develop the strategic minerals and waste content of the local plan. Strategic components of the waste and minerals including strategic sites where justified and necessary will be allocated in the local plan. Where needed and justified the Minerals and Waste Policies and Allocations document will allocate non-strategic minerals and waste sites.

The Proposals Map uses an Ordnance Survey base to depict the areas to which each of the policies will apply. For example, it will show areas which have been

allocated for specific types of development, such as industrial estates and retail areas; and designations such as conservation areas, where special controls apply.

MILESTONES

The key milestones for the production of each document that makes up the development plan are shown in Figure 1 below.

SUSTAINABILITY APPRAISAL

The local plan is subject to Sustainability Appraisal (SA). It considers the environmental, social and economic impacts of the policies and proposals. This will ensure the local plan complies with the Strategic Environmental Assessment (SEA) Directive (European Directive 2001/42/EC).

MONITORING AND REVIEW

Each year an Annual Monitoring Report (AMR) will be prepared to assess progress on the delivery of the local plan and review the effectiveness of its policies. The AMR is published in December each year and assesses the following factors:

Progress on the delivery compared with LDS milestones. Reasons for any variance and proposed actions. Any factors that may impact on the following year’s LDS milestones and

planned action. The need for new evidence or research. A review of policy effectiveness. A trajectory of future housing provision against housing requirements.

The LDS will be reviewed and rolled forward when necessary to take account of changes to national or regional policy, progress on the programme, milestones and the content of the AMR. The flexible nature of the system means that new documents can be added to the LDS as circumstances change.

Figure 1 – Local Development Scheme Milestones

M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A M J J A S O N D J F M A

Local Plan 18 18 18 18 19 19 S PE E E IIR E FIR AMinerals and Waste Allocations

18 18 19 19 S PE E IR A

Document Preparation 19 Regulation 19 Consultation E Examination

18 Regulation 18 Consultation S Submission IIR FIR Receipt of Inspectors Reports

Consideration of Representations PE Pre-examination meeting A Adoption

20202019County Durham Plan Documents

2017 20182016

Appendix 4

Assessing Development Proposals in County Durham:

Revised - March 2016

Council Policy Position Statement

Planning ServicesRegeneration and Economic Development

March 2016

Assessing Development Proposals in County Durham

Revised Council Policy Position Statement

1.0 Context and Introduction

1.1 Until a Local Plan is produced, the “saved” policies of our nine existing Local Plans are the starting point when considering planning applications. A number of Neighbourhood Plans are now coming forward and, depending on how advanced they are, may attract weight when assessing proposals. This Statement sets out the level of consistency of key saved policies to enable clarity in decision making.

1.2 This Statement is primarily aimed at addressing housing development in the period before the emerging Local Plan can attract weight. The issue of Student accommodation is dealt with elsewhere.

1.3 The “presumption in favour of sustainable development” under national policy requires us to assess schemes against the National Planning Policy Framework (NPPF). The housing supply policies in our Local Plans will be out of date if we do not have a five year supply of deliverable housing sites, and may be out of date for other reasons too. When Local Plan policies are out of date, the presumption usually requires that we should grant permission “unless any adverse impacts of doing so would significantly and demonstrably outweigh the benefits”.

Resisting inappropriate development whilst retaining business confidence

1.4 The Council is keen to encourage appropriate development at a time when a number of major investments are happening but equally we seek to resist inappropriate development.

2.0 Assessing Development Proposals

2.1 The principal matters to assess in considering development proposals are:

i) The status of the Adopted Local Plans in County Durham

2.2 The policies in Local Plans, although aged, are still the starting point for decision making. If they are not consistent with the NPPF then national policy is that they should be given reduced (or no) weight. An Officer assessment of consistency with NPPF/PPG can be viewed at:http://durhamcc.limehouse.co.uk/portal/planning/slpnppf. Some policies remain consistent, some are partially consistent, and others are not consistent with the NPPF. Officers will clarify the weight that should be applied to a policy when preparing reports.

2.3 Considering key policies and their status: Paragraph 1.3 above refers. The key questions are: which are our housing supply policies, do we have a 5YHLS and are other relevant policies out of date?

2.4 Most of the Local Plans use development limits/settlement boundaries as the broad demarcation of where development will and will not be permitted. They also include general policies for dealing with housing. Policies delineating settlement boundaries are housing supply policies, as they are intentionally restrictive to development and, when based on old housing figures (as our Local Plan policies invariably are) are out of datei. How this affects key policies is set out in Appendix 1. “Settlement boundary” policies will, on their own, rarely justify refusal of edge of settlement proposals.

http://durhamcc.limehouse.co.uk/portal/planning/slpnppf

2.5 The Local Plans include general policies for protection of the countryside and more general topics (e.g. urban sprawl). To some degree these policies constitute housing supply policies and are out of date. However, they also serve purposes other than guiding the housing supply and in those respects they are not necessarily inconsistent with the NPPF and therefore can be given weightii. The NPPF supports resisting isolated developments, so in this context certain of the settlement boundary and countryside policies will attract weightiii.

2.6 Policies designed to protect particular features or designations are not normally considered to be housing supply policies for NPPF purposes, and will therefore continue to be given weight subject to a consistency analysis.

ii) The status of the County Durham Plan and its evidence base

2.7 The CDP has been withdrawn so is not material to decision making. Some of its supporting evidence nevertheless remains as evidence on a topic basis and may guide the assessment of proposals; for example, the Retail Study, the Employment Land Review (ELR), and the Strategic Housing Land Availability Assessment (SHLAA).

iii) The status of proposals in the Interim Inspector’s Report

2.8 The Interim Report has been quashed in the High Court and as such its content is not material to decision making and it carries no status.

iv) The Status of Neighbourhood Plans in County Durham

2.9 As of March 2016 there are 22 Neighbourhood Plans (NPs) at various stages of preparation across the Countyiv. None are adopted but the Whorlton NP has completed its Submission Consultation, Sedgefield’s NP is in submission consultation, and Great Aycliffe and Witton Gilbert are close to draft stage. The PPG clarifies that refusal on prematurity grounds would seldom be justified unless a Neighbourhood Plan had reached the stage when it had been submitted to the County Council and been subject to consultation. It also sets out that where there is an emerging Neighbourhood Plan but no 5YHLS (see below on this matter) “...decision makers may still give weight to relevant policies in emerging neighbourhood plans, even though these policies should not be considered up-to-date”.

2.10 In cases when there is potential conflict between a proposal and an emerging Neighbourhood Plan, the PPG does not clarify the level of weight to be applied in cases of conflict and this would be a matter of planning judgement. Where a proposal conforms with an emerging Neighbourhood Plan, the stage of Neighbourhood Plan preparation, sustainability of the site, and the nature of representations to the site through the Neighbourhood Plan consultation process will be taken into account in recommending a decision to Members.

v) Sustainable Development

2.11 One of the purposes of this Statement is to guide development proposals in the period until the Local Plan becomes material. The NPPF (at para 14) makes clear that there is a presumption in favour of sustainable development that applies where the development plan is absent, silent or relevant policies are out of date.

2.12 Sustainability is assessed by reference to the NPPF which sets out its three dimensions of economic, social and environmental sustainability. Where these are lacking, the presumption in favour may be overturned even where there is no 5YHLS.v

2.13 These three matters will be relevant when seeking to achieve the planning balance when assessing proposals in the light of NPPF para 14.

2.14 In considering the sustainability of a site, developers should look to Appendix 2 to this Paper, which sets out the sustainability objectives for assessing proposals.

vi) Infrastructure requirements and planning obligations

2.15 The Core planning principles set out in the NPPF require the delivery of sufficient community and cultural facilities and services to meet local needs. This Statement applies in advance of the adoption of a CIL Schedule.

2.16 The Council will negotiate with developers on a site by site basis to agree Section 106 contributions where infrastructure requirements of a development are identified.

2.17 Affordable Housing - The current requirements for affordable provision are set out in the Council’s evidence base and in particular the Strategic Housing Market Assessment 2013 and the CIL viability study 2014. These remain the starting point for negotiation under saved Local Plan policies. The Council will also consider individual site viability in any discussion of affordable housing.

2.18 Recreational and open space needs - One of the general saved policy requirements for residential development is appropriate recreational and amenity space both on site and sometimes off site to meet the needs of the new residents of that scheme. The Council has an Open Space Needs Assessment (OSNA) that sets out provision levels in an area and the standards for what is required dependant on those existing level of facilities, which will be used in assessing housing proposals.

2.19 Whether or not a site is sustainable will not depend solely on infrastructure or meeting planning obligations, so it will not always follow that such contributions can make a site sustainable and therefore acceptable.

vii) Appropriate scale of development

2.20 Whether the scale of development is appropriate for a settlement is a relevant consideration. The 2012 Settlement Study developed a hierarchy of towns and villages based upon the availability of facilities and services. This provides a useful indicator of the sustainability of a settlement. The current scale of a settlement and its position in the hierarchy will help to guide this matter.

viii) How the matter of Prematurity will be addressed

2.21 The PPG sets out that prematurity will seldom be justified as a reason to refuse an application unless a Plan has been submitted for examination and then only when the Council indicates clearly how the grant of permission would prejudice the outcome of the plan-making process. As the CDP has been withdrawn, such prejudice could not presently be demonstrated. In relation to Neighbourhood Plans, guidance on prematurity is set out above.

ix) Five-year housing land supply

2.22 Local Plans are out of date for the purpose of assessing housing requirements. The housing trajectory associated with the former CDP is no longer relevant and the CDP Objectively Assessed Need (OAN - for housing) figure no longer exists. This raises the

issue of what is the requirement against which the supply is to be measured in order to calculate whether or not 5YHLS exists.

2.23 In the period until a new Local Plan OAN figure can be established, the Council will seek to accord with advice in the PPG regarding OAN: “…Where there is no robust recent assessment of full housing needs, the household projections published by the Department for Communities and Local Government should be used as the starting point, but the weight given to these should take account of the fact that they have not been tested (which could evidence a different housing requirement to the projection, for example because past events that affect the projection are unlikely to occur again or because of market signals) or moderated against relevant constraints (for example environmental or infrastructure)”.

2.24 The Council cannot currently demonstrate a 5YHLS because it does not have an OAN but it will provide PPG compliant figures to provide guidance that will be updated as required.

2.25 Conclusion: (an assessment of the implications of this on a key policy basis is set out at Appendix 1):

- Policies that were fundamentally intended to guide housing proposals based on time-limited evidence are out of date (e.g. straightforward settlement boundary and specific housing supply or delivery policies).

- Policies that could sensibly exist regardless of whether the distribution and location of housing policies are out of date should continue to be given appropriate weight, for example, hybrid settlement boundary policies addressing development in the countryside, those resisting isolated development in the countryside, or those protecting specific designation, with the level of weight dependent upon their consistency with the NPPF

i As clarified in the Droitwich Spa case Ref: APP/H1840/A/13/2199085 & APP/H1840/A/13/2199426 - the Secretary of State concurred with an appeal Inspector that where development plan policies were based on old housing figures which did not represent an objectively assessed need, they were "out of date" irrespective of the position on 5 year supply, and accordingly the NPPF para 14 presumption in favour applied

ii The case of Daventry District Council v DCLG and Gladman - CO/3447/2015 of 2-12-15- provides clarity, when it is concluded that it was wrong to treat a policy relating to development in open countryside as a housing supply policy when it was clearly intended to protect the countryside

iii A recent appeal decision at Ebchester supports the above conclusion when a single dwelling in the open countryside was refused, the Inspector applied Derwentside DLP Policy EN1 (Protecting the Countryside) and Policy EN2 (Preventing Urban Sprawl) and noted that “Both policies have significant resonance with paragraph 17 of the Framework which recognises the intrinsic character and beauty of the countryside”. The Inspector concluded that “Whilst there would be some benefits of the proposal, in terms of a small contribution to housing supply, I consider the totality of the harm which I have identified would outweigh the benefits of the proposal” - Ref: APP/X1355/W/15/3131730

iv Barnard Castle, Bearpark, Cassop-cum-Quarrington, Cotherstone, Coxhoe, Durham City, Eggleston, Ferryhill, Gainford & Langton, Great Aycliffe TC, Lanchester, Middridge, Oakenshaw, Sedgefield, Sherburn Village, Stanley, Tow Law, West Auckland, Whorlton, and Witton Gilbert.

v Ref: APP/J3720/A/14/2215276 - Gladman proposal in Warwickshire when the Inspector dismissed the appeal despite a lack of five-year supply on grounds, including that “….The proposal would be at odds with NPPF para 7 which makes clear that “contributing to protecting and enhancing our natural , built and historic environment is an aspect of sustainable development”.

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Cabinet

6 April 2016

Joint Strategic Needs Assessment and the refresh of the Joint Health and Wellbeing Strategy 2016-2019

Report of Corporate Management TeamRachael Shimmin, Corporate Director of Children and Adults ServicesAnna Lynch, Director of Public Health County DurhamCouncillor Lucy Hovvels, Cabinet Portfolio Holder for Adult and Health ServicesCouncillor Joy Allen, Cabinet Portfolio Holder for Safer CommunitiesCouncillor Ossie Johnson, Cabinet Portfolio Holder for Children and Young People’s Services

Purpose of Report

1 The purpose of this report is to present Cabinet with the:

Summary of key messages from the Joint Strategic Needs Assessment 2015 (JSNA) which is attached at Appendix 2.

Refreshed County Durham Joint Health and Wellbeing Strategy (JHWS) 2016-2019 which is attached at Appendix 3.

Background

2 The Health and Social Care Act 2012 places clear duties on local authorities and Clinical Commissioning Groups (CCGs) to prepare a Joint Health and Wellbeing Strategy, through Health and Wellbeing Boards.

3 The JHWS has been refreshed for 2016–19 to ensure it is fit for purpose, continues to meet the health and wellbeing needs of the population, and is aligned to the Sustainable Community Strategy and CCG plans.

4 An Equality Impact Assessment has been undertaken as part of the process for refreshing the Joint Health and Wellbeing Strategy.

Engagement

5 Consultation on the Joint Health and Wellbeing Strategy took place between August 2015 and February 2016 with over 500 people from different backgrounds taking part in the process.

6 The Health and Wellbeing Board hosted the annual “Big Tent” engagement event which took place in November 2015, and was attended by over 260 people from various groups including service users, patients, carers, members of the voluntary and community sector and GP’s as well as professionals from partners agencies.

7 Engagement in relation to health issues has also taken place with young people through Investing in Children reference groups, and the ‘Try it Out’ Young People’s Patient Congress organised by North Durham Clinical Commissioning Group. Young carers and their families have also been part of the engagement process through The Bridge Young Carers Service.

8 In addition, separate engagement events have taken place through the Learning Disabilities Engagement Forum and Older Adults Engagement Forum to determine what health and wellbeing issues are important for those groups.

9 The Children and Young People’s and Adults, Wellbeing and Health Overview and Scrutiny Committees noted the content of the JHWS at their meetings in January 2016. They acknowledged the rigorous consultation process which has been undertaken and did not identify any gaps in the strategic actions. The Committees agreed the outcomes on which the framework is built are appropriate.

10 All fourteen Area Action Partnerships were also part of the consultation

11 The JSNA key messages were received by the Health and Wellbeing Board on 21st January 2016 and the JHWS was approved by the Health and Wellbeing Board on 8th March 2016.

12 Durham Dales, Easington and Sedgefield and North Durham Clinical Commissioning Groups will be asked to receive and endorse the JHWS through their Governing Body meetings in May 2016.

Joint Strategic Needs Assessment

13 The key messages from the Joint Strategic Needs Assessment have been refreshed and are attached at Appendix 2.

14 As part of this process, work has taken place to ensure alignment to the indicators in the County Durham Child Health Profile 2015 and the County Durham Health Profile 2015.

15 An Integrated Needs Assessment (INA) is being developed for County Durham. This will bring together, for the first time, the evidence base and wide range of strategic assessments used to inform strategic planning across the council and by thematic partnerships, and will provide links to data, analysis, external frameworks, strategies and plans relevant to life in County Durham. The INA will become the 'place to go' for up to date information on health and wellbeing in the county and wider economic data.

16 From April 2016 the JSNA will be presented, within the INA, as a web based series of factsheets, using a topic-based approach. The factsheets will be updated regularly. They will provide current data and information for stakeholders which is easier to access, to inform planning and commissioning of services.

Refresh of the Joint Health and Wellbeing Strategy

17 The vision for the JHWS has been re-affirmed as “Improve the health and wellbeing of the people of County Durham and reduce health inequalities”.

Strategic Objectives and Outcomes Framework

18 The Strategic Objectives and Outcomes Framework for the JHWS is provided below:

Strategic Objective 1: Children and young people make healthy choices and have the best start in life

Reduced childhood obesity Improved early health intervention services for children and young people

Strategic Objective 2: Reduce health inequalities and early deaths Reduced levels of tobacco related ill health Reduced obesity levels Reduced levels of alcohol and drug related ill health Reduced mortality from cancers and circulatory diseases Reduced excess winter deaths

Strategic Objective 3: Improve the quality of life, independence and care and support for people with long term conditions

Adult care services are commissioned for those people most in need Increased choice and control through a range of personalised services Improved independence and rehabilitation Improved joint commissioning of integrated health and social care

Strategic Objective 4: Improve the mental and physical wellbeing of the population

Increased physical activity and participation in sport and leisure Maximised independence Improved mental health for the population of County Durham Increased social inclusion Reduced self-harm and suicides

Strategic Objective 5: Protect vulnerable people from harm Prevent domestic abuse and sexual violence and reduce the associated

harm Safeguarding children and adults whose circumstances make them

vulnerable and protect them from avoidable harm

Strategic Objective 6: Support people to die in the place of their choice with the care and support that they need

Improved End of Life Pathway

Strategic Actions

19 The JHWS includes a number of Strategic Actions that identify the key areas of work which the Health and Wellbeing Board will focus on, linked to the objectives and outcomes.

20 A number of actions have amended wording or are new and have been agreed with relevant leads as part of the planning process to develop the Joint Health and Wellbeing Strategy. New Strategic Actions are shown in Appendix 4.

21 A hard copy of the Joint Health and Wellbeing Strategy 2016-19 has been made available in the Members’ Library. The JHWS will also be available on Durham County Council’s website.

Delivery Plan

22 More detailed actions outlining the work taking place to achieve the Strategic Actions will be included in the JHWS Delivery Plan. This will include target dates to show when actions will be achieved, and will be presented to the Health and Wellbeing Board for agreement on 26th July 2016.

23 The Joint Health and Wellbeing Strategy is monitored robustly and progress is reported to the Health and Wellbeing Board on a six monthly basis. This allows partners the opportunity to challenge each other and ensure that services are delivered timely and effectively and achieve good outcomes. As well as providing performance highlights, the Board also receives information on areas for improvement. A performance scorecard / dashboard is also provided to the Board.

24 In addition to performance monitoring through the Health and Wellbeing Board, a subset of performance indicators from the JHWS is reported to the County Durham Partnership under the “Altogether Healthier” theme. Overview and Scrutiny Committees are also provided a subset basket of indicators to provide them with oversight of the performance.

Health and Wellbeing Board Annual Report

25 The Board produced its second annual report for 2014/15 which outlined the work and achievements the Health and Wellbeing Board has made since its implementation and include details of the Local Government Association Peer Challenge which took place in February 2015. It also outlined the Board’s future work programme. Cabinet received the Health and Wellbeing Board Annual Report 2014/15 at its meeting on 16th September 2015.

26 The third Annual Report, for the period 2015/16, will look at the work and achievements that the Health and Wellbeing Board has made and include details of engagement mechanisms used by the Board, areas of best practice and planned work for 2016/17.

27 The Health and Wellbeing Board Annual Report 2015/6 will be presented to the Health and Wellbeing Board at its meeting on 26th July 2016 for agreement and will be received by Cabinet on 14th September 2016 for information.

Recommendations

28 Cabinet is requested to:

Note the summary of key messages in the Joint Strategic Needs Assessment (Appendix 2).

Receive and endorse the Joint Health and Wellbeing Strategy (Appendix 3). Agree to receive the Health and Wellbeing Board Annual Report 2015/16 on

14th September 2016 for information.

Contact: Peter Appleton, Head of Planning & Service Strategy Children and Adults Services Tel: 03000 267381

Finance – Ongoing pressure on the public services will challenge all agencies to consider how best to ensure effective services are delivered in the most efficient way.

The demographic profile of the County in terms of both an ageing and projected increase in population will present future budget pressures to the County Council and NHS partners for the commissioning of health and social care services.

Finance - Staffing - There are no staffing implications.

Risk – There are no risk implications

Equality and Diversity / Public Sector Equality Duty – The key equality and diversity protected characteristic groups were considered as part of the process to identify the groups/organisations to be invited to the Health and Wellbeing Board Big Tent annual engagement event in November 2015, which was attended by over 260 people from various groups including service users, patients, carers, members of the voluntary and community sector and GP’s as well as professionals from partners agencies. An Equality Impact Assessment has been undertaken as part of the process for refreshing the Joint Health and Wellbeing Strategy.

Accommodation - There are no accommodation implications.

Crime and Disorder - The JHWS is aligned with and contributes to the current priorities within the Safe Durham Partnership Plan.

Human Rights – Human rights have been considered in the production of this plan.

Consultation - Consultations have taken place with over 500 key partners and organisations including service users, carers, patients, members of the voluntary and community sector and GP’s as well as professionals from partner agencies to ensure the strategy continues to meet the needs of people in the local area and remains fit for purpose for 2016 - 19.

Procurement - The Health and Social Care Act 2012 outlines that commissioners should take regard of the JHWS when exercising their functions in relation to the commissioning of health and social care services.

Disability Issues – Issues in relation to disability have been considered throughout the development of the JHWS.

Legal Implications - The Health and Social Care Act 2012 places clear duties on local authorities and Clinical Commissioning Groups (CCGs) to prepare a JHWS. The local authority must publish the JHWS. The Health and Wellbeing Board lead the development of the JHWS.


Appendix 2 – Summary of Key Messages from the Joint Strategic Needs Assessment

The following key messages are based on the 2014 ONS mid-year population estimates and theONS 2012 population projections

Demographics

In County Durham the total population has increased to 517,800 in 2014, an increase of 1,800 people from 2013.

Projections indicate a further increase of 2.8% by 2021 (to 532,200 from a 2014 base year), rising to 548,500 people by 2030 (5.9% increase from 2014).

Between 2001 and 2014, due to the increase in birth rate, the 0-4 age group in County Durham increased by 10.5%. As a result of the increase in the birth rate, it is expected that there will be approximately 1,700 more primary aged pupils by 2024/25 than there were in 2014/15.

Between 2001 and 2014, the 0-17 population in County Durham has fallen by 5.9% which is a smaller fall than the North East region of 7.5%, while the national trend is reversed and saw an increase in the 0-17 population of 3.5% over the same period. By 2030, the number of children and young people aged 0-17 is projected to increase by 4.7% (from 2014), reversing some of the declining trends seen prior to 2011.

Between 2001 and 2014, the 18 to 64 age group increased by 3.5%, an increase of 10,700 people. However this group is predicted to decrease to 311,200 by 2021 (a fall of 1.5%) and continue to fall by a further 2.1% by 2030 (a fall of an additional 6,600 people).

The 65+ age group is projected to increase from almost one in five people in 2014 (19.6%) to one in four people (25.3%) by 2030, which equates to an increase of 36.8% from 101,500 to 138,800 people.

The proportion of the county’s population aged 85+ is predicted to almost double (+93.9%) by 2030.

According to latest available data, the level of child poverty is worse than the England average (18.6%), with 22.5% of children under 16 years living in poverty (2012).

In County Durham, estimates suggest that around 22,000 people aged 18-64 years are socially isolated (7%).

Durham City’s student population, as enrolled at the Durham campus, is 15,129 (2015/16) and tourism trips to the city in 2013 totalled 3.8 million visitors.

Health in County Durham

Life expectancy has improved for males (78.0) but reduced slightly for females (81.3) - both are still behind the England average (79.4 for males and 83.1 for females)

In County Durham, men born in the most affluent areas will live 7 years longer than those born in the most deprived areas; women born in the most affluent areas will live 7.5 years longer than those born in the most deprived areas.

In 2013/14, the percentage of women who start to breastfeed (57.4%) continues to rise but remains lower than the England average (73.9%).

Children's tooth decay at age five in County Durham in 2011/12 (0.93%) was not significantly different to England (0.94%) but was lower than the North East (1.02%), however too many of our children still experience preventable dental disease.

In 2014/15, 23% of children aged 4-5 years and 36.6% aged 10-11 are classified as overweight and obese compared to the England average of 21.9% and 33.2% respectively.

During October 2013 to September 2014, teenage conception rates (30.5 per 1,000) were greater than the England average (23.3), and the North East region (30.2). There has been a sustained downward trend since monitoring commenced in 1998.

In 2013/14, alcohol-related hospital admission rates for under 18s (69.9 per 100,000) are higher than the regional (65.8) and national (40.1) rates.

Hospital admissions for 15-24 year olds due to substance misuse are worse in the county (94.7 per 100,000) than the England average of 81.3 (2011/12 – 2013/14).

In 2013/14, admission rates to hospital due to self-harm for 10-24 year olds (523.5 per 100,000) are higher than the England average (412.1 per 100,000).

In 2013/14, the rate (per 10,000) for emergency hospital admissions caused by unintentional and deliberate injuries in children (0-14 years) is worse in County Durham (168.4) than the England average (112.2).

In 2013/14, the rate (per 10,000) for emergency hospital admissions caused by unintentional and deliberate injuries in young people (15-24 years) is worse in the county (201.7) than the average rate for England (136.7).

In a Student Voice survey in 2015 across secondary schools in the county, over a third of young people stated that they do not participate in physical activity in and out of school, other than School PE.

Prevalence of long term conditions (such as diabetes, coronary heart disease, and stroke) is significantly higher than the England average.

The mortality rate for cancer (168.6 per 100,000 population aged under 75) has seen a small increase in 2012-14 and is higher than the England average (141.5).

The mortality rate for cardiovascular disease (81.7 per 100,000 population aged under 75) is higher than England (75.7) but has been falling over time (2012-14).

The mortality rate for respiratory disease (41.8 per 100,000 population aged under 75) is higher than the England average (32.6). (2012-14)

The mortality rate for liver disease (20.1) per 100,000 population aged under 75 is higher than the England average (17.8) (2012-14)

Smoking-related deaths in the county (381.3 per 100,000 population aged 35 and over) are worse than the England average of 288.7 (2011-13).

Smoking prevalence in the county (22.7% in 2013) is worse than the England rate of 18.4%.

There has been an overall downward trend in maternal smoking over time in County Durham, the North East and England. However, rates locally are still higher than the England average. In 2013/14, 19.9% of mothers in County Durham were smoking at the time of delivery compared to 18.8% regionally and 12.0% nationally.

Levels of excess weight in adults are higher across the county (69% of adults) than the North East (68.6%) and significantly higher than England (64.6%).

In 2013/14, the diabetes prevalence rate for County Durham of 6.9% is higher than both regional (6.5%) and national (6.2%) rates.

The rate for alcohol-specific admissions to hospital for adults in 2013/14 at 788 per 100,000 population is worse than the England average of 645.

The number of emergency hospital admissions due to drowning or submersion injuries per 100,000 population is 0.8 for County Durham, compared to an England average of 0.9.

The number of adults assessed with mental health needs increased by 19.2% between 2010/11 and 2014/15.

Between 2012 and 2014, the suicide rate (13.3 per 100,000 population) is higher than the England average of 8.9.

Social Care in County Durham

Census results for 2011 show that there are 4,201 young carers in County Durham between the ages of 0–24, which represents 3% of the 0–24 population. However in a school survey, of the survey cohort, 848 students (10.5%) identified themselves as a Young Carer which is significantly higher than the census data.

The rate of children and young people aged 0-17 in receipt of Disability Living Allowance is higher in County Durham (41.8 per 1,000 population) than regionally (41.1) and nationally (33.9).

There are 3,745 children in need in the county (March 2015) and in 52% of cases, neglect / abuse is the most common identified primary need, which is above the national average of 49%.

Neglect or acts of omission and physical abuse represent the most commonly reported forms of abuse for adult safeguarding investigations.

The number of reported safeguarding incidents has increased – in the previous three years; activity levels had remained relatively static.

In 2014/15 there were 259 adults with autism aged 18-64 years in County Durham, a 3.2% increase on 2012/13 (284) figures.

In 2013/14 performance (46.7%) was above the national average (44.2%) for the percentage of people with learning disabilities who have had an annual health check.

In 2013/14, 2,159 older people were admitted to hospital for falls or falls injuries which is higher than the national average (2,064)

The rate of emergency admissions for hip fractures in people aged 65+ (674) is worse than the regional rate (651) and the England rate (580) in 2013/14.

Since November 2014, there has been a reduction in the number of people whose discharge from hospital is delayed - this is better than England and North East rates. Data for the period April – August 2015 shows an average of 4.9 people delayed in Durham compared to a national rate of 11.1 and a regional rate of 7.4

There were 1,658 referrals to the reablement service in 2014/15. Of those referred 64% completed the reablement period without the need for ongoing care, whilst 20% completed with a reduced care package. A total of 94% of people completing reablement achieved their goals.

There has been an increase in the number of older carers aged 65+ who receive either a social care or information and advice service; in 2014/15 there were 2,516 carers aged 65+ who were offered support.

The average age of people going into residential care has risen – people are going into care later in life and staying for a shorter period of time. Average age in 2004/05 was 84.4 – in 2014/15 it was 87.1 Average length of stay in 2007/08 was 637 – in 2014/15 it was 597

Estimates suggest that over 6,600 people in County Durham aged 65+ have dementia. Projections suggest that this number will almost double between 2011 and 2030. This will present a significant challenge to health and social care services.

In the Department of Health’s national adult care survey in 2014/15, social care users in County Durham reported higher levels of satisfaction, have more control and have a better quality of life than nationally.

For the period 2013/14, in County Durham 96% of people who stated their preferred place of death achieved it in the North Durham CCG area and 83% in the Durham Dales, Easington and Sedgefield CCG area.

Appendix 3 - Joint Health and Wellbeing Strategy 2016-19 attached as a separate document

Appendix 4 – New Strategic Actions for 2016-19

Strategic Objective 1: Children and Young People make healthy choices and have the best start in life

Outcome: Improved early health intervention services for children and youngPeople

1 The JSNA states that in 2013/14, alcohol-related hospital admission rates for under 18s (69.9 per 100,000) are higher than the regional (65.8) and national (40.1) rates.

2 The following actions have been included to reflect the two key objectives in the Alcohol Harm Reduction Strategy 2015 – 20 aligned to the Altogether Better for Children and Young People theme.

Support young people to manage their risk taking behaviours by building resilience and creating a culture that encourages young people to choose not to drink

Reduce the negative impact alcohol has on the lives of children, young people and their families through parental alcohol use

Strategic Objective 2: Reduce health inequalities and early deaths

Outcome: Reduced levels of alcohol and drug related ill health

3 The JSNA states that the rate for alcohol-specific admissions to hospital for adults in 2013/14 at 788 per 100,000 population is worse than the England average of 645.

4 The following action has been added to reflect the key objective in the Alcohol Harm Reduction Strategy 2015 – 20 aligned to the Altogether Healthier theme.

Improve health inequalities and reduce early deaths in County Durham by reducing alcohol consumption across the population

Outcome: Reduced mortality from cancers and circulatory diseases

5 The JSNA identifies that in 2013/14, the diabetes prevalence rate for County Durham of 6.9% is higher than both regional (6.5%) and national (6.2%) rates.

6 The following action reflects the work taking place to address the issue of diabetes across the County.

Work in partnership to develop and implement an effective preventative and treatment programme for people with and at risk of diabetes

Strategic Objective 3: Improve the quality of life, independence and care and support for people with long term conditions

Outcome: Improved joint commissioning of integrated health and social care

7 The following action has been included to reflect the work taking place to further develop options for future integration in County Durham.

Develop a vision and new model of integration for County Durham to maximise the use of resources and improve outcomes for local people with regard to health and social care

8 At the Health and Wellbeing Board meeting in July 2015, it was agreed that an action in relation to the Better Health Programme (previously Securing Quality in Health Services - SeQIHS) would be included in the Joint Health and Wellbeing Strategy 2016 – 19. The action relates to phase three of the Better Health Programme as follows:

Work together to consider the implications of the key clinical quality standards and potential models of care across the Durham, Darlington and Tees area within the resources available

Strategic Objective 4: Improve the mental and physical wellbeing of the population

Outcome: Maximised independence9 The following action has been added to reflect the work to meet the accommodation

needs for people with mental health, autism and / or learning disabilities issues. This will include remodelling existing accommodation and sub actions will be included in the JHWS Delivery Plan.

Improve access and availability of suitable accommodation and services to support recovery for people with a range of needs including learning disabilities, mental health problems and autism to enable them to live as independently as possible in the community.

Outcome: Reduced self-harm and suicides

10 The JSNA identifies that in 2013/14, admission rates to hospital due to self-harm for 10-24 year olds (523.5 per 100,000) are higher than the England average (412.1 per 100,000). The JSNA also identifies that between 2012 and 2014, the suicide rate (13.3 per 100,000 population) is higher than the England average of 8.9.

11 The following action has been added to reflect the work taking place to improve outcomes for those who experience mental health crisis as part of the work taking place in relation to the local Mental Health Crisis Care Concordat action plan.

Work in partnership to improve outcomes for those people experiencing mental health crisis in the community and in custody

Strategic Objective 5: Protect vulnerable people from harm

Outcome: Safeguarding children and adults whose circumstances make them vulnerable and protect them from avoidable harm

12 The Care Act 2014 places Safeguarding Adults Boards on a statutory basis. The following action has been included to strengthen the arrangements that are in place in County Durham in protecting adults.

Develop the practice of adult protection lead officers and frontline teams to meet the requirements of ‘Making Safeguarding Personal’

County Durham Joint Healthand Wellbeing Strategy2016-2019

Improve the health and wellbeingof the people of County Durhamand reduce health inequalities

‘

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Health

Independence

Wellbeing

Support

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ContentsSection Page No.

1. Foreword – Chair and Vice Chair of the Health andWellbeing Board

3

2. Introduction 5

3. Vision for health and wellbeing in County Durham 7

4. Wider and cross cutting issues 9

5. The picture of health and wellbeing needs in CountyDurham

11

6. Strategic Objectives1. Children and young people make healthy choices

and have the best start in life2. Reduce health inequalities and early deaths3. Improve the quality of life, independence and care

and support for people with long term conditions4. Improve the mental and physical wellbeing of the

population5. Protect vulnerable people from harm6. Support people to die in the place of their choice

with the care and support that they need

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1822

26

3033

7. Measuring Success: Performance ManagementArrangements for the Joint Health and Wellbeing Strategy

35

8. Appendices: 36

Appendix 1 National Policy Context 37

Appendix 2

Appendix 3

Membership of the Health & WellbeingBoard

Other strategies and documents that link tothe Joint Health and Wellbeing Strategy

44

45

Appendix 4 Abbreviations / Glossary of Terms 47

9. Contact Details 49

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1. Foreword

The first Joint Health and WellbeingStrategy (JHWS) for County Durham wasdeveloped in 2013 and has beenreviewed on an annual basis with inputfrom local stakeholders, including serviceusers, patients, carers, members of thevoluntary and community sector, GP’s,NHS and local authority partners toensure it focuses on the right priorities forjoint action to improve people’s healthand wellbeing.

The strategy outlines a vision for wherewe would like County Durham to beheading in terms of health and wellbeingand health inequalities.

Examples of developments in serviceswhich are included in the JHWS are:

Agreement of the DementiaStrategy for County Durham andDarlington that identifies areas ofneed and services we need toprioritise to enable people to livewell with dementia. A key area ofthe strategy is the roll out of‘Dementia Friendly Communities’which will focus on improvinginclusion and quality of life forpeople living with dementia.

Agreement of a five year plan forPalliative and End of Life Care inCounty Durham and Darlington todeliver high quality sustainableservices and improvements forpatient and carer experience forpeople diagnosed with a lifelimiting condition. This will ensurepeople who need it receiveexcellent palliative care, in theplace they want to receive it, whenthey are progressing towards theend of life.

Agreement of the County DurhamDual Needs Strategy 2015-17which identifies people with dualneeds and ensures they haveaccess to coordinated

and responsive services to meettheir complex and changing needsand their families and carers aresupported.

Endorsement of the CountyDurham and Darlington UrgentCare Strategy 2015-20 which aimsto improve people’s ability to carefor themselves through patientself-management programmes,improve patient access to urgentcare from primary and communityservices and improve emergencycare provision provided withinhospital settings and byambulance services.

Awarded one of the eightVanguard sites which aretransforming emergency andurgent care. This provides anopportunity for us to not just workacross organisations but alsoacross geographical boundaries aspart of the North East Urgent CareNetwork.

Agreement of the comprehensiveCounty Durham TransformationPlan for Children and YoungPeople’s Mental Health, EmotionalWellbeing and Resilience 2015 –2020. This plan takes intoconsideration the national policydocument ‘Future in Mind’ onpromoting, protecting andimproving children and youngpeople’s mental health andwellbeing.

Supported progress towards thedevelopment of a new strategicframework for physical activity -Altogether Active – A PhysicalActivity Framework for CountyDurham.

Agreement of the first Health andWellbeing Board ledPharmaceutical NeedsAssessment for County Durham

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which looks at the currentprovision of pharmacy servicesacross County Durham andwhether there are any potentialgaps to service delivery.

Endorsement of the StrategicFramework for the Prevention ofCardiovascular Disease (CVD)2015 – 19. The aim of thisdocument is to set out a frameworkto help prevent CVD, by workingtogether to reduce changeable riskfactors, through tried and testedinterventions for the generalpopulation, the community andalso at an individual level.

Agreed County Durham will be oneof the early demonstrator sites forthe new National DiabetesPrevention Programme (NDPP)commencing April 2016. Inaddition, a new local IntegratedDiabetes Model with Consultantsand G.P. Practices working jointlyin the community to support theirpatients will be rolled out from April2016.

As budgets continue to be squeezed inthe public sector it is important wecontinue to work together to make thebest use of resources and improve

outcomes for local people with regards tohealth and social care.

National NHS Planning guidance,‘Delivering the Forward View’, requiresthe development of a five yearSustainability and Transformation Plan2016-21 to set out a vision for health toimprove the quality of care, wellbeing andNHS finances.

The Sustainability and TransformationPlan will link to the Joint Health andWellbeing Strategy, Better Care Fund andBetter Health Programme to address theprovision of the best possible localservices over the next five years andbeyond. The Better Health Programmeaims to improve services whilstconsidering key challenges including:

The changing health needs of localpeople

Meeting recommended clinicalstandards

Availability of highly trained andskilled staff

High quality seven-day services Providing care closer to home Making the best use of our money

The Health and Wellbeing Board remainscommitted to working together to improvethe health and wellbeing of the people ofCounty Durham and reducing healthinequalities.

Councillor Lucy HovvelsChair of the Health and Wellbeing BoardCabinet Portfolio for Adult and HealthServices

Dr Stewart FindlayVice Chair of theHealth and Wellbeing BoardChief Clinical Officer, Durham Dales,Easington and Sedgefield ClinicalCommissioning Group

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2. Introduction

What is the Joint Health andWellbeing Strategy?

The Joint Health and Wellbeing Strategyis a legal requirement to ensure healthand social care agencies work togetherand agree the services and initiatives thatshould be prioritised.

County Durham’s Health and WellbeingBoard has the responsibility to deliver theJoint Health and Wellbeing Strategy2016-19. The refresh is informed by theJoint Strategic Needs Assessment andthe Annual Report of the Director ofPublic Health, County Durham, which isproduced annually.

The strategy is not about taking action oneverything at once but about settingpriorities for joint action and making a realimpact on people’s lives. It provides afocus and vision from which to planahead in the medium term. It sets thepriorities for commissioners to purchasehealth and social care services from April2016 onwards. These will be reflected inClinical Commissioning Group and localauthority plans.

The strategy also takes account of thenational and local policy context whichcontributes to and helps shape thisagenda. Overviews of the key policieswhich have been considered as part ofthis document are included at Appendix1.

What is the Health and WellbeingBoard?

The Health and Wellbeing Board wasestablished in April 2013 to promoteintegrated working betweencommissioners of health services, publichealth and social care services, for thepurposes of advancing the health andwellbeing of the people in its area.Membership of the Health and WellbeingBoard is included at Appendix 2.

As well as being a Council Committee,the Health and Wellbeing Board is the“Altogether Healthier” thematicpartnership of the County DurhamPartnership, which is the overarchingstrategic partnership in County Durham.

An annual report is produced whichidentifies achievements, commitmentsand engagement activity of the Healthand Wellbeing Board as well as detailinglocality health and wellbeing projectswhich are supported by the Board.

What consultation has takenplace?

Consultation has taken place with over500 people as part of the refresh of theJoint Health and Wellbeing Strategy toensure the strategy continues to meet theneeds of people in the local area andremains fit for purpose for 2016-19.

The Health and Wellbeing Board held anengagement event which was attendedby over 260 people from various groupsincluding voluntary organisations, patientreference groups, service users, carers,Area Action Partnerships and ElectedMembers.

A number of engagement events werealso undertaken to gain the views ofyoung people in relation to health andwellbeing. These included “Try it out”days undertaken by North DurhamClinical Commissioning Group andAgenda Days by Investing in Children.

Young carers and their families were alsoconsulted through The Bridge YoungCarers Service. Engagement events forolder people and people with learningdisabilities were also undertaken.

Adults, Wellbeing and Health andChildren and Young People’s Overviewand Scrutiny Committees were alsoconsulted.

6

Pledges of the Health andWellbeing Board

Examples of pledges undertaken by theHealth and Wellbeing Board include:

Signed up to the Disabled Children’sCharter to ensure the needs ofdisabled children are fully understoodand services are commissionedappropriately.

Identified the Chair of the Health andWellbeing Board and Director ofPublic Health, County Durham asmental health champions whose roleincludes promoting wellbeing andinitiating and supporting action onpublic mental health.

Signed up to the National DementiaDeclaration and Dementia Careand Support Compact to supportthe delivery of the NationalDementia Strategy and improvingcare and support for people withdementia, their carers and families.

Signed up to the Carers’ Call toAction to ensure the vision forcarers of people with dementia isachieved.

Signed up to the National PensionersConvention’s Dignity Code which hasbeen developed to uphold the rightsand maintain the personal dignity ofolder people.

Signed up to St Mungo’s BroadwayCharter for Homeless Health pledgingto measure and understand theneeds of homeless people.

Signed the NHS Statement ofSupport for Tobacco Control toactively support local work to reducesmoking prevalence and healthinequalities.

Stakeholders

A list of stakeholders for the Joint Healthand Wellbeing Strategy is shown below: Patients Reference Groups Service users Carers Durham County Council Clinical Commissioning Groups County Durham and Darlington NHS

Foundation Trust North Tees and Hartlepool NHS

Foundation Trust City Hospitals Sunderland NHS

Foundation Trust Tees Esk and Wear Valleys NHS

Foundation Trust (TEWV) Healthwatch County Durham Voluntary organisations County Durham Partnership Safe Durham Partnership Children and Families Partnership Overview and Scrutiny Committees Durham Constabulary County Durham and Darlington Fire

and Rescue Service The Durham Tees Valley Community

Rehabilitation Company Limited National Probation Service Durham Tees Valley Community

Rehabilitation Company Safeguarding Adults Board Local Safeguarding Children Board Veterans Wellbeing Assessment and

Liaison Service (VWALS) Tobacco Control Alliance Healthy Weight Alliance Think Family Partnership Learning Disabilities Engagement

Forum Older Adults Engagement Forum Mental Health Partnership Board Community Wellbeing Partnership Area Action Partnerships System Resilience Group Protected Characteristic Groups North East Local Nature Partnership

(NB this is not an exhaustive list)

7

3. Vision for health and wellbeing in County Durham

The Joint Health and Wellbeing Strategyis informed by the Joint Strategic NeedsAssessment (JSNA) and the AnnualReport of the Director of Public HealthCounty Durham.

The vision for the Joint Health andWellbeing Strategy is to:

‘Improve the health andwellbeing of the people ofCounty Durham and reducehealth inequalities’

Central to this vision is decisions aboutthe services that will be provided forservice users, carers and patients, shouldbe made as locally as possible, involvingthe people who use them.

The Health and Wellbeing Board willcontinue to further develop options forfuture integration in County Durham.

The strategic objectives were re-affirmedby the Health and Wellbeing Board inSeptember 2015 as:

1. Children and young people makehealthy choices and have the beststart in life.

2. Reduce health inequalities andearly deaths.

3. Improve the quality of life,independence and care andsupport for people with long termconditions.

4. Improve the mental and physicalwellbeing of the population.

5. Protect vulnerable people fromharm.

6. Support people to die in the placeof their choice with the care andsupport that they need.

The Health and Wellbeing Board has alsoagreed a set of outcomes that are alignedto the strategic objectives, for example‘Reduced childhood obesity’, ‘Improvedindependence and rehabilitation’ and‘Increased social inclusion’. Please seethe diagram on the next page for a fullillustration of strategic objectives andoutcomes.

The strategic objectives and outcomesare underpinned by a number of strategicactions which will be undertaken to meetthe objectives. The Joint Health andWellbeing Strategy Delivery Plan willensure the strategy is effective andperformance managed, allowingtransparency in demonstrating theprogress that has been made and what isstill left to do. Performance monitoringreports are presented to the Health andWellbeing Board on a six monthly basis tooutline achievements and where furtheraction is still required.

The Joint Health and Wellbeing Strategyhas informed local authority plans,Clinical Commissioning Groups (CCG)commissioning intentions and plans, theSustainable Community Strategy, NHSProvider Plans (including QualityAccounts) and the Sustainability andTransformation Plan 2016–21. Anoverview of the range of strategies anddocuments which the Joint Health andWellbeing Strategy links to is provided atAppendix 3.

* Children andyoung people makehealthy choicesand have the best

start in life

Reduce healthinequali$es andearly deaths

Improve thequality of life,

independence andcare and support

for people with longterm condi$ons

Improve themental andphysical

wellbeing ofthe popula$on

** Protectvulnerable people

from harm

Support people todie in the place of

their choice with thecare and support

they need

ReduceChildhoodObesity

Improved earlyhealth

interven$onservices forchildren andyoung people

Reduce levelsof tobaccorelated illhealth

Reducedobesity levels

Reducedlevels of alcohol

and drugrelated illhealth

Reducedmortality fromcancers andcirculatorydiseases

Reduced excesswinter deaths

Adult careservices are

commissionedfor those peoplemost in need

Increasedchoice and

control througha range of

personalisedservices

Improvedindependence

andrehabilita$on

Improved jointcommissioningof integratedhealth andsocial care

Increasedphysical

ac$vity andpar$cipa$on in

sport andleisure

Maximisedindependence

Improvedmental health

for thepopula$on ofCounty Durham

Increased socialinclusion

Reducedself-harm and

suicides

Prevent domes$cabuse and sexualviolence andreduce the

associated harm

Safeguardingchildren andadults whosecircumstancesmake them

vulnerable andprotect them fromavoidable harm

Improve End ofLife Pathway

*Shared objec$ve for the Children and Families Partnership and the Health and Wellbeing Board

**Shared objec$ve for the Safe Durham Partnership and the Health and Wellbeing Board

Joint Health and Wellbeing StrategyObjectives and Outcomes Framework

8

9

4. Wider and cross cutting issues

The County Durham Partnership (CDP) is the overarching partnership for County Durham and is supported by five thematic partnerships, one of which is the Health and Wellbeing Board. Each of these has a specific focus, as outlined below along with their strategic objectives:

• The Economic Partnership

Aims to make County Durham a place where people want to live, work, invest and visit whilst enabling our residents and businesses to achieve their potential. • Thriving Durham City • Vibrant and successful towns • Sustainable neighbourhoods and

rural communities • Competitive and successful

people • A top location for business

• The Children and Families

Partnership Works to ensure effective services are delivered in the most efficient way to improve the lives of children, young people and families in County Durham. • Children and young people realise

and maximise their potential • Children and young people make

healthy choices and have the best start in life

• A Think Family approach is embedded in our support for families

• The Safe Durham Partnership Tackles crime, disorder, substance misuse, anti-social behaviour and other behaviour adversely affecting the environment and seeks to reduce re-offending.

• Reduce anti-social behaviour • Protect vulnerable people from

harm • Reduce re-offending • Alcohol and substance misuse

harm reduction • Embed the Think Family approach • Counter terrorism and prevention

of violent extremism • Implement measures to promote a

safe environment

• The Environment Partnership Aims to transform and sustain the environment within County Durham, maximising partnership arrangements to support the economy and the wellbeing of local communities. • Deliver a clean, attractive and

sustainable environment • Maximise the value and benefits

of Durham’s natural environment • Reduce carbon emissions and

adapt to the impact of climate change

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Cross cutting prioritiesThere are a number of cross cuttingpriorities that will be addressed in the JointHealth and Wellbeing Strategy. Thefollowing objective is shared with theChildren and Families Partnership and isincluded in the Children, Young People andFamilies Plan:

‘Children and young people make healthychoices and have the best start in life’

Issues such as children and young people’smental health including self-harm by youngpeople are included under this objective andwill be led by the Health and WellbeingBoard with support from the Children andFamilies Partnership.

The following objective is shared with theSafe Durham Partnership:

‘Protect Vulnerable People from Harm’

As a shared objective, actions relating toissues such as alcohol and substancemisuse will be dealt with jointly by the Healthand Wellbeing Board and Safe DurhamPartnership.

The Joint Health and Wellbeing Strategyreflects work that is taking place across allservice user, carer and patient groups. Itrecognises that many issues affect multiplegroups of people. For example, issuesaround mental health can affect children andyoung people, older people and carers aswell as those with a long term healthconditions including diabetes andcardiovascular disease.

Community issuesThere are fourteen Area Action Partnerships(AAPs) across County Durham which havebeen set up to help deliver high qualityservices and give local people andorganisations a say on how our services areprovided. Each AAP has a healthrepresentative from the CCG sitting on theirrespective Boards, as well as a designatedPublic Health officer aligned to the AAP whoprovides ongoing support.

In 2015-16, Public Health provided theAAPs with a health budget which the AAPsand partners can use to address local healthissues.

The County Durham and Darlington Fire andRescue Service is also represented on AAPBoards. Through the TransformationChallenge Award the Fire and RescueService launched a scheme, known as SaferHomes to engage isolated, vulnerable andelderly people and provide them with crimeand fire safety advice as well as protection.Along with practical help to make homessafer, the project aims to improve the healthand wellbeing of those people involved, withthe project designed to foster furthercollaboration with as many frontline healthcare professionals, practitioners, familiesand friends as possible in order to reach themost vulnerable members of the community.

Wider determinants of healthThe Marmot Review 'Fair Society HealthyLives’ (2010) acknowledged the widerdeterminants of health which includeemployment, education, transport, housing,environment and crime and disorder. Theseissues are best addressed through theSustainable Community Strategy (SCS)which is the over-arching strategic documentof the County Durham Partnership. TheSCS has a stronger focus on issues that cutacross more than one thematic priority,particularly those that will have a significantimpact on the high level objectives of morethan one thematic partnership. The SCSalso has links to other plans such as theCounty Durham Plan, RegenerationStatement, the Local Transport Plan and theHousing Strategy.

The SCS provides particular focus on thefollowing cross thematic areas:

Job creation Mental wellbeing Think Family Volunteering Inequalities Alcohol

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5. The picture of health andwellbeing needs in CountyDurham

The Joint Strategic Needs Assessment isthe evidence base which informs the JointHealth and Wellbeing Strategy. A newapproach is being taken to develop a webbased Integrated Needs Assessment forCounty Durham, which will incorporatethe Joint Strategic Needs Assessmentfrom summer 2016.

The health of the people in CountyDurham has improved significantly overrecent years, but remains worse than theEngland average. Health inequalitiesremain persistent and pervasive. Levelsof deprivation are higher and lifeexpectancy is lower than the Englandaverage, and there is also inequalitywithin County Durham for manymeasures, including life expectancy andpremature mortality which can vary overthe geography of the County. The linksbetween poor health outcomes anddeprivation are well documented.

The latest release of the Children in Low-Income Families Local Measure showsthe gap between County Durham andEngland continues to widen. In 2007,22.8 percent of County Durham childrenaged under 16 were in families receivingless than 60 percent of median nationalincome. This was only slightly higher thanthe national rate of 22.4 percent.However, latest data from 2013 indicatesthe absolute gap to have grown to 3.9%(County Durham 22.5 percent, England18.6 percent). If the level of child povertyin the County had followed nationaltrends since 2007, there would have beenover 2,100 fewer children in poverty in2013.

It is essential a strong partnershipapproach is taken to address poverty,working across sectors and with partnerorganisations, to understand impacts andto support individuals and communitiesaffected by welfare reform and relatedpoverty issues.

A Poverty Action Steering Group (PASG)is in place, led by the Assistant ChiefExecutive of Durham County Council,which co-ordinates the delivery of a rangeof new and existing policy work whichseeks to achieve a much broaderunderstanding of the issues affectingresidents, resulting from continuingchanges to welfare and other issueswhich mean residents can experiencepoverty. Building on this understanding,the Group will seek to identify actions tosupport residents and help addressidentified inequalities. The PASG hasdeveloped a Poverty Action Plan whichoutlines the vision as:

“To work together to reduce andprevent poverty as far as possibleacross County Durham”

In addition there are three objectives andfive themes which include child poverty,under which identified actions will becoordinated.

Many of the Area Action Partnerships(AAPs) have identified welfare reform asone of their key priorities and havesupported various projects in their areas,focusing on the issues which areparticularly relevant to each localcommunity. For example, Stanley AAPprovided assistance to a project offeringface to face local Welfare Rights advice,through a series of surgeries throughoutthe area, has provided support toresidents affected by welfare changesand who are experiencing difficult times.The service is being further enhanced bypartnership links with Macmillan CancerSupport, Stepchange debt charity,sensory support services and localmental health support projects.

The Council has worked with partners tosupport the Advice in County DurhamPartnership to help co-ordinate anddevelop capacity to provide welfare andpoverty advice in the County. Thepartnership seeks to bring togetherstatutory, community and voluntary sectororganisations under a ‘no wrong door’

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approach, to improve the co-ordination ofadvice services and ensure agencieswork together to support the needs of ourcommunities.

Health inequalities are affected bysocio-economic conditions that existwithin County Durham such as lowerhousehold income levels, lowereducational attainment levels and higherlevels of unemployment, which lead tohigher rates of benefits claimantssuffering from mental health orbehavioural disorders. Local priorities fortackling these inequalities includereducing smoking, tackling childhood andadult unhealthy weight, promotingbreastfeeding, reducing alcoholconsumption, reducing teenageconceptions (and promoting good sexualhealth), promoting positive mental healthand reducing early deaths from heartdisease and cancer. The EconomicPartnership’s focus includes raisingaspirations for young people, engagingadults into work and mitigating the impactof welfare reform on our most vulnerableresidents. The Partnership also focuseson housing and we will continue to workwith them to ensure there is a linkbetween housing and health.

Much of our population suffer fromavoidable ill-health or premature deaths.Lifestyle choices remain a key driver toreducing premature deaths but it is clearthat social, economic and environmentalfactors also have a significant and directimpact on health.

Smoking prevalence, proportion ofmothers smoking during pregnancy,unhealthy weight in children and adults,alcohol specific hospital admissions andteenage conception rates are all greaterthan the England mean. Lower thanaverage levels of breastfeeding initiationare prevalent, combined with poor dietarychoices.

The County has an ageing populationwhich will present challenges in deliveringservices. Our most recent populationinformation for County Durham shows:

The total population has increasedto 517,800 in 2014, an increase of1,800 people from 2013.

Projections indicate a furtherincrease of 2.8% by 2021 (to532,200 from a 2014 base year),rising to 548,500 people by 2030(5.9% increase from 2014).

Between 2001 and 2014, the 0-17population in County Durham fellby 5.9%; a smaller fall than theNorth East region (7.5%) while thenational trend is reversed and sawan increase in the 0-17 populationof 3.5% over the same period.

By 2030, the number of childrenand young people aged 0-17 isprojected to increase by 4.7%(from 2014), reversing some of thedeclining trends seen prior to2011.

Between 2001 and 2014 the 18 to64 age group increased by 3.5%(10,700 people); this group ispredicted to decrease to 311,200by 2021 (a fall of 1.5%) andcontinue to fall by a further 2.1%by 2030 (a fall of an additional6,600 people).

The 65+ age group is projected toincrease from almost one in fivepeople in 2014 (19.6%) to one infour people (25.3%) by 2030,which equates to an increase of36.8% from 101,500 to 138,800people.

The proportion of the County’spopulation aged 85+ is predicted toalmost double (+93.9%) by 2030.

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Social isolation and loneliness is asignificant and growing public healthchallenge for County Durham’spopulation. It affects many people livingin County Durham and has a significantnegative effect on health and wellbeingacross the life course.

People with stronger social networks aremore likely to be healthier and happier.Those with weaker social networks canbecome isolated and, as a result, morelikely to experience poor physical andmental health, increase the burden onlocal health and care services and canincrease the chances of premature death.

Earlier interventions could help preventsome of the negative effects of socialisolation.

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6. Strategic Objectives

The following six Strategic Objectives are the medium term aims for the Joint Health andWellbeing Strategy 2016-19.

Strategic Objective 1: Children and young people make healthy choicesand have the best start in life

Why is this a Strategic Objective?Supporting children and young people to behealthy and to reach their full potential throughoffering support at the earliest opportunity is vitalto them achieving successful outcomes.

The proportion of children living in poverty inCounty Durham continues to be greater than theEngland average and the gap between CountyDurham and England continues to widen.Growing up in poverty has a significant impact onchildren and young people both during theirchildhood and beyond.

What is going well? The downward trend in the

under 18 conception rate inCounty Durham hascontinued.

The percentage of childrenachieving a good level ofdevelopment at early yearsfoundation stage hasincreased and is in line withnational averages and abovethe average North East rate.

Areas of development The rate of young people admitted to hospital as a result of self-harm is significantly

higher than the national average. The provision of services for Children and Young People with eating disorders is a

concern nationally and locally. The rate of young people admitted to hospital due to alcohol is higher than both national

and regional averages. Children in County Durham have worse than average levels of unhealthy weight for

children aged 4-5 and 10-11 years. The percentage of young people leaving drug and alcohol treatment in a planned way as

it is below the national average. The percentage of mothers smoking at the time of delivery is above regional and national

averages.

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EVIDENCE FROM THE COUNTY DURHAM JOINT STRATEGIC NEEDS ASSESSMENT: The percentage of women who start to breastfeed (57.4%) continues to rise but remains

lower than the England average (73.9%). This is a continuation of the trend for CountyDurham.

In 2014/15, 23% of children aged 4-5 years are classified as overweight and obesecompared to the England average of 21.9%

In 2014/15, 36.6% of children aged 10-11 years are classed as overweight and obesecompared to the England average of 33.2%.

Alcohol-related hospital admission rates for under 18s (69.9 per 100,000) are higher thanthe regional (65.8) and national (40.1) rates.

Children's tooth decay at age 5 in County Durham in 2011/12 (0.93%) was notsignificantly different to England (0.94%) but was lower than the North East (1.02%)however too many of our children still experience preventable dental disease.

In 2013/14, 19.9% of mothers in County Durham were smoking at the time of deliverycompared to 18.8% regionally and 12.0% nationally.

Children and young people are often exposed to second hand smoke. In the StudentVoice Survey (2015) across secondary schools in the County, over half of the studentsidentified that they often find themselves near other people who are smoking.

Admission rates to hospital due to self-harm for 10-24 year olds (523.5 per 100,000) in2013/14 were significantly higher than the England average (412.1 per 100,000).

Around 10% of those aged 5-16 years have a classifiable mental health disorder, whichis similar to the national and regional estimate.

The rate of children and young people aged 0-17 in receipt of Disability Living Allowance ishigher in County Durham (41.8) than regionally (41.1) and nationally (33.9 per 1000population).

There are 22.5% of children aged under 16 years living in poverty in County Durhamcompared with the England average of 18.6%.

What you told us

Investing in Children Agenda Days, August to September 2015 Young people highlighted that child obesity is an issue, and that the influence of

parents is a major factor. There needs to be more promotion about mental health and emotional wellbeing in

order to tackle the stigma of mental health. Improved access to quality education and advice regarding sexual health services with

professionals that can relate to young people. All of the young people agreed that alcohol is very easy to get a hold of and is easily

affordable by children and young people.

The Bridge Young Carers Service Family Fun Day, October 2015 People don’t understand what it’s like to be a young carer and support is really

important.

Student Voice Survey, February 2015 Over 10% of young people identified themselves as a Young Carer. Over a third of young people in secondary school do not participate in physical

activity in and out of school, other than School PE.

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Strategic Actions – How we will work together

Reduced Childhood Obesity Improve support to women to start and continue to breastfeed their babies. Improve support to families and children to develop healthy weight.

Improved early health intervention services for children and young people Support children and young people to achieve their optimum mental health and

emotional wellbeing by transforming the quality and availability of services fromprevention and early intervention through to specialist care and recovery, deliveredcloser to home.

Support the reduction of teenage pregnancies (under 18 conceptions) in CountyDurham by delivering interventions that are in line with evidence and best practice.

Support the reduction in oral health inequalities faced by children within County Durham. Deliver an integrated 0-19 model to include universal mandated services plus targeted

services for vulnerable groups. Implement the Early Help and Neglect Strategy to better support families who have

additional needs at an earlier point. Work together to reduce rates of self-harm by young people. Deliver the Special Educational Needs and Disability Strategy 2014-2018 and support

schools to improve outcomes relating to achievement, independence and preparationfor adulthood.

Ensure health, social care and third sector organisations work together to identify andsupport young carers.

Support young people to manage their risk taking behaviours by building resilience andcreating a culture that encourages young people to choose not to drink.

Reduce the negative impact alcohol has on the lives of children, young people and theirfamilies through parental alcohol use.

What are the outcomes / measures of success? Prevalence of breastfeeding at initiation and 6-8 weeks from birth. Under 16 and 18 conception rates Percentage of children aged 4-5 and 10-11 classified as overweight or obese. Number of young people referred to Child and Adolescent Mental Health Services

(CAMHS) who are seen within 9 weeks. Alcohol specific hospital admissions for under 18's. Percentage of exits from young person's substance misuse treatment that are

planned discharges. Percentage of mothers smoking at time of delivery. Infant mortality rate. Emotional and behavioural health of Looked After Children. Emergency admissions for children with lower respiratory tract infections. Young people aged 10-24 years admitted to hospital as a result of self-harm. Reduction in tooth decay in under 5's.

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Case StudyH has been attending the teen parents group, which has helped her to improve herconfidence. H is a bright and capable young lady and is looking at a career in midwifery;she has made enquiries about a science access course at her local college. H is aninspiration to others; she is motivated to pursue her career, despite being a young mum,and is very focussed on how she will shape her future.

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Strategic Objective 2: Reduce health inequalities and early deaths

Why is this a Strategic Objective?Life expectancy in County Durham hasimproved over recent years although werecognise more still needs to be done,as County Durham is still worse than theEngland average in terms of life expectancyand the number of years someone canexpect to live in good health. There is alsoinequality within County Durham for manymeasures including life expectancy andpremature mortality.

What is going well? The percentage of patients receiving

treatment within 31 days of cancerdiagnosis has achieved target and isconsistent with regional and nationalaverages.

County Durham is above the regionaland national average for breast andcervical screening rates.

Performance is above the nationalaverage for the percentage of peoplewith learning disabilities who have hadan annual health check.

Areas of development Successful completions as a

percentage of total numbers indrug treatment are belowtarget and below regionalaverages.

Despite improvements, alcoholrelated admissions to hospitalfor all ages are significantlyhigher than the nationalaverage.

All-cause mortality rates forthose under 75 years remainssignificantly higher than thenational average.

The percentage of those inalcohol treatment whosuccessfully completetreatment has declined and issignificantly below the nationalaverage.

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EVIDENCE FROM THE COUNTY DURHAM JOINT STRATEGIC NEEDS ASSESSMENT: Life expectancy has improved for males (78.0) but reduced slightly for females (81.3), both

are still behind the England average (79.4 for males and 83.1 for females). In County Durham, men born in the most affluent areas will live 7 years longer than those

born in the most deprived areas; women born in the most affluent areas will live 7.5 yearslonger than those born in the most deprived areas.

Prevalence of long term conditions (such as diabetes, coronary heart disease, and stroke)is significantly higher than the England average.

Mortality rates for the major causes of death (cardiovascular disease, cancer and stroke) inCounty Durham are significantly higher than England, but have been falling over time(although cancer mortality has seen a small increase most recently).

Smoking is the biggest single contributor to the shorter life expectancy experienced locallyand contributes substantially to the cancer burden. Between 2011 and 2013 cardiovasculardisease (CVD) and cancer accounted for 63% of early or premature deaths in CountyDurham.

Cancer contributes significantly to the gap in life expectancy between County Durham andEngland and as such is a priority area for action locally.

The levels of excess weight are higher across County Durham (69%of adults) than theNorth East (68.6%) and significantly higher than England (64.6%).

The rate for alcohol-specific admissions to hospital for adults at 788 per 100,000population is worse than the England average of 645.

Between 2010 and 2013 there was a total of 944 additional deaths, an average of 315additional deaths each winter than would be expected from the rate of death in the non-winter months. This was not significantly different to the England average.

What you told us

Investing in Children Agenda Days, August to September 2015 It is important to educate parents in relation to alcohol behaviours as they

influence the behaviour of young people

Health and Wellbeing Board Big Tent Engagement Event, November 2015 Access to diabetes facilities and services is an issue. Communication is key so people have the information they need to help

themselves

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Reduced levels of tobacco related ill health Support an infrastructure that delivers a comprehensive partnership approach to wider

tobacco control actions to reduce exposure to second hand smoke, help people tostop smoking, reduce availability (including illicit trade), reduce promotion of tobacco,engage in media and education and support tighter regulation on tobacco.

Support the local vision statement that “a child born in any part of County Durham willreach adulthood breathing smokefree air, being free from tobacco addiction and livingin a community where to smoke is unusual”.

Reduced obesity levels Implement the Healthy Weight Strategic Framework to develop and promote evidence

based multi-agency working and strengthen local capacity and capability.

Reduced levels of alcohol and drug related ill health Reduce health inequalities and reduce early deaths in County Durham by reducing

alcohol consumption across the population. Implement the Drugs Strategy to prevent harm, restrict supply and sustain a future for

individuals to live a drug free and healthy life, whilst minimising the impact of drugs oncommunities and families.

Reduced mortality from cancers and circulatory diseases Work in partnership to develop effective pathways for cancers covering prevention,

screening, diagnosis, treatment and survivorship. Work in partnership to develop and implement an effective preventative and treatment

programme for people with and at risk of diabetes through the delivery of IntegratedDiabetes Model with Consultants and GP Practices working together to deliverimproved health outcomes for people with diabetes.

Deliver an integrated and holistic Wellbeing Service to improve health and wellbeingand tackle health inequalities in County Durham.

Reduce the inequalities between people with learning disabilities and the generalpopulation.

Work together to reduce the health inequalities between the Gypsy Roma Travellercommunity and other BME Groups and the general population.

Reduced excess winter deaths Integrate and roll out interventions to address the impact of fuel poverty on excess

mortality and morbidity.

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What are the outcomes / measures of success? Mortality rate from all causes for persons aged under 75 years. Mortality rate from all cardiovascular diseases (including heart disease and stroke)

for persons aged under 75 years. Mortality rate from all cancers for persons aged under 75 years. Percentage of eligible people who receive an NHS health check. Mortality rate from liver disease for persons aged under 75 years. Mortality rate from respiratory diseases for persons aged under 75 years. Percentage of patients receiving first definitive treatment for cancer within 31 days

from diagnosis. Percentage of patients receiving first definitive treatment for cancer within 62 days

of an urgent GP referral for suspected cancer. Male / female life expectancy at birth. Successful completions as a percentage of total number in drug treatment –

Opiates / Non Opiates. Alcohol-related admissions to hospital. Successful completions as a percentage of total number in treatment – Alcohol. Four week smoking quitters. Estimated smoking prevalence of persons aged 18 and over. Proportion of physically active adults. Excess weight in adults. Percentage of women in a population eligible for breast /cervical screening at a

given point in time who were screened adequately within a specified period. Percentage of people eligible for bowel screening who were screened adequately

within a specified period. Excess winter deaths. Percentage of people with learning disabilities that have had a health check. Prevalence of Diabetes.

Case StudyJ is an elderly gentleman who was receiving social care services due to his poor healthand mobility. When his old gas fired boiler stopped working there was a risk of his healthdeteriorating significantly due to the cold conditions. Social care staff therefore referred Jto the Warm and Healthy Homes Scheme. J was assessed and based on his state ofhealth, income and heating conditions, he was offered support from the Warm and HealthyHomes Scheme.

As a result a new energy efficient gas combi-boiler was installed in his home at no cost.Free insulation was also provided by Warm Up North. Following a further referral to the fireservice, smoke alarms were also installed. J now has a warm, safe and well insulatedhome and the risks to his health have significantly reduced.

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Strategic Objective 3: Improve the quality of life, independence andcare and support for people with long term conditions

Why is this a Strategic Objective? The number of people with long term chronic conditions requiring health and social

care services will increase, as will the number of those requiring additional supportto maintain independence in their own homes. An increasingly older population willsee increased levels of disability and long term conditions (LTCs) and willsignificantly increase the number of people needing to provide care to familymembers or friends.

Long term conditions have a significant impact on reducing the length and quality ofa person’s life. They also impact on family members who may act as carers,particularly in the later stages. People with long term conditions are the mostfrequent users of health care services.

Local authorities with adult social care responsibilities have a statutory duty toprovide an assessment, including a duty for carers and children who are likely toneed support after their 18th birthday.

What is going well? The percentage of people with no

ongoing care needs followingcompletion of provision of areablement package has increased.

The number of people who are fit fordischarge but delayed in a hospitalbed has decreased and is betterthan the national average.

The percentage of people whoreport the services they receivehave helped to improve the qualityof their life has exceeded target.

There has been an increase in thenumber of people in receipt ofTelecare.

More older people are remainingat home three months after beingdischarged from hospital intoReablement services.

Increase in the use of communityservices avoiding unplannedadmissions to hospital.

Area of development The number of older people

admitted to hospital for falls orfalls injuries is higher than thenational average.

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What you told us

Health and Wellbeing Board Big Tent Engagement Event, November 2015 We need to clearly communicate systems and processes to patients about seven

day services. Integration is important to ensure we improve the quality of local services to meet the

needs of the local population. There are opportunities to deliver integrated health and social care systems by

involving the Voluntary and Community Sector. We need to be proactive in relation to preventative services, for example, physical

activity opportunities.

Older Adults Engagement Forum, October 2015 Carers need help to identify choices available to them in order to take greater control

over their care and support. Give older people more choice about staying in their own home – people feel that

they have been moved into care too early, without them having enough say andwithout enough being done to help them to live in their own home.

EVIDENCE FROM THE COUNTY DURHAM JOINT STRATEGIC NEEDS ASSESSMENT: There has been an increase in the number of older carers aged 65+ who receive either

a social care or information and advice service; in 2014/15 there were 2,516 carersaged 65+ who were offered support.

There were 1,658 referrals to the reablement service in 2014/15. This service givespeople over 18 years of age the opportunity, motivation and confidence to regain someof the skills they may have lost as a consequence of poor health, disability, impairmentor accident and helps people to stay independent in their own homes for as long aspossible. Of those referred 64% completed the reablement period without the need forongoing care, whilst 20% completed with a reduced care package. A total of 94% ofpeople completing reablement achieved their goals.

The number of people delayed discharge from a hospital bed is reducing and is betterthan England and North East rates.

The average age of people going into residential care has risen (84.4 in 2004/5 to87.1 in 2014/15). People are going into care later in life and staying for a shorter periodof time.

In 2014/15 there were 259 adults with autism aged 18-64 years in County Durham, a3.2% increase on 2012/13 (284) figures.

The rate of emergency admissions for hip fractures in people aged 65+ (574) is betterthan the regional rate (618) and only slightly worse than the England rate (571) in2014/15.

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Adult care services are commissioned for those people most in need Provide better support to people with caring responsibilities by reviewing the

service delivery model and increasing access to personal budgets for carers.

Increased choice and control through a range of personalised services Work together to give people greater choice and control over the services they

purchase and the care that they receive.

Improved independence and rehabilitation Continue to progress the model for Frail Elderly which incorporates a whole system

review that cuts across health, housing, social care and the third sector providingsafe, high quality seven day integrated services; delivering person centred care,and places early identification, timely intervention and prevention at its core.

Improve people’s ability to reach their best possible level of independence byevaluating the Intermediate Care Plus Service, Reablement Service and any othereffective alternatives to hospital and residential care admission.

Provide safe, high quality seven day integrated services across the health andsocial care economy.

Implement the Urgent Care Strategy to ensure patients are seen by the righthealth/social care professional, in the right setting, at the right time, to the highestquality and in the most effective way providing the best outcome for the patient.

Improved joint commissioning of integrated health and social care Implement the agreed framework and policies for Clinical Commissioning Groups

and partners in relation to continuing health care and integrated packages inmental health and learning disability, including personal health budgets.

Develop a vision and new model of integration for County Durham to maximise theuse of resources and improve outcomes for local people with regard to health andsocial care.

Work together to consider the implications of the key clinical quality standards andpotential models of care across the Durham, Darlington and Tees area within theresources available.

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What are the outcomes / measures of success? Carer reported quality of life. Overall satisfaction of carers with support and services they receive. Percentage of service users reporting that the help and support they receive has

made their quality of life better. Proportion of people using social care who receive self-directed support. Adults aged 65+ admitted on a permanent basis in the year to residential or nursing

care. Number of residential / nursing care beds for people aged 65 and over

commissioned by Durham County Council. Proportion of older people (aged 65 and over) who were still at home 91 days after

discharge from hospital into reablement / rehabilitation services. Emergency readmissions within 30 days of discharge from hospital. Delayed transfers of care from hospital. Falls and injuries in the over 65s. Hip fractures in the over 65s. Proportion of people feeling supported to manage their condition. Avoidable emergency admissions. Number of people in receipt of Telecare per 100,000.

Case StudyX has a hearing impairment andbreathing difficulties. She sustained afracture which limited her mobility andshe lost confidence. X lived alone andrequired assistance to wash and dress,take her medication, prepare meals andcomplete household tasks.

She was referred to the ReablementService, and her care package wasinitially increased to provide theadditional reassurance she needed.This was gradually reduced as herconfidence improved. X has nowcompleted her reablement programme,regained her confidence and does notrequire any ongoing care.

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Strategic Objective 4: Improve the mental and physical wellbeingof the population

Why is this a Strategic Objective?Having good mental and physicalhealth are fundamental to ourwellbeing. They impact onrelationships, education, training, workas well as on our ability to achieve ourpotential.

Rates of mental health illnesses, forexample depression, are projected tosignificantly increase by 2030.

This objective recognises the impactboth physical and mental health haveon our wellbeing.

What is going well? A higher percentage of people in

secondary mental health servicesin County Durham liveindependently than nationally.

More people in County Durhamreport they have as much socialcontact as they want with peoplethey like than do nationally.

Areas of development Improve access to psychological

therapy services. Suicide rates are higher in Durham

than the regional and nationalaverages.

The rate of people admitted tohospital as a result of self-harm issignificantly higher than thenational average.

Health related quality of life forpeople with a long term mentalhealth condition is below thenational average.

What you told us

Health and Wellbeing Board Big TentEngagement Event, November 2015

Include local communities indeveloping good mental health.

Link with AAP’s and VCS whounderstand the local infrastructureand can provide positive activities forpeople including educationprogrammes.

It is important to provide andpromote activities for dementia incare homes to promote good mentalhealth.

Crisis care for mental health is asimportant as it is for physical health.

Investing in Children Agenda Days,August to September 2015

More promotion is needed to tacklethe stigma of mental health.

Older Adults Engagement Forum,October 2015

People thought tackling socialisolation was very important asaction on this priority would improvepeople’s mental and physical health,and impact directly on number of theother priorities

Local communities can help todeliver activities which support thepriorities, but they need help fromDCC and Health to link everythingtogether, provide intelligence andpublicise what is happening.

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EVIDENCE FROM THE COUNTY DURHAM JOINT STRATEGIC NEEDS ASSESSMENT: Estimates suggest over 6,600 people in County Durham aged 65+ have dementia.

Projections suggest this number will almost double between 2011 and 2030. This willpresent a significant challenge to health and social care services.

The number of referrals for Adult Mental Health Professional (AMHP) assessments foradults with mental health needs increased by 40% when comparing 2010/11 with2014/15, and by 26.9% when comparing 2014/15 figures with 2015/16.

The number of adults assessed with mental health needs increased by 19.2% between2010/11 and 2014/15.

Between 2012 and 2014, the suicide rate was significantly higher (13.3) than theEngland average (8.9) per 100,000 population.

There are over 4,600 people in County Durham registered with GP’s with a diagnosis ofmental illness. More than 50,000 have a common mental disorder (for example, anxietyand depression).

In County Durham estimates suggest that around 22,000 people aged 18-64 years aresocially isolated (7%).

Estimates suggest 1 in 4 adults will experience mental health problems at any one time;for County Durham this represents over 100,000 people aged 18 and over.

Nationally life expectancy is on average 10 years lower for people with mental healthproblems due to poor physical health. People with a severe mental illness are:

5 times as likely to suffer from diabetes. 4 times as likely to die from cardiovascular or respiratory disease. 8 times as likely to suffer Hepatitis C. 15 times as likely to be HIV positive.

Over half (52%) of the ex-service community nationally report having a long-termillness or disability, compared with 35% in the general population.

Older prisoners are at a greater risk of becoming isolated within the prison environmentand are less likely to have social support, with a greater risk of developing mentalhealth difficulties.

There is an increased risk of suicide among recently released prisoners in England andWales. The greatest risk is identified in those people aged 50+.

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Increased physical activity and participation in sport and leisure Provide a wide range of physical activity opportunities across County Durham to

support more active lifestyles through the development of the ‘Altogether Active’physical activity framework for County Durham.

Maximised independence Work together to improve timely diagnosis and support for people with dementia

and their family and carers. Improve access and availability of suitable accommodation and services to

support recovery for people with a range of needs including learning disabilities,mental health problems and autism to enable them to live as independently aspossible in the community.

Improved mental health for the population of County Durham Improve access to evidence based programmes which improve mental health,

wellbeing and resilience. Work together to find ways that will support the armed services community who

have poor mental or physical health. Ensure people with poor mental health are supported to stay in work and gain

employment. Continue to improve access to psychological therapies. Develop a more integrated response for people with both mental and physical

health problems, in particular supporting people with common mental healthproblems (such as depression or anxiety) and improve the physical health ofpeople with secondary mental health problems.

Increased social inclusion Work in partnership to identify those who are, or who are at potential risk of

becoming socially isolated to support people at a local level and to build resilienceand social capital in their communities.

Reduced self-harm and suicides Refresh the Public Mental Health Strategy for County Durham including the

suicide prevention framework. Work in partnership through the Crisis Care Concordat action plan to improve

outcomes for people experiencing mental health crisis in the community and incustody.

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What are the outcomes/measures of success?

Gap between the employmentrate for those with a long termhealth conditions and theoverall employment rate.

Proportion of adults in contactwith secondary mental healthservices in paid employment.

Suicide rate. Hospital admissions as a result

of self-harm. Excess under 75 mortality

rate in adults with seriousmental illness.

Percentage of people who useadult social care services whohave as much social contact asthey want with people they like.

Estimated diagnosis rate forpeople with dementia.

Case StudyD cares for her husband, who is amilitary veteran and suffers with posttraumatic stress resulting in flashbacks,nightmares, anxiety etc. The couplerecently moved to County Durham, andD contacted Carers Support to seek helpwith coping with the stress of her caringrole. D was put in touch with a localsupport group and was quickly able toestablish new friends and a supportnetwork including other wives ofmilitary veterans.

D was also able to access the CarerBreaks service which allows her to spendtime away from her caring duties andrelieve the associated stress.D reports that both the support group andthe Carer Breaks service haveencouraged her to become activelyinvolved in supporting others in similarcircumstances.

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Why is this a Strategic Objective?The Safeguarding Adults Board and the Local Safeguarding Children Board (LSCB)are committed to ensuring adults, children and young people feel safe and are kept safefrom harm.

The LSCB is responsible for developing a multi-agency approach to Child SexualExploitation and missing children.

Strategic Objective 5: Protect vulnerable people from harm

What you told us

Investing in Children Agenda Days,August to September 2015

Young people do not think about orconsider the consequences of usingsocial media e.g. posting photosonline or being at risk ofexploitation.

Young people are witnessingdomestic abuse between parents.

What is going well? The proportion of people who use

services who say those serviceshave made them feel safe andsecure is above target.

The percentage of children in needreferrals occurring within 12months of a previous referral hasreduced and is lower than nationalor regional rates.

Areas of development The transition between children and

adults services, including disabilityservices, and the development of acountywide team to ensure theexperience of children and theircarers is positive and seamless.

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Prevent domestic abuse and sexual violence and reduce the associated harm

Ensure all victims of domestic abuse and sexual violence have access to the right helpand support and services are available to address their needs.

Safeguarding children and adults whose circumstances make them vulnerable andprotect them from avoidable harm

Work with partners to help families facing multiple and complex challenges, ensuringchildren are safeguarded and protected from harm and early intervention and preventionservices are in place to support Phase 2 of the Stronger Families Programme in CountyDurham.

Develop the practice of adult protection lead officers and frontline teams to improvesafeguarding for individuals and to involve them in the process.

EVIDENCE FROM THE COUNTY DURHAM JOINT STRATEGIC NEEDS ASSESSMENT: Domestic abuse features in over a third of all initial child protection conferences and

continues to be the most common factor across all localities. Children in need referrals in 2014/15 show that neglect/abuse continues to be the most

common identified primary need (52%) and is above the national average (49%). The rate of children subject to a Child Protection Plan (per 10,000 population) is lower

than England and North East rates. Neglect or acts of omission and physical abuse represent the most commonly reported

forms of abuse for adult safeguarding investigations. The number of reported safeguarding incidents has increased - in the previous three

years, activity levels had remained relatively static.

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Case StudyP is an elderly gentleman with severemental health problems who lives in acare home. He was unable to managehis money effectively. A carer asked Pfor a loan and then proceeded to accessadditional funds from his account. Thematter was reported to the CouncilsSafeguarding Team by a member ofstaff which resulted in a safeguardinginvestigation.

The police arrested the carer who hasbeen dismissed and referred to thenational Disclosure and Barring Service.The carer can no longer work withvulnerable adults. Durham CountyCouncil is now acting as P’s appointeeto make sure his money is looked afterproperly and he has access to fundswhen he wants them.

What are the outcomes /measures of success?

Percentage of repeat incidentsof domestic violence.

Proportion of people who useservices who say those serviceshave made them feel safe andsecure.

Number of children’s assessmentswhere risk factors of parentaldomestic violence, mental health,alcohol misuse or drug misuseare identified.

Number of children with aChild Protection Plan per10,000 population.

The percentage of individualswho achieved their desiredoutcomes from the adultsafeguarding process.

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Strategic Objective 6: Support people to die in the place of their choicewith the care and support that they need

Why is this a Strategic Objective?To ensure bespoke support is providedto meet the individual needs of peopleat the end of their life.

EVIDENCE FROM THE COUNTYDURHAM JOINT STRATEGIC NEEDSASSESSMENT: One indication of end of life care is

whether or not a person achieves adeath in their place of choice.According to research carried out byDying Matters, around 70% of peoplenationally would prefer to die at homeor their place of residence.

In County Durham: Around 5,300 people die each year

from all causes; around two thirds ofthese are aged over 75 years (similarto the national experience).

The 2012 National End of Life Careprofile for County Durham states thatfor the period 2008-2010:

54% of all deaths were in hospital. 22% occurred at home. 19% occurred in a care home. 3% were in a hospice. 3% were in other places.

For the period 2013/14, in CountyDurham 96% of people who statedtheir preferred place of death achievedit in the North Durham CCG area and83% in the Durham Dales, Easingtonand Sedgefield CCG area.

What is going well? County Durham has higher

percentage of people at the end oftheir life dying in their place ofchoice (their usual place ofresidence rather than a bed in ahospital or hospice) than nationalfigures.

The number of patients recorded onpractice registers as in need ofpalliative care has increased and isabove the national rate.

Areas of development Inappropriate hospital admissions

for people approaching end of life. Limited access to advice and

medication over 24 hour period.

What you told us

North Durham CCG Patient Congress,September 2015

Need to ensure that the needs offamilies and carers are reflected inpalliative care services.

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What are the outcomes / measures of success? Proportion of deaths in usual place of residence. Percentage of hospital admissions ending in death (terminal admissions) that are

emergencies.


Improved End of Life Pathway

Ensure providers deliver support to people at the end of their life based on the FivePriorities for Care that will deliver personal, bespoke care.

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7. Measuring Success: PerformanceManagement Arrangements for theJoint Health and Wellbeing Strategy

The overarching framework for the JointHealth and Wellbeing Strategy is from thenational outcomes frameworks:

Adult Social Care NHS Public Health

Performance management arrangementshave been developed for the Joint Healthand Wellbeing Strategy in order to measurethe effectiveness of the Strategy and ensureresponsibility and accountability of thestrategic actions within the Strategy.

The Health and Wellbeing Board regularlymonitors and reviews the Strategy.

Copies of six monthly performance reports, agendasand minutes from previous Health and WellbeingBoard meetings can be found on theHealth and Wellbeing Board committee webpage.

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8. Appendices

Appendix 1 National and Local Policy Context

Appendix 2 Membership of the Health and Wellbeing Board

Appendix 3

Appendix 4

Other strategies and policies in place that link to the JointHealth and Wellbeing Strategy

Abbreviations / Glossary of Terms

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Appendix 1 – National and Local Policy Context

A number of national policies haveinfluenced the refresh of the Joint Healthand Wellbeing Strategy. Please seesome examples below:

Autumn Statement 2015The Autumn Statement 2015 created anew social care precept in council tax ofup to 2% which, if used to its maximumeffect, could help local authorities raisenearly £2bn a year by 2019/20 to spendexclusively on adult social care. Thegovernment also earmarked an extra£600m for mental health services to bespent on talking therapies, perinatalmental health services, and crisis care.

Cities and Local Government BillThe Bill paved the way for powers overhousing, transport, planning and policingto be devolved to England’s cities. Adevolution deal, signed by the North EastCombined Authority in October 2015,includes: in partnership with the NHS, aCommission for Health and SocialIntegration which will look at the potentialfor further integration of health services,including acute and primary care,community services, mental healthservices, social care and public health, inorder to strengthen services, improveoutcomes and reduce health inequalities.

Five Year Forward ViewThe NHS Five Year Forward (5YFV) setsout a vision for the future of the NHS.There are four main themes fordevelopment in the 5YFV: getting seriousabout prevention, empowering patients,engaging communities and the NHS as asocial movement. The vision sets out theneed to remove barriers across providersand the various healthcare settings andtalks about networks of care centredaround the patient, where care isprovided closer to home where possible.It introduces seven new models of care:Multispecialty Community Providers(MCP), Primary and Acute Care System(PACS), Urgent and Emergency CareNetworks, Viable Smaller Hospitals,Specialised Care, Modern Maternity

Services, Enhanced Health in CareHomes.

Better Care FundThe Better Care Fund is a single pooledbudget for health and social care servicesto work more closely together in localareas, based on a plan agreed betweenthe NHS and local authorities through theHealth and Wellbeing Board. The CareAct 2014 facilitates the establishment ofthe Better Care Fund by providing amechanism that allows the sharing ofNHS funding with local authorities to bemade mandatory from 2015/16.

From 2017-18, as part of the SpendingReview, the government will makefunding available to local authorities,worth £1.5 billion by 2019-20, to beincluded in the Better Care Fund.The County Durham Better Care Fund2015/16 has been split into the followingseven work programmes:

IC+ Short term interventionservices which includesintermediate care communityservices, reablement, support andsupport for young carers.

Equipment and adaptations forindependence which includestelecare, disability, adaptations andthe Home Equipment LoansService.

Supporting independent livingwhich includes mental healthprevention services, floating supportand supported living and communityalarms and wardens.

Supporting carers which includescarers breaks, carers emergencysupport and support for youngcarers.

Social inclusion which includeslocal coordination of an assetsbased approach to increasecommunity capacity and resilienceto provide low level services.

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Care home support which includescare home and acute and dementialiaison services.

Transforming care which includesmaintaining the current level ofeligibility criteria, the development ofIT systems to support joint workingand implementing the Care Act.

Public Health England: Everybodyactive, every dayIn October, 2014 Public Health England(PHE) published, ‘Everybody active,every day’, a framework for national andlocal action to address the nationalphysical inactivity epidemic, responsiblefor 1 in 6 deaths and costing the countryan estimated £7.4 billion a year.To make active lifestyles a reality for all,the framework’s four areas for action will: change the social ‘norm’ to make

physical activity the expectation develop expertise and leadership

within professionals and volunteers create environments to support

active lives identify and up-scale successful

programmes nationwide

Due North: the Report of theIndependent Inquiry on Health Equityfor the NorthDue North is the report of anindependent inquiry, commissioned byPublic Health England. Its aim is toprovide further evidence on the socio-economic determinants of health andadditional insights into health inequalitiesfor the North of England (covering theNorth East, North West and Yorkshireand the Humber regions). The reportbuilds on the Marmot Review andprovides additional evidence on whatactions are needed to tackle theunderlying determinants of health on thescale needed to make a difference.

The report sets out four high levelrecommendations: tackle poverty andeconomic inequality within the North andbetween the North of England and therest of England, promote healthydevelopment in early childhood, share

power over resources across the Northand increase the influence that the publichas on how resources are used toimprove the determinants of health andstrengthen the role of the health sector inpromoting health equity.

Transforming Urgent and EmergencyCare Review: NHS EnglandThe vision of this Review is: firstly, forthose people with urgent but non-lifethreatening needs to be provided withhighly responsive, effective andpersonalised services outside of hospital– as close to people’s homes aspossible, minimising disruption andinconvenience for patients and theirfamilies. Secondly, for those people withlife threatening needs we should ensurethey are treated in centres with the verybest expertise and facilities.

The overall outcome for the CountyDurham and Darlington Urgent CareStrategy 2015-20 is to provide an urgentand emergency care system that is ableto meet the needs of the County Durhamand Darlington population, both adultsand children, within the resourcesavailable, delivering improved quality andpatient experience.

The Care Act 2014The Act places care and supportlegislation into a single statute designedto create a new principle where theoverall wellbeing of the individual is at theforefront of their care and support. TheAct places broad duties on localauthorities in relation to care and supportincluding promoting people’s wellbeing,focusing on prevention and providinginformation and advice. The Act requireslocal authorities and their partners to worktogether to integrate health and socialcare wherever possible so the servicespeople receive are properly joined up.From April 2015, the Act extends localauthority adult care responsibility toinclude prisons, introducing a nationaleligibility threshold as well as introducingnew duties around assessments includingthe right for carers to request an

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assessment of their care and supportneeds.

The Government announced in July 2015that it has decided to postpone theimplementation of the cap on care costsand the proposed appeals system untilApril 2020.

Better Health ProgrammeThe Better Health Programme is aboutachieving and sustaining high quality careprovided by hospital services as definedby agreed clinical quality standards andnational expectations.

Delivering the Forward View, NHSplanning guidance for 2016/17 –2020/21This NHS guidance sets out the steps tohelp local organisations deliver asustainable, transformed health serviceand improve the quality of care, wellbeingand NHS finances. It outlines a newapproach to help ensure that health andcare services are planned by place ratherthan around individual institutions.

NHS organisations are required toproduce individual operational plans for2016/17. In addition, every health andcare system is required, for the first time,to work together to produce aSustainability and Transformation Plan, aseparate but connected strategic plancovering the period October 2016 toMarch 2021.

Children and Families Act 2014 /Special Educational Needs andDisabilities (SEND) ReformsThe Children and Families Act bringstogether pre and post-16 support forchildren and young people with specialeducational needs and learning difficultiesinto a single, birth-25 system. From 1st

September 2014 a new SEN code ofpractice was introduced, and SENstatements (for schools) and learningdifficulty assessments (for young peoplein further education and training) werereplaced with single 0-25 Education,Health and Care Plans.

Local Authorities publish a ‘local offer’which is hosted on the County DurhamFamilies Information Service website toensure that parents and young peoplehave access to a single source ofcoherent and complete information tomanage their choices with regard toSEND related services. The Act has alsoreformed the systems for adoption,looked after children and family justice. InApril 2015, a peer network programmewas introduced by the Department forEducation and Durham is taking a leadingrole in the North East. The Peer Networkis designed to encourage a regional peerlearning approach that will drive qualityimprovement around the SEN reforms.

National Drugs StrategyThis sets out the government’s approachto tackling the use of drugs and its effecton crime, family breakdown and poverty.Work to reflect drug misuse in CountyDurham is reflected for young people inObjective 1 and for adults in Objective 2of the Joint Health and WellbeingStrategy. This includes implementing theCounty Durham Drug Strategy to preventharm, restrict supply and sustain a futurefor individuals to live a drug free andhealthy life, whilst minimising the impactof drugs on communities and families.

National Alcohol StrategyThe Alcohol Strategy sets out proposalsto crackdown on the ‘binge drinking’culture and slash the number of peopledrinking to damaging levels. The JointHealth and Wellbeing Strategy willaddress health issues caused by alcoholin County Durham through the AlcoholHarm Reduction Strategy throughchanging the drinking culture in CountyDurham while ensuring adults whochoose to drink alcohol are able to enjoyit responsibly.

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National Dementia Strategy: LocalDelivery and Local AccountabilityThe aim of the strategy is to ensuresignificant improvements are made todementia services across three keyareas: improved awareness, earlierdiagnosis and intervention, and a higherquality of care.

The objectives of the national dementiastrategy and the Prime MinistersChallenge on Dementia 2020, which setsout a new, long-term strategy focused onboosting research, improving care andraising public awareness about dementia,are reflected in the Dementia Strategy forCounty Durham and Darlington 2014 –2017. Work taking place in CountyDurham is reflected in Objective 3 of theJoint Health and Wellbeing Strategy‘Improve the quality of life, independenceand care and support for people with longterm conditions’.

The County Durham Healthy WeightStrategic Framework has beendeveloped by the County Durham HealthyWeight Alliance (HWA) as a localresponse to ‘Healthy Lives, HealthyPeople: A Call to Action on Obesity inEngland’. This was developed as apolicy priority to tackle the emerging risein overweight and obesity observed overthe past few decades. The aim of thestrategic framework is to develop andpromote evidence based multi-agencyworking and strengthen local capacityand capability to achieve a sustainedupward trend in healthy weight forchildren, young people and for adults inCounty Durham by 2020.

NHS Health Check ProgrammeThe NHS Health Check programme aimsto prevent heart disease, stroke, diabetesand kidney disease and raise awarenessof dementia both across the populationand within high risk and vulnerablegroups. Local authorities are responsiblefor making provision to offer an NHSHealth Check to eligible individuals aged40-74 years once every five years.

NHS Diabetes Prevention ProgrammeThe NHS Diabetes PreventionProgramme is a joint commitment fromNHS England, Public Health England andDiabetes UK, to deliver at scale, anevidence based behavioural programmeto support people to reduce their risk ofdeveloping Type 2 diabetes which is aleading cause of preventable sight loss inpeople of working age and is a majorcontributor to kidney failure, heart attack,and stroke.

Durham County Council is one of sevendemonstrator sites for this programmeand their Check4Life service includes adiabetes risk assessment and referral toan intensive lifestyle programme toreduce the risk.

County Durham Dual NeedsStrategy 2015-17This strategy takes account of changesintroduced as part of the Health andSocial Care Act 2012. ‘Dual needs’ refersto an individual with needs arising out ofone or more of the following as wellexperiencing a substance misuse issue(drugs and/or alcohol): mental andbehavioural disorders, dementia; learningdisability. The strategy aims to raiseawareness, challenge stigma andpromote good practice by supportingindividuals and families throughintegrated care pathways, ensuring theyhave access to coordinated andresponsive services to meet theircomplex and changing needs.

No Health Without Mental Health:A Cross-Government Mental HealthOutcomes Strategy for People ofAll AgesThe No Health Without Mental Healthstrategy is a cross government mentalhealth strategy for people of all agesdrawing together the wider principles thatthe government has laid down for itshealth reforms, including patient centredcare and locally determined priorities anddelivery.

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The strategy sets out the “high level”objectives to improve the mental healthand wellbeing of the population;

More people will have good mentalhealth.

More people with mental healthproblems will recover.

More people with mental healthproblems will have good physicalhealth.

More people will have a positiveexperience of care and support.

Fewer people will suffer avoidableharm.

Fewer people will experiencestigma and discrimination

Objective 4 of the Joint Health andWellbeing Strategy is to ‘Improve themental and physical wellbeing of thepopulation’. The County Durham MentalHealth Implementation Plan is theoverarching joint mental health planwhich sets out how we intend to meet theobjectives within the National Strategy“No Health without Mental Health” locally,to improve the mental wellbeing of peopleacross County Durham. The plan isoverseen by County Durham MentalHealth Partnership Board and includesmental health and wellbeing for all agesincluding young person’s resiliencestrategy, dual needs strategy, dementiawork and public mental health strategy.The plan will be reviewed followingrevised national direction plans and isbeing monitored through anImplementation Group.

‘Closing the Gap’: Priorities for essentialchange in mental health’ is a policy paperthat follows on from ‘No Health WithoutMental Health’ and identifies 25 prioritiesfor health and social care services overthe next couple of years. These prioritiesare strategically linked.

The National Mental Health CrisisCare ConcordatOne of the key aims of the nationalconcordat is to develop joined up serviceresponses to people who are in mentalhealth crisis. The Mental Health Crisis

Care Concordat Local Action Plan mirrorsthe objectives of the national concordatand focuses on: continuedimplementation of the policyarrangements for patients detained undersection 136 of the Mental Health Act,review of protocols for people presentingwith mental health problems andintoxication from alcohol or drugs,reviewing data sharing proposalsbetween health and the police andreviewing the evidence from the national“Street Triage pilots”.

Future in Mind: Promoting, protectingand improving our children and youngpeople’s mental health and wellbeing(March 2015)‘Future in mind – promoting, protectingand improving our children and youngpeople’s mental health and wellbeing’makes a number of proposals thegovernment wishes to see by 2020.These include tackling stigma andimproving attitudes to mental illness;introducing more access and waiting timestandards for services; establishing ‘onestop shop’ support services in thecommunity and improving access forchildren and young people who areparticularly vulnerable.

The report also calls for a step changein the way care is delivered moving awayfrom a tiered model towards one builtaround the needs of children, youngpeople and their families. A Children andYoung People Mental Health, EmotionalWellbeing and Resilience Plan for CountyDurham (2015-2020) has been developedto take the work forward.

Think Autism Fulfilling and RewardingLives, the strategy for adults withautism in England: an updateFirst published in March 2010, Fulfillingand rewarding lives: the strategy foradults with autism in England sets a clearframework for all mainstream servicesacross the public sector to work togetherfor adults with autism. Actions in theautism strategy include: a new NationalAutism Programme Board; a programmeto develop training with health and social

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care professional bodies and autismawareness training for all Job CentreDisability Employment Advisers.

The update provides challenges onmaking public services accessible foradults with autism, improving buildings,public transport and communication andproving a clear, consistent pathway fordiagnosis.

‘Think Autism’ has a new focus onbuilding communities that are more awareof and accessible to the needs of peoplewith autism. It also looks at promotinginnovative local ideas, services orprojects that can help people in theircommunities and how advice andinformation on services can be betterjoined up.

Durham County Council has compiled anaction plan and self-assessmentframework to progress the actions in thenational autism agenda.

Altogether Active – Start, stay andsucceed - A Framework to increasePhysical Activity in County Durham2016 – 2021The County Durham framework providesan overarching vision, over the next fiveyears, to encourage more people of allages and backgrounds in County Durhamto ‘start, stay and succeed’ in theirendeavours to be more physically active.

Learning Disabilities TransformingCare ProgrammeNationally the Learning DisabilitiesTransforming Care Programme aims toreshape services for people with learningdisabilities and/or autism with a mentalhealth problem or behaviour thatchallenges, to ensure more services areprovided in the community and closer tohome rather than in hospital settings. Itarose as a result of Sir Stephen Bubb’sreview of the Winterbourne Viewconcordat.

The Transforming Care programmefocuses on addressing long-standingissues to ensure sustainable change and

includes five key areas of: empoweringindividuals; right care, right place;workforce; regulation; and data.

The North East and Cumbria region isone of five fast track sites selectedbecause of high numbers of people withlearning disabilities in in-patient settings.The ambition across the North East andCumbria is to reduce current Assessmentand Treatment beds by 12% by the endof March 2016, with a future ambition toreduce by 50% by the end of March 2019.There is also an ambition to reduce thenumber of specialised commissioningbeds which are occupied by North Eastand Cumbria patients.

Ambitions for Palliative and End ofLife Care: A national framework forlocal action 2015-2020 builds on theDepartment of Health’s 2008 Strategy forEnd of Life Care and responds to anincreased emphasis on local decisionmaking in the delivery of palliative andend of life care services since theintroduction of the Health and Social CareAct 2012.

The national framework for action setsout six ‘ambitions’/principles for how carefor those nearing death should bedelivered at local level, including: eachperson is seen as an individual; eachperson gets fair access to care;maximising comfort and wellbeing; care iscoordinated; all staff are prepared to careand each community is prepared to help.

It calls on Clinical CommissioningGroups, Local Authorities and Health andWellbeing Boards to designate a leadorganisation on palliative and end of lifecare and to work collaboratively to bringpeople together to publish local actionplans based on population based needsassessments.

Following an independent review, theLiverpool Care Pathway was phased outover 2013/14 and a new approach hasbeen developed by the LeadershipAlliance for the Care of Dying People(LACDP) which focuses on achieving five

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priorities, including patient involvement indecisions about treatment, sensitivecommunication between staff andpatients, and an individual care plan thatis delivered with compassion. Jointworking to develop End of Life CarePathways in County Durham is shown inObjective 6 of the Joint Health andWellbeing Strategy.

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Appendix 2 – Membership of the Health and Wellbeing Board

COUNCILLOR LUCY HOVVELSChair of Health & Wellbeing Board

Member Portfolio Holder (Adult & Health Services) – Durham County Council

DR. STEWART FINDLAYVice Chair of Health & Wellbeing Board

Chief Clinical Officer - Durham Dales, Easington and SedgefieldClinical Commissioning Group

COUNCILLOR OSSIE JOHNSONMember Portfolio Holder (Children & Young People’s Services) – Durham County Council

COUNCILLOR JOY ALLENMember Portfolio Holder (Safer Communities) – Durham County Council

RACHAEL SHIMMINCorporate Director Children & Adults Services – Durham County Council

ANNA LYNCHDirector of Public Health County Durham – Children & Adults Services

Durham County Council

ALAN FOSTERChief Executive – North Tees & Hartlepool NHS Foundation Trust

JOSEPH CHANDYDirector of Primary Care, Partnerships and Engagement– Durham Dales,

Easington & Sedgefield Clinical Commissioning Group

DR. DAVID SMARTClinical Chair – North Durham Clinical Commissioning Group

NICOLA BAILEYChief Operating Officer – North Durham and Durham Dales, Easington & Sedgefield Clinical Commissioning

Groups

CAROL HARRIESDirector of Corporate Affairs – City Hospitals Sunderland, NHS Foundation Trust

SUE JACQUESChief Executive – County Durham & Darlington NHS Foundation Trust

MARTIN BARKLEYChief Executive – Tees, Esk & Wear Valleys NHS Foundation Trust (TEWV)

JUDITH MASHITERChief Executive, Healthwatch County Durham

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Appendix 3 - Other strategies and documents in placethat link to the Joint Health and Wellbeing Strategy

Overarching Sustainable Community Strategy Council Plan Clinical Commissioning Group Plans NHS Acute Trust Quality Accounts Annual Report of the Director of Public Health County Durham County Durham & Darlington NHS Foundation Trust Clinical and Quality Strategy

Objective 1 Children, Young People and Families Plan 2016-19 Early Help and Neglect Strategy Early Years Strategy Teenage Pregnancy Health Needs Assessment Strategy for the Prevention of Unintentional Injuries in Children and Young

People (0-19 years) County Durham Transformation Plan for Children and Young People’s Mental

Health, Emotional Wellbeing and Resilience 2015-20 A Strategy for Youth Support in County Durham Strategy for Children and Young People with SEND 0-25, 2016-18

Objective 2 Altogether Active – A Physical Activity Framework for County Durham Healthy Weight Strategic Framework for County Durham Tobacco Alliance Action Plan County Durham Drug Strategy 2014-17 Alcohol Harm Reduction Strategy 2015-20 Cardiovascular Disease Prevention Strategic Framework for County Durham

Objective 3 Learning Disability Self-Assessment Framework Transforming Care for People with Learning Disabilities (Fast Track Plan) County Durham and Darlington Urgent Care Strategy 2015 - 2020

Objective 4 County Durham Implementation Plan of the “No Health without Mental Health”

National Strategy Dementia Strategy for County Durham and Darlington Public Mental Health Strategy (including self-harm and suicide) Mental Health Crisis Care Concordat local implementation plan Health and wellbeing of Gypsy, Roma, Traveller communities

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Objective 5 Safeguarding Framework Local Safeguarding Children Board Annual Report Safeguarding Adults Board Annual Report Safe Durham Partnership Plan 2016-19 Domestic Abuse and Sexual Violence Strategy 2015 -18 Think Family Strategy

Objective 6 Improving Palliative and End of Life Care: Strategic Commissioning

Plan 2013 – 2018

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Appendix 4 - Abbreviations / Glossary of Terms

Area ActionPartnership (AAP)

AAPs are organised across the County and allow people to have a say onservices as well as giving organisations the chance to speak directly with localcommunities.

Autism Autism is a condition which is characterised by impaired social andcommunication skills.

Black Minority Ethnic(BME)

Black and Minority Ethnic is the terminology normally used to refer to membersof non-white communities in the UK.

ClinicalCommissioningGroups (CCGs)

Groups of GP practices, including other health professionals who willcommission the great majority of NHS services for their patients.

County Durham Plan The overarching plan for County Durham which sets out information about newdevelopments planned in the county, where these will take place and how theywill be managed.

Cross Cutting Issues Cross Cutting issues: Issues which impact upon or require action from multipleteams, services or areas.

Dementia Dementia is used to describe a syndrome which may be caused by a number ofillnesses in which there is progressive decline in multiple areas of function,including decline in memory, reasoning, communication skills and the ability tocarry out daily activities.

Demographics The statistical data of a population.

Deprived areas Geographical areas which fall under the nationally recognised standard levels ofa range of issues e.g. financial, wealth, education, services or crime.

Fuel poverty When a household’s required fuel costs are above the median level; and if theywere to spend what is required, then the household would be left with a residualincome below the official poverty line.

Health and WellbeingBoard

Statutory forum of key leaders from health and social care working together toimprove the health and wellbeing of the local population and reduce healthinequalities.

Health Check The NHS Health Check programme invites people who meet certain criteria to acheck to assess their risk of developing heart disease, stroke, diabetes, kidneydisease and certain types of dementia. The programme aims to prevent thesediseases by offering advice and support to help people reduce or manage thatrisk.

Health Inequalities Health inequalities are differences between people or groups due to social,geographical, biological or other factors. These differences have a huge impact,because they result in people who are worst off experiencing poorer health andshorter lives.

Healthy WeightAlliance

A formal agreement to develop and improve partnerships that are committed toleading County Durham area residents to reduce the prevalence of unhealthyweight through the implementation of evidence based programs that improvehealth and healthy behaviours.

Intermediate Care Intermediate care, either residential or non-residential, is a range of time-limitedhealth and social care services that may be available to promote faster recoveryfrom illness, avoid unnecessary admission to hospital, support timely dischargefrom hospital and avoid premature long-term admission to a care home.

Joint Health andWellbeing Strategy(JHWS)

The Health and Social Care Act 2012 places a duty on local authorities andCCGs to develop a Joint Health and Wellbeing Strategy to meet the needsidentified in the local Joint Strategic Needs Assessment (JSNA).

Joint Strategic NeedsAssessment (JSNA)

A Joint Strategic Needs Assessment (JSNA) looks at the current and futurehealth and care needs of local populations to inform and guide the planning andcommissioning (buying) of health, well-being and social care services within alocal authority area.

Looked after children Children who are subject to care orders and those who are voluntaryaccommodated.

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Life expectancy The average number of years that an individual of a given age is expected tolive based on various demographic factors.

Long term condition(LTC)

A condition that cannot, at present be cured; but can be controlled bymedication and other therapies. This covers a lot of different conditions e.g.diabetes, chronic obstructive pulmonary disease (COPD), dementia, high bloodpressure.

Palliative Care Palliative care is an approach that improves the quality of life of patients andtheir families facing the problem associated with life-threatening illness, throughthe prevention and relief of suffering by means of early identification andimpeccable assessment and treatment of pain and other problems, physical,psychosocial and spiritual.

Patient ReferenceGroup

A voluntary group consisting of patients of a certain GP Practice who representservice users in the decision making process regarding the range and quality ofservices it provides. A Patient Reference Group can also be the source towhich a Practice may obtain the advice, views and help of its patients.

Personal budget Provided that a person meets certain criteria they may be eligible for care andsupport and the council may help towards the cost. A Personal Budget is anamount of money the council makes available to meet a person’s eligible needsand agreed outcomes.

Premature mortality Generally, premature mortality refers to deaths under the age of 75.Prevalence The proportion of a population with a disease at a given moment in time.Quality Accounts A report on the quality of services by an NHS healthcare provider. The reports

are published annually by each provider, including the independent sector, andare available to the public.

Reablement Reablement is about giving people over the age of 18 years the opportunity,motivation and confidence to relearn/regain some of the skills they may havelost as a consequence of poor health, disability/impairment or accident and togain new skills that will help them to develop and maintain their independence.

Respiratory disease Disease of the lungs which supplies oxygen to and removes carbon dioxidefrom the body.

Telecare Telecare and telehealth services use technology to help people live moreindependently at home. They include personal alarms and health monitoringdevices.

Wider determinants ofhealth

The conditions in which people are “born, grow, live, work and age”. It is thewider determinants of health that are mostly responsible for the unfair andavoidable differences in health status (World Health Organisation).

Winterbourne ViewConcordat and ActionPlan

A programme for change to improve the quality of care offered to children,young people and adults with learning disabilities or autism who have mentalhealth conditions or behaviour that challenges.

County Durham Joint Healthand Wellbeing Strategy2016-2019

Contact DetailsIf you have any questions or comments about thisdocument please email: [email protected] call: 03000 265 141

Images: careimages.com

CAS14785 Children and Adults Services, CMI Team 2016

[email protected] 261 381

Please ask us if you would like this documentsummarised in another language or format.

Braille Audio Large print

Cabinet 6 April 2016 Annual Review of the Constitution

Report of Corporate Management Team Colette Longbottom, Head of Legal and Democratic Services Councillor Simon Henig, Leader of the Council Purpose of the Report 1 To present proposals for the revision of the Council’s Constitution. Background 2 In accordance with the Local Government Act 2000, the County Council

adopted the new constitution for the Unitary Authority from 1 April 2009. Although legislation has been amended by the Localism Act 2011, a constitution is still required. An annual review of the constitution is carried out each year by the Monitoring Officer.

3 All amendments to the Constitution which have been approved by full Council

since last year’s annual review, have been incorporated into the Constitution and an updated version is maintained on the Council’s website and the intranet. Amendments made since the last annual review in May 2015 are shown below:- (a) Amendments to the officer scheme of delegations to reflect changes in

legislation, working practices, or to correct inaccuracies (Part 3C) (b) Incorporation of new disciplinary procedures for the Head of Paid

Service, Chief Finance Officer, and Monitoring Officer following new regulations (Parts 3A, and 4)

(c) Amendments to the list of plans and strategies to be adopted or

approved by full Council, and to reflect the general duty of the authority in respect of The Counter Terrorism and Security Act 2015 (Part 2)

(d) To update the Members Allowances Scheme to reflect changes in

practice, legislation and terminology (Part 6) (e) To update the Confidential Reporting Code to align with the new

Corporate Complaints Policy (Part 5)

4 The Monitoring Officer has now carried out her annual review of the constitution which includes the review of the delegations to the Chief Officers who have been consulted and asked to submit any amendments.

Proposed Revisions 5 To amend the Contract Procedure Rules (“CPR”) as set out in Appendix 2 to

reflect some minor changes which are largely concerned with particular types of payments, and a change to the formal review of invitations to tender.

6 To amend officer delegations for the reasons set out below (Part 3, C, tables 2-6). The proposed amendments are set out in Appendix 3, Schedules 1-5.

(a) Changes to the delegations of the Assistant Chief Executive to reflect

current working practices.

(b) Changes to the delegations of the Corporate Director, Children and

Adults Services to reflect current working practices, new legislation and

to clarify certain matters.

(c) Changes to the delegations of the Corporate Director, Regeneration

and Economic Development to reflect current working practices.

(d) Changes to the delegations of the Corporate Director, Neighbourhood Services to reflect the delayed introduction of parts of the Flood and Water Management Act 2010 and to clarify a change to the name of a service areas. Appendices 2-4 to Table 5 have also been reformatted for clarity.

(e) Changes to the delegations of the Corporate Director, Resources to clarify the decision making process regarding Council staff. The Head of Legal and Democratic Services’ delegation has been amended to reflect that consultation would be with the Chairman of Corporate Issues Overview and Scrutiny Committee to make payments or provide other benefits in cases of maladministration and to confirm where the responsibility for the discharge of the function of Local Land Charges rests.

7 To amend Article 9 – the Standards Committee as set out in Appendix 4 to reflect the transfer of the overview function of payments or provision of benefits in the case of maladministration to the Corporate Issues Overview and Scrutiny Committee which has oversight of the complaints process.

8 To amend the Code of Conduct for Members to clarify the procedure

regarding non participation in Council business in relation to disclosable pecuniary interests, as set out in Appendix 5. In addition as information about Members’ Interests is contained in the Code the list which is contained in Part 8- Members’ Interests of the Constitution be removed.

9 To amend the wording of the functions of the County Planning Committee, as

set out in Appendix 6, so that it is compatible with the delegation to the Corporate Director of Regeneration and Economic Development which are in addition delegated to the Head of Spatial Planning and Assets at Table 4, paragraph 14(d)(iii).

10 To amend paragraph 2.4 of the Financial Procedure Rules to reflect changes

in legislation by:-

(a) Removing the reference to The Accounts and Audit Regulations 2003, and subsequent pieces of amending legislation in 2006 and 2009, as these were repealed by 2011 regulations which are already listed in the Procedure Rules.

(b) The Code of Practice on Local Authority Accounting 2012/13 be updated to reflect that the Code is updated each year.

11 The revisions proposed were approved by the Constitution Working Group on

14 March 2016 for recommendation to Cabinet, and then Council on 25 May 2016.

Recommendations and Reasons 12 The Leader and Cabinet are asked to:

(i) Approve the delegating of executive powers as set out in the officer scheme of delegations.

(ii) Recommend that Council agree the proposed revisions to the

Constitution, including the delegations to Chief Officers contained, at the meeting of the Council on 25 May 2016.

(iii) Recommend that Council authorise the Head of Legal and

Democratic Services, following consultation with the Constitution Working Group, to make future changes to the Constitution to reflect decisions of the Council or a Council body or to comply with legal requirements.

Contact: Ros Layfield, Committee, Member & Civic Services Manager 03000 269708 Clare Burrows, Governance Solicitor 03000 260 548


Finance: None specific within this report. Staffing: None specific within this report. Risk: None specific within this report. Equality and Diversity/Public Sector Equality Duty: Provision will be made for the constitution to be made available on a variety of formats and languages. Accommodation: None specific within this report. Crime and Disorder: None specific within this report. Human Rights: None specific within this report.

Consultation: Consultation with Chief Officers has taken place in relation to the proposed provisions.

Procurement: None specific within this report. Disability Issues: None specific within this report. Legal Implications: To comply with recent changes in legislation.

Appendix 2: Amendments to the Contract Procedure Rules

Contract Procedure Rules 1. INTRODUCTION 1.1 What are Contract Procedure Rules? 1.1.1 The Contract Procedure Rules (CPRs) provide the framework for procurement

activity across the Council, setting out how contracts for goods, works, services and utilities should be put in place and managed, and detailing the record keeping and reporting requirements related to procurement activity. They apply to all Service Groupings across the Council.

1.1.2 To avoid the need for regular amendment due to changes in post titles generic terms are included for officers as follows:

� The term “Chief Officers” refers to the Council’s Chief Executive, the

Corporate Directors and the Assistant Chief Executive.

� The term “Procurement Officer” refers to any officer of the Council responsible for carrying out a procurement exercise – not just to officers with “Procurement Officer” as their job title. Any Council officer undertaking a procurement exercise is a “Procurement Officer” for the purposes of these rules.

� In addition to the above definitions, the general term “officer” refers to any

employee of the Council. 1.1.3 The Contract Procedure Rules should not be seen in isolation, but rather as

part of the overall regulatory framework of the Council as set out in the Constitution.

1.1.4 The content of these CPRs is supported by additional guidance and

documentation contained in the Advice Centre in the “Procurement Catalogue” section of the Council intranet (henceforth referred to as the “Advice Centre”).

2. BASIC PRINCIPLES 2.1 All procurement procedures must:

� Realise value for money by achieving the optimum combination of whole life costs and quality of outcome,

� Be consistent with the highest standards of integrity,

� Operate in a transparent manner,

� Ensure fairness in allocation of public contracts,

� Support all relevant Council priorities and policies including the Medium

Term Financial Plan,

� Comply with the Council’s Corporate Strategy for Commissioning and Procurement, and the Sustainable Commissioning and Procurement Policy, and:

� Comply with all legislative requirements including European Union (EU) Treaty principles, which in relation to procurement are as follows:

o transparency - contract procedures must be transparent and contract opportunities should generally be publicised;

o equal treatment and non-discrimination - potential suppliers must be treated equally;

o proportionality - procurement procedures and decisions must be

proportionate;

o mutual recognition - giving equal validity to qualifications and standards from other Member States, where appropriate.

2.2 These Rules shall be applied to the contracting activities of any partnership

for which the Council is the accountable body unless the Council expressly agrees otherwise.

3. OFFICER RESPONSIBILITIES 3.1 Officers 3.1.1 Officers will comply with these Contract Procedure Rules (CPRs), the

Council’s Constitution and with all UK and EU legal requirements. Officers must ensure that any agents, consultants and contractual partners acting on their behalf also comply.

3.1.2 Officers will:

� Have regard to the guidance in the Advice Centre,

� Keep the records required by Rule 19 of these CPRs, � Take all necessary procurement, legal, financial and professional advice,

taking into account the requirements of these CPRs, � Prior to letting a contract on behalf the Council, check whether:

o the Council already has an appropriate contract in place in the Corporate Contracts Register, or:

o an appropriate national, regional or other collaborative contract is already in place.

Where the Council already has an appropriate contract in place, then this must be used unless it can be established that the contract does not fully meet the Council’s specific requirements in this particular case, and this is agreed following consultation with Corporate Procurement.

Where an appropriate national, regional or collaborative contract is available, consideration should be given to using this, provided the contract offers value for money.

� Ensure that when any employee, either of the Council or of a service provider, may be affected by any transfer arrangement, then any Transfer of Undertaking (Protection of Employment) (TUPE) issues are considered and legal and HR advice from within the Council is obtained prior to proceeding with the procurement exercise.

3.1.3 Failure to comply with any of the provisions of these CPRs, the Council’s Constitution or UK or EU legal requirements may be brought to the attention of the Monitoring Officer, Head of Internal Audit, or relevant Corporate Director as appropriate. Depending on the nature of the non-compliance this may result in disciplinary action being taken.

3.1.4 In cases of non-compliance with these CPRs, the Corporate Procurement

Manager may, following consultation with the officer’s Head of Service, temporarily or permanently suspend any officer’s access to the Oracle system, e-tendering system, and use of purchasing cards.

3.1.5 In addition, in cases of serious non-compliance, the Corporate Procurement

Manager may temporarily suspend any officer’s delegated authority to place contracts, and refer the matter to the Council’s Chief Internal Auditor and Corporate Fraud Manager for further investigation.

3.2 Chief Officers 3.2.1 Chief Officers will:

� Ensure their Service Grouping complies fully with the requirements of these CPRs,

� Ensure contracts are recorded in the corporate Contracts Register as held and maintained by Corporate Procurement, through the use of the Procurement Acceptance Report as detailed in Rule 19,

� Ensure that their Service Grouping provides the requisite information to

allow the Council to maintain the Procurement Work Programme, including

the submission of a Procurement Initial Request Form at as early a stage as possible.

Copies of the Procurement Acceptance Report and Procurement Initial Request Form are available from the Advice Centre.

4. VARIATIONS TO CONTRACT PROCEDURE RULES 4.1 Except where the Public Contracts Regulations (2015) apply, the Executive

has the power to waive any requirements within these CPRs for specific projects.

4.2 Additionally, and where proceeding under a Variation does not breach the

Public Contracts Regulations (2015), these Rules may be waived or varied where the circumstances are certified by the Corporate Director, Resources (advised as appropriate by the Corporate Procurement Manager) as meeting any of the following criteria:

(a) with an organisation already engaged by the Council for a similar

and related procurement and where there is significant benefit to extending the contract to cover this additional requirement, without exposing the Council to unacceptable risk;

(b) involving cases of genuine, unforeseen urgency, where it is not possible to comply with the CPRs;

(c) for the purchase of a work of art or museum specimen, to meet the

specific requirements of an artistic, cultural, or performing arts event, or otherwise for the protection of exclusive rights which cannot be procured competitively due to the nature of the requirement;

(d) in relation to time-limited grant funding from an external body,

where the time limitations will not allow a competitive procurement process to be completed and where the grant conditions allow this; or

(e) where relevant UK or EU legislation not otherwise referred to in

these CPRs prevents the usual procurement process from being followed.

4.3 The appropriate Officer must complete an Application for Variation, as

contained within the Advice Centre, which must be authorised by their Head of Service before being submitted to Corporate Procurement. Corporate Procurement will review the Application for Variation before obtaining a decision from the Corporate Director, Resources (or other officer as delegated).

4.4 Committing to expenditure with a supplier, without a valid contract or a Variation in place, is a breach of these CPRs. Therefore, where a Variation is being sought retrospectively, for expenditure to which a Service Area has already, the retrospective application must be authorised by their Corporate Director, to make them aware of the breach, before it is submitted to Corporate Procurement.

4.5 Every Variation form will be recorded on a master register to be maintained by

Corporate Procurement. 4.6 Where a Variation is being applied for by Corporate Procurement, it must also

be scrutinised by Internal Audit, to ensure the robustness of the procedure. 4.7 The use of e-procurement does not negate the requirement to comply with all

elements of these CPRs. The circumstances under which an exemption to the use of e-procurement can be requested are detailed in Rule 12.

5. EXEMPTIONS 5.1 The following contracts and/or payments are exempt from these CPRs:

(a) Contracts for the execution of mandatory works by statutory undertakers, where the statutory undertaker is the only body which can perform the works. Such statutory undertakers include:

i. British Telecom – specifically for telecoms infrastructure works;

ii. Network Rail – specifically for works affecting the railway infrastructure;

iii. Northern Gas Networks – specifically for gas supply infrastructure works;

iv. Northern Powergrid – specifically for electricity infrastructure works;

v. Northumbria Water – specifically for water and sewerage infrastructure works;

vi. Highways England – specifically for works to the core road network under their management;

In addition, certain other organisations may be regarded as statutory undertakers in very specific circumstances, where works are required, involving disruption to, or re-siting of, existing infrastructure which they own and/or operate, particularly:

vii. Any other telecoms provider for works to specifically-licensed mobile telecoms infrastructure which they own;

viii. Any Independent Distribution Network Operator (IDNO) for works to electricity infrastructure they own.

(b) Fees payable to Ofsted for the inspection of a school, children’s home, or other facility;

(c) Fees payable to the Care Quality Commission under section 85(1) of the Health and Social Care Act 2008;

(d) Fees payable to the Driver & Vehicle Licensing Agency and/or Drive

& Vehicle Standards Agency (formerly VOSA) with regard to Council owned or operated vehicles;

(e) Fees payable to the Disclosure & Barring Service;

(f) Fees for TV licenses in Council owned or operated premises;

(g) Fees payable to Public Health England with respect to the Child

Death Notification Service;

(h) Contracts for the carrying out of statutory public health funerals under the Part 3 of the Public Health (Control of Disease) Act 1984;

(i) Contracts for the purchase of broadcasting time, including for the

placing of radio and television advertising;

(j) Contracts to provide sponsorship to events, awards schemes, or other promotional activity being organised by a third party;

(k) Contracts of employment which make an individual a direct

employee of the authority;

(l) A staff secondment, where an employee of another organisation shall work on a Council project, on a temporary basis, but where they will not become an employee of the Council;

NB: While the CPRs do not apply to staff secondments, authorisation to proceed must be obtained from Human Resources, and the terms of the secondment appropriately documented.

(m)Contracts for legal representation by a lawyer (advocate, barrister,

or solicitor) in arbitration or conciliation proceedings, judicial proceedings before the courts, tribunals or public authorities of a EU member state or third country or before international courts, tribunals or institutions;

(n) Payments for legal advice given by a lawyer in preparation for, or connected to, any of the proceedings mentioned in (m) above;

(o) Payments for document certification and authentication services which may only be provided by notaries;

(p) Payments for legal services provided by trustees or appointed guardians or other legal services, the providers of which are designated by a court or tribunal;

(q) Fees payable to Phonographic Performance Ltd or PRS for Music, for the playing of recorded music in public, or for the use of the musical composition and lyrics in that recording.

(r) Agreements regarding the acquisition, disposal, or transfer of land (to which the Financial Procedure Rules apply), or:

(s) The payment of grants to third parties.

NB: While grants are not covered by these CPRs, there are rules on the awarding of grants which do need to be observed. The Council cannot simply choose to treat a procurement as a grant in order to avoid conducting a competitive process. Officers should follow any guidance contained in the Advice Centre.

� Which have been procured on the Council’s behalf by a Central

Purchasing Body, where the process followed is in line with the Public Contracts Regulations (2015) (e.g. the North East Procurement Organisation, another Pro5 Organisation, or Crown Commercial Service).

� Those relating to special educational needs, urgent social care contracts

or urgent operational needs, if in the opinion of the relevant Corporate Director it is considered to be in the Council’s interests or necessary to meet the authority’s obligations under relevant legislation. Use of this exemption by the relevant Corporate Director must be followed up with a Procurement Acceptance Report as detailed in Rule 19.

� Those relating to residential and/or nursing care to a person or persons to

whom the Council has a duty or power to provide under the Care Act 2014 and other relevant legalisation relating to social care, health and mental health.

6. RELEVANT CONTRACTS 6.1 All Relevant Contracts must comply with these CPRs. A Relevant Contract is

any arrangement made by, or on behalf of, the Council for the supply of goods, or the carrying out of works or services.

These include arrangements for:

� The supply or disposal of goods,

� The hire, rental or lease of goods and equipment, � The delivery of services, including (but not limited to) those related to:

- the recruitment of staff - land and property transactions - financial and consultancy services

6.2 A contract awarded under a Variation to these CPRs (as per Rule 4) remains

a Relevant Contract in all aspects other than those elements of the CPRs which were specifically waived.

7. RISK ASSESSMENT 7.1 All procurements with a likely total value of £50,000 or greater, as well as

lower value procurements where appropriate, must be supported by a risk assessment. This risk assessment must be carried out by the Service Area requesting the procurement, at the start of the procurement process.

7.2 The risk assessment process will identify where further specialist advice

should be sought. 7.3 In order to ensure the Council meets its duties under the Public Services

(Social Value) Act 2012, the risk assessment must include an appraisal of the opportunities to address social value outcomes through the proposed procurement.

7.4 Full details of the process to be followed, including the approved risk log,

matrix, and social value options appraisal, are available in the Advice Centre. 8. PRE-TENDER MARKET TESTING AND CONSULTATION 8.1 The Council may consult potential suppliers, prior to the issue of the Invitation

to Tender or Request for Quotation, in general terms about the nature, level and standard of the supply, contract packaging and other relevant matters, provided this does not prejudice any potential organisation.

8.2 When engaging with potential suppliers, the Council must not seek or accept

technical advice on the preparation of an Invitation to Tender or Quotation from anyone who may have a commercial interest in them, and where this may prejudice the equal treatment of all potential bidding organisations or distort competition.

8.3 In undertaking any market testing activities, the Officer responsible should

refer to any guidance contained in the Advice Centre. 9. COMPETITION REQUIREMENTS 9.1 Competition Requirements 9.1.1 The Procurement Officer must establish the total value of the procurement

including whole life costs and incorporating any potential extension periods which may be awarded.

9.1.2 Based on this value, quotations or tenders must then be invited, and

appropriately advertised, in line with the financial thresholds detailed in the Advice Centre.

9.1.3 Where the Public Contracts Regulations (2015) apply (i.e. for any contracts

likely to exceed the relevant OJEU threshold), the Procurement Officer must determine, prior to advertising, whether the contract is to be divided into lots. If it is decided not to subdivide the contract into lots, the reason for this decision must be recorded in the Procurement Acceptance Report required by Rule 19.

9.1.4 Where the Public Contracts Regulations (2015) apply (i.e. for any contracts

likely to exceed the relevant OJEU threshold), the Procurement Officer shall consult Corporate Procurement to determine the procedure for conducting the procurement exercise.

9.2 Negotiation with a Single Supplier (below OJEU) 9.2.1 In exceptional circumstances, a contract which will not exceed the relevant

OJEU threshold may be awarded without a competitive procurement, via direct negotiation with a single supplier, following a similar process to the EU Negotiated Procedure without prior publication.

9.2.2 Such an award may only be made directly by, or with written approval from,

Corporate Procurement, and only in the following circumstances:

(a) for the purchase of goods which are patented or have such special technical characteristics that they may be considered unique, and where these goods are only available from one supplier. (Note that the presence of a patent alone does not permit the use of this procedure – many patented products are available from more than one supplier); Or:

(b) for the execution of works or services involving unique, highly specialist knowledge or skills and where it can be demonstrated that only one organisation possesses the required knowledge or skills: Or:

(c) for the execution of works or services, where there is considerable benefit to the Council in negotiating with a particular proposed supplier, and where this does not expose the Council to unacceptable risk.

Or:

(d) where an open or restricted Tender, or an openly-advertised Request For Quotation, has been undertaken, and in which no compliant bids were received.

9.2.3 The use of this process may be invalidated by prior negotiation or discussion (of any kind), between a Service Area and a proposed supplier, without the involvement of Corporate Procurement, where such negotiation may distort or restrict the potential market or otherwise prejudice the Council’s position. Corporate Procurement reserves the right to refuse the award of a contract via this process where such unauthorised negotiation has taken place.

9.2.4 Contracts awarded under the provisions of this Rule may have a duration of

no more than three years.

NB Note that when using Rule 9.2 above, no contract may be entered into until the relevant notification has been issued by Corporate Procurement, as set out in Rule 19.3.

10. INVITATION TO TENDER / REQUEST FOR QUOTATION 10.1 Invitations to Tender, Requests for Quotation and Quick Quotes must be

issued in accordance with the requirements of these CPRs, with particular attention to Rule 7, Rule 9 and Rule 17. The Procurement Officer must ensure they are familiar with, and adhere to, the minimum current threshold values, as published on the Advice Centre.

10.2 Above the single quotation threshold of £5,000, all Invitations to Tender,

Requests for Quotation and Quick Quotes must be issued via the Council’s e-tendering system. Procurement documents must be issued via the e-tendering system.

10.3 In exceptional cases, where specific circumstances mean that a procurement

process cannot be carried out electronically or, for example, where there is a failure of the electronic system, permission to conduct a procurement process by alternative means must be obtained from the Corporate Procurement Manager using the relevant exemption form. This can be found in the Advice Centre. This exemption must be sought before requesting quotations or tenders.

11. SHORTLISTING 11.1 Any shortlisting (i.e. Pre-Qualification Questionnaire (PQQ)) must have regard

to the economic, financial and technical standards relevant to the contract and the Evaluation Criteria. Special rules apply to contracts covered by the Public Contracts Regulations (2015). Officers should refer to any further guidance contained in the Advice Centre.

11.2 Where the likely value of the procurement is less than the OJEU threshold for

goods and services (even where the contract is not for goods or services), no shortlisting phase or PQQ may be used.

11.3 Where applying financial turnover threshold as a shortlisting criteria, the

threshold used must be no more than two times the estimated total value of the proposed contract.

11.4 When shortlisting as part of a restricted tender process, a minimum of five

bidding organisations should be shortlisted to tender, except in cases where fewer than five compliant PQQ responses are received.

12. SUBMISSION, RECEIPT AND OPENING OF TENDERS / QUOTATIONS 12.1 Tenders 12.1.1 Bidding organisations must be given an adequate period in which to prepare

and submit a proper quotation or tender, consistent with the complexity of the contract requirements. Where the Public Contract Regulations (2015) apply, Chapter 2 of the Regulations lays down specific minimum time periods for tenders.

12.1.2 As in Rule 10 (above) tenders, except those which have been approved as

exempt from electronic tendering, must be submitted electronically via the e-tendering system. Tenders submitted by any other means must not be accepted.

12.2 Quotations 12.2.1 As in Rule 10 (above), responses to Requests for Quotation and Quick

Quotes must be submitted electronically via the e-tendering system, except where specifically exempt under Rule 10.3. Quotations submitted by any other means must not be accepted.

12.3 Electronic Arrangements 12.3.1 Quotations, Further Competition bids and Pre-Qualification Questionnaires

which are received electronically via the e-tendering system will be opened by the Procurement Officer. The system will not allow any quotations to be opened until the allocated return date / time has passed.

12.3.2 Tenders which are received electronically via the e-tendering system will be

opened by a representative from Legal & Democratic Services. 12.4 Hard Copy Arrangements 12.4.1 In the event that ‘hard copy’ tenders are to be accepted (see Rule 10 and

Rule 12.1.2 of these CPRs for guidance) these must be submitted, sealed, in the envelope provided with the procurement documents and sent by recorded

delivery, addressed to the Head of Legal & Democratic Services at the Council’s registered business address, without any mark revealing the bidding organisation’s identity. Hard copy tenders submitted by any other means will not be accepted.

12.4.2 All hard copy tenders will be held by the Head of Legal & Democratic Services

until the tender opening date/time has been reached. 12.4.3 All hard copy tenders for the same contract will be opened at the same time

by a representative of the Chief Officer who invited the tenders and a representative from Legal & Democratic Services. A register of tenders received will be kept by Legal & Democratic Services and will be initialled on each occasion by the officers who are present at the opening of the tenders.

12.4.4 In the event that hard copy quotations are to be accepted (see Rule 10 and

Rule 12.2.1 of these CPRs for guidance) these must be submitted in a plain envelope marked ‘Quotation for….’ followed by a description of the goods, works or services being procured.

12.4.5 Hard copy quotations will be received directly by Service staff. All quotations

must be opened together once the official return date / time has been passed. 13. EVALUATION CRITERIA AND STANDARDS 13.1 Evaluation Criteria 13.1.1 In any procurement exercise the successful bid should be the one which either:

� Offers the lowest price, or:

� Offers the most economically advantageous balance between quality and

price.

In the latter case, the Council will use criteria linked to the subject matter of the contract to determine that an offer is the most economically advantageous, for example: price, quality, technical merit, aesthetic and functional characteristics, environmental characteristics, running costs, cost effectiveness, after-sales service, technical assistance, delivery date, delivery period and period of completion.

13.1.2 Issues that are important to the Council in terms of meeting its corporate

objectives can be used to evaluate bids. The criteria can include, for example sustainability considerations, support for the local economy, or the use of subcontractors. The bidding organisations’ approaches to continuous improvement and setting targets for service improvement or future savings could also be included. All criteria must relate to the subject matter of the contract, be in line with the Council’s corporate objectives and must be objectively quantifiable and non-discriminatory.

13.1.3 These criteria should be assessed through either:

� Essential Criteria – assessed on a pass / fail basis, or:

� Technical Questions – assessed on a scored basis.

13.1.4 The procurement documentation should clearly explain the basis of the

decision to bidding organisations, making clear how the evaluation criteria specified in the process will be applied, the overall weightings to be attached to each of the high-level criteria, how the high-level criteria are divided into any sub-criteria and the weightings attached to each of those sub-criteria.

13.2 Evaluation Panel 13.2.1 The Procurement Officer should establish an evaluation panel for the

assessment of any Technical Questions at shortlisting and/or Invitation To Tender stages. Each element of the evaluation may have its own panel, provided that all of the responses to each Technical Question are evaluated by the same panel members.

13.2.2 The panel should have at least two members. The Procurement Officer

should act as moderator, and may also take part in the evaluation.

Officers should refer to any further guidance in the Advice Centre. 13.3 Standards 13.3.1 Relevant British, EU and International standards which apply to the subject

matter of the contract and which are necessary to properly describe the required quality must be included with the contract.

Officers should refer to any further guidance in the Advice Centre.

14. CLARIFICATION PROCEDURES 14.1 The Council can ask bidding organisations for clarification of any details

submitted as part of their bid. However, any such clarification must not involve changes to the basic features of the bidding organisation’s submission.

14.2 Clarification questions must be raised via the e-tendering system. Bidders

must also be asked to respond via the e-tendering system. In cases where an e-tender exemption has been granted under Rule 10.3, the Council should ensure any clarifications are requested in writing, or by e-mail, and bidding organisations asked to respond by the same means.

14.3 When requesting clarification, the Procurement Officer must follow any

additional guidance contained in the Advice Centre. 15. EVALUATION, AWARD OF CONTRACT, AND DEBRIEFING OF ORGANISATIONS 15.1 Evaluation

15.1.2 The evaluation of bids must be conducted in accordance with the evaluation

criteria set out in the procurement documents provided to bidding organisations. Evaluation should be conducted in line with Rules 13.1 and 13.2 above, and with regard any guidance detailed in the Advice Centre.

15.2 Award of Contract 15.2.1 The Council is required to notify successful and unsuccessful bidders of the

outcome of a procurement process, in writing, in as timely a fashion as possible. These written notifications should be transmitted via the e-tendering system unless a specific exemption has been granted under Rule 10.3.

15.2.2 Where procurement has been subject to the Public Contract Regulations

(2015), the Alcatel Standstill (a 10 day standstill period before a contract can be awarded to allow an unsuccessful bidding organisation an opportunity to challenge the proposed contract award) shall be included in the procurement timetable, and observed before the contract can be awarded. Full information regarding the Alcatel Standstill is contained within the Advice Centre.

15.2.3 Decisions on award of contract must be made in accordance with the scheme

of delegations in Part 3 of the Constitution. 15.3 Debriefing 15.3.1 The written notifications sent to bidders, in accordance with Rule 15.2.1

above, shall include feedback explaining the outcome of the evaluation process, with specific reference to the evaluation criteria, so that bidders can understand why they were, or were not, successful.

15.3.2 The Procurement Officer should follow any additional guidance in the Advice

Centre. 16. CONTRACT DOCUMENTS 16.1 Format of Contract Documents 16.1.1 The Council’s harmonised procurement documents or conditions issued by a

relevant professional body will be used. Where there is any deviation from these, the documents to be used must be reviewed by Legal Services before being issued. These are available from Corporate Procurement or Service Area procurement staff detailed in the Advice Centre.

16.2 Contract Signature 16.2.1 Contract agreement must:

(a) Where the contract is in the form of a deed, be made under the Council’s seal and attested as required by the Constitution, or:

(b) Where the contract is in the form of an agreement, either:

(i) be signed by at least two officers of the Council authorised as required by the Constitution, or:

(ii) be formalised by the sending of an award letter and the subsequent issuing of a purchase order.

The Procurement Officer should also follow any guidance on the use of deeds and agreements to form contracts found in the Advice Centre.

16.3 Legal Services Review of Tenders and Contracts 16.3.1 To ensure the integrity of the procurement process:

� All proposed Invitations to Tender, Requests for Quotation or Quick Quote where they are not in compliance with the County Council’s harmonised contract documentation or standard terms and conditions issued by a relevant professional body, will be reviewed by Legal Services.

� Any proposed Invitations to Tender which are subject to the Public Contracts Regulations (2015), or above the relevant OJEU advertising threshold, and which are deemed by Corporate Procurement to be of medium or high risk, must be reviewed by Legal Services.

� Any proposed contract where there is any deviation from the contract

terms included in the invitation to tender must be reviewed by Legal Services.

17. APPROVED LISTS AND FRAMEWORK AGREEMENTS 17.1 Approved Lists 17.1.1 Approved lists must not be used where they are prohibited under the Public

Contracts Regulations (2015). 17.1.2 Approved lists should only be used in accordance with the guidance

contained in the Advice Centre. 17.2 Framework Agreements 17.2.1 Framework Agreements are agreements between the Council and one or

more suppliers for the provision of goods, works or services on agreed terms for a specific period, for estimated quantities against which orders may be placed if and when required during the contract period.

17.2.2 The term of a Framework Agreement must not exceed four years. 17.2.3 Where Frameworks are awarded to several organisations, contracts based on

Framework Agreements may be awarded in one of two ways, as follows:

� Where the terms of the agreement are sufficiently precise to cover the particular call-off, by applying the terms laid down in the Framework Agreement without re-opening competition, or:

� Where the terms laid down in the Framework Agreement are not precise

or complete enough for the particular call-off, by holding a further competition in accordance with the following procedure:

o inviting the organisations within the Framework Agreement, that are capable of executing the subject of the contract, to submit bids electronically via the Further Competition step on the e-tendering system, with an appropriate time limit for responses, taking into account factors such as the complexity of the subject of the contract,

o awarding each contract to the bidding organisation who has submitted the best bid on the basis of the relevant Award Criteria set out in the Framework Agreement.

18. SUB-CONTRACTORS 18.1 This Rule applies to all contracts:

(a) for works, where the value is above the OJEU works threshold, or: (b) for services, where the value is above the OJEU services threshold,

and where the services are to be provided at sites or premises managed by the Council.

18.2 Where this Rule applies, following the decision to award the contract, but

before the contract commences, the Procurement Officer must obtain the following details, from the winning supplier(s):

� The names and business addresses of any sub-contractor(s) the supplier

intends to utilise in the delivery of any part of the works or services.

� The name and address of the legal representatives of each such sub-contractor.

� Information to verify each sub-contractor’s compliance with the mandatory

and discretionary grounds for exclusion listed in Regulation 57 of the Public Contracts Regulations 2015.

18.3 Where it is identified, as a result of the above procedure, that a sub-contractor

is in breach of any of the mandatory grounds for exclusion, the supplier must be required to dismiss that sub-contractor from any involvement in the contract. The supplier should appoint a replacement sub-contractor, for which the information in 18.2 above must then be obtained and verified.

18.4 Where it is identified that a sub-contractor is in breach of a discretionary ground for exclusion, the Council may, at its discretion, require the sub-contractor to be dismissed and a suitable replacement appointed.

19. RECORDS 19.1 The Public Contracts Regulations (2015) require contracting authorities to

maintain the following comprehensive records of procurement activities:

� Any proposed contract details including value

� Selection decision

� Justification for use of the selected procedure

� Names of bidding organisations, both successful and unsuccessful

� Reasons for selection

� Reasons for abandoning a procedure.

19.2 Prior to the contract being formally awarded, and prior to any bidding

organisation(s) being notified, the result of any competitive procurement process must be recorded in a Procurement Acceptance Report and submitted to Corporate Procurement. Corporate Procurement will maintain a register of all Procurement Acceptance Reports. Information from Procurement Acceptance Reports will also be used for the tracking of procurement savings, sustainability benefits, and other data.

19.3 Following receipt of the correctly completed Procurement Acceptance Report,

Corporate Procurement will issue a notification to the Procurement Officer, and other relevant officers. Only once this notification has been issued should the contract be formally awarded.

19.4 Following the signature of the contract documents, the Procurement Officer

shall ensure a copy of the signed contract particulars is retained on the e-tendering system for future reference and audit purposes.

Additional records management advice is contained in the Advice Centre.

20. PREVENTION OF CORRUPTION & DECLARATION OF INTERESTS 20.1 Rules and regulations pertaining to the prevention of corruption are outlined in

the Council’s Financial Procedure Rules and must be adhered to.

20.2 Rules and regulations pertaining to the Declaration of Interests are outlined in the Code of Conduct for Employees within the Constitution and must be adhered to.

21. CONTRACT MANAGEMENT / MONITORING

21.1 All contracts must have an appointed Contract Manager for the entirety of the

contract. The responsible Head of Service must ensure a Contract Manager is designated prior to award.

21.2 Contract management, monitoring, evaluation and review must be conducted

in line with any guidance detailed in the Advice Centre. 22. INTERNAL PROVIDERS 22.1 Where an in-house provider is bidding in competition for the provision of

goods, works or services, care must be taken to ensure a fair process between the in-house provider and external bidding organisations.

22.2 Where a Service Grouping intends to procure goods, services or works which

could potentially be delivered in-house by another Service Grouping, the commissioning service shall consult with that in-house provider before proceeding to issue any Invitation to Tender, Request for Quotation, or Quick Quote.

22.3 If the in-house provider has the capability and capacity to meet the

requirement, and can deliver this within the appropriately established budget allocated by the commissioning service, then the in-house service shall be used and no procurement exercise should take place. A procurement exercise via the e-tendering system should only be undertaken if it can be established that the in-house service cannot meet the requirement (or if it has been previously agreed by the appropriate Head of Service that external contractors may be engaged as part of an out-sourcing study or project).

22.4 The Procurement Officer should follow any additional guidance in the Advice

Centre. 23. EXTERNAL BODY GRANT FUNDING 23.1 Where a procurement process is funded, in whole or part, by grant funding

which has been awarded to the Council by an external funding body, the Procurement Officer must ensure that any rules or grant conditions imposed by the funding body are adhered to, in addition to the requirements of these CPRs.

23.2 Where there is any conflict between these CPRs and the rules or conditions

imposed by the funding body, the stricter requirement should be followed. Where there is any doubt over which requirement should be followed, the guidance should be sought from Legal & Democratic Services before proceeding.

23.3 Where a procurement process is funded, in whole or part, by grant funding, a

Grant Authorisation Form must be completed as detailed in the Advice Centre.

24. REVIEW AND AMENDMENT OF CPRS

These Contract Procedure Rules shall be reviewed and updated on an annual basis as part of the annual review of the Constitution.

Appendix 3: Amendments to Officer Scheme of Delegations

Schedule 1

Table 2

Delegations to the Chief Executive 1. To act as Head of the Paid Service under Section 4 of the Local Government

and Housing Act 1989.

2. To guide and, where appropriate, direct chief officers in the exercise of their

delegated functions in order to achieve the overall corporate aims and

objectives of the Council.

3. (a) To carry out any executive function which is delegated to a particular

chief officer in consultation with the relevant Cabinet Portfolio Member (b) To carry out any executive function of a corporate nature in

consultation where appropriate with the Leader and Deputy Leader. 4. To grant exemptions on the political restriction of officer posts under the

Localism Act 2011. The following matters are, in addition, delegated to the Assistant Chief Executive: 5. In consultation where appropriate with the relevant Cabinet Portfolio Member,

to discharge executive functions in relation to:

• Communications

• Corporate Policy, Planning and Improvement

• Community Engagement/Area Action Partnerships

• Community Development

• Community Buildings

• Emergency Planning and Civil Contingencies

• Equalities, Diversity and Cohesion

• Government Migration Programmes

• Performance Management and Research

• Partnership Co-ordination and support for the County Durham Partnership

• The county record office and the county archives

• The Voluntary Sector and Local Councils

6. To oversee the management of the Council’s Overview and Scrutiny

functions. 7. To authorise the expenditure of Neighbourhood and Area budgets approved

by the Council in consultation with the relevant Area Action Partnership Board and the appropriate local Member(s).

8. To designate suitably qualified officers as Authorising Officers for the purpose

of granting authorisations to exercise the powers made available to the Council by the Regulation of Investigatory Powers Act, 2000.

9. To oversee the Council’s responsibility under information governance

legislation.

Schedule 2

Table 3

Delegations to the Corporate Director, Children and Adults Services

1. Executive Functions

Subject to the requirement set out below and in compliance with the provisions of Table 1 above, the Corporate Director, Children and Adult’s Services, is authorised to discharge any function of the Executive in relation to:

1.1 The exercise of the Council’s powers and duties in relation to the

provision of social services so far as those functions relate to:-

• Children, or;

• Children and young people leaving care; or

• Adults; or

• Carers, or:

• Prisoners and/or people in approved premises within County Durham

1.2 Issuing and conducting care proceedings in accordance with the

Children Act 1989 and all other relevant legislation and guidance. 1.3 Functions exercisable on behalf of an NHS body so far as it relates to

adults, children and young people. 1.4 The Council’s powers and duties in relation to the provision and

commissioning of education and training opportunities for young people as determined by the Education Act 1996 and Education and Skills Act 2008 and all other legislation and guidance relating to education and training for young people.

1.5 The effective and lawful operation of a secure unit in accordance with

the licence requirements set by the Office for Standards in Education, Children’s Services and Skills (Ofsted).

1.6 The provision of assessment and treatment services for children and

young people in accordance with the Mental Health Act 1983. 1.7 Implementing or determining, subject to any right of review or appeal

which may apply, all matters concerning the provision of mental health services including applications to displace nearest relatives and appointment as nearest relative and the acceptance and exercise of guardianships under the Mental Health Act 1983.

1.8 To formally approve and authorise Mental Health Professionals who are eligible and qualified to be considered as Approved Mental Health Practitioners.

1.9 Implementing or determining, subject to any right of review or appeal

which may apply, all matters concerning the provision of services

provided under the Mental Capacity Act 2005 including appointment as

Deputy and applications to the Court of Protection and undertaking

Deprivation of Liberty Safeguard authorisations (DoLS).

1.10 Implementing or determining, subject to any right of review or appeal which may apply, all matters concerning the statutory and corporate complaints procedure.

1.11 Setting and varying rates for providers of all forms of social care and

housing support in consultation with the Corporate Director, Resources.

1.12 Setting and varying fees and charges for delivery of services. 1.13 Undertaking joint collaborative action as appropriate with the National

Health Service and other partner organisations for the planning and provision of jointly operated services within the County, including the development of Cooperation Agreements and Partnerships Agreements for joint working arrangements.

1.14 Protection and promotion of the welfare of vulnerable adults including

vulnerable young people moving into adulthood.

1.15 To meet the requirements as set down by regulatory bodies in relation to the operation of services within Adult’s Services and Children’s Services.

1.16 The provision, operation, commissioning and variation of payments to

external providers in respect of services arranged by the Corporate Director, Children and Adult’s Services.

1.17 The provision, operation and commissioning of services in relation to

Adult Learning. 1.18 The provision, operation and commissioning of vocational training and

allied services for persons over compulsory school age, including the provision of secure boarding accommodation for young people aged over 16 but under 25 who are subject to a learning difficultly assessment and promotion of arrangements to assist persons to obtain employment and employers to obtain employees.

1.19 To coordinate the transition of service provision for children who will

require services into adulthood.

1.20 Under the Care Act 2014 to discharge any functions in relation to the social care duties of the Council including:

• To provide information and advice about care and support services for adults and carers.

• To provide or arrange access to preventative services promoting wellbeing and independence.

• Ensuring that the needs of people continue to be met if their care provider becomes unable to carry on providing care because of business failure.

• Carrying out an assessment and applying national eligibility

criteria for anyone who appears to require care and support,

including carers who may need support

• To provide a personal budget to anyone with 'eligible needs’.

1.21 Under the Children and Families Act 2014, to discharge any functions

in relation to the social care duties of the Council including:

• The publication of a ‘Local Offer’ which clearly sets out services available for children and young people with special educational needs between the ages of 0-25.

1.22 Ensuring that the local authority has a panel of persons in place for its

area (known as Channel), as required under the Counter Terrorism and

Security Act 2015. The function of this panel is to assess the extent to

which identified individuals are vulnerable to being drawn into terrorism

and to develop a support plan for that individual.

In carrying out these delegated functions, the Corporate Director will agree arrangements for consultation with the relevant Cabinet Portfolio Member(s) and will refer to the Executive for consideration and decision those matters directed by the said Member(s).

2. Specific Delegations 2.1 To coordinate the Council’s response to Section 17 of the Crime and

Disorder Act 1998 and ensure the crime and disorder implications of the Council’s decisions are properly considered.

2.2 To provide support and advice to statutory partnerships in community

safety/crime and disorder. 2.3 To meet the requirements as set down by regulatory bodies in relation

to the employment, registration and training of all registrable staff.

2.4 To make applications under the Forced Marriage (Civil Protection) Act

2007. 2.5 To advise and contribute to the preparation of the Joint Strategic

Needs Assessment and Joint Health & Wellbeing Strategy in conjunction with the Director of Public Health and local Clinical Commissioning Groups.

2.6 To work in collaboration with partners in the development of the Safe

Durham Partnership Strategic Assessment on behalf of the Safe Durham Partnership and to chair the Safe Durham Partnership.

2.7 To license the employment of children in accordance with the Children

and Young Persons Act 1933. 2.8 To lead and coordinate the local Safeguarding Adults Board and to

coordinate the Local Safeguarding Children’s Board in accordance with legislation and guidance.

3. The matters set out below are, in addition, delegated to the Director of

Public Health;

3.1 To take responsibility for the management of the Council’s Public Health Services, with professional responsibility and accountability for their effectiveness, availability and value for money.

3.2 To contribute to and influence the work of the NHS

Commissioners, ensuring a whole system approach across the public sector and ensuring NHS commissioners receive the public health advice they need.

3.3 To provide leadership, expertise and advice to Senior Officers and

Elected Members on a range of issues from outbreaks of disease and emergency preparedness through to improving local people’s health concerns around access to health services.

3.4 To provide the public with expert, objective advice on health

matters. 3.5 To promote action across the life course, working together with

council colleagues such as the Director of Children and Adults Services and with NHS colleagues.

3.6 To work with local Criminal Justice Partners and Police and Crime

Commissioners to promote safer communities, including cooperating with the police, the probation service and the prison service to assess the risk posed by violent or sexual offenders.

3.7 Under the NHS Act 2006 and the Health & Social Care Act 2012, to discharge any functions in relation to the corporate public health duties of the Council including responsibility for writing the annual report on the health of the local population. (The Council has a duty to Publish this report under section 73B (5) & (6) of the 2006 Act and Section 31 of the 2012 Act).

3.8 Under Section 73A(1) of the 2006 Act inserted by section 30 of the 2012 Act;

• To undertake duties to take steps to improve public health

• To undertake such other public health protection or health improvement functions that the Secretary of State delegates to Local Authorities either by arrangement or under regulations- these include services mandated by regulations under Section 6C of the 2006 Act Inserted by section 18 of the 2012 Act

• To respond as a responsible authority under the Licensing Act 2003, such as making representations about licensing applications

• To provide promote Healthy Start Vitamins (under the Healthy Start and Welfare Food Regulations 2005 ) for maternity or child health clinics

• To consult and make decisions on Fluoridation Schemes

3.9 Under section 6C of the NHS Act 2006;

• To ensure appropriate access to sexual health services

• To take responsibility for the National Child Measurement Programme

• To take responsibility for the NHS Health Check Assessment

3.10 To act as either as lead or supporting Director of Public Health chairing or co- chairing the Local Health Resilience Partnership (LHRP) for County Durham, Darlington and Tees Valley.

3.11 To oversee the NHS screening programmes, both cancer and non-

cancer, ante-natal and children’s screening programmes, ensuring the health of the population is adequately protected and raising issues and concerns appropriately.

3.12 To oversee the NHS immunisation programmes including children 0-5

years, HPV and seasonal flu and any other that the Secretary of State instructs, including catch up programmes, raising issues and concerns appropriately.

3.13 To discharge the Council’s responsibilities in relation to

communicable and infectious diseases, including healthcare acquired infections.

3.14 Implementing or determining, subject to any rights of review or appeal which may apply, all matters concerning the Statutory Public Health complaints procedure.

3.15 Setting, varying and recovering charges in respect of certain steps

taken in the exercise of health improvement duties.

3.16 To advise and contribute to the preparation of the Pharmaceutical Needs Assessment

3.17 The commissioning of services in relation to 0-5 children’s public

health.

Schedule 3 Table 4

Delegations to the Corporate Director, Regeneration and Economic

Development

Executive Functions Subject to the requirement set out below and in compliance with the provisions of Table 1 above, the Corporate Director, Regeneration and Economic Development is authorised to discharge any function of the Executive in relation to:-

• Spatial Planning, Regeneration and Economic Policy

• Housing

• Transport Strategy

• Highways and Local Transport Planning

• Traffic Management, in consultation, where required with the Highways

Committee, in relation to functions under the Road Traffic Regulation Act

1984 and 1988

• Network Management and Street Works in relation to the New Roads and

Street Works Act 1991 and the Traffic Management Act 2004 including

enforcement

• Strategic Tourism

• Conservation and Archaeology

• Town Twinning

• Public Rights of Way

• Management of the Council’s Land and Property Assets (excluding

allotments)

• The transport functions delegated to the Council by the Combined

Authority formed by the Durham, Gateshead, North Tyneside,

Northumberland, South Tyneside and Sunderland Combined Authority Order

2014 (the Combined Authority)

In carrying out these delegated functions the Corporate Director will agree arrangements for consultation with the relevant Cabinet Portfolio Member(s) and will refer to the Executive for consideration and decision those matters directed by the said Member(s)

Specific and non-executive delegations 1. To give consent on behalf of the Council to the County Durham Development

Company Limited incurring expenditure of money provided by the Council. 2. To review decisions made by the Head of Planning and Assets relating to the

list of assets of community value. 3. In consultation with the Head of Legal and Democratic Services to review and

update the list of relevant legislation contained within the Appendix to this Table to reflect new or modified statutory provisions.

4. The exercise of the Council’s enforcement powers under legislation listed in

the Appendix to Table 4 in relation to Common Land and Town and Village Greens.

The following matters are, in addition, delegated to the Head of Transport and Contract Services: 5. To exercise all of the Council’s functions relating to public rights of way as set

out in Part 1 of Section I of Schedule 1 to the 2000 Regulations except matters reserved to the Highways Committee.

6. To cancel penalty charge notices in respect of parking contraventions under

the Civil Enforcement of Parking Contraventions (England) Representations and Appeals Regulations 2007.

7. To exercise the Council’s powers under the Traffic Management Act 2004 and

Transport Act 2000 to:

a) issue a penalty charge notice in connection with parking offences and part

of the civil parking regime

b) allow exceptions to normal civil parking enforcement practices where

appropriate

8. To deal with the provision and maintenance of bus stop infrastructure in

highways and, if necessary, land abutting highways. 9. To undertake non-statutory consultations before implementing proposals to

locate bus stop infrastructure, subject to consultation with Highways Committee before exercising this delegated power if there are unresolved representations to such proposals.

10. Provision and operation of closed circuit television in accordance with the

Criminal Justice and Public Order Act 1994 and the Private Security Industry Act 2001.

11. To discharge the regulatory and enforcement functions of the Council under the legislation set out in the Appendix to this Table.

12. To enter into Section 38 of the Highways Act 1980 agreements to adopt and

thereafter maintain highways at the public expense. 13. To enter into Section 278 of the Highways Act 1980 agreements to modify

existing highways. The following matters are, in addition, delegated to the Head of Spatial Policy, Planning and Assets: 14. Determine all forms of planning and other applications and all notifications

submitted under the Town and Country Planning Act 1990, the Planning (Listed Buildings and Conservation Areas) Act 1990, the Planning (Hazardous Substances) Act 1990 or under any related principal or secondary legislation, except the following –

(a) those applications for planning permission, applications for approval of

reserved matters or other notifications which have a relevant timescale of more than 28 days that any Member of the Council requests be determined by the Planning Committee (such must be made in writing to the Head of Spatial Policy, Planning and Assets specifying material planning grounds on which the request is made and received by the Head of Spatial Policy, Planning and Assets within 21 days of publication on the weekly list or the publication of the site notice or press notice and service of neighbour consultation letters, whichever is the later);

(b) those applications for planning permission, applications for approval of

reserved matters or other notifications which have a relevant timescale of more than 28 days where a Member of the Council or an officer of the Planning Development Service or their spouse/partner or children has an interest in the property or land which is the subject of the application or notification and where there is an objection to the application or notification;

(c) those applications for planning permission, applications for approval of

reserved matters or other notifications which have a relevant timescale of more than 28 days where despite a Town or Parish Council having expressed objection or support on material planning grounds the officer is minded to recommend the application or notification contrary to the Town or Parish Council wishes and the Town or Parish Council have made a specific request in writing for the application or notification to go before a planning committee which is received by the Head of Planning and Assets within 21 days of publication on the weekly list;

(d) Major developments (but not including Reserved Matters, applications

for extension of time or applications for a material minor amendment) comprising-

(i) ten or more dwellings (detailed and outline applications) except

where the application is for a substitution of house types on a scheme already benefiting from an extant planning permission;

(ii) industrial floor space of 5000 m² or more comprised in Use

Class B1 (Business) and/or Use Class B2 (General Industrial) and/or Use Class B8 (Storage or Distribution); or

(iii) all other developments not falling within use classes C3, C4, B1,

B2 or B8 where the floor space is 1000 m² (gross) or more or the site area is 1 hectare or more except applications where the use or building would be for agriculture or personal equestrian use;

(e) those applications for planning permission or notifications which have a

relevant timescale of more than 28 days which in the opinion of the Head of Planning and Assets ought to be determined by Committee due to their controversial nature;

(f) those applications for planning permission or notifications which have a

relevant timescale of more than 28 days recommended for refusal which involve the creation of 10 or more full time or equivalent jobs;

(g) those applications for planning permission or notifications which have a

relevant timescale of more than 28 days where there is a significant departure from Development Plan policy and which would be required to be the subject of a notification to the Secretary of State;

15. To decline to determine planning applications under Sections 70A, 70B and 70C of the Town and Country Planning Act.

16. To take all necessary steps in connection with the defence of appeals against

any refusal or failure to determine any of the applications and notifications mentioned at paragraph 15 above.

17. To provide pre-application advice on proposed or anticipated development

schemes in accordance with the Council’s Pre-Application Advice Protocol. 18. To respond to any pre-application or other consultation on nationally

significant infrastructure projects submitted or to be submitted to the Major Infrastructure Planning Unit under the Planning Act 2008.

19. To carry out reviews of planning permissions as required by the Habitats

Directive and the Conservation of Habitats and Species Regulations 2010. 19. 20.To authorise the making and confirmation of a Direction under Article 4 of the

Town and Country Planning (General Permitted Development) Order 1995.

20.21. To authorise the drafting, negotiation and completion of Section 106 Planning Obligations, S106A Variations to Planning Obligations and Release of Section 52 Planning Agreements and to authorise the giving of any approval or consent required pursuant to a S106 Planning Obligation, S106A Deed of Variation or Section 52 Planning Agreement.

21.22. Authorise, sign and serve all enforcement and other notices under the Town

and Country Planning Act 1990, The Planning (Listed Buildings and Conservation Areas) Act 1990 and the Town and Country Planning (Control of Advertisements) (England) Regulations 2007 on behalf of the Council.

22.23. Authorise the taking of prosecution action applications for injunctions and to

instruct the Head of Legal and Democratic Services, as necessary, to instigate legal proceedings in respect of the enforcement of legislation referred to in the Appendix to this Table.

23.24. To administer simple and conditional cautions to persons guilty of criminal

offences under the legislation referred to in the Appendix to this Table and in accordance with PACE and Home Office guidance.

24.25. Authorise the taking of default action under Sections 178 & 219 of the Town

and Country Planning Act 1990. 25.26. Authorise the making of Orders under Section 257 of the Town and Country

Planning Act 1990. 26.27. To apply to the Secretary of State for an order under Section 249 of the Town

and Country Planning Act 1990. 27.28. To exercise powers of revocation/modification of planning permissions

(Section 97), discontinuance of a use/alteration or removal of a building (Section 102 & Schedule 9) and the making of Prohibition or Suspension Orders (Schedule 9) of the Town and Country Planning Act 1990.

28.29. Authorise the making, confirmation, revocation and variations of Tree

Preservations Orders. 29.30. In connection with any proposed development under Schedule 2 of the Town

and Country Planning (Environmental Impact Assessment) Regulations 2011, determine whether an Environmental Impact Assessment is required (screening) and the information required (scoping).

30.31. Authorise individual named officers to exercise powers of entry contained in

the following:

The Hedgerow Regulations 1997 Town and Country Planning Act 1990 Planning (Listed Buildings and Conservation Areas) Act 1990 Planning (Hazardous Substances) Act 1990

Building Act 1984 Fire Safety and Safety of Places of Sport Act 1987 Safety of Sport Grounds Act 1975 Local Government (Miscellaneous Provisions) Act 1982 Party Wall etc Act 1996 Planning Act 2008 or such other Acts of Parliament as relate to the relevant statutory functions of the planning authority;

31.32. To administer and determine complaints about high hedges under the Anti-Social Behaviour Act 2003.

32.33. The obtaining of information under Section 330 of the Town and Country

Planning Act 1990 and Section 16 of the Local Government (Miscellaneous Provisions) Act 1976.

33.34. Act under and in respect of –

(a) Sections 16, 18 to 21, 23 to 25, 32, 35 and 36, Building Act 1984; (b) Sections 77 to 78 and 80 to 83, Building Act 1984; (c) Building Regulation 14 with regard to giving of notices and requiring the

laying open, cutting into, and pulling down the building, works or fittings Issue 1 65 12 May 2010

(d) Sections 29-32, Local Government (Miscellaneous Provisions) Act

1982; (e) Party Wall Act etc 1996;

34.35. Accept and reject notices, certificates and certificates of compliance from Approved Inspectors and Public Bodies under Sections 47 to 54, Building Act 1984 and to issue safety certificates in accordance with the Safety of Sports Grounds Act 1975 and Part III, Fire Safety and Safety of Places of Sport Act 1987;

35.36. To authorise, sign and serve all notices and deal with all applications,

licences, revocations and suspensions and take all necessary enforcement action on behalf of the Council in respect of its responsibilities for matters of building control.

36..37.In consultation with the Local Members and the relevant Cabinet Portfolio

Member, to sell or lease any property which is surplus to the requirements of the Service for which it is held and where after enquiries no other Service has expressed an interest in the property.

37.38. To approve the principle of acquiring property at a price not exceeding

£60,000.

38.39. To settle the terms of the purchase or lease of property the acquisition of

which has been approved in principle by the Council and to settle any dilapidation claim at the end of any lease acquired.

39.40. To negotiate the acquisition of easements, rights of way, wayleaves, licences,

covenants and consents for the benefit of Council land and property. 40.41. To accept the dedication or transfer of land to be maintained as public open

space or to enable the adoption of a sustainable drainage system subject to satisfactory terms being negotiated for contribution to the cost of maintenance.

41.42. To deal with applications for easements, rights of way, wayleaves, licences,

covenants and consents affecting council land and property not materially affecting the use to which it is or might be put.

42.43.To approve the granting of an option over Council land or the acquiring by the

Council of an option over land and to approve the extension of any option granted or acquired.

43.44. To authorise the use of Council land as a permissive right of way and/or to

dedicate Council land as a public right of way. 44.45. In consultation with the appropriate Service representative to grant leases on

any council owned property, whether or not it has been declared surplus. 45.46. In respect of leases, to carry out rent reviews and to grant renewals,

variations, assignments, sub-lettings, surrenders and other landlords’ consents.

46.47. To agree the appropriation of land from one use to another where this is

necessary to facilitate schemes to be carried out by or on behalf of the Council.

47.48. To settle compensation claims not exceeding £50,000 either under the

provisions of Part 1 of the Land Compensation Act 1973 or as a result of the Council taking entry to property for borehole samples, surveys or other site investigations.

48.49. To negotiate and agree the rating assessment and valuation of all council

owned property, in consultation with the Head of Corporate Finance. 49.50. To require information as to interests in land under Section 16 of the Local

Government (Miscellaneous Provisions) Act 1976. 50.51. To negotiate abortive costs in the event of a transaction not proceeding in

circumstances where the Council has a liability to pay costs.

51.52. Where required as part of the appropriate management of the Council’s assets, to authorise the demolition of Council buildings.

52.53. To approve disposals and appropriations of Open Space and Public Walks

and Pleasure Grounds as set out in Section 10 of the Open Spaces Act 1906 and Section 164 of the Public Health Act 1875 subject to seeking guidance from the Highways Committee in the event of unresolved objections being received.

53.54. To authorise and maintain a list of assets of community value and to make

adjudications and decisions in relation thereto, as defined in Part 5, Chapter 3 of the Localism Act 2011.

54.55. All duties arising out of the establishment of the Business Improvement

Districts. 55.56. To designate any areas to be of special architectural or historical interest as

conservation areas; to review and amend the boundaries and conclude Character appraisals and to formulate and prepare proposals for the preservation and enhancement of those areas.

The following matters are, in addition, delegated to the Head of Economic Development and Housing 56.57. To exercise the Council’s function in relation to housing including:-

(a) the determination of any applications for grant assistance

pursuant to the legislation listed in the Appendix at Table 4;

(b) the exercise of the Council’s enforcement powers under the

legislation listed in the Appendix to Table 4 in relation to private

sector housing;

(c) to authorise the implementation of any action necessary to

recover monies due to the Council as a result of its exercise of

the powers contained in legislation listed in the Appendix at

Table 4;

(d) to investigate and determine all applications made to the Council

under its powers and duties to deal with homelessness in the

legislation described in the Appendix at Table 4:

(e) to authorise any expenditure required in the exercise of the

Council’s functions to assist the homeless.

(f) To respond on the Council’s behalf to requests for consent to

alterations to the Articles of Association of Large Scale

Voluntary Transfer companies and Arms Length Management

Organisations.

57.58. To carry out the Council’s functions in relation to permanent gypsy, roma and

traveller sites under the legislation listed in the Appendix at Table 4, including allocation of sites, site management, rent recovery and tenant support.

Appendix to Table 4 Acquisition of Land Act 1981 Anti-Social Behaviour Act 2003 Anti-Social Behaviour, Crime and Policing Act 2014 Building Act 1984 Chronically Sick and Disabled Persons Act 1970 Commons Act 1876 Commons Act 2006 Commons Registration Act 1965 Countryside and Rights of Way Act 2000 Criminal Justice and Public Order Act 1994 Durham City Council Act 1985 Electricity at Work Act 1989 Environmental Protection Act 1990 Environment Act 1995 Fire Safety and Places of Sport Act 1987 Forgery and Counterfeiting Act 1981 Fraud Act 2006 Growth and Infrastructure Act 2013 The Hedgerows Regulations 1997 Highways Act 1980 Home Energy Conservation Act 1997 Homelessness Act 2002 Housing Act 1985 Housing Act 1988 Housing Act 1996 Housing Act 2004 Housing and Regeneration Act 2008 Housing Grants Construction and Regeneration Act 1996 Inclosure Act 1857 Land Compensation Act 1973 Landlord and Tenant Act 1985 Leasehold Reform Housing and Urban Development Act 1993 Local Democracy, Economic Development and Construction Act 2009 Local Government, Planning and Land Act 1980 Local Government (Miscellaneous Provisions ) Act 1982 Local Government (Miscellaneous Provisions) Act 1976 Local Government Act 1972 Local Government Act 2003 Local Government and Housing Act 1989 Localism Act 2011 Local Transport Act 2008 Mobile Homes Act 2013 National Parks and Access to the Countryside Act 1949 Natural Environment and Rural Communities Act 2006 New Roads and Street Works Act 1991 Open Spaces Act 1906 Party Wall etc. Act 1996 Planning and Compulsory Purchase Act 2004

Planning (Hazardous Substances) Act 1990 Planning (Listed Buildings and Conservation Areas) Act 1990 Planning Act 2008 Private Security Industry Act 2001 Proceeds of Crime Act 2002 Protection from Eviction Act 1977 Railway Clauses Consolidation Act 1985 Regulatory Reform (Housing Assistance) (England and Wales) Order 2002 Road Traffic Regulation Act 1984 Safety of Sports Grounds Act 1975 The Conservation of Habitats and Species Regulations 2010 Town and Country Planning (Use Classes Order) 1987 Town and Country Planning Act 1990 Town and Country Planning (Control of Advertisements) (England) Regulations 2007 Town and Country Planning (Environmental Impact Assessment) Regulations 2011 Town and Country Planning (General Permitted Development) Order 1995 Town and Country Planning (Development Management Procedure) (England) Order 2010 Town and Country Planning (Local Planning) (England) Regulations 2012 Town Police Clauses Act 1847 Traffic Management Act 1984 Traffic Management Act 2004 Transport Act 1985 Transport Act 2000 Warm Homes and Energy Conservation Act 2003 Wildlife and Countryside Act 1981

Schedule 4 Table 5

Delegations to the Corporate Director, Neighbourhood Services

Executive Functions 1. Executive Functions

Subject to the requirement set out below and in compliance with the provisions of Table 1 above the Corporate Director, Neighbourhood Services is authorised to discharge any function of the Executive in relation to:-

In carrying out these delegated functions the Corporate Director will agree arrangements for consultation with the relevant Cabinet Portfolio Member(s) and will refer to the Executive for consideration and decision those matters directed by the said Member(s) Specific and Non-Executive Delegations

• Buildings and Facilities Management

• Building Design Services

• Business Services

• Street Cleansing and Grounds Maintenance

• Construction Programme and Project Management Unit

• Consumer Protection

• County Fleet

• Culture and Sport Localities

• Culture and Sport Improvement and Development

• Culture and Sport Growing and Learning

• Culture and Sport Wellbeing

• Culture and Sport Place and Experience

• Customer Services

• Environment Protection

• Health Protection

• Management and Maintenance of Highways

• Neighbourhood Protection

• Neighbourhood Services Learning and Development

• Parks and Grounds

• Policy, Performance and Communications

• Projects and Programme Management

• Waste Collections and Waste Transfer Sites

• Waste Management

• School Capital Projects

The following matters are, in addition delegated to the Head of Culture and Sport

2. To authorise suitably qualified and competent staff within Culture and Sport

and other persons acting on behalf of the Council, for the purposes of

discharging duties and powers under the relevant legislation referred to in

Appendix 5 to this Table.

3. In consultation with the Head of Legal and Democratic Services to review and

update the list of legislation contained within Appendix 5 to this Table to

reflect new or modified statutory provisions.

4. To exercise functions as Library Authority under relevant legislation referred to

in Appendix 5 to this table

5. In consultation with the Head of Legal and Democratic Services to take

enforcement action under bye-laws relating to arts, libraries and museums.

6. To approve agency agreements where financial transactions are not required.

The following matters are, in addition delegated to the Head of Direct Services

7. To exercise the Council’s functions relating to provisions of the Highways Act

1980 as set out in Schedule 1 to the Local Authorities (Functions and

Responsibilities) (England) 2000 Regulations

8. To authorise suitably qualified and competent staff within Direct Services and

other persons acting on behalf of the Council, for the purposes of discharging

duties and powers under the relevant legislation referred to in Appendix 5 to

this Table




10. To authorise suitably qualified and competent staff within Direct Services to

discharge the regulatory and enforcement functions of the Council under

the relevant legislation set out in Appendix 5 to this Table

11. To exercise, in consultation with the Head of the Legal and Democratic

Services the Council’s enforcement functions including the institution of legal

proceedings under relevant legislation set out in Appendix 5 to this Table and

all associated secondary legislation as amended from time to time

12. To issue simple and conditional cautions to persons guilty of criminal

offences under the legislation as referred to in Appendix 5 to this Table and in

accordance with PACE and the Home Office Guidance

13. To exercise functions as Waste Collection Authority under relevant legislation

referred to in Appendix 5 to this table.

14. In consultation with the Head of Legal and Democratic Services, to make,

confirm, amend, vary, modify, consolidate and revoke orders under the

legislation referred to in Appendix 5 to this Table.

15. To manage the Council’s allotments which includes responsibility for the

grant, renewal and termination of allotment tenancies.

The following matters are, in addition delegated to the Head of Environment, Health and Consumer Protection 16. To exercise all of the Council’s functions including licensing, registration,

making of orders, issue of notices and enforcement in respect of the following

matters referred to in Schedule 1 to the Local Authorities (Functions and

Responsibilities) (England) 2000 Regulations:

a. Performances of hypnotism;

b. Premises for acupuncture, tattooing, ear piercing and electrolysis;

c. Pleasure boats and pleasure vessels;

d. Night cafes and take-away food shops;

e. Sale of non-medicinal poisons;

f. Premises for the preparation of food including registration;

g. Scrap yards;

h. Pet shops and the breeding and boarding of dogs or other animals;

i. Animal trainers;

j. Knackers’ yards;

k. Charitable collections;

l. Operation of loudspeakers;

m. Street works licences;

n. Movement and sale of cattle and pigs;

o. Storage of celluloid;

p. Meat, fish, dairy and egg product establishments and butchers’

shops;

q. Motor salvage operations;

r. Health and safety at work;

s. Smoke-free premises;

t. Caravan and camping sites and moveable dwellings

17. To exercise the Council’s functions in relation to:

a. The control of pollution and the management of air quality;

b. Statutory nuisances, as referred to in Schedule 2 to the Local

Authorities (Functions and Responsibilities) (England) 2000

Regulations;

c. Contaminated land;

d. Port health;


Services the Council’s licensing, approval, registration and enforcement

functions, including the institution of legal proceedings under legislation set

out in Appendix 1 to this Table and all associated secondary legislation as

amended from time to time.


update the list of relevant legislation contained within Appendix 1 to this Table

to reflect new or modified statutory provisions.

20. Subject to Appendices 2, 3 and 4 to this Table to authorise, suspend, vary,

transfer, extend or revoke permits, licences, certificates, registrations and

approvals issued under the legislation set out in the Appendix 1 to this Table

including all relevant statutory provisions.

21. To issue simple and conditional cautions to persons guilty of criminal offences

under the legislation referred to in Appendix 1 and in accordance with PACE

and the Home Office Guidance.

22. To authorise suitably qualified and competent staff within the Environment,

Health and Consumer Protection Division and other persons acting on behalf

of the Council, for the purposes of discharging duties and powers under the

legislation referred to in Appendix 1.

23. To authorise another local authority to institute legal proceedings in respect of

a contravention of the legislation set out in Appendix 1 to this Table where

related contraventions are being investigated by that authority.

24. To grant authorisations in relation to illegal money lending and unfair trading

practices.

25. Power to agree transfers and assignments under health and safety legislation

to change Enforcing Authority responsibilities.

26. Power to appoint Proper Officers and alternate Proper Officers for the

Authority for matters relating to Public Health, Port Health and the Control of

Infectious Disease.

27. Power to appoint Public Analyst, Agricultural Analyst and Food Examiner for

the Council.

28. To authorise Officers to institute and or defend on behalf of the Council any

legal proceedings which the Council by itself, or by a duly empowered

Committee, may decide to take. In this respect, nominated staff are hereby

authorised to appear in Court in person, or to be represented by a duly

appointed officer of the Council in accordance with Section 223 of the Local

government Act 1972 or to be represented by a duly instructed solicitor.

29. To determine those applications and matters in relation to Licensing and

Gambling as are referred to in Appendices 2, 3 and 4 to this Table.

30. To agree terms of conditions and licences in accordance with published best

practice and/or guidance.

The following matters are, in addition delegated to the Head of Projects and Business Services

31. To authorise suitably qualified and competent staff within Projects and

Business Services and other persons acting on behalf of the Council, for the

purposes of discharging duties and powers under the relevant legislation

referred to in Appendix 5 to this Table




33. To exercise functions as Waste Disposal Authority under relevant legislation

referred to in Appendix 5 to this table

The following matters are, in addition delegated to the Head of Technical Services

34. To exercise all the Council’s functions relating to provisions of the Highways

Act 1980 as set out in Schedule 1 to the Local Authorities (Functions and

Responsibilities) (England) 2000 Regulations.

35. To authorise suitably qualified and competent staff within Technical Services

and other persons acting on behalf of the Council, for the purposes of

discharging duties and powers under the relevant legislation referred to in

Appendix 5 to this Table.




37. To authorise suitably qualified staff within Technical Services to discharge

the regulatory and enforcement functions of the Council under the relevant

legislation set out in Appendix 5 to this Table.


Services the Council’s enforcement functions, including the institution of

legal proceedings, under legislation set out in Appendix 5 to this Table

and all associated secondary legislation as amended from time to time

39. In consultation with the Head of Legal and Democratic Services, to make,

confirm, amend, vary, modify, consolidate and revoke orders under the

legislation referred to in Appendix 5 to this Table.

40. To exercise the functions of land drainage and as a Lead Local Flood

Authority under the relevant legislation referred to in Appendix 5 to this table.

41. To exercise functions as Highway Authority under relevant legislation referred

to in Appendix 5 to this table, including the following:

(i) Power to enforce all the provisions of and initiate legal proceedings under

all the sections of the Highways Act 1980;

(ii) To exercise the Council’s powers under the Durham City Council Act 1985

in relation to the temporary closure of footpaths;

(iii) To grant street works license under section 50 of the New Roads and

Street Works Act 1991;

(iv) To issue fixed penalty notices to statutory undertakers who fail to serve

correct notices under the New Roads and Street Works Act 1991 to carry

out works on the road network.

Appendix 1 to Table 5

Administration of Justice Act 1970 Agriculture Act 1970 Agriculture (Miscellaneous Provisions) Act 1968 Agricultural Produce (Grading and Marking) Acts 1928 and 1931 Animal Act 1971 Animal Boarding Establishments Act 1963 Animal By Products (Enforcement) (England) Regulations 2013 Animal Feed (England) Regulations 2010 Animal Health Act 1981 Animal Welfare Act 2006 Anti-Social Behaviour Act 2003 Anti-Social Behaviour, Crime and Policing Act 2014 Breeding of Dogs Act 1973 Breeding of Dogs Act 1991 Breeding and Sale of Dogs (Welfare) Act 1999 Building Act 1984 Caravan Sites and Control of Development Act 1960 Caravan Sites Act 1968 Cattle Identification Regulations 1998 (Amended) Children and Families Act 2014 Children and Young Persons Act 1933 Children and Young Persons (Protection from Tobacco) Act1991 Clean Air Act 1993 Clean Neighbourhoods and Environment Act 2005 Companies Act 1985 and 2006 Consumer Rights Act 2015 Consumer Contracts (information, Cancellation and Additional Charges) Regulations 2013 Consumer Credit Act 1974 Consumer Protection (Distance Selling) Regulations 2000 Consumer Protection Act 1987 Consumer Protection from Unfair Trading Regulations 2008 Control of Pollution (Amendment) Act 1989 Control of Pollution Act 1974 Copyright, Design and Patents Act 1988 Crime and Disorder Act 1998 Criminal Justice Act 1988 Criminal Justice and Police Act 2001 Criminal Justice and Public Order Act 1994 Courts and Legal Services Act 1990 Dangerous Substances and Explosive Atmospheres Regulations 2002 Dangerous Wild Animals Act 1976 Deregulation Act 2015 Development of Tourism Act 1969 Education Reform Act 1988 Employment of Women, Young Persons and Children Act 1920 Energy Act 1976 Energy Act 2013

Enterprise Act 2002 Environmental Damage (Prevention and Remediation) (Regulations) 2009 Environmental Protection Act 1990 Environment Act 1995 Estate Agents Act 1979 European Communities Act 1972 Explosives Act Explosives (Age of Purchase etc) Act 1976 Fair Trading Act 1973 Farm and Garden Chemicals Act 1967 Feed (Hygiene and Enforcement) (England) Regulations 2005 Food Act 1984 Food Safety and Hygiene (England) Regulations 2013 Food and Environment Protection Act 1985 Food Safety Act 1990 Fraud Act 2006 Gambling Act 2005 Hallmarking Act 1973 Health Act 2006 Health Act 2009 Health and Safety at Work etc. Act 1974 Highways Act 1980 House to House Collections Act 1939 Housing Act 2004 Housing Grants, Construction and Regeneration Act 1996 Hypnotism Act 1952 International Health Regulations 2005 Intoxicating Substances (Supply) Act 1985 Land Drainage Act 1976 Land Drainage Act 1991 Land Drainage Act 1994 Legislative and Regulatory Reform Act 2006 Licensing Act 2003 Local Authorities Goods and Services Act 1970 Local Government Act 1972 Local Government (Miscellaneous Provisions) Act 1976 Local Government (Miscellaneous Provisions) Act 1982 Local Government (Review of Decisions) Act 2015 Localism Act 2011 Medicines Act 1968 Mines and Quarries Act 1954 Mobile Homes Act 2013 Motor Cycle Noise Act 1987 Motor Salvage Operators Regulations 2002 National Assistance Act 1948 Noise Act 1996 Noise and Statutory Nuisance Act 1993 Official Feed and Food Controls (England) (Amendment) Regulations 2011 Performing Animals (Regulation) Act 1925 Pesticides Act 1998

Pesticides (Fees and Enforcement) Act 1989 Pet Animals Act 1951 Pet Animals Act 1951 Amendment Act 1983 Petroleum (Consolidation) Regulations 2014 Pigs (Records, Identification and Movement) Order 1995 Poisons Act 1972 Police, Factories etc. (Miscellaneous Provisions) Act 1916 Pollution Prevention and Control Act 1999 Pollution Prevention and Control (England and Wales) Regulations 2000 Prevention of Damage by Pests Act 1949 Prices Acts 1974 Proceeds of Crime Act 2002 Protection of Animals Act 1911 Public Health Act 1936 Public Health Act 1961 Public Health (Control of Diseases) Act 1984 Public Health (Ships) Regulations 1979 Public Health (Ships) (Amendment) (England) Regulations 2007 Public Health Acts Amendment Act 1907 Regulatory Enforcement and Sanctions Act 2008 Riding Establishments Acts 1964 and 1970 Road Traffic (Foreign Vehicles) Act 1972 Road Traffic Acts 1988 and 1991 Road Traffic Offenders Act 1988 Road Traffic (Consequential Provisions) Act 1988 Scrap Metal Dealers Act 2013 Sheep Scab Order 1997 Slaughter of Poultry Act 1967 Slaughterhouse Act 1974 Solicitors Act 1974 Sunbeds (Regulations) Act 2010 Sunday Trading Act 1994 Telecommunications Act 1984 Timeshare, Holiday Products, Resale and Exchange Contracts Regulations 2010 Tobacco Advertising and Promotion Act 2002 Town and Country Planning Act 1990 Town Police Clauses Act 1847 Trade Descriptions Acts 1968 Trade Marks Act 1994 Trading Stamps Act 1964 Traffic Management Act 2004 Unsolicited Goods and Services Acts 1971 Unsolicited Goods and Services Amendment Act 1975 Video Recordings Acts 1984, 1993 and 2010 Water Industries Act 1991 Weights and Measures Act 1985 Zoo Licensing Act 1981

Appendix 2 to Table 5 – Delegation of Licensing Act 2003 Responsibilities

Matter to be dealt with Licensing Sub Committee

Authorised Officers

Application for Personal Licence If police objection made If no police objection made

Application for Personal Licence with unspent convictions

All cases -

Application for Premises Licence/Club Premises Certificate

If relevant representation is made

If no relevant representation is made

Application for provisional statement If relevant representation is made


Application to vary Premises Licence /Club Premises Certificate

If relevant representation is made


Application to vary designated Premises Supervisor

If police objection made All other cases

Request to be removed as designated Premises Supervisor

- All cases

Application for transfer of Premises Licence

If police objection made All other cases

Application for interim authorities If police objection made All other cases

Application to review Premises Licence /Club Premises Certificate

All cases -

Decision on whether a complaint is irrelevant, frivolous or vexatious, etc.

-

All cases in consultation with the Chair or Vice Chair of the Statutory Licensing Committee

Decision to object when local authority is a consultee and not the relevant authority considering the application

All cases -

Determination of a police representation to a temporary event notice

All cases -

Appendix 3 to Table 5 – Delegation of Gambling Act 2005 Responsibilities

Section of Gambling Act 2005

Matter to be dealt with Delegated to

s162

Decision as to whether representation is vexatious, frivolous, or would certainly not influence the authority’s determination of application

Authorised Officer in consultation with Chair or Vice Chair of the Licensing Committee

Attachment of condition to Premises Licence or exclusion of default condition

Licensing Sub-Committee

s163

Determination of application for Premises Licence where no relevant representations received

Authorised Officer

Determination of application for Premises Licence in respect of which representations have been made (and not withdrawn)


s187

Determination of application to vary Premises Licence in respect of which no representation received

Authorised Officer

Determination of application to vary Premises Licence in respect of which representations have been made (and not withdrawn)


s188

Determination of application for transfer of Premises Licence where no representations received

Authorised Officer

Determination of application for transfer of Premises Licence in respect of which representations have been made (not withdrawn)


s193 Revocation of Premises Licence for failure to pay annual fee

Authorised Officer

s194 Determination that a Premises Licence has lapsed

Authorised Officer

s195

Reinstatement of lapsed Premises Licence where no representation is received

Authorised Officer

Reinstatement of lapsed Premises Licence in respect of which representations have been made (and not withdrawn)


s198 Rejection of application for review of Premises Licence on various grounds


s200 Initiation of review of Premises Licence

Authorised Officer




s201

Determination that representation about review of Premises Licence is frivolous, vexatious or will certainly not influence a review of a Premises Licence


s202 Determination of action following review of Premises Licence


s204

Determination of application for provisional statement in respect of which no representations received

Authorised Officer

Determination of application for provisional statement in respect of Premises Licence where representations have been made (and not withdrawn)


s205

Decision to disregard representations made in respect of application for a Premises Licence after issue of provisional statement


s218 Issue of counter notice to Temporary Use Notice where number of permitted days are exceeded

Authorised Officer

s221 Objection to Temporary Use Notice Authorised Officer

s222

Hearing in relation to a Temporary Use Notice or to agree with other parties in the event of an objection that a hearing is unnecessary


s284 Making of Order to remove exemptions from specified premises


s346 Institution of criminal proceedings in respect of an offence under the provisions of the Act


Schedule 10, Para 8

Determination of application for Family Entertainment Centre Gaming Machine Permit

Head of Administration (or in their absence the Central Services Manager) (Refusal to be exercised only in consultation with Chairman or Vice-Chairman of the Licensing Committee)

Schedule 10, Para 14,15

Notification of lapse of Family Entertainment Centre Gaming Permit


Schedule 11, Para 44

Registration of society for small society Lottery

Authorised Officer





Refusal of application for registration of society for small society lottery



Revocation of registration of society for small society lottery



Cancellation of registration of society for small society lottery for non-payment of annual fee

Authorised Officer

Schedule 12, Para 5,10,24

Determination of application for Club Gaming Permit and Club Registration Permit and for renewal of permit where no representations received

Authorised Officer

Determination of application for Club Gaming Permit and Club Registration Permit and for renewal of permit in respect of which representations have been made (and not withdrawn)



Determination of application for variation of Club Gaming Permit and Club Registration Permit and cancellation of permit where no representations received

Authorised Officer

Determination of application for variation of Club Gaming Permit and in respect of which Club Registration Permit and cancellation of permit representations have been made (and not withdrawn)



Cancellation of Club Gaming Permit and Club Registration Permit



Cancellation of Club Gaming Permit and Club Registration Permit for failure to pay annual fee

Authorised Officer

Schedule 13, Para 4,15,19

Determination of application for grant, variation or transfer of Licensed Premises Gaming Machine Permit

Authorised Officer (Refusal and limitation on number of machines only in consultation with Chair or Vice Chair of the Licensing Committee)


Cancellation of Licensed Premises Gaming Machine Permit or variation of number or category of machines






Cancellation of Licensing Premises Gaming Machine Permit and variation of number or category of machine where no representations received

Authorised Officer

Cancellation of Licensed Premises Gaming Machine Permit for failure to pay annual fee

Authorised Officer

Schedule 14, Para 9, 18

Determination of application for Prize Gaming Permit and application for renewal of Permit

Authorised Officer (Refusal only in consultation with Chair or Vice-Chair of Licensing Committee)


Determination that Prize Gaming Permit has lapsed

Authorised Officer

Appendix 4 to Table 5 - Hackney Carriage and Private Hire Licensing Responsibilities Matter to be dealt with Delegated to Application for a Drivers Licence - No concerns over fitness and propriety

Authorised Officer

Application for a Drivers Licence - Doubts on fitness and propriety are minor traffic offences

Authorised Officer

Application for a Drivers Licence - Lapse of time or circumstances for convictions fall outside of the Policy


Application for a Drivers Licence - There is any other doubt on suitability


Revocation of Driver or Operator Licence Licensing Sub-Committee Revocation of Vehicle Licence Authorised Officer Suspension of Licence Authorised Officer

Appendix 5 to Table 5 Administration of Justice Act 1970 Allotments Act 1922, 1925 and 1950 Animal Act 1971 Animal Welfare Act 2006 Anti-Social Behaviour Act 2003 Anti-Social Behaviour, Crime and Policing Act 2014 Burial Act 1853 Burial Act 1857 Civic Amenities Act 1967 Clean Neighbourhoods and Environment Act 2005 Coast Protection Act 1949 Conservation of Habitats and Species Regulations 2010 Construction, Design and Management (CDM) Regulations 2015 Control of Horses Act 2015 Control of Pollution Act 1974 Control of Pollution (Amendment) Act 1989 Copyright, Designs and Patents Act 1988 Countryside Act 1968 Countryside and Rights of Way Act 2000 Cremation Act 1902 and 1952 Criminal Damage and Police Act 2001 Criminal Justice and Public Order Act 1994 Criminal Damage Act 1971 Crime and Disorder Act 1998 Dangerous Dogs Act 1991 Deregulation Act 2015 Durham City Council Act 1985 Electricity at Work Act Regulations 1989 Environment Act 1995 Environmental Protection Act 1990 Firearms Act 1968 Flood and Water Management Act 2010 Hazardous Waste (England and Wales) Regulations 2005 Health and Safety at Work Act 1974 Highways Act 1980 Household Waste Recycling Act 2003 Housing Grants, Construction and Regeneration Act 1996 Land Drainage Act 1991 and 1994 Landfill (England and Wales) Regulations 2002 Local Democracy, Economic Development and Construction Act 2009 Local Government Act 1972 Local Government (Miscellaneous Provisions) Act 1976 Local Government (Miscellaneous Provisions) Act 1982 Localism Act 2011 Local Authorities’ Cemeteries Order 1977 Local Transport Act 2008 Management of Health and Safety at Work Act Regulations 1999 Museums and Galleries Act 1992

National Parks and Access to the Countryside Act 1949 Natural Environment and Rural Communities Act 2006 New Roads and Street Works Act 1991 Occupiers Liability Act 1984 Offender Management Act 2007 Open Spaces Act 1906 Parochial Registers and Records Measure 1978 Police Reform Act 2002 Public Health Act 1925 Public Health Act 1936 Public Health Act 1961 Public Health Acts Amendment Act 1907 Refuse Disposal (Amenity) Act 1978 Registration of Burials Act 1864 Road Traffic Act 1988 Road Traffic Regulation Act 1984 Road Traffic (Temporary Restrictions) Act 1991 Road Traffic Regulation (Special Events) Act 1994 Safety Sports Ground Act 1975 Small Holdings and Allotments Act 1908 Sporting Events (Control of Alcohol etc) Act 1985 Theatres Act 1968 Town and Country Planning Act 1990 Town Improvement Clauses Act 1847 Town Police Clauses Act 1847 Traffic Calming Act 1992 Traffic Management Act 2004 Transport Act 1968, 1981, 1985 and 2000 Waste Minimisation Act 1998 Waste Batteries and Accumulators Regulations 2009 Waste Electrical and Electronic Equipment Regulations 2013 Waste (England and Wales) Regulations 2011 Weeds Act 1959 Wildlife and Countryside Act 1981

Schedule 5

Table 6

Delegations to the Corporate Director, Resources Executive Functions Subject to the requirement set out below and in compliance with the provisions of Table 1 above the Corporate Director, Resources is authorised to discharge any function of the Executive in relation to:-

• The proper administration of the Council’s financial affairs

• The provision of Legal and Democratic Services to the Council

• Human Resources and Organisational Development Services

• ICT Services

• Coroners

• Land charges

• The Registration of Births, Deaths and Marriages In carrying out these delegated functions the Corporate Director will agree arrangements for consultation with the relevant Cabinet Portfolio Member(s) and will refer to the Executive for consideration and decision those matters directed by the said Member(s) Specific and Non-Executive Delegations Finance and Corporate Services 1. To establish an appropriate Debt Management Strategy and Policy and to

implement appropriate action to ensure the collection of revenue, council tax and business rates.

2. The administration of housing benefits, including Discretionary Housing

Payments and the administration of the Local Council Tax Support Scheme (from 1 April 2013).

3. The provision, operation and commissioning of a Welfare Rights and Citizens

Advisory Service. 4. To exercise the budgetary control functions referred to the Corporate Director

under the Council’s Financial Procedure Rules. 5. To arrange all borrowings, financing and investment in line with the Council’s

Treasury Management Policy Statement. 6. To maintain an effective internal audit service. 7. To act as lead officer for the Audit Committee.

8. To act as the Risk Management Officer Champion and ensure appropriate risk management arrangements are in place across the Council.

9. To act as lead officer for maintaining effective corporate governance

arrangements and the preparation of the Annual Governance Statement 10. To make appropriate banking arrangements on behalf of the Council. 11. To insure against risks where this is considered appropriate. 12. The operation of the Council’s accounting systems and payroll. 13. To authorise the release of funds from contingencies as set out in the

Revenue Budget and to forecast and to manage the Council’s Collection Funds, making adjustments to payments to principal precepting bodies as appropriate.

14. To establish such reserves as required and review them for both adequacy

and purpose on a regular basis. 15. To act as Proper Officer for the purposes of the following provisions of the

Local Government Act 1972:

(a) Section 115(2) (Accountability of Officers); (b) Section 146 (Transfer of Securities on Alteration of Area Etc.)

16. To write off debts. 17. To deal with the payment of Coroner’s remuneration and expenses. 18. To ensure appropriate financial arrangements across the Council. 19. To approve premises for the solemnization of marriages and the registration

of civil partnerships. 20. To appoint Assistant Coroners in accordance with the provisions of the

Coroners and Justice Act 2009. 21. To authorise expenditure within the approved budget for civic hospitality. 22. To agree the terms of loans permitted under law. 23. To make a statutory declaration of local authority mortgage interest. 24. To respond to notices in relation to EU financial sanctions. 25. To receive and respond to expressions of interest under Community Right to

Challenge, under Part 5, Chapter 2 of the Localism Act 2011.

26. To forecast yield from Business Rates including the completion and submission to Government of the NNDR 1 and NNDR 3 returns, factoring the implications of the Business Rate Retention Scheme (from 1 April 2013) into the Medium Term Financial Plan and maintaining a Collection Fund in accordance with proper accounting practice.

27. To establish a Council Tax Discretionary Reduction Policy and Business

Rates Hardship Relief Policy and administer applications for relief under Section 13A(1)(c) of the Local Government Finance Act 1988.

28. To liaise with the Schools Forum on School Funding formula allocations and

to advise Council on formula changes to ensure compliance with Department for Education guidance and regulations and the proper administration of Dedicated Schools Grant allocations.

29. To apply to the Court of Protection for deputyship or single orders related to

finance and property.

30. To waive or reduce charges for care services in individual cases. 31. To disregard the value of a property in a financial assessment. 32. In relation to the Pension Fund, to exercise the County Council’s function as

administering authority relating to the Local Government Pension Scheme including, but not restricted to, the following:

(a) To ensure that Pension Fund complies with the Local Government

Pension Scheme Regulations and all other legislation that governs the administration of the Pension Fund.

(b) To exercise discretions the Council as administering authority has,

under the regulations governing the Local Government Pension; (c) To administer the financial affairs of the Pension Fund; (d) To agree the write-off of bad debts; (e) To take any decision relating to the investment or management of the

Pension Fund that cannot reasonably await the next meeting of the Pension Fund Committee.

(f) To authorise, in cases of urgency, the taking of any action by a

Manager of the Pension Fund that is necessary in order to protect the interests of the Fund.

(g) To maintain all necessary accounts and records in relation to the

Pension Fund, including the preparation of the Annual Accounts;

(h) To ensure that appropriate arrangements for the administration of benefits are in place, including the calculation of and payment of benefits, and collection of contributions;

(i) To manage the triennial valuation of the Pension Fund including the

preparation of membership data for actuarial valuation purposes. (j) To ensure appropriate Additional Voluntary Contribution arrangements

are in place; (k) To pay death grants in accordance with the agreed Death Grant

Procedures (l) To approve the payment of Dependants’ Pensions in accordance with

the agreed procedures

(m) To maintain the system of internal control. (n) To accept for admission into the Pension Fund employees of

authorities and bodies as prescribed in Regulations;

(o) To deal with stage 2 appeals under the dispute procedure for the Local Government Pension Scheme.

(p) To set the appropriate investment objectives and the strategic asset allocation taking into consideration the Pension Fund’s liabilities as calculated by the Pension Fund’s Actuary;

(q) To monitor and review the investments made by the investment managers and to review their performance against established benchmarks. To report on the Investment Managers’ performance to each meeting of the Pension Fund Committee;

(r) To manage the Pension Fund’s cash flow and allocate funds between investment managers in order to ensure that the Pension Fund’s strategic asset allocation is maintained and invest the residual cash balances.

(s) To manage the cash balances not allocated to Investment Managers in accordance with the Treasury Management Strategy and Policy approved by the Pension Fund Committee;

(t) To arrange and authorise the provision of appropriate Member training,

including the attendance at conferences and other similar pension fund related events by Members of the Pension Fund Committee.

(u) To prepare and submit the necessary Policy Statements to Pension

Fund Committee and to arrange for the implementation and review of those statements, strategies, policies and procedures, as required. These include the Funding Strategy Statement

(v) To prepare and submit the necessary plans and principles to the

Pension Fund Committee and to arrange for the implementation and review of those plans and principles, as required. These include the Pension Fund Annual Report and the Statement of Investment Principles.

(w) To review the policy on social, environmental and ethical matters on

the exercise of rights, including voting rights;

(x) To produce as part of the Funding Strategy Statement, an assessment of all the specific risks that can be identified in relation to the management of the Pension Fund.

Human Resources and Organisational Development 33. To implement the Council’s decisions in relation to Single Status and Job

Evaluation. 34. To approve the regrading of posts up to and including Head of Service level. 35. To offer alternative employment to any permanent employee who becomes

surplus to the requirements of the Service or whose employment is at risk through reasons of ill health or other incapacity.

36. To determine applications for the extension of sick pay. 37. To approve applications for leave of absence in cases not covered by the

Council’s policies. 38. To agree variations to the Council’s scheme for payments towards removal

expenses, lodging allowances and legal fees for new employees. 39. To approve overtime payments for employees above spinal column point 28. 40. To authorise redundancy payments to school staff after consultation with the

Head of Corporate Finance. 41. To coordinate the Member Training and Development Programme including: (a) management of the approved Member Training and Development

Budget and (b) authorisation of Member attendance at conferences, seminars and

other training and development events in consultation with the Leader and the Head of Legal and Democratic Services.

42. To decide, taking into account the opinion of an independent registered

medical practitioner, whether under the Local Government Pension Scheme

Regulations, a member is eligible for an ill health pension and if eligible, what level of ill health pension the scheme member should be awarded.

43. To exercise discretions the Council as an employer has, under the regulations

governing the Local Government Pension. 44. To negotiate and agree local agreements changing staff terms and conditions

of employment. 45. To formulate and implement policies relating to employed staff. Legal and Democratic Services The following matters are delegated to the Head of Legal and Democratic Services: 46. To act as Proper Officer for the purposes of the Local Government Acts 1972

and 2000 and all Regulations made there under other than those Proper Officer functions delegated to the Corporate Director, Resources in connection with the administration of the Council’s financial affairs. This delegation shall not derogate from the general delegation under Table 1 paragraph 8.

47. (a) To act as Returning Officer for County Council Elections in accordance

with Section 35 of the Representation of the People Act 1983 (the 1983 Act).

(b) To act as Electoral Registration Officer for the County in accordance

with Section 8 of the 1983 Act.

48. To carry out the Proper Officer functions relating to the freedom of the City under the Durham City Council Act, 1985.

49. To act as Proper Officer for the Registration of Births, Deaths and Marriages

Service pursuant to Schedule 29 paragraph 41 of the Local Government Act 1972 including administration of the arrangements for the licensing of premises under the Marriage Act and the appointment of staff.

50. To amend the Constitution where necessary to reflect changes in the law or

decisions of council bodies or to correct inaccuracies.

51. (a) To prepare, negotiate and agree all legal documentation in relation to all land and property in the Council’s ownership or for the acquisition of land and property by the Council.

(b) To prepare, negotiate and agree all legal documentation other than

those contained in sub-paragraph (a) relating to or affecting the functions of the Council.

(c) To sign or attest the Council’s seal in all legal documents referred to in sub-paragraphs (a) and (b) and all other legal documentation intended to give effect to decisions of the Council.

52. (a) To prepare, negotiate and agree all legal documentation in relation to

all land and property held by the Council as a trustee.

(b) To sign or attest the Council’s seal to all documents referred to in sub-paragraph (a)

53. To sign any notice, demand or other document on behalf of the Council in

connection with any actual or contemplated legal or enforcement proceedings.

54. (a) Generally, to institute, defend and conduct any legal proceedings relating to the Council’s functions or affecting the property, rights or interests of the Council.

(b) To authorise named officers to appear on behalf of the Council in legal proceedings in the Magistrates’ Court pursuant to Section 223 Local Government Act 1972.

55. To settle any action in any court or tribunal in which the Council is a party or

where legal proceedings are indicated providing that any settlement exceeding £50,000 will be subject to prior consultation first with the Corporate Director, Resources as s151 Officer and then with the Leader or Deputy Leader of the Council except in cases of urgency where the settlement is made on the advice of Counsel.

56. To settle claims from staff for damage to personal property in accordance with

the Council’s policies.

57. In consultation with the Chairman of the Standards Committee Corporate Issues, Overview and Scrutiny Committee, to make payments or provide other benefits in cases of maladministration in accordance with Section 92 of the Local Government Act 2000 (as amended).

58. To:

(a) appoint Members as proxies to attend and vote at shareholders

meetings of any company of which the Council is a shareholder and (b) give consent to written resolutions of any company of which the

Council is a shareholder.

59. In consultation with the Chief Executive, to make appointments of Members to local and other outside bodies which are not the subject of report to the Council or the Executive, in consultation with the respective political group leaders.

60. To appoint Review Boards under Regulations under Section 34(4) (Determination of Claims and Reviews) of the Social Security Act 1998.

61. To make arrangements in relation to appeals against the exclusion of pupils

from maintained schools. 62. To make arrangements pursuant to Sections 94(1), (1A) and (4) of the

Schools Standards and Framework Act 1998 (Admission Appeals). 63. To make arrangements pursuant to Section 95(2) of the Schools Standards

and Framework Act 1998 (Children to whom Section 87 applies; Appeals by Governing Bodies).

64. In consultation with the Corporate Director, Neighbourhood Services and the

Chairman and Vice-Chairman of the Statutory Licensing Committee or General Licensing and Registration Committee as appropriate, to determine that a particular application shall be considered by the Statutory Licensing Committee or the General Licensing and Registration Committee rather than a Sub-Committee.

65. To consider and respond to representations made by members of the public

in relation to a decision to hold a meeting or part of that meeting in private. 66. To discharge the Council’s functions in relation to voluntary registrations of

village greens as set out in section 15(8) Commons Act 2006. 67. To discharge the Council’s functions set out in Part 1 of the Commons Act

2006 and the Commons Registration Act 1965 with the exception of determinations under section 15(1) of the Commons Act 2006.

68. To appoint an inspector to hold an inquiry into applications to register land as

town or village green where appropriate. 69. To discharge the Council’s functions in relation to Local Land Charges.

Appendix 4: Amendments to Article 9 – The Standards Committee

Article 9 – The Standards Committee 9.01 Standards Committee

The Council meeting will establish a Standards Committee. 9.02 Composition

The Standards Committee comprises 11 Council Members with two co-optees from the parish councils.

9.03 Role and Function

The Standards Committee will have the following roles and functions:-

(a) promoting and maintaining high standards of conduct by Members and Co-opted Members of the Council and Parish and Town Council Members;

(b) assisting Members and Co-opted Members of the Council and Parish

and Town Council Members to observe the Members’ Code of Conduct and where appropriate, the Planning Code of Practice;

(c) advising the Council on the adoption or revision of the Members’ Code

of Conduct and the Planning Code of Practice; (d) monitoring the operation of the Members’ Code of Conduct and the

Planning Code of Practice; (e) advising, training or arranging to train Members and Co-opted

Members of the Council and Parish and Town Council Members on matters relating to the Members’ Code of Conduct and Planning Code of Practice;

(f) granting dispensations to Members and Co-opted Members of the

Council from requirements relating to interests set out in the Members’ Code of Conduct and Planning Code of Practice in circumstances where this function has not been delegated to the Monitoring Officer;

(g) the assessment and/or referral for investigation of allegations of

misconduct on the part of Members and Co-opted Members of the Council and Parish and Town Council Members, if requested to undertake this function by the Monitoring Officer;

(h) the determination of allegations of misconduct on the part of Members and Co-opted Members of the Council and Parish and Town Council Members;

(i) dealing with any alleged breach by a Member of a Council Protocol, in

accordance with procedures approved by the Committee; (j) overview of the Officers’ Code of Conduct; (k) overview of the Protocol on Member/Officer Relations; (l) overview of payments or provision of other benefits in cases of

maladministration.

9.04 Parish and Town Council Sub-Committee

The Standards Committee will appoint a sub-committee comprising 3 Councillors. The remit of the Sub-Committee will be to support Parish and Town Councillors and their Clerks in maintaining high standards of conduct, whether through training or otherwise, and for this purpose to maintain close links with the County Durham Association of Local Councils.

Appendix 5: Code of Conduct

CODE OF CONDUCT

FOR MEMBERS

Adopted by Durham County Council on 25 July 2012

CODE OF CONDUCT FOR MEMBERS

The County Council of Durham Code of Conduct for Members

The County Council of Durham (“the Council”) has adopted the following code which has effect from 26th July 2012 and which sets out the conduct that is expected of elected and co-opted members of the Council when they are acting in that capacity. This means the code applies whenever you (a) conduct the business of the Council (including the business of your office as an elected councillor or co-opted member) or (b) act, claim to act or give the impression you are acting as a representative of the Council. ‘Co-opted member’ means any person who is a member of any committee or sub-committee of the Council with a right to vote but is not one of its elected members The code is intended to be consistent with Nolan’s Seven Principles of Public Life, and should be read in the light of those principles, namely that Council Members will act with selflessness, integrity, objectivity, accountability, openness, honesty and leadership. Those Principles are not part of this Code but are set out in full at Annex 1 for information. Part 1 - General Conduct

1. You must treat others with respect, including Council officers and other elected members.

2. You must not bully any person (including specifically any Council

employee) and you must not intimidate or improperly influence, or attempt to intimidate or improperly influence, any person who is involved in any complaint about any alleged breach of this code of conduct

3. You must not do anything which compromises or is likely to compromise

the impartiality of anyone who works for or on behalf of the Council. 4. You must not conduct yourself in a manner which could reasonably be

regarded as bringing the Council, or your office as a member of the Council, into disrepute.

5. You must not use or attempt to use your position as a member improperly

to confer on or secure for yourself or any other person any advantage or disadvantage.

6. You must comply with any Protocol adopted by the Council which seeks

to regulate the conduct of its elected members or co-opted members and which the Council has specifically declared should fall within the provisions of this code of conduct and which is listed in Annex 4 to this Code.

7. When using or authorising the use by others of the resources of the Council, you must act in accordance with the Council’s reasonable requirements (as set out in such protocol as it may adopt from time to time for these purposes) and must ensure they are not used for party political purposes.

8. You must not prevent, or attempt to prevent, another person from gaining

access to information to which they are entitled by law. 9. You must not disclose information which is given to you in confidence, or

information which you believe or ought reasonably to be aware is of a confidential nature, unless:

(a) You have the consent of a person authorised to give it; or (b) You are required by law to do so; or (c) The disclosure is made to a third party for the purpose of obtaining

professional advice, provided that the third party agrees not to disclose the information to any other person; or

(d) The disclosure is reasonable and in the public interest and made in good faith.

10. Where you have been involved in making any decision by the Council

which is subsequently subject to scrutiny by an overview and scrutiny committee of the Council, you must not take part in that scrutiny process except to the extent you may be invited by the committee to give evidence to, or otherwise assist, it. In this paragraph, ‘scrutiny’ means the formal examination of a policy or decision previously approved or taken by or on behalf of the Council in order to reach a view as to its merits or effectiveness.

Part 2 - Registration of interests 11. You must register in the Council’s Register of Members Interests

information about your registerable personal interests. In this code of conduct ‘your registerable personal interests’ means

(a) any Disclosable Pecuniary Interest as set out in Annex 2; or

(b) any other interest held by you as set out in Annex 3.

You must register information about your registerable personal interests by giving written notice to the Monitoring Officer, who maintains the Register, within 28 days of:

• your appointment as a member of the Council; and

• any change taking place in your registerable personal interests. (Note: Failure without reasonable excuse to register a Disclosable

Pecuniary Interest is a criminal offence under section 34 Localism Act 2011 as well as being a breach of this code)

Where you think that disclosure of the details of any of your registerable personal interests could lead to you, or a person connected with you, being subject to violence or intimidation, the Monitoring Officer may at your request make a note on the Register that you have a personal interest, details of which are withheld.

Part 3 – Non-registerable interests 12. You will have a non-registerable personal interest when you attend a

meeting of the Council or Cabinet, or one of their committees or sub-committees, and you are, or ought reasonably to be, aware that a decision in relation to an item of business which is to be transacted might reasonably be regarded as affecting your well being or financial position, or the well being or financial position of a person described in paragraph 13 to a greater extent than most inhabitants of the area affected by the decision.

13. The persons referred to in paragraph 12 are:

(a) a member of your family; (b) any person with whom you have a close association; (c) in relation to persons described in (a) and (b), their employer, any firm

in which they are a partner, or company of which they are a director or shareholder.

(Note: (a) “A member of your family” means: your partner (i.e. your spouse, civil

partner or anyone with whom you live in a similar capacity); your parent or parent-in-law; any child, stepchild or sibling of you or your partner; your grandparent, grandchild, aunt, uncle, nephew or niece; and the partners of any of those people.

(b) You have a “close association” with someone if your relationship is such that a reasonable member of the public might think you would be prepared to favour or disadvantage that person when deciding a matter which affects them).

14. When you attend a meeting of the Council or Cabinet, or one of their

committees or sub-committees, and you are aware that you have a non-registerable interest in an item of business (as defined in paragraph 12) you must disclose that interest to the meeting before consideration of that item begins or (if later) when you become aware of the interest.

Part 4 - Non-Participation in Council Business 15. When you attend a meeting of the Council or Cabinet, or one of their

committees or sub-committees, and you are aware that you have a Disclosable Pecuniary Interest or you are aware that the criteria set out in paragraph 16 are satisfied in relation to any matter to be considered, or being considered at that meeting, you must :

Declare that fact to the meeting; (a) Not participate (or further participate) in any discussion of the matter at

the meeting; and (b) Not participate in any vote (or further vote) taken on the matter at the

meeting; (c) Leave the room whilst the matter is being discussed.

16. The criteria for the purposes of paragraph 15 are that: (a) You have a registerable or non-registerable personal interest in the

matter which is such that a member of the public knowing the relevant facts would reasonably think it so significant that it is likely to prejudice your judgement of the public interest; and either

(b) The matter will affect the financial position of yourself or one of the persons or bodies referred to in paragraph 13 or in any of your register entries; or

(c) The matter concerns a request for any permission, licence, consent or registration which relates to or affects any of the persons referred to in paragraph 13 or in any of your register entries.

17. If a Council function can be discharged by you as a member acting alone

and you are aware you have a registerable or non-registerable personal interest in any matter to be dealt with by in that way which meets the criteria set out in paragraph 16, you shall not deal with that matter in any way (except to enable it to be dealt with by someone else).

(Note: Failure, without reasonable excuse, to comply with paragraphs 15 to 17 in relation to a Disclosable Pecuniary Interest is a criminal offence under section 34 Localism Act 2011 as well as being a breach of this code)

18. Paragraphs 15 to 17 do not apply if (i) you have a relevant dispensation

under section 33 of the Localism Act 2011 or (ii) the matter in question relates to any of the following functions of the Council: (a) housing, where you are a Council tenant provided the matter does not

relate particularly to your tenancy or lease; (b) school meals or school transport, where you are a parent or guardian

of a child in full-time education or a parent governor of a school, unless the matter relates particularly to the school your child attends;

(c) statutory sick pay where you are in receipt of, or entitled to receipt of, such pay;

(d) an allowance, payment or indemnity given to members; (e) any ceremonial honour given to members; and (f) setting council tax or a precept under the Local Government Finance

Act 1992.

Annex 1 to Code of Conduct

Nolan’s Seven Principles of Public Life

Selflessness

Holders of public office should act solely in terms of the public interest.

Integrity

Holders of public office must avoid placing themselves under any obligation to people or organisations that might try inappropriately to influence them in their work. They should not act or take decisions in order to gain financial or other material benefits for themselves, their family, or their friends. They must declare and resolve any interests and relationships.

Objectivity

Holders of public office must act and take decisions impartially, fairly and on merit, using the best evidence and without discrimination or bias.

Accountability

Holders of public office are accountable to the public for their decisions and actions and must submit themselves to the scrutiny necessary to ensure this.

Openness

Holders of public office should act and take decisions in an open and transparent manner. Information should not be withheld from the public unless there are clear and lawful reasons for so doing.

Honesty

Holders of public office should be truthful.

Leadership

Holders of public office should exhibit these principles in their own behaviour. They should actively promote and robustly support the principles and be willing to challenge poor behaviour wherever it occurs.


Disclosable Pecuniary Interests (as defined by Regulations made by the Secretary of State under section 30

Localism Act 2011) Please Note: The following interests are Disclosable Pecuniary Interests if they are an interest of either (a) yourself, or (b) your spouse or civil partner, or (c) a person with whom you are living as husband and wife, or (d) a person with whom you are living as if you were civil partners (all of whom are referred to as “relevant persons”):-

Employment, office, trade, profession or vocation - Any employment, office, trade, profession or vocation carried on for profit or gain.

Sponsorship - Any payment or provision of any other financial benefit (other than from the relevant authority) made or provided within the relevant period in respect of any expenses incurred by you in carrying out your duties as a member, or towards your election expenses.

This includes any payment or financial benefit from a trade union within the meaning of the Trade Union and Labour Relations (Consolidation) Act 1992.

Contracts - Any contract which is made between the relevant person (or a body in which the relevant person has a beneficial interest) and the Council —

(a) under which goods or services are to be provided or works are to be executed; and

(b) which has not been fully discharged.

Land - Any beneficial interest in land which is within the area of the Council.

Licences - Any licence (alone or jointly with others) to occupy land in the area of the Council for a month or longer.

Corporate tenancies - Any tenancy where (to your knowledge)—

(a) the landlord is the Council; and

(b) the tenant is a body in which the relevant person has a beneficial interest.

Securities - Any beneficial interest in securities of a body where—

(a) that body (to your knowledge) has a place of business or land in the area of the Council ; and

(b) either -

(i) the total nominal value of the securities exceeds £25,000 or one hundredth of the total issued share capital of that body; or

(ii) if the share capital of that body is of more than one class, the total nominal value of the shares of any one class in which the relevant person has a beneficial interest exceeds one hundredth of the total issued share capital of that class.

Note: In the above descriptions, the following words have the following meanings –

“body in which the relevant person has a beneficial interest” means a firm in which the relevant person is a partner or a body corporate of which the relevant person is a director, or in the securities of which the relevant person has a beneficial interest; “director” includes a member of the committee of management of an industrial and provident society; “land” excludes an easement, servitude, interest or right in or over land which does not carry with it a right for the relevant person (alone or jointly with another) to occupy the land or to receive income; “securities” means shares, debentures, debenture stock, loan stock, bonds, units of a collective investment scheme within the meaning of the Financial Services and Markets Act 2000 and other securities of any description, other than money deposited with a building society.


Other Registerable Personal Interests

The other interests which you must register under paragraph 11(b) of the code are:

1. Any body of which you are a member (or in a position of general control or management) to which you are appointed or nominated by the Council;

2. Any body which (i) exercises functions of a public nature or (ii) has

charitable purposes or (iii) one of whose principal purposes includes the influence of public opinion or policy (including any political party or trade union) of which you are a member (or in a position of general control or management);

3. Any person from whom you have received within the previous three

years a gift or hospitality with an estimated value of more than £50 which is attributable to your position as an elected or co-opted member of the Council.

Note: These mean only your interests and not those of your spouse or civil partner


Associated Protocols

The Council has adopted the following Protocols which are intended to regulate the conduct of its elected members or co-opted members and which the Council has specifically declared should fall within the provisions of this code of conduct pursuant to paragraph 6 of the code: Code of practice for members and officers dealing with Planning Matters Protocol on Member/Officer Relations

Appendix 6: Responsibility for Non-Executive or Council Functions - County Planning Committee

A. RESPONSIBILITY FOR NON-EXECUTIVE OR COUNCIL FUNCTIONS

* Denotes a local choice function.

Council Body Membership Functions

County Planning Committee

16 Members of the Council excluding Members of the Executive

Except where the matter is delegated to an officer: 1. To exercise the Council’s functions relating to

town and country planning and development control as set out in Section A of Schedule 1 to the 2000 Regulations, in relation to the following matters:

• Residential development proposals involving 200 or more dwellings or a site area of 4 hectares or more

• All non-residential development proposals (including commercial, retail and industrial developments) of 10,000 or more square metres floorspace or a site area of 2 hectares or more.

• Development proposals involving the erection of one or more wind turbines described as Medium-Large or Large and having a height in excess of 40 metres to the blade tip or a site area of 1 hectare or more.

• Applications for renewable energy. developments (including Biomass, Hydro-Electric, Geothermal, Gasification or Photovoltaics) of 1,000 or more square metres or a site area of 1 hectare or more.

• All development proposals relating to minerals or waste

• Development which in the opinion of the Head of Planning Services is of strategic significance, including strategic schemes promoted by the County Council.

Cabinet

6 April 2016

ICT Strategy 2016 - 2019

Report of Corporate Management TeamReport of Don McLure, Corporate Director ResourcesCllr Jane Brown, Portfolio Holder for Corporate Services

Purpose of Report

1 To advise Cabinet of the ICT Strategy that will cover the three years from April 2016.

Background

2 This is an annual iteration of the ICT Strategy. Due to the rapid changes in the ICT market, in particular the rise of consumer digital technologies and the need to define better the Council’s ICT architecture, it was felt appropriate that a revision be made annually.

3 The strategy builds upon the previous strategies and various iterations and will be taken through the Resources Management Team, the Core Group, the Strategic ICT Group, CMT and Cabinet.

4 The architecture has also been discussed with the Customer Focus Board and Customer Relationship Management project board.

5 The document will be discussed with the Portfolio Holder for Corporate Services.

ICT Strategy

6 The ICT Strategy is aimed at all stakeholders who are interested in the technological direction of the Council, including residents, partners, politicians, suppliers, visitors and employees.

7 It describes our ambition to help deliver the vision, as well as the technological direction of the Council. It reflects the authority’s overall strategic objectives and core values and links closely with other strategies and the Council Plan’s themes. ICT Services will:

a) Support the Council to achieve its Altogether Better themesb) Use technology to be an Altogether Better Council

8 The Strategy will achieve this by delivering in five outcomes:

a) A focus on Durham b) Better technologyc) Better Engagementd) Better People e) Better Processes

9 Each of the outcomes is described in a narrative and has attached the related actions from the ICT Services Service Plan as well as useful links to background documentation.

10 Whilst the strategy will cover the three year period from April 2016 to March 2019, it will be refreshed each year with actions from the revised ICT Services Service Plan.

Changes

11 All sections of the document have been amended. The following are of particular note:

a) Updating of vision – bringing the wording up to date especially around how the Council is making a fundamental shift in its approach to digital from a passive or reactive approach to a much more leading edge approach

b) Introduction of a target operating model – A description of the Council’s technology direction and technical architecture.

c) Introduction of governance arrangements – A description of how the Council ensures that the ICT resource it has is focused on the greatest need.

d) Revision of major change programmes – To bring this section up to date especially around the Accommodation programme, Customer Relationship Management and Data.

Recommendations

12 Cabinet is requested to agree the ICT Strategy 2016 – 2019.

Contact: Phil Jackman Tel: 07775 025096


FinanceFinancial implications will be included in individual projects. MTFP savings objectives are included.

StaffingStaffing structures will reflect our strategic direction.

Risk This report is to mitigate the risk of significant ICT systems failure.

Equality and Diversity / Public Sector Equality DutyNone

AccommodationThe Office Accommodation Programme forms part of the strategy.

Crime and DisorderNone

Human RightsNone

ConsultationConsultation on the strategy has been undertaken with Members, Heads of Services, Directors, officers and ICT Services.

ProcurementNone

Disability IssuesNone

Legal ImplicationsNone

Altogether Better Durham – our ICT StrategyApril 2015 to March 2018

2016 Revision

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Foreword

The Council, along with other public sector organisations is going through an unprecedented and rapid period of transformation. Our customers expect us to deliver more and more services through digital means and increasingly in collaboration with partner organisations.

This strategy describes the ever-increasing role that technology will play in driving change and supporting the Council and partners to deliver services. Our aim is to make it as easy as possible for service users to interact with the Council and its partners through innovative service delivery and better use of its technological and information assets.

The vision for the future of the County is an ‘Altogether Better Durham’. We are working to achieve this vision through the County Durham Partnership’s Sustainable Community Strategy. Information and Communications Technology (ICT) has a fundamental role in the achievement of the five priority themes of work:

Altogether wealthier focusing on creating a vibrant economy and putting regeneration and economic development at the heart of all our plans;

Altogether better for children and young people enabling children and young people to develop and achieve their aspirations, and to maximise their potential in line with Every Child Matters;

Altogether healthier improving health and wellbeing; Altogether safer creating a safer and more cohesive county; Altogether greener ensuring an attractive, ‘liveable’ local environment and

contributing to tackling global environmental challenges. An additional Altogether Better Council theme ensures that corporate

improvements are achieved against the five priority themes.

Durham County Council has considerable experience in delivering technological improvement. We are building on this expertise by continuing to embrace technology to develop creative and innovative ways of improving service delivery. To achieve this we will invest in ICT in a value for money way that will continue to make a positive difference to the lives of everyone who lives in, works in or visits County Durham.

Councillor Jane BrownCabinet Member Corporate Services

Don McLureCorporate Director Resources

http://www.countydurhampartnership.co.uk/Pages/CDP-Home.aspx

http://www.countydurhampartnership.co.uk/Pages/CDP-SustainableCommunityStrategy.aspx

http://www.countydurhampartnership.co.uk/Pages/EcP-Home.aspx

http://www.countydurhampartnership.co.uk/Pages/CT-Home.aspx

http://www.countydurhampartnership.co.uk/Pages/HP-Home.aspx

http://www.countydurhampartnership.co.uk/Pages/SDP-Home.aspx

http://www.countydurhampartnership.co.uk/Pages/EnP-Home.aspx

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Contents

Our Vision .......................................................................................4

Supporting the Council to achieve its Altogether Better themes.....8

Our Target Operating Model .........................................................11

Our Governance............................................................................14

Major change programmes ...........................................................16

Outcome 1 – Focus on Durham....................................................20

Outcome 2 – Better Technology ...................................................22

Outcome 3 – Better Engagement..................................................25

Outcome 4 – Better People...........................................................27

Outcome 5 – Better Processes .....................................................29

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Our Vision

Our vision is to use information and communications technologies to make Durham altogether better.

This strategy describes how technology is used to support the Council to deliver its Altogether Better Durham themes and make it as easy as possible for service users to interact with the Council and its partners, through innovative service delivery and better use of its technological and information assets.

Durham County Council is a complex organisation with millions of transactions across hundreds of different services. Its relationship with its customers, clients and members of the public continues to change rapidly.

Information and Communication Technology (ICT) underpins everything that the Council delivers. The technological assets, using this strategy will be used to drive change through the organisation. The focus of the ICT Services is changing from one of how our services are delivered to one of how our technology is consumed, moving from a focus on the provision of technology to helping those who rely upon it to maximise its benefits.

Our focus is on increased efficiency, added value and ease of use.

What are the issues that we are trying to address?

Durham County Council’s ICT Services has considerable experience in delivering technological improvement and will continue to use this to deliver better life chances and improved services for the people of Durham against a backdrop of:

A greater and increasing demand from our customers for faster service delivery across longer opening hours and from many locations in line with the Customer First Strategy.

A need to support our staff and elected members to enable them to do their jobs and fulfil their roles better.

The Government’s Digital by Default and Welfare Reform agendas. The rapid emergence of new technologies. Recognition that not everyone has access to technology and that a

digital divide has the potential to exacerbate existing social inequalities. An expectation that technologies used outside of work can be used at

work and a blurring of the relationship between home and work life. A move to greater self-service. The need to demonstrate greater efficiency to meet the Council’s

medium term financial plan (MTFP).

http://content.durham.gov.uk/PDFRepository/Draft_Customer_First_Strategy.pdf

https://www.gov.uk/service-manual/digital-by-default

https://www.gov.uk/government/policies/simplifying-the-welfare-system-and-making-sure-work-pays

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A Digital Transformation

The use of digital technologies is growing and affecting all walks of life. Such technologies are becoming integral to nearly all services that consumers use.

Access to the Internet is becoming increasingly important. The Council continues to invest in improving access to both fixed line and mobile access through the Digital Durham programme.

To meet this demand the Council is making a fundamental shift in its approach to digital from a passive or reactive approach to a much more leading edge approach by.

Meeting the needs of the already web enabled customers who demand online services 24/7 and are accustomed to working in this way

Designing services to be digital by design, that is online first and while alternatives will be available, design services for the majority and provide systems to work with the minority

Improving the management of digital data Reducing total cost (and paper use) through the use of technological

solutions

The digital approach is as much about those who are not digitally literate as those who are, it is through the digital approach that we will ensure that those without online access will be assured of access to Council Services

The increased use of digital affects the Council in five related areas:

Becoming a ‘digital organisation’ allows the Council to deliver its services in more consistent ways, from many more locations, at higher quality and at lower unit cost. It allows us to transform working practices and be responsive to emerging needs and expectations of our customers, partners and neighbours. To achieve this, we have introduced initiatives that maximise channel shift to digital transactions, improve engagement via digital methods and promote agile working.

Becoming a ‘digital place’ through improved broadband and mobile communications coverage will improve interaction with and between service users. The Digital Durham and Mobile Infrastructure Programmes support this activity.

Creating a ‘digital economy’ where businesses can grow on the back of the digital infrastructure and a skilled workforce. To achieve this will require a combined approach from partners across the private, public and learning sectors.

Having ‘digital communities’ that support the development of the digital skills of individuals to allow them to access the opportunities that digital technologies will provide.

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Continuing to use technology to create ‘digital wellbeing’ as part of the Council’s wider support to promote the health and wellbeing of our communities and families. This will include assistance in supporting safe online participation.

County Durham Vision

The vision for the future of County Durham is an Altogether Better Durham.

ICT Services has a cross-cutting role in supporting and facilitating the Council in achieving all of its objectives.

The Council has five values which support our vision and underpin our corporate priorities. These values demonstrate how staff contribute to the success of the organisation, and what is required for us to deliver high-class services to our residents. The values are:

Customer Focus - Putting our customers at the heart of everything we do, treating internal and external customers the same.

Respect - Delivering on promises and being open and honest. Treating everyone fairly. Reducing bureaucracy and simplifying how we do things.

Sharing - Working together to improve how we provide services to customers and work with our partners. Helping each other through change.

Learning - Encouraging questions and listening to our customers. Being innovative, learning to be different and improving.

Ambition - Wanting to be the best and working together to achieve this. Making improvements through being efficient and delivering value for money.

This ICT Strategy describes our ambition to help deliver the vision, as well as the technological direction of the Council in a way that supports the needs of all of our customers. It reflects the authority’s overall strategic objectives and core values and links closely with other strategies and the Council Plan’s themes.

The financial climate remains very challenging and so focus on improving efficiencies and getting the most out of the Council’s investment will still be of the greatest importance.

In addition the next three years will see significant changes in the way the Council uses technology and we will:

Work with service providers and residents to digitalise as many of our services as possible making it much easier to do business with the Council online.

Mobilise those services that need to work away from the office either due to the type of services that they deliver or to meet customer expectations.

http://www.countydurhampartnership.co.uk/Pages/CDP-Home.aspx

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Open the Council’s data where appropriate and applicable to improve decision making and generate the opportunity to create new service offerings.

Improve the digital skills of all users in order that they are able to make the most of the existing and emerging technologies.

ICT Services will support the Council to achieve its Altogether Better themes by continuing to deliver in the following five outcome areas:

A focus on Durham Better Technology Better Engagement Better People Better Processes

The strategy is aimed at anyone who is interested in the technological direction of the Council, including residents, elected members, partners, politicians, suppliers, visitors and employees.

Contents

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Supporting the Council to Achieve its Altogether Better Themes

This strategy is not just about the Council’s organisation; indeed the real beneficiaries are the residents and businesses of the county. Everything that we do in ICT Services should be to improve the wellbeing of the people who live in, work in, learn in or visit the County, either directly or by underpinning the delivery of services to them. To achieve this we must:

Provide reliable and robust systems that underpin the key services that our customers and employees rely upon, including systems which:

Provide communication systems such as telephony, web and email. Provide revenue collection and benefits payment support. Provide information and personalisation services to vulnerable adults. Provide information and safeguarding services to children and young

people. Support Council services such as Planning and Refuse collection.

Provide reliable and robust systems that underpin the Council’s support and compliance activities, such as:

Financial management Human Resource management Place management Environmental Health monitoring Support efficient effective and working with children, young people and

adults who have social care needs. Provide information systems to support safeguarding services. Enable children, young people and adults to achieve their maximum

learning and development potential. Enable effective and sharing information partner organisations. Improving contact with our customers

Provide reliable and robust processes and policies that underpin the key systems and services that our customers rely upon through:

Business Continuity Planning. Performance management and key performance indicators (KPIs). Bringing all support, maintenance, and set up activities into a single

ICT Services. Bringing the management and budget for all hardware, operating

systems and software licences under the control of ICT Services. Addressing business improvement in all parts of the service through

our Optimisation activities.

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Help residents to get more out of technology:

Make connections available to every home, business and community across the County to superfast broadband through the Digital Durham programme.

Make technology available and accessible to the public in Council venues.

Improve mobile access by working with providers. Ongoing better engagement with residents. Work with our partners and the learning, community and voluntary

sectors to develop ICT skills. Assist our residents to use technology in line with the Government’s

Digital by Default and Welfare Reform agendas. Work with internal services to make more services available

electronically and increase the appetite for change among the users. Improve access to the Council’s data and use it to improve the

understanding of users’ needs and to target services better.

Support the Regeneration of County Durham by:

Implementing the Digital Durham programme. Developing systems that provide supply chain support to businesses in

the County. Work closely with colleagues to develop regeneration initiatives. Continue to provide support to the Council’s business centres, such as

NETPark. Helping small businesses with start-up technology support. Working with the learning community, including schools, further

education colleges and the universities to improve educational standards and attainment.

Playing a greater regional ICT role as members of Dynamo, North East ICT Managers (NEICT) and Society of ICT Managers (SOCITM).

Supporting the aims and objectives of the North East Combined Authority.

Delivering the apprentice training agency initiative with a particular focus on bringing girls into the technology industry.

Invest in the right technologies to:

Make sure that the Council continues to develop as an organisation. Bring technological foresight and expertise to the Council and its

partners. Make greater use of the technologies we have by consolidation of

applications into, where appropriate, our core applications. Support current and prior version of operating and desktop systems

only, with strong version control. Support the Council’s accommodation programme.

http://www.digitaldurham.org/



http://www.dynamonortheast.co.uk/

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Develop capable people by:

Continuing the improvements in management within the Senior Leadership and Management teams.

Investing in customer services training through the Institute of Customer Services and the Customer First Strategy.

Investing in the necessary training to support the Council’s required skill sets and technologies.

Investing in the future through the ICT apprentice scheme. Working with users, including officers and members to develop better

ICT skills. Consolidate and make better use of the Council’s data.

Continue to develop a modern and forward thinking ICT Service by:

Having a proactive approach to information management, security, Freedom of Information and Data Protection.

Improving communications using a variety of media including social networking.

Developing the understanding of our ICT business using the Fix, Maintain, Change, Supply and Inform model.

Maintaining a focus on cost reduction and value for money.

What difference will this make?

The Council will continue to become more proficient in using appropriate ICT and will embrace its use to develop new and more efficient and effective services. Our technology will continue to be used as a mechanism to provide equal opportunities and improve the wellbeing of the residents of the County.

We will work to improve access to and the use of technology across the county, particularly in those digitally disenfranchised groups.

ICT will be used as both a physical and social medium to drive service improvement. It will become a part of everyday life for more people in the County, developing a workforce that understands and is comfortable with technology. Durham County Council believes that digital technology will play a lead role in the future economy of the county and region and aims to become a leader in delivering information and services using ICT.

Contents

http://www.instituteofcustomerservice.com/


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Our Target Operating Model

It is not possible to know for sure what the future will hold yet we can be certain that there will be continuing pressure to reduce costs, increase efficiency and that these pressures will inevitably lead to a change in the way technology is used by the Council.

The Council’s investment in technology is expected to have a five year life span. This can mean that it is difficult to invest in technology which is proportionate today but which will continue to be capable of meeting the Councils requirement going forward. Technology choices which seem reasonable today may become a disadvantage in future, which can result in the Council failing to fully realise the value of its investment.

Rapid changes in the technology market have led us to undertake more frequent reviews of our overall approach. What used to be a three year cycle is now annual and this may not be responsive enough in future. Work has already started to review and develop further the work described below.

Fundamentally, the role of ICT Services is to facilitate the Council in delivering its strategic aims. ICT Services works with service users to translate their business requirement into a suitable technology choice, then procure, implement and support that technology. The technology should not mandate working practices, or define the business processes, rather is should enable the Council to realise the benefits of its business decisions.

The ICT Strategy will avoid attempting to define large-scale architectures, which risk becoming restrictive or obsolete before their natural end of life. Rather the strategy will be to build a flexible, modular architecture which will enable the technology to adapt to changes in the Council’s requirement.

To achieve this, the focus will be on developing a set of standardised building blocks. Each building block will be a module that represents one of the component pieces of technology necessary to create a fully working system. Each new system will be provisioned as a collection of modules, and by adding, modifying, or removing modules, the system can adapt and change. This will allow ICT Services to deliver tailored systems which meet the specific requirements of the Council, while still having the standardisation and consistency which allows the service to be delivered in a cost-effective and efficient manner.

This flexibility should allow technology resources to be apportioned and allocated on demand, enabling an infrastructure which can change in shape and size as needed. This will give the Council the opportunity to become more agile, more cost-effective, and to reduce the time taken to implement change.

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Virtualisation is the key to this flexibility. Virtualisation separates workloads from the hardware it runs on. This allows for resources to be shared, and allocated at a granular level. At present, much of the back-end technology within the datacentre that supports the Council is virtualised, for example servers, storage and the core network. However, a more pervasive adoption of virtualisation is needed to fully realise the value of this approach.

Extending the concepts of virtualisation beyond the datacentre also extends the benefits of flexibility and adaptability. At present, most employees within the Council work from a fixed location, though this may change as working practices evolve. Currently the solution to this is to provide staff with a portable device.

Work will continue to use a virtualisation approach to break the direct link between the user and the device. The device becomes generic rather than bespoke, and customisation is associated with the user rather than the hardware. Desktop, application, and telephony virtualisation are being deployed, where appropriate, as an integral part of the infrastructure, enabling the Council to work flexibly. This infrastructure will also reduce costs and increase efficiency within ICT Services by reducing the burden for supporting individual bespoke devices.

This approach also promotes partnership working, as the same underlying technologies can be used to provide a controlled and tailored interface to internal systems, helping third-parties to access and share data with the Council.

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The modular, virtualised approach also opens up opportunities to share infrastructure and provide ICT services to other organisations. Multi-tenant capabilities are inherent within the infrastructure, and it therefore becomes considerably simpler to share costs with other organisations and potentially derive income. At present, the Councils core network is shared with other Local Authorities, Police, Fire, and NHS organisations.

The Council must continue to be mindful of its obligations in regards to information security. The Council must comply with legislation such as the Data Protection Act, and must also comply with externally imposed security standards such as the Public Services Network Code of Connection (CoCo) and Payment Card Industry security standards (PCI).

Appropriate security is built in to the architecture. This will be multi-layered, and will be designed to provide defence in depth. Technologies which protect the Council from the effects of cyber-attack and help to prevent data loss are deployed and these must be coupled with policy and user education to form a complete picture. This approach also supports the Council’s approach to Business Continuity.

While the technology components necessary already exist, and in many cases are already in use, building this architecture is not without challenges. Issues with software licensing models can preclude the sort of fluid concurrent model that would best suit a virtualised infrastructure. The infrastructure is in itself flexible in this regard. It will continue to be possible to operate separate stand-alone systems and dedicated hardware. This gives the Council the maximum possible scope for technology choice.

Contents

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Our Governance

Durham County Council is a complex organisation with millions of transactions across hundreds of different services. Its relationship with its customers, clients and members of the public is changing rapidly.

Information and Communication Technology (ICT) plays an ever increasing role in people’s lives at work, at home and in the way that services are accessed and delivered. Our customers expect us to deliver more and more services through digital means and increasingly in collaboration with partner organisations.

All services which the Authority delivers rely upon ICT and it has invested significantly in its technology. In order to maximise the return on this investment and to ensure that resource is applied to the most important developments, the Authority has introduced a governance process to oversee the direction of ICT.

The governance comprises three groups:

Strategic ICT Group Core Group Architecture Group

The purpose of each group is as follows:

Strategic ICT Group:

This comprises Heads of Service from each of the Service Groupings and is chaired by the Corporate Director Resources. Its purpose is to:

Agree the strategic direction of the Authority’s ICT Agree the ICT architecture

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Agree the prioritised development plan Understand the general direction of technology and the opportunities

this represents.

Core Group:

This comprises Senior Managers from each of the Service Groupings and is chaired by the Senior Manager ICT Services. Its purpose is to:

Interpret the strategic direction of the Authority’s ICT into business delivery

Identify business opportunity where technology could be of benefit Own, monitor and build the prioritised development plan Communicate ICT activities within their own Service Groupings

Architecture Group:

This comprises members of the ICT Services. Its purpose is to:

Interpret the strategic direction of the Authority’s ICT into an ICT architecture

Identify technical opportunities to improve service delivery Own, monitor and build the ICT architecture Police adherence to the ICT architecture.

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Major Change Programmes

There are several major areas of focus which are worth highlighting however, as they will help shape the Council over the coming years. They are included in the narrative within this document. At a high level they are:

Accommodation programme including:o The widespread us of more modern work styleso A drive towards greater use of digital technologieso Skills improvement

Customer relationship management Greater use of data assets Improved connectivity across County Durham Regional collaboration

Accommodation Programme (2015 – 2019)

The Council is increasing its organisational performance through the rationalisation of its property estate and the development of a future workplace strategy. This will include a comprehensive review of the existing workplace estate, the transformation of the way staff work, improvements in the systems and policies that support them and the re-imagining of the places and spaces in which they work.

This will help to improve staff performance against fewer costs, support cultural change, increase flexibility and creativity, enhance job satisfaction, staff retention and recruitment, and ultimately to deliver better services to the community.

The Council is rationalising its estate and is focusing its main administrative functions into five strategic buildings in Crook, Durham City, Meadowfield, Seaham and Spennymoor

ICT will play an important role in realising the required outcomes. More modern and agile ways of working require the support of readily available and easy to use technologies. The development of these is included in the relevant service plans. Projects that use digital technologies to drive out low value added processes will get significant attention and are also included.

In addition a range of interventions will be used to work with Council employees to help raise skill levels, maximise the use of the new technologies, ensure that equipment is fit for purpose and improve the overall efficiency of the Council.

Customer Relationship Management (2015 – 2018)

The Customer First Strategy recognises the changing role that technology will play in meeting customer expectations. The Council has procured a new CRM system. This will provide a single route in and out for our customer transactions and engagement.

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A consistent approach to customer authentication, payments and mobile application delivery will be applied across the Council with each service using the same underlying platform.

Enterprise middleware will improve the way that applications are connected and will also enable improved data analysis and data management.

The advantages of this approach include:

A single systems approach to our customers as opposed to a separate route for each service application

Improved data flows Improved data quality Improved data analysis and data management leading to improved

decision making. Reduced interdependency between applications A reduction in the number of applications Increased use of core applications Availability of necessary tools not available currently. Improved ability to turn technology on and off (plug and play) The delivery of key tools not currently available Assisting the Council in more rapid decision making over its

technology.

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Greater use of Data Assets (2015 – 2018)

The applications that underpin the Council’s service delivery produce huge quantities of data which is predominantly held for the needs of that specific service. Within these data sets there are opportunities for service improvement in four areas:

Retrospective analysis and key performance indicator (KPI) reporting – Traditionally data are used to analyse performance by measuring outputs against pre-conceived targets and measures.

Reverse understanding – Current performance reporting relies upon an agreed measurement methodology yet this may ignore other more important measures that exist within the recorded data.

Internal service development – The data will hold information that could lead to new or improved service delivery from the Council.

External service development - The data will hold information that could lead to the creation of new or improved services that can be developed commercially.

The data could be used by partner organisations to develop and improve their services for the benefit of the residents and businesses of Durham and the wider region. This programme will work to realise the opportunities within our data.

Improved Connectivity across County Durham (Current – 2017)

Digital Durham is a programme of activities to improve the availability of next generation broadband access and services to all residents and businesses in County Durham.

Working in partnership with nine other local authorities across the region, the Council has entered into a contract to deliver fibre based broadband to areas which have not been previously commercially viable.

Phase 1 of the programme is approaching completion and will deliver coverage to approximately 96% of Durham. Phase 2 will start mid-2016 and will increase coverage for the county to 98%. Further work may be delivered depending upon funding and viability.

Activities designed to improve awareness and stimulate demand have encouraged take up ahead of expectations.

Regional Collaboration (Current – 2018)

ICT Services continues to work with its neighbouring authorities through a number of regional initiatives. The emerging North East Combined Authority

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is focussed on greater connectivity across the region as well as greater use of the public sector data assets.

The Head of ICT Services is currently chair of the North East ICT Managers group (NEICT) comprising the seven local authorities of the North East Local Enterprise Partnership and the North East branch of the Society of IT Managers (SOCITM) comprising the twelve regional authority areas.

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Outcome 1 – Focus on Durham

Improving the economic position and financial wellbeing of the County and the region is the first of the Council’s Altogether objectives. ICT Services will continue to be key in supporting service delivery, by improving connectivity, by supporting learning opportunities to improve digital skills and by helping to create an environment in which new businesses can start up and thrive.

We are developing and implementing processes and procedures that help maintain growth, employment and are in line with the Council’s values. These include the introduction of an apprentice hub, support to help young people into the ICT industry and involvement in regional bodies that are focused on developing the North East as a centre of excellence for technology.

The Digital Durham programme is working in partnership with nine other local authorities to deliver access to superfast broadband (at speeds of over 24Mbps) to every business, home and community in the County but this is not just about infrastructure. We are working, along with our partners, to improve the gross value added (GVA) of the region, working with businesses to understand the opportunities and threats that improved connectivity will bring and working with people to develop the skills needed to operate in a technical age.

These skills are becoming increasingly important for our residents against the background of the Government’s Digital by Default and Welfare Reform agendas where more and more services will only be available through the Internet.

Energy reduction and asset maximisation is a focus of ICT Services in order to improve the impact upon the environment. New technologies are in use which: allow more people to work in their localities, leading to improved sustainability, less travel and reduced congestion; reduce energy consumption, such as evaporative cooling for the server environment, cold-air containment and energy management systems. Energy usage is considered when purchasing new equipment when refresh opportunities allow.

Where appropriate we will make use of server virtualisation, a process where many computer environments can run on a single physical machine. This will maximise the use of our technical estate, reduce overall power consumption and improve the life span of equipment.

Planned Projects:

Project Expected Outcome By When

Digital Durham Deliver the programme to provide superfast broadband to all businesses, homes and communities in the County. Phase 1 ends Sept 16, phase 2 ends Sept 18. Work with commercial providers to improve mobile phone coverage in the county.

Sep-18

http://www.digitaldurham.org/

http://en.wikipedia.org/wiki/Gross_value_added



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Mobile phone coverage

Work with commercial providers to improve mobile phone coverage in the county in conjunction with the Government's Mobile Infrastructure Project.

Sep-16

Implement the technical architecture - Data

Use the Council’s data to develop new opportunities for service provision, improve reporting, intelligence and decision making.

Mar-19

New ways of working

Support the Council's Office accommodation programme through the development of required technologies and improvement of underlying ICT skills across the Council.

Mar-19

Business Continuity Planning

Continued development of ICT service availability for critical systems. This includes: Configuration of systems to provide automatic failover where possible; Data duplication and transaction logging; Testing of system resilience

Mar-18

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Outcome 2 – Better Technology

The Council needs modern applications to support service delivery to our customers and employees. This must be supported by robust and well-maintained technology platforms across a variety of delivery methods and user devices. Where practical the solutions deployed will provide for future technical changes.

A refresh programme is in place to ensure that all technologies are maintained within an appropriate life-cycle.

We are consolidating applications through our Core Business System methodology into an appropriate number of prime systems for each of the major areas of our business, with the ability to interface and share data effectively. These are finance, people, customer, planning and social care. A process of Prioritisation is in place to align development requirements with the Council’s key objectives.

The remainder of applications may or may not be hosted by Durham County Council but accessed through the cloud. Cloud services are already used every day by the Council and its residents. As service providers and software vendors offer their services only through the cloud, ICT Services evaluate their business benefits and assess their technical requirements to ensure that they can be adopted appropriately. Our services will be delivered through a hybrid on-premise and cloud environment.

Our process for addressing new software requirements is to: question whether an application is needed; consider existing applications; procure a package solution. Only after considering these options will we proceed with any in-house development. When packages are procured we will endeavour to remain as close to the original product as is practical, using effective business cases for any further development work. Applications are underpinned with consistent and supportable technologies, which are maintained across our server environments. ICT Services’ architecture enables some of the complexity to be removed from the interfaces between these numerous and varied systems.

We will continue to:

Rationalise the number of applications and backend databases. Rationalise the number of development environments and

programming languages Develop in-house applications using the Microsoft Development

Framework (.NET & SharePoint). Develop and support applications on Oracle and SQL Server.

The Council is focused on business continuity planning and maintains two separate data centres to mitigate against a catastrophic disaster at any one of our sites. In addition to this, all information stored electronically is backed up

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regularly and removed to a third site and stored in a fire and flood proof environment.

Planned Projects:


BCP Continued development of ICT service availability for critical systems. This includes: Configuration of systems to provide automatic failover where possible; Data duplication and transaction logging; Testing of system resilience

Dec-17

Implement the technical architecture - CRM

Implement corporate Customer Relationship Management software project including integration with internal systems and business process reengineering.

Mar-18

Implement the technical architecture - Systems integration

Implement an approach to systems integration and middleware to improve the ability to transfer information between systems.

Mar-18

Implement the technical architecture - mobile platform

Implement a mobile platform to enable applications and systems to be available outside of council premises.

Mar-18

Implement the technical architecture - Authentication

Implement an approach to authentication of residents to allow secure access to services.

Mar-18

New ways of working - Desktop

Invest in the existing desk top technology to deliver more efficient and reliable desktop technologies while reducing deployment and support costs to provide greater flexibility and lower costs. This includes upgrading of operating systems, office suite and collaboration tools.

Mar-17

Business Continuity Security

Retain Public Services Network security standards compliance which is a mandatory requirement for the Council to operate. Including Mobile Device Management; Network Access Control and Review of file shares.

Annual

Improve ICT Services - Applications Development Strategy

Produce a development strategy which will include methodology for the development of mobile responsive and Web-facing apps which meet the needs of the external customer.

Dec-16

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Improve ICT Services - WAN core upgrade

Reconfigure the Wide Area Network to meet any changes in expected demand due to the accommodation programme.

Sep-16

Improve ICT Services - Graphical Information Systems

Review of GIS Technology and datasets including documentation and cost models.

Dec-16

Improve ICT Services - review of CAS Systems

Review of Social Care applications including Capita 1 and SSID.

Mar-17

Centralised Document scanning and workflow

Develop an approach to document management.

Mar-18

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Outcome 3 – Better Engagement

Continuing communication and engagement with customers, partners and colleagues is the only way to keep ICT in sight. Communications and Engagement plans are in place for ICT Services for both internal and external audiences.

A mixture of methods is used to communicate including training, engagement days, trade shows, newsletters, key performance and trend analysis data, presentations and social media. Engagement is done through the governance groups as well as targeted events with delivery services and business development meetings with customers. ICT Services continues to have regular discussions on performance with customers to seek their views and understand what we do well and where we could improve.

Targeted communications and marketing are in place to support the markets in which we operate or see as new opportunities, using materials such as catalogues, marketing shows and service level agreements.

Our business development approach has produced a customer segmentation plan and a targeted engagement plan across all markets which has led to a better understanding of our customers’ business aims and how ICT Services can support these, as well as identifying opportunities for growth within existing and emerging markets.

To create a more flexible and responsive organisation we are continuing the development of a service component delivery model to make it easier for customers to understand what we are able to offer.

We are improving the Prioritisation process to allow greater responsiveness to changes in demand from customers and are looking to provide ready-made products rather than bespoke products wherever practical. This process allows us to focus on what is important for the Council as a whole and to get the right balance between service demand and technological innovation.

Planned Projects:

Projects Expected Outcome By When

Core systems and Prioritisation process

Focus on the Council’s core system development and consolidation in line with the Prioritisation process

Annual

Office Accommodation Programme

Support the Council's Office accommodation programme through the development of required technologies and improvement of underlying ICT skills across the Council.

Mar-19

Data Use the Council’s data to develop new opportunities for service provision, improve reporting and decision making.

Mar-19

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Improve ICT Services - External Services

A review of traded services to improve provision to external customers whilst ensuring value for money.

Sep-17

Improve ICT Services - BSF

Implement a revised solution for the managed Building Schools for the Future in line with customer requirements.

Sep-16

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Outcome 4 – Better People

The Council’s technology is delivered by people for the benefit of people and we are striving to ensure that everyone has the capability to make use of the technology and the capacity to deliver and absorb it.

Skills assessments are carried out as part of the personal development plan process (PDP), Optimisation methodology and Prioritisation process, as part of the Council’s Organisational Development Strategy. Learning interventions are developed to invest in the required skill sets and technologies which have been identified. All of the ICT Services team are encouraged to commit 5% of their work time to learning and personal development

The ongoing rationalisation of our accommodation portfolio presents us with the opportunity to assess the technical skills of everyone across the Council and deliver a range of learning events as part of our move towards New Ways of Working.

Succession planning is in place and is regularly a key discussion item at Leadership Team level.

ICT Services is a member of the Institute of Customer Services. Management development, customer skills, mentoring, coaching and other training, have been introduced as part of this relationship.

An Apprentice Training Agency has been set up to implement an apprenticeship scheme both for ICT Services and the businesses within Durham. The council takes on apprentices and loans them out to organisations that are not yet able to commit fully to an apprentice scheme.

Work is ongoing with partner organisations to improve the level of digital skills across the county including: The Women and Broadband programme; Adult Learning free Information and Communication Technology (ICT) sessions; Working with schools to encourage more young people, especially girls, into the industry.

Planned Projects:


Collaboration with neighbouring LAs

Work with other local authorities to improve technology across the region.

Mar-18

Facilitate greater agile working

Improve the Council's ability to work from multiple locations including home by providing the correct equipment and facilities, as part of the Accommodation Programme

Mar-19


http://www.durham.gov.uk/article/2081/Apprenticeships-and-volunteering04

http://www.durhamcreatives.co.uk/events

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Training Deliver a training programme that covers both ‘hard’ technical and ‘soft’ people skills, including a mentoring programme.

Annual

Data Use the Council’s data to develop new opportunities for service provision, improve reporting and decision making.

Mar-19

Apprentice Training Agency

Create an Apprentice Training Agency to support young people to work in the ICT industry by working with external organisations that are unable to commit fully to taking on apprentices.

Apr-16

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Outcome 5 – Better Processes

ICT Services has an operational and quality model based upon its five key functions: Maintain; Fix; Change; Supply and Inform. All of our activities to support our customers, employees, partners and members fall into one of these areas:

Regular maintenance of equipment or its replacement through the refresh cycle;

Fixing equipment or software that is not working; Developing new applications or introducing change through existing or

new technology; Supplying goods and services; Keeping our customers informed of issues and new opportunities.

We have developed a methodology to improve service delivery through an improved understanding of customer demand and work flow. Constant assessment of the day-to-day workload is carried out and is focussed both on the hard side of the business, such as up-time, call closure rates and implementation times and also the softer sides of the business, such as the contentment of the customer and ease of use.

Work on analysing ICT Services is fundamental to indicate to our customers and internal management team how well, or not, ICT Services is performing. Analysis of our activities (support versus development), best value (use of money against required volumes and quality), skills (staff knowledge and experience) and current technologies (hardware, software and operating systems) is vital to baseline our service. An updated series of performance indicators is published.

Our focus is to continue building on what we have achieved by creating an organisation that is ready to adapt to rapid change in circumstances, requirements and market conditions. To maintain and sustain this we are working to make our processes and procedures simple to understand, communicate and use.

Throughout our work there is a clear focus on cost reduction and value for money and a commitment to deliver our own responsibilities, as well as those of our customers, within the Council’s medium term financial plan (MTFP).

The Council complies with security and quality standards including the Public Services Network Code of Connection (CoCo), Payment Card Industry security standards (PCI), the International Standards Organisation quality standard (ISO 9001) and the International Standards Organisation information security management system standard (ISO 27001). It is committed to upholding the principles of the Data Protection Act which protects data personal to individuals from being misused, as well as the Freedom of Information Act, which ensures openness and transparency in government.





http://www.legislation.gov.uk/ukpga/1998/29/contents

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ICT Services is using its existing business and technology skill sets to provide services through a trading organisation that meet the needs of the public and voluntary sectors in the region but which is also capable of addressing private sector areas where market failure can be demonstrated. We are working with neighbouring Local Authorities to cross sell and buy services where this is cost effective and adds value.

Planned Projects:


Business Continuity Security

Retain Public Services Network security standards compliance which is a mandatory requirement for the Council to operate. Including Mobile Device Management; Network Access Control and Review of file shares.

Annual

MTFP savings Deliver the required Medium Term Financial Plan savings.

Mar-19

New ways of working - digital approach

Develop a programme of opportunities to improve service delivery across the council using digital technologies in conjunction with the delivery services. This will include the improvement in work flow of authorisation and administrative processes, as well as a reduction in bureaucracy.

Mar-19

New ways of working - Centralised Records management

Unitise the varying document management and mail management systems, to provide a consistent approach across the council to document management and retention.

Mar-17

New ways of working - Support services

Develop in conjunction with all Service Groupings an approach to Business Support Services across the whole Council

Dec-16

Contents

Cabinet

6 April 2016

Transport Asset Management Plan - Annual Update

Report of Corporate Management TeamOliver Sherratt, Corporate Director - Neighbourhood ServicesCouncillor Brian Stephens, Cabinet Portfolio Holder for Neighbourhoods and Local Partnerships

Purpose of the Report

1 To provide Cabinet with an annual update on the Transport Asset Management Plan (TAMP).

Background

2 The highway network is the Council’s largest and highest value asset. Across the county it includes 2,348 miles of carriageway, 486 road bridges and 83,144 street columns. It is used every day by nearly all County Durham residents and businesses together with many visitors. The highway network is therefore fundamental to economic and social activity in County Durham.

3 The asset is of course in a continual process of change. Not only is the infrastructure ageing, bringing with it demands for maintenance and capital improvement, but the inventory also grows with new developments. With finite resources, it is vital to ensure that investment is well directed to ensure a safe, serviceable and sustainable highway network. This approach helps maximise the condition of the highway for the available budget.

4 A TAMP is a key tool in delivering this. It provides an opportunity to systematically understand the condition of the highway asset, and to establish policy and priorities regarding investment. It applies a whole life cost approach and considers the asset in the long term.

5 The TAMP for Durham County Council has been developed to achieve the following best practice standards:

British Standard BS ISO 55001:2014 Asset Management. The Council is one of the first Councils in the UK to achieve this accreditation; and

The Chartered Institute of Public Finance & Accountancy (CIPFA) - Code of Practice on Transport Infrastructure Assets; and

Highways Maintenance Efficiency Programme (HMEP) - Highway Infrastructure Asset Management Guidance Document.

6 Throughout the country there are more demands on highways than there are resources to maintain and improve them. Indeed the Annual Local Authority Road Maintenance (ALARM) Survey 2015 estimates the backlog for England at £12.16 billion for carriageways and footways. Having a TAMP does

however put the Council in a good position for establishing a clear case for investment, particularly from the Department for Transport.

Key Findings of the TAMP

7 The TAMP is set out in full in Appendix 2 and 3. It is divided into two separate sections; section one being the policy which set out the principles of TAMP and section two being an annual update report.

Condition

8 The condition of A, B and C principal roads have improved in recent years and are close to the national average. This reflects that the Council has prioritised budgets at maintaining principal roads which have the highest usage.

9 Structures are generally in ‘good to fair’ condition although the backlog has grown over the past year due to updated and more accurate condition surveys.

10 The key issues are:

Unclassified roads: The condition is below the national average. However, there has been an improvement over the past year and there is an on-going programme of resurfacing works is in place;

Footways: A high proportion requires resurfacing. However, there has been an improvement over the past 2 years and there is an on-going programme of resurfacing works is in place; and

Street lighting columns: A significant number of columns have reached the end of their service life. There is an on-going column replacement programme in place.

Maintenance Backlog

11 The maintenance backlog is the value of maintenance required to bring the entire highway asset up to good condition. Good condition represents where the maintenance backlog will be zero with no defects. This is an ideal theoretical target which is not realistic in practice and therefore nearly every Highway Authority has a significant maintenance backlog.

12 The maintenance backlog as at 31 March 2015 is summarised as follows:Maintenance Backlog £Millions 31 March

2012 2013 2014 2015Carriageways 67.5 67.7 66.8 59.2Footways 48.1 48.4 47.0 47.7Street Lighting 24.8 25.6 23.3 23.5

Sub Total 140.4 141.7 137.1 130.4Structures 9.9 9.9 9.9 22.4Traffic Management 1.1 1.1 1.1 1.0Kerbing 18.1 18.2 20.2 18.4Drainage 5.4 5.4 5.8 5.6Road Markings 0.8 0.8 0.5 0.9Street Furniture 2.3 2.5 2.4 2.4Total 178.0 179.6 177.0 181.1

13 As can be seen from the above, the maintenance backlog in relation to carriageways and footways has reduced since 2012.

14 The Council’s maintenance backlog is broadly in line with other Councils on average taking into account the size of the highway network.

Investment Levels – Council and Department for Transport Funding

15 Despite unprecedented reductions in government funding since 2010, the Council has protected and continued to prioritise investment in programmed capital maintenance. Indeed funding has steadily risen - the Council’s contribution to programmed capital maintenance in 2010/11 was £0.7 million, however, this has increased to £5.4 million in 2014/15 and is committed to increase still further to £7.6 million in 2017/18. This is at time when many other Councils are reducing their funding in this area.

16 The DfT provides the majority of the funding for programmed capital maintenance. In 2014/15 this was £14.2 million. This funding is not ring-fenced but the Council has always allocated it fully to highway maintenance. Every opportunity is taken to secure additional funding, indeed in addition to the budget allocations shown in the TAMP, the Council has just received notification of £800,000 grant from the Pothole Action Fund for 2016/17.

17 The Council has recently achieved the maximum Band 3 efficiency rating under the DfT’s Incentive Fund. Durham is one of only two highway authorities to achieve this maximum efficiency rating out of 119 participating highway authorities in England. This rating will help ensure the Council maximises funding from the DfT going forward.

18 The TAMP measures the current and projected condition of the highway asset for a given level of investment in programmed capital maintenance. A range of investment levels (condition or budget led) are provided to allow stakeholders to select the most appropriate investment level to meet their objectives.

19 The key investment levels are summarised below:

Investment Level - Annual Average Programmed Capital Maintenance

1 April 2015 Prices (£ millions)

Projected Budget -indicative 16.8Steady State Condition 23.3

20 The Projected Budget is an indicative annualised figure of the expected budget and the actual budget may be greater or less depending upon DfT and Council funding. The total budget for programmed capital maintenance in 2014/15 was £19.6 million.

21 The steady state condition investment level is where the budget is set to keep the current condition constant after allowing for annual average deterioration. The steady state condition investment level is calculated using nationally accredited lifecycle planning models which are based on current condition projected forward for average annual deterioration over a period of 30 years.

22 In the short term the annual movements in the maintenance backlog are affected by inflation, annual variations in deterioration due to the severity of the weather, cycle for collecting condition data which is up to 6 years and the accuracy of the nationally accredited deterioration model when applied to County Durham. Therefore, the annual movements in the maintenance backlog in paragraph 12 do not necessarily reconcile to the investment levels above.

23 Current investment levels, including those over the last few years and those projected over the next few years are allowing the maintenance backlog to be broadly stable, and indeed condition improvements across several highway categories through a process of prioritisation. This will however get more challenging in the longer term, as the asset ages further. The financial climate at this time may be better or worse, but there will be a continued strong case for investment.

Complementary Work to the TAMP

24 The Council has led the development and implementation of the North East Highways Alliance which was formally established in September 2013. This is a forum for collaborative working for all 12 North East Councils. The North East Highways Alliance has delivered a number of initiatives that are helping all Councils involved, including Durham, maximise efficiencies in highways through sharing resources, collaborative procurement and knowledge sharing.

25 This partnership working together with on-going collaborative working with our supply chain of competitively procured external sub-contractors has led to the Council being one of the first in the UK to be awarded British Standard BS11000 – Collaborative Business Relationships. This again will assist in maximising funding from the DfT.

26 The Council has provided a wide range of complementary funding to support highways, for example:

Increasing the revenue budget for winter maintenance by £1.5 million per annum from 1st April 2014;

Investing £1.5 million in new salt barns at Wolsingham and Hackworth over the past 2 years;

Investing £1.0 million in the refurbishment of Tindale and Wolsingham Depots over the past 3 years; and

Providing funding from reserves to repair exceptional flood damage.

27 In addition to the TAMP the Council has a Highway Maintenance Plan (HMP) which sets out the Council’s service levels for inspections, reactive maintenance and routine maintenance in accordance with national codes of practice. This includes the highway safety inspection regime which helps ensure that the adopted highway throughout the County is maintained in a safe condition as far as reasonably practicable.

Summary

28 Like most highway authorities, the Council has a highways maintenance backlog and faces considerable challenges to maintain the condition of the highway network. However, the TAMP demonstrates that the highway maintenance backlog is currently stable and work is progressing well in helping to maximise the condition of the highway for the available budget.

29 The Council has been steadily increasing its own investment and has also been proactive in attracting considerable funding from DfT. This TAMP together with the top efficiency rating will ensure that it is well placed to maximise the much needed funding from the DfT going forward.

Recommendations and Reasons

30 It is recommended that Cabinet:-

i) Approves the annual update report.

ii) Notes the substantial investment in programmed capital maintenance and the on-going work to maximise funding going forward.

Background Papers

British Standard BS ISO 55001:2014 Asset Management The Chartered Institute of Public Finance & Accountancy (CIPFA) - Code of

Practice on Transport Infrastructure Assets Highways Maintenance Efficiency Programme (HMEP) - Highway

Infrastructure Asset Management Guidance Document

Appendices

Appendix 1: Implications Appendix 2: Transport Asset Management Plan - Section 1 - Policy Appendix 3: Transport Asset Management Plan - Section 2 - Annual Update

Report 2015

Contact: John Reed Tel: 03000 267454


Finance The TAMP informs the capital bids for programmed capital maintenance. The TAMP also provides the methodology for prioritising the programmed capital maintenance budget.

StaffingHighway maintenance is delivered by the Council’s in-house provider, Highway Services, who are supported by an extensive supply chain of competitively procured external sub-contractors.

RiskThe investment level in programmed capital maintenance directly affects the condition of the highway asset, maintenance backlog, number of defects, number of public liability claims and public satisfaction.

Equality and Diversity / Public Sector Equality DutyNone.

AccommodationNone.

Crime and DisorderStreet lighting helps reduce the fear of crime.

Human RightsNone.

ConsultationNone.

ProcurementHighway maintenance is delivered by the Council’s in-house provider, Highway Services, who are supported by an extensive supply chain of competitively procured external sub-contractors.

Disability Issues Disability access is a key consideration for any highway scheme.

Legal ImplicationsThe Highways Act 1980 sets out the main duties of the Local Highway Authority in respect of highways maintenance. In particular, Section 41 imposes a duty to maintain the adopted highway at public expense. The Highways Act does not specify the level of maintenance although national Codes of Practice offer guidance in line with best practice.

Appendix 2

Transport Asset Management Plan

(TAMP)

Section 1 - Policy

Date 9th February 2016Status DraftPrepared by John Reed, Head of Technical ServicesApproved by

Contents

Foreword..........................................................................................................3

1. Introduction ..........................................................................................4

2. British Standards BS ISO 55001 : Asset Management .....................5

3. Legal Responsibility and Duties.........................................................5

3.1 Adopted Highway.................................................................................5

3.2 Private Streets ......................................................................................5

4. Objectives.............................................................................................5

5. Condition Performance .......................................................................6

6. Investment Levels ..............................................................................10

7. Programmed Maintenance ................................................................10

8. Lifecycle Assumptions......................................................................12

9. Feedback.............................................................................................13

Foreword

By Councillor Brian Stephens, Portfolio Holder for Neighbourhoods and Local Partnerships.

The highway network is the Council’s largest and most valuable tangible asset. It is used every day by nearly all County Durham residents and businesses together with many visitors. Therefore, the highway network is fundamental to all economic and social activity in County Durham.

This Transport Asset Management Plan (TAMP) sets out the Council’s long term plan for managing the highway asset. The TAMP applies best practice asset management principles to ensure that the right maintenance treatment is selected at the right time to ensure a safe, serviceable and sustainable highway network.

Our highways teams are committed to using this TAMP to manage our highway assets for the benefit of all users and I look forward to working closely with all stakeholders to take this plan forward.

1. Introduction

1.1 The TAMP is divided into two separate sections:

Section 1 - Policy (which sets out the principles of the TAMP); and

Section 2 - Annual Update Report.

1.2 The Annual Update Report provides an update on the inventory, condition, maintenance backlog, public satisfaction, performance, valuation and options to achieve the specified investment levels. The Annual Update Report is scheduled to be produced in the summer each year.

1.3 The TAMP measures the current and projected condition of the asset for a given level of investment in programmed capital maintenance. It applies the ‘right maintenance treatment at the right time’ to minimise whole life costs subject to the available budget.

1.4 The right treatment at the right time minimises whole life costs as it is less costly than letting the asset continue to deteriorate and undertaking a more extensive treatment at a later date.

1.5 The TAMP aims to minimise whole life costs but this is not always possible as budget constraints may result in not all the right treatments being undertaken at the right time particularly where there is an existing maintenance backlog. In this case the budget is prioritised based on the following criteria:

Safety; Return on investment; and Network hierarchy.

1.6 The main types of highway maintenance are as follows:

Type of Maintenance

Funding Description

Reactive Revenue Responding to inspections, complaints or emergencies

Routine Revenue Regular consistent schedule, generally for patching, cleaning, grass cutting and landscape maintenance

Programmed Capital Flexibly planned schemes primarily of resurfacing, reconditioning or reconstruction

1.7 The Highway Maintenance Plan (HMP) sets out the Council’s inspection, condition survey, reactive maintenance and routine maintenance service levels and can be found at the following link:

http://www.durham.gov.uk/article/2378/Road-maintenance 1.8 This TAMP sets out the Council’s long term plan for managing the

highway asset by applying programmed capital maintenance subject to available budgets to maintain the condition of the asset. The TAMP applies asset management principles to ensure that the right maintenance treatment is selected at the right time to ensure a safe, serviceable and sustainable highway network.

2. British Standard BS ISO 55001: Asset Management (ISO 55001)

2.1 The Council has a comprehensive system of asset management in place and was awarded ISO 55001 accreditation in December 2015. The Council is one of the first Councils in the UK to achieve this accreditation.

3. Legal Responsibility and Duties

1.1 Adopted Highway

3.1.1 The Highways Act 1980 sets out the main duties of the Local Highway Authority in respect of highways maintenance. In particular, Section 41 imposes a duty to maintain the adopted highway at public expense. The Highways Act does not specify the level of maintenance although national Codes of Practice offer guidance in line with best practice.

1.2 Private Streets

3.2.1 Private streets are the responsibility of the land owner and they are responsible for very limited reactive maintenance.

3.2.2 Private streets can be adopted by the Council but only if the street is made up by the land owners at their own cost to adoptable standards.

3.2.3 If you would like to enquire about making up a private street please contact our Customer Services team whose contact details are provided at Section 9 of this document.

4. Objectives

4.1 The purpose of highway maintenance is to maintain the highway network for the safe and convenient movement of people and goods.

4.2 The primary and secondary objectives are summarised as follows:

http://www.durham.gov.uk/article/2378/Road-maintenance

Primary Objectives

Secondary Objectives Performance Measure

Safety Complying with statutory obligations

Public liability claims repudiation rate

Meeting user's needs for safety

Completion of Highway Safety InspectionsResponse to Category 1 and 2 safety defects versus target

Ensuring availability NHT Public Satisfaction Survey

Achieving integrity Condition surveysMaintaining reliability NHT Public Satisfaction

Survey

Serviceability

Enhancing condition Programmed maintenanceMinimising whole life costs Lifecycle plansMaximising value to the community

Not quantifiableSustainability

Minimising environmental impact

Maintaining accreditation and compliance with ISO 14001 Environmental Management

4.3 The Annual Update report measures performance against the objectives above.

5. Condition Performance

5.1 The TAMP measures the current and projected condition of the asset for a given level of budgetary investment in programmed maintenance. The TAMP applies the right maintenance treatment at the right time to minimise whole life costs subject to the available budget.

5.2 The right treatment at the right time minimises whole life costs as it is less costly than letting the asset continue to deteriorate and undertaking a more extensive treatment at a later date. Further if the asset is in poor condition then additional costs will be incurred in terms of reactive maintenance, routine maintenance and public liability claims.

5.3 The diagram below shows the typical deterioration curve of a carriageway surface if no programmed maintenance is carried out compared to the right programmed maintenance treatment at the right time. This intervention arrests the decline of the surface and extends the life and reduces the subsequent whole life cost.

5.4 The concept is illustrated further below for a 100m section of carriageway over 40 years:

1 April 2015 PricesRight Treatment at Right Time

DescriptionTotal

£Net Present

Value @ 3.5% Real £

Reactive Maintenance – Potholing

1% of area in year 7 and 0.5 % in subsequent years @ £33.65 metre2 prior to resurfacing. Total potholed area is 8% over the 40 year period.

2,477 1,268

Routine maintenance-Patching

4% patching prior to surface dressing @ £25.57 metre2

2,823 1,378

Routine maintenance- surface dressing

Surface dressing after 10, 20 and 40 years @ £3 metre2

8,280 4,041

Programmed maintenance-resurfacing

Plane out and inlay at year 30 @ £15.68 metre2

14,425 5,139

Programmed maintenance-reconstruction

Not applicable N/A N/A

Total - 28,005 11,826

Notional CurrentValue of the Road

5 10 15 20 25 30 35 40

Years

Resurfacing

RegularMaintenance

NoMaintenance

Surface dressing

STRUCTURAL MAINTENANCEDEPRECIATION CURVES

1 April 2015 PricesReconstruction DescriptionTotal

£Net Present

Value @ 3.5% Real £

Reactive Maintenance – Potholing

Pot holing @ £33.65 metre2 with increasing incremental area % over the 40 years. Total potholed area is 20% over that 40 year period.

6,192 2,440

Routine maintenance-Patching


Routine maintenance- surface dressing


Programmed maintenance-resurfacing


Programmed maintenance-reconstruction

Road is of new A road construction, 100 metres long and 9.2 metres width.

Rate @ £139.40 per metre2

128,248 32,391

Total - 134,440 34,831

5.5 The TAMP aims to minimise whole life costs but this is not always possible as budget constraints may result in not all the right treatments being undertaken at the right time particularly where there is an existing maintenance backlog. In this case the budget is prioritised based on the following criteria:

Safety; Return on investment; and Network hierarchy.

5.6 The condition performance measures for each category of asset are summarised as follows:

Asset Survey Frequency Performance Measure

A – Roads Surface Condition Assessment for the National Network of

100% surveyed in one direction only annually

% where maintenance should be considered

B – Roads 100% surveyed in one direction only annually

C – Roads

Roads (SCANNER)

100% surveyed in one direction only annually (from March 2014)

Unclassified Roads

Coarse Visual Inspection (CVI)

Minimum 25% annually


Kerbing Not routinely surveyed

N/A % where useful life has expired

Drainage Not routinely surveyed


Road Markings Not routinely surveyed


Footways Footway Network Survey (FNS)

Minimum 25% annually

% functionally/ structurally impaired

Structures – General Inspections

Every 2 years

Structures – Principal Inspections

Every 6 years

Structures – Special Inspections

As required

Structures

Underwater Inspections

Every 2 years or following severe flood conditions

Bridge Condition Index – Principal roads

Bridge Condition Index – Non-Principal Roads

Age analysis of inventory

Annually % columns > 40 years


Annually % lanterns > 20 years

Street Lighting

Visual Inspection Annually % lit signs where useful life has expired

Traffic Management


Annually % sites > 15 years

Street Furniture Not routinely surveyed


5.7 An example of an output from the SCANNER data is shown below detailing the carriageway condition:

6. Investment Levels

6.1 The TAMP measures the current and projected condition of the asset for a given level of investment in programmed maintenance. Investment levels can either be budget or condition led. We have determined the following investment levels:

Investment Level Lead FactorExisting budget Budget ledProjected budget Budget ledSteady state condition Condition ledEliminate highway maintenance backlog over 1 year then maintain at steady state condition

Condition led

Eliminate highway maintenance backlog over 30 years then maintain at steady state condition

Condition led

6.2 Other service levels can be modelled as required such as increases or decreases to the existing budget.

7. Programmed Capital Maintenance

7.1 Programmed capital maintenance involves planned schemes of resurfacing, reconditioning or reconstruction.

7.2 A 3 year rolling programme of schemes is retained for planning purposes and to co-ordinate schemes with statutory undertakers.

7.3 The annual programme is determined in December for the next financial year starting 1st April based on the 3 year rolling programme and the available budget. The annual programme includes a list of reserve schemes should any extra budget become available or to replace proposed schemes should they be cancelled or deferred for any reason.

7.4 Examples of programmed capital maintenance schemes include:

Highway Asset Treatment Type DescriptionReconstruction Fully restores the condition of the

highway that is showing serious signs of structural failure

Partial Reconstruction

To halt the deterioration of a carriageway that is showing signs of structural failure

Resurfacing Halts the deterioration of highways that are starting to show the signs of structural failure before they get to the stage requiring reconstruction

Surface Treatment

Halts the deterioration of highways showing the signs of surface failure only

Carriageways and Footways

Flag Replacement

Replacement of flagged footway surfaces, usually with a bituminous surface, where the flags are showing signs of displacement

Kerbing Replacement Where the asset is life expiredDrainage Replacement Where the asset is life expiredRoad Markings Replacement Where the asset is life expired

Repainting, Re-waterproofing and Resurfacing

Restore the condition

Replacement Where the asset is life expired

Structures

Stabilisation Works to stabilise areas of embankments or cuttings that have been identified as potentially failing in order to prevent a full failure resulting in the need for large scale reactive works

Street Lighting Replacement Where the asset is life expired

Traffic Management

Replacement Where the asset is life expired

Street Furniture Replacement Where the asset is life expired

8. Lifecycle Assumptions

8.1 Lifecycle assumptions are required to plan when programmed maintenance will take place subject to available budgets.

Asset Useful Economic Life - Years

Potential to Extend Useful Economic Life

Carriageway Sub strata (below 100mm)

Infinite Maintain top 100mm

Hot rolled asphalt 20 Potential to surface dress (maximum two treatments)

Close graded Macadam

15 Potential to surface dress (maximum two treatments)

Surface dressing 10 Potential to surface dress (one treatment only)

Micro-asphalt 10 None, replacement onlyHigh friction coatings 6 None, replacement onlyKerbing 40 None, replacement onlyDrainageGullies 40 None, replacement onlyDitches 40 Routine cleaning of ditchPipework 40 None, replacement onlyRoad markingsLines 7 None, replacement onlyOther items 7 None, replacement onlyFootwayBitumen 20 Footway Surface Treatment:-

typically 15 yearsFlagged 30 Prevention of vehicle over

run/change to bitumen based surface

Concrete 40 Potential Footway Surface Treatment

Block paved 20 Prevention of vehicle over run/change to bitumen based surface

StructuresBridges - civils 120 None, replacement only

Bridges - pointing 50

Bridges - bearings 30

Bridges - waterproofing

20

Bridges - paint 20

Bridges - joints 20

Retaining walls 40

Culverts 40

Subways 40

Other 40

Street lighting 40Columns 40 Structural testing of columns

to extend life where safe to do so

Luminaires 20 None, replacement onlyLit signs 40 None, replacement onlyTraffic ManagementTraffic lights 15Pedestrian crossings 15

If physical asset is damaged replacement only. If electronic, probable up-grade of controllers.

Street FurnitureSafety fencing 25 None, replacement onlyBollards 40 None, replacement onlySalt/grit bins 20 None, replacement onlyWaste bins 20 None, replacement onlyUnlit signs 40 None, replacement onlyPROW/ bridleway signs

40 None, replacement only

Trees N/A N/ALandUrban Infinite N/ARural Infinite N/A

9. Feedback

9.1 The Council welcomes feedback on any aspect of this TAMP. If you would like to provide feedback please provide via Customer Services using the following contact details:

Website: www.durham.gov.uk Email: [email protected] Telephone number: 03000 261000

mailto:[email protected]

Appendix 3

Transport Asset Management Plan

(TAMP)

Section 2 – Annual Update Report 2015

Date 9th February 2016 Status Draft Prepared by John Reed, Head of Technical Services Approved by

Contents

1. Introduction ......................................................................................... 3

2. Inventory .............................................................................................. 3

3. Condition ............................................................................................. 5

3.4 Department for Transport Statistics ........................................................... 6

3.5 Conclusions ................................................................................................. 7

4. Maintenance Backlog.......................................................................... 7

5. Public Satisfaction ............................................................................ 10

6. Performance ...................................................................................... 11

7. Valuation ............................................................................................ 12

8. Budgets .............................................................................................. 14

9. Investment Levels ............................................................................. 15

10. Feedback ............................................................................................ 17

Appendix 1 - Inventory Summary ............................................................... 18

Appendix 2 - Projected Condition and Maintenance Backlog.................. 19

Appendix 3 - Condition Benchmarking ...................................................... 21

1. Introduction 1.1 The Transport Asset Management Plan (TAMP) is divided into two

sections:

� Section 1 - Policy; and � Section 2 - Annual Update Report.

1.2 This Annual Update Report provides an update to stakeholders on:

� Inventory; � Condition; � Maintenance backlog; � Public satisfaction; � Performance; � Valuation; � Budgets; and � Investment levels.

2. Inventory 2.1 The inventory is a database containing details of the individual

assets that make up the highway network. 2.2 It is vital to know what assets exist and where so they can be

inspected, surveyed and maintained to appropriate service levels.

2.3 The inventory at 31 March 2015 is summarised in the table below:

Asset Unit Adopted DCC Unadopted

Private Unadopted

Total RAG Rating

Carriageway

A Km 415 0 0 415 G B Km 406 0 0 406 G C Km 697 0 0 697 G Unclassified Km 2,262 42 117 2,421 G

Sub-Total 3,780 42 117 3,939 Kerbing Km 4,588 54 153 4,795 R Drainage Gullies Number 110,054 1,371 3,864 115,289 R Ditches Km 262 16 44 322 R Pipework Km 376 4 12 392 R Road markings Lines Km 2,242 8 23 2,273 R Other items Number 22,271 179 503 22,953 R Footway Bitumen Km 3,337 145 93 3,575 G Flagged Km 373 30 21 424 G Concrete Km 100 14 20 134 G

Block paved Km 15 3 2 20 G

Other Km 3 10 5 18 G Sub-Total 3,828 202 141 4,171 Structures

Road bridges Number 486 0 0 486 G

Footbridges Number 32 460 0 492 G

Retaining walls

Number 241 13 0 254 A

Culverts Number 64 0 0 64 G

Subways Number 34 0 0 34 G

Other Number 112 6 0 118 G

Sub-total 969 479 0 1,448

Street lighting Columns/ Lanterns

Number 83,144 0 0 83,144 G

Lit Signs Number 5,531 0 0 5,531 G

Sub-total 88,675 0 0 88,675 Traffic Management

Traffic lights Number 65 0 0 65 G Pedestrian crossings

Number 73 0 0 73 G

Sub-Total 138 0 0 138 Street Furniture

Safety fencing

Km 53 0 0 53 A

Bollards Number 12,443 0 0 12,443 R Salt/grit bins Number 2,348 0 0 2,348 A

Waste bins Number 2,770 0 0 2,770 R Unlit signs Number 68,497 808 2,277 71,582 R

PROW/ bridleway signs

Number 4,300 0 0 4,300 R

Trees Number 5,000 0 0 5,000 R Land

Urban M² 19,549,528 388,476 608,600 20,546,604 G

Rural M² 11,390,328 226,202 354,375 11,970,905 G

2.4 The RAG (Red, Amber, Green) Rating denotes the accuracy of the

inventory where:

Inventory RAG Rating Description R (Red) Low accuracy A (Amber) Moderate accuracy G (Green) High accuracy

2.5 There are gaps in the inventory and condition data relating to some

minor assets. These gaps will continue to be addressed through further surveys as far as it is proportionate and economic to do so.

2.6 The inventory grows each year due to new developments. A summary showing the growth in the inventory is shown in Appendix 1.

2.7 The growth in the inventory puts pressure on maintenance budgets

as they have to cover more assets each year. 3. Condition

3.1 Condition is summarised as follows in accordance with the policy:

Asset Description

Performance

2013 2014 2015 Good

Condition Target

Fair Condition

Target Carriageway

A – Roads % where maintenance should be considered

5.5% 4.6% 4.9% 0.0% 4.0% B – Roads 9.2% 8.0% 7.5% 0.0% 4.0%

C – Roads 9.3% 8.1% 5.0% 0.0% 4.0%

Unclassified Roads


21.0% 22.0% 19.0% 0.0% 8.0%

All Roads


15.8% 16.0% 13.6% 0.0% 6.4%

Kerbing

% where replacement should be considered

10.0% 10.0% 10.0% 0.0% 5.0%

Drainage


12.0% 10.0% 10.0% 0.0% 5.0%

Road Markings


30.0% 50.0% 55.0% 0.0% 10.0%

Footways % structurally unsound

27.8% 27.1% 26.4% 0.0% 5.0%

Structures


93.9 94.0 88.3 100.0 95.0


88.0 88.0 86.4 100.0 95.0

Other (using form of Bridge Condition Index)

66.0 66.0 66.0 100.0 85.0

Street % columns > 40 18.1% 17.5% 17.7% 0.0% 5.0%

Lighting years % lanterns > 20 years

50.2% 45.9% 25.8% 0.0% 5.0%

% lit signs where replacement should be considered

19.3% 20.0% 17.9% 0.0% 5.0%

Traffic Management

No. sites > 15 years

23 22 19 0 10

Street Furniture

Safety fencing


8.0% 6.0% 6.0% 0.0% 5.0%

Bollards


10.0% 10.0% 10.0% 0.0% 5.0%

Salt/grit bins


8.0% 8.0% 8.0% 0.0% 5.0%

Unlit signs

Road signs


10.0% 10.0% 10.0% 0.0% 5.0%

Street Name Plates


15.0% 15.0% 15.0% 0.0% 5.0%

PROW signs


3.0% 3.0% 3.0% 0.0% 5.0%

3.2 The good condition target represents where the maintenance

backlog will be zero with no defects. This is an ideal theoretical target which is not realistic in practice.

3.3 The fair condition target represents a realistic target of acceptable

condition subject to available funding. 3.4 Department for Transport Statistics 3.4.1 The condition of local roads is reported to and monitored nationally

by the Department for Transport. The latest results published on 5 March 2015 for 2013/14 can be found at the following link:

https://www.gov.uk/government/statistics/road-conditions-in-england-2014

3.4.2 The results allow comparisons to be made between local

Authorities across England and are summarised in Appendix 3 – Condition Benchmarking.

3.4.3 The results for 2014/15 are expected to be published in February

2016.

3.4.4 The key findings are that:

� DCC A Roads are national average condition (Rank 76/149); � DCC B and C Roads are slightly worse than the national

average (Rank 86/149); and � DCC Unclassified Roads are worse than the national average

(Rank 96/130). 3.5 Conclusions

3.5.1 The condition of A and B roads is stable. The condition of C roads

has improved but due to a transition from a 4 year survey cycle to a 2 year survey cycle this may not be a true reflection of the overall condition of the C road network. The condition will be confirmed in 2016 when the transition process is complete and survey data will be available for the whole of the C road network.

3.5.2 The condition of unclassified roads has improved slightly which is

welcome although this remains a key issue. 3.5.3 The condition of footways is a key issue although additional

investment in recent years has resulted in some improvement.

4. Maintenance Backlog 4.1 The maintenance backlog is the value of programmed capital

maintenance required to bring the highway asset up to good condition.

4.2 The method of calculation is as follows:

Asset Description Carriageway The nationally accredited UK Pavement Management System

(UKPMS) software system identifies the appropriate treatment for each 100m section of carriageway/footway. UKPMS selects A, B and C classified carriageway surveyed by SCANNER in a Red condition for treatment but also some sections in an Amber and Green condition where it is justified on asset management principles.

Unclassified roads are surveyed by Coarse Visual Inspection (CVI) and processed in a similar manner to that of Scanner via the UKPMS system.

Footway A Footway Network Survey (FNS) has been adopted whereby the condition of the surface is assessed into four conditions, 1 being ‘as new’, and 4 being ‘structurally unsound’. This data can be put into UKPMS to identify the appropriate treatment and calculate required financial data.

Kerbing The maintenance backlog is the % requiring replacement multiplied by the inventory and the unit rate.

Drainage The maintenance backlog is the % requiring replacement multiplied by the inventory and the unit rate.

Road Markings The maintenance backlog is the % requiring replacement multiplied by the inventory and the unit rate.

Structures The backlog is calculated by completing a manual analysis of the Bridge Condition Indicator (BCI) and the routine inspection data, assessing each individual components needs and applying a unit rate to each. The cost of any overdue inspections, the renewal of individual components in excess of their useful life and upgrading of any underperforming structures is included.

Street Lighting Number of columns > 40 years Number of luminaries > 20 years Lit signs - maintenance backlog is the percentage requiring replacement multiplied by the inventory and the unit rate.

Traffic Management Number of sites > 15 years Street Furniture Safety Fencing

Bollards Salt/grit bins The maintenance backlog is the % requiring replacement Unlit signs multiplied by the inventory and the unit rate. Road signs Street Name Plates

PROW signs

4.3 The maintenance backlog as at 31 March 2015 is summarised as follows:

Units Adopted Unadopted Total

Amount £M Amount £M Amount £M Carriageways

Strengthen Km 177.4 16.0 59.8 28.9 237.2 44.9

Resurface Km 348.9 31.6 18.1 1.6 367.0 33.2

Surface Improvement

Km 387.0 8.8 22.8 0.5 409.8 9.3

Edge Improvement Km 27.4 2.8 0.0 0.0 27.4 2.8

Sub-Total 940.7 59.2 100.7 31.0 1,041.4 90.2

Kerbing Km 458.8 18.4 20.7 0.7 479.5 19.1

Drainage Number 11,005.0 5.6 524.0 0.2 11,529.0 5.8

Road Markings Km 1,233.0 0.9 50.0 0.1 1,283.0 1.0

Footways

Reconstruction Km 582.3 25.9 13.5 3.0 595.8 28.9

Overlay/Relay/ Flagging

Km 433.9 6.4 26.5 0.5 460.4 6.9

Repair/Relay Km 386.9 11.8 26.5 0.5 413.4 12.3

Surface improvement

Km 355.1 3.6 110.5 0.5 465.6 4.1

Sub-Total 1,758.2 47.7 177.0 4.5 1,935.2 52.2

Structures Number 969 22.4 479.0 9.7 1,448.0 32.1

Street Lighting

Column replacements

Number 11,942.0 14.7 0 0 11,942.0 14.7

Luminaire replacements

Number 21,418.0 7.5 0 0 21,418.0 7.5

Lit signs Number 988.0 1.3 0 0 988.0 1.3

Sub-Total 34,348.0 23.5 0 0 34,348.0 23.5

Traffic Management

Replacements Number 19.0 1.0 0.0 0.0 19.0 1.0

Street Furniture

Safety fencing Km 4.2 2.4

0 0.1

4.2 2.5

Seats, litter bins etc. Number 9,127.0 430.0 9,557.0

Total - - 181.1 - 46.3 - 227.4

4.4 The maintenance backlog for the adopted highway over the past 4

years is summarised as follows:

Maintenance Backlog 31 March £Millions 2012 2013 2014 2015 Carriageways Strengthen 19.8 19.9 19.6 16.0

Resurface 36.8 36.9 36.4 31.6

Surface Improvement 7.9 7.9 7.8 8.8

Edge Improvement 3.0 3.0 3.0 2.8

Sub-Total 67.5 67.7 66.8 59.2

Kerbing 18.1 18.2 20.2 18.4

Drainage 5.4 5.4 5.8 5.6

Road Markings 0.8 0.8 0.5 0.9

Footways

Reconstruction 25.5 25.6 24.9 25.9

Overlay/Relay/Flagging 7.2 7.2 7.0 6.4

Repair/Relay 11.4 11.5 11.1 11.8

Surface improvement 4.0 4.1 4.0 3.6

Sub-Total 48.1 48.4 47.0 47.7

Structures 9.9 9.9 9.9 22.4

Street Lighting

Column replacements 10.9 11.7 11.0 14.7

Luminaire replacements 12.1 12.1 10.9 7.5

Lit sign replacements 1.8 1.8 1.4 1.3

Sub-Total 24.8 25.6 23.3 23.5

Traffic Management

Replacements 1.1 1.1 1.1 1.0

Street Furniture 2.3 2.5 2.4 2.4

Total 178.0 179.6 177.0 181.1

4.5 It can be seen that the maintenance backlog is stable at present.

4.6 Nearly every Local Highway Authority has a highway maintenance

backlog apart from those that have received extra funding from the Government to undertake Highway Maintenance PFI Projects to clear their maintenance backlogs.

4.7 The maintenance backlog should be considered in the context of

the overall value of the highway asset.

4.8 Durham County Council’s backlog is broadly in line with other Councils based on the Annual Local Authority Road Maintenance (ALARM) Survey 2015 which estimates the backlog for England at £12.16 billion for carriageways and footways. The ALARM Survey can be found at the following link:

http://www.asphaltindustryalliance.com/alarm-survey.asp

5. Public Satisfaction 5.1 The Council participates in the National Highways & Transportation

(NHT) Public Satisfaction Survey which is undertaken by IPSOS/MORI.The details of the survey can be found at the following link:

http://nhtsurvey.econtrack.co.uk/

5.2 The results are summarised as follows:

Key Benchmark Indicator (KBI)

% Public Satisfied (Year) 2008 2009 2010 2011 2012 2013 2014

Overall KBI 01 - Overall (local)

Durham County Council N/A 57.9 55.9 54.6 58.4 N/A 57.0 North East 56.0 58.7 57.8 55.5 57.9 54.7 57.5 National Average 55.3 56.2 56.2 55.4 55.9 55.0 55.3 KBI 02 - Overall (national)

Durham County Council N/A 57.8 55.8 54.4 58.3 N/A 57.0 North East 55.9 58.6 57.7 55.4 57.8 54.7 57.4 National Average 55.3 56.2 56.2 55.4 55.9 55.0 55.3 Highway Maintenance

KBI 23 - Condition of highways

Durham County Council N/A 45.1 37.5 33.8 37.7 N/A 38.2 North East 43.0 46.6 40.3 32.6 38.4 26.4 37.5

National Average 44.4 42.8 38.6 34.7 36.6 31.1 34.4 KBI 24 - Highway maintenance

Durham County Council N/A 55.1 48.3 46.2 47.8 N/A 49.4 North East 51.8 54.8 50.7 47.0 49.1 46.6 49.4 National Average 53.1 52.1 50.2 49.3 49.0 49.6 49.4 KBI 25 - Street lighting

Durham County Council N/A 72.8 70.6 70.6 72.9 N/A 69.7 North East 69.1 72.9 72.6 70.8 71.1 68.8 70.3 National Average 67.8 68.1 68.8 68.2 67.4 67.4 66.9 KBI 26 - Highway enforcement/obstructions Durham County Council N/A 51.9 47.9 49.3 49.8 N/A 47.7 North East 48.6 52.2 51.0 50.3 51.0 48.3 48.5

National Average 50.2 50.6 50.5 52.2 50.4 49.4 48.2 5.3 The Council did not participate in 2008, 2013 or 2015. North East

Councils have agreed to participate every two years from 2012 onwards as a cost saving measure. The next survey the Council will participate in will be in 2016.

5.4 The results above show that there is low satisfaction with the condition of the highway nationally and across the North East. However, the results for Durham are above the national average and the North East.

6. Performance 6.1 The performance against the objectives set out in TAMP Section 1

- Policy is as follows:

Primary Secondary Performance Year Ending 31 March Objectives Objectives Measure 2012 2013 2014 2015

Safety Complying with statutory obligations

Public liability claims repudiation rate

92% 96% 95% 94%

Meeting user's needs for

Completion of Highway Safety Inspections

100% 100% 100% 100%

safety Response to Category 1 and 2 safety defects (Target 95%)

Not available

Not available

Cat1 75% Cat2 78%

Cat1 95% Cat2 83%

Serviceability

Ensuring availability

Effective Streetworks

< 1% <1% < 1% <1%

Licensing system to minimise number of

unplanned utility overruns

Achieving integrity

Condition surveys See Table 3.1

Maintaining NHT Public See Table 5.2 reliability Satisfaction

Survey

Enhancing condition

Programmed maintenance

See Table 8.4

Sustainability

Minimising whole life costs

Lifecycle plans See Appendix 2

Maximising value to the community

Not quantifiable N/A N/A N/A N/A

Minimising environmental impact

Maintaining accreditation and compliance with ISO 14001 Environmental Management

Achieved Achieved Achieved Achieved

7. Valuation 7.1 The Code of Practice on Local Authority Accounting in the United

Kingdom requires that the adopted highway is included in the Council’s Financial Statements as a fixed asset in the balance sheet. This is part of the Government’s Whole of Government Accounts (WGA) initiative to align with International Financial Reporting Standards (IFRS).

7.2 The benefit of including the adopted highway as an asset in the

financial statements is that it informs stakeholders of the true cost of holding and maintaining the asset which in turn supports good asset management.

7.3 The asset is included within the financial statements at depreciated

Replacement Cost (DRC). Depreciated replacement cost is a method of valuation that provides the current cost of replacing an asset with its modern equivalent asset (gross replacement cost), less deductions for all physical deterioration and impairment (accumulated depreciation).

7.4 The difference between the gross and depreciated cost is the cost of restoring the asset from its present condition to ‘as new’.

7.5 The condition of assets with a finite economic life will deteriorate

each year due to the wearing out and using up of the asset. The

deterioration of assets such as carriageways and footways may be accelerated where episodes of severe weather are greater than average.

7.6 Annual depreciation is calculated by identifying all the capital treatments needed to maintain assets or key components over their life cycles and then spreading the total cost evenly over the number of years in the life cycle. Calculated in this way, annual depreciation not only represents the annual consumption of economic benefits embodied in the asset but also provides a measure of what on average needs to be spent year on year on programmed maintenance to maintain the assets in a steady state.

7.7 The valuation as at 31 March 2015 is as follows:

Asset – Adopted Highway

£ Millions

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Gross Replacement Cost B/F 1 April 2014 3,195.4 357.4 137.0 333.6 7.7 25.8 2,839.4 6,896.3 Additions - Adoptions 8.8 6.1 0.1 0.0 0.0 0.0 0.2 15.2 - Programmed

Maintenance 11.3 2.9 0.9 2.0 0.0 0.3 0.0 17.4

- Improvements 0.0 0.0 4.2 0.0 0.3 0.1 0.0 4.6 Revaluation Adjustment

-398.0 -13.0 -3.3 26.9 -5.6 -1.8 -813.9 -1,208.7

Disposals -2.1 -0.1 0.0 0.0 0.0 0.0 0.0 -2.2 C/F 31 March 2015 2,815.4 353.3 138.9 362.5 2.4 24.4 2,025.7 5,722.6 Accumulated Depreciation

B/F 1 April 2014 203.0 56.0 90.6 5.4 2.8 7.9 0.0 365.7 Revaluation Adjustment

-59.3 -0.3 -23.3 -0.4 -1.6 2.2 0.0 -82.7

Annual Depreciation Charge

14.7 7.1 6.6 0.4 0.2 0.6 0.0 29.6

Disposals -2.1 -0.1 0.0 0.0 0.0 0.0 0.0 -2.2

C/F 31 March 2015 156.3 62.7 73.9 5.4 1.4 10.7 0.0 310.4 Depreciated Replacement Cost B/F 1 April 2014 2,992.4 301.4 46.4 328.2 4.9 17.9 2,839.4 6,530.6 Additions 20.1 9.0 5.2 2.0 0.3 0.4 0.2 37.2 Revaluation Adjustment

-338.7 -12.7 20.0 27.3 -4.0 -4.0 -813.9 -1,126.0

Annual Depreciation Charge

-14.7 -7.1 -6.6 -0.4 -0.2 -0.6 0.0 -29.6

Disposals 0.0 0.0 0.0 0.0 0.0 0.0 0.0 0.0

C/F 31 March 2015 2,659.1 290.6 65.0 357.1 1.0 13.7 2,025.7 5,412.2

8. Budgets 8.1 The budget for programmed capital maintenance is summarised as

follows:

Funding Stream

Year Ending 31 March £’000s 2011 2012 2013 2014 2015 2016 2017* 2018*

Department for Transport Funding Local Transport Plan

10,762 11,212 10,679 10,132 9,780 11,886 10,896 10,567

Detrunked Highway

820 0 0 0 0 0 0 0

Section 31 0 847 0 1,836 1,007 0 0 0 Severe Weather

0 0 0 0 1,242 0 0 0

Potholes Fund

0 0 0 0 2,197 0 0 0

Sub-Total 11,582 12,059 10,679 11,968 14,226 11,886 10,896 10,567 Durham County Council Funding

Highway Maintenance

712 1,212 3,012 2,912 5,404 4,812 6,912 7,554

Total 12,294 13,271 13,691 14,880 19,630 16,698 17,808 18,121 *Projected

8.2 The above budget rebased for construction inflation at 1 April 2015

prices is summarised as follows: Year Ending 31 March £’000s

2011 2012 2013 2014 2015 2016 2017 2018 Nominal Budget 12,294 13,271 13,691 14,880 19,630 16,698 17,808 18,121 Inflation %

2.01% 3.49% 5.08% 1.33% 1.25% -0.76% *5.00% *5.00%

Index 228.18 236.14 248.13 251.44 254.59 252.66 265.29 278.55 Real 1 April 2015 Prices Budget 13,612 14,199 13,940 14,952 19,481 16,698 16,959 16,436 *Forecast from the Building Cost Information Service (BCIS)

8.3 It can be seen that the above outturn spend is significantly less than the annual depreciation charge.

8.4 The above budgets have purchased the following quantities of

programmed capital maintenance:

Programmed Capital Maintenance – Quantities

Unit Steady State Condition Benchmark

Year Ending 31 March

2011 2012 2013 2014 2015 2016 2017 2018

Carriageways Km treated 7.0% 132 146 122 156 168 165 178 182

*Projected 8.5 It can be seen that the quantity of programmed capital

maintenance purchased is less than the steady state condition benchmark and this explains why the condition of the highway asset has deteriorated over the period.

9. Investment Levels 9.1 The TAMP measures the current and projected condition of the

asset for a given level of investment in programmed capital maintenance.

9.2 A range of investment levels (condition or budget led) are provided

to allow stakeholders to select the most appropriate investment level to meet their objectives within available budgets.

9.3 We have modelled the following investment levels as stated in the

policy:

Investment Level – Programmed Capital Maintenance

1 April 2015 Prices (£ millions) One Off

Capital Cost Annual

Average Capital Cost

Annual Average Capital Cost (Once

Backlog Cleared) Projected Budget N/A £16.8 N/A Steady State Condition N/A £23.3 N/A Eliminate highway maintenance backlog over 1 year then maintain at steady state condition

£181.1 N/A £22.3

3.6% 3.9% 3.2% 4.1% 4.4% 4.4% 4.7% 4.8%

Kerbing Km treated 2.5% 4.8

0.1% 4.8

0.1% 4.8

0.1% 4.8

0.1% 4.8

0.1% 4.8

0.1% 4.8

0.1% 4.8

0.1%

Drainage (Gullies)

Number 2.5% 125

0.11% 140

0.13% 130

0.12% 130

0.12% 130

0.12% 130

0.12% 130

0.12% 130

0.12%

Road Markings

Km treated 14.3% 287

12.8% 284

12.7% 286

12.8% 287

12.8% 285

12.7% 285

12.7% 285

12.7% 285

12.7%

Footways Km treated 5.0% 68

1.8% 88

2.3% 84

2.2% 88

2.3% 108

2.8% 95

2.5% 103

2.7% 106

2.8%

Structures No. of bridges treated

5% 45

4.7% 39

4.1% 66

6.9% 50

5.2% 26

2.7% 26

2.7% 46

4.8% 47

4.9%

Street lighting

No. columns replaced

2.5% 788

1.2% 814

1.3% 836

1.3% 841

1.3% 802

1.2% 830

1.3% 1646 2.6%

1500* 1.3%

No. luminaires replaced

5.0% 7,590 9.1%

8,146 9.8%

7,423 8.9%

8,137 9.8%

12,004 14.4%

12,000 14.4%

12,000 14.4%

12,000 14.4%

No. lit signs replaced

2.5% 100

1.8% 100

1.8% 100

1.8% 100

1.8% 100

1.8% 105

1.8% 105

1.8% 105

1.8%

Traffic Management

6.7% 2

1.4% 3 2.2%

2 1.4%

1 0.7% 2 1.4% 2

1.4% 2

1.4% 2

1.4%

Street Furniture

Items replaced

3.2% 2,099 2.2%

2,300 2.4%

1,750 1.8%

1,550 1.6%

2,010 2.1%

1,680 1.7%

1700* 1.7%

1700* 1.7%

Eliminate highway maintenance backlog over 30 years then maintain at steady state condition

N/A £34.1 £22.3

9.4 It is assumed that budgets will be uplifted for inflation to maintain

purchasing power at 1 April 2015 prices. 9.5 The Projected Budget is an indicative annualised figure and the

actual budgets may be greater or less depending upon Department for Transport and Council funding.

9.6 The above does not take account of any growth in the inventory

from new developments which will increase the above values.

9.7 The projected condition and maintenance backlog for the Projected Budget service level is provided in Appendix 2.

9.8 The investment levels are calculated using nationally accredited

lifecycle planning models which are based on current condition projected forward for average annual deterioration over a period of 30 years. In the short term the annual movements in the maintenance backlog are affected by:

� Inflation; � Annual variations in deterioration due to the severity of the

weather; � Cycle for collecting condition data which is up to 6 years; and � The accuracy of the nationally accredited deterioration model

when applied to County Durham.

9.9 If investment is less than the steady state condition investment level then in the medium term:

� The condition of the highway asset will deteriorate; � The maintenance backlog will increase; � The number of defects will increase and put pressure on the

reactive and routine revenue maintenance budgets; � The number of public liability claims will increase and put

pressure on the insurance budget; and � Public satisfaction will decrease.

9.10 If investment is more than the steady state condition investment

level then in the medium term:

� The condition of the highway asset will improve; � The maintenance backlog will reduce; � The number of defects will reduce; � The number of public liability claims will reduce; and � Public satisfaction will improve.

10. Feedback 10.1 The Council welcomes feedback on any aspect of this TAMP. If

you would like to provide feedback please provide via Customer Services using the following contact details:

� Website: www.durham.gov.uk � Email: [email protected] � Telephone number: 03000 261000

Appendix 1 - Inventory Summary

Adopted Highway

Unit 31 March

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Carriageways

A Roads Km 412 412 412 412 416 416 416 416 416 415

B Roads Km 408 408 406 406 407 407 407 407 406 406

C Roads Km 697 696 695 699 698 698 697 697 697 697

Unclassified Km 2,175 2,181 2,191 2,195 2,200 2,212 2,224 2,236 2,255 2,262

Sub-Total Km 3,692 3,697 3,704 3,712 3,721 3,733 3,744 3,756 3,774 3,780

Kerbing Km 4,424 4,431 4,441 4,449 4,462 4,478 4,493 4,539 4,573 4,588

Drainage

Gullies Number 104,099 104,280 104,547 104,741 105,034 105,428 105,805 107,488 108,340 110,054

Ditches Km 262 262 262 262 262 262 262 262 262 262

Pipework Km 355 355 355 356 358 359 360 365 368 376

Road Markings

Lines Km 2,229 2,229 2,227 2,232 2,237 2,241 2,240 2,243 2,242 2,242

Other items Number 19,895 19,915 19,935 19,973 20,035 20,085 20,129 22,167 22,271 22,271

Footways Km 3,375 3,393 3,405 3,487 3,543 3,600 3,656 3,783 3,837 3,828

Structures Number 1,352 1,355 1,360 1,380 1,398 1,399 1,402 1,402 1,402 1,448

Street Lighting Number 84,645 85,277 85,909 86,541 87,173 87,803 88,491 89,008 89,085 88,675

Traffic Management

Number 105 110 118 121 123 127 129 133 136 138

Street Furniture

Safety fencing Km 53 53 53 53 53 53 53 53 53 53

Other Number 22,570 22,858 23,146 23,434 23,722 24,010 24,298 24,586 24,996 24,996

Land M² 29,841,791 29,904,170 29,963,830 30,159,100 30,326,800 30,499,600 30,891,150 31,326,522 31,353,145 30,939,856

19

Appendix 2 - Projected Condition and Maintenance Backlog

Asset Description 31 March

2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030

A - Roads % where maintenance should be considered

5.0 4.2 4.1 4.2 4.4 4.5 4.7 4.8 4.9 4.9 5.0 5.0 5.0 5.0 4.9 4.9

B – Roads 7.5 6.4 6.0 5.8 5.9 6.0 6.1 6.2 6.2 6.3 6.3 6.3 6.2 6.2 6.1 6.1

C – Roads 5.0 4.3 4.1 4.1 4.3 4.4 4.6 4.7 4.8 4.9 4.9 5.0 5.0 5.0 5.0 5.0

Unclassified Roads


19.0 18 18 18.7 19.8 21.2 22.8 24.6 26.4 28.3 30.1 31.9 33.6 35.2 36.8 38.3

Footways % functionally/ structurally impaired

26.4 25.7 25.5 25.5 25.9 26.4 27.1 27.8 28.6 29.3 30.1 30.8 31.5 32.1 32.7 33.3

Kerbing % where replacement should be considered

10.0 10.3 10.7 11.0 11.4 11.7 12.0 12.4 12.7 13.0 13.3 13.7 14.0 14.3 14.6 15.0

Drainage % where replacement should be considered

10.0 10.8 11.5 12.2 13.0 13.7 14.4 15.1 15.8 16.5 17.2 17.9 18.5 19.2 19.9 20.5

Road Markings


55.0 59.8 63.9 67.4 70.4 73.0 75.2 77.1 78.7 80.1 81.3 82.3 83.2 83.9 84.6 85.1

Structures


88.3 88.7 87.3 88.4 89.4 89.2 88.5 88.6 88.1 87.4 86.9 86.0 86.0 85.8 85.3 84.9


86.4 86.7 86.2 86.5 86.7 86.4 85.8 86.4 86.1 85.5 85.0 85.2 84.8 83.4 82.9 82.4

Street Lighting

% columns > 40 years 17.7 18.3 19.0 19.8 20.8 21.9 23.1 24.4 25.9 27.3 28.9 30.4 32.0 33.6 35.1 36.7

% lanterns > 20 years 25.8 22.5 19.0 15.3 11.3 7.0 11.1 14.9 18.6 22.1 25.4 28.5 31.5 34.3 37.0 39.6

Lit signs 20.0 21.7 23.3 25.0 26.5 28.1 29.5 31.0 32.4 33.8 35.1 36.5 37.7 39.0 40.2 41.4

Traffic Management

% traffic signals > 15 years 16.0 20.1 24.1 28.4 32.8 37.1 41.3 45.4 49.2 52.8 56.1 59.1 61.9 64.3 66.5 68.5

Street Furniture


8.0 9.60 11.2 12.6 14.0 15.4 16.7 17.9 19.1 20.3 21.4 22.4 23.4 24.4 25.3 26.2

Maintenance Backlog (1 April 2015 prices)

(£ millions) 181.1 177.3 177.6 181.0 186.3 192.4 201.8 211.7 221.7 231.4 241.1 250.5 259.6 268.2 276.5 284.5

Projected Budget (1 April 2015 prices)

(£ millions) N/A 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8

20

Appendix 2 - Projected Condition and Maintenance Backlog (Continued)

Asset Description Condition – Projected Budget

2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045

A - Roads % where maintenance should be considered

4.9 4.9 4.8 4.8 4.8 4.7 4.7 4.7 4.6 4.6 4.5 4.5 4.5 4.4 4.4

B – Roads 6.0 5.9 5.8 5.7 5.7 5.6 5.5 5.4 5.3 5.2 5.1 5.0 4.9 4.8 4.7

C – Roads 4.9 4.9 4.9 4.8 4.8 4.8 4.7 4.7 4.6 4.6 4.5 4.5 4.5 4.4 4.4

Unclassified Roads


39.7 41.0 42.3 43.4 44.5 45.6 46.6 47.5 48.3 49.2 49.9 50.6 51.3 51.9 52.5

Footways % functionally/ structurally impaired 33.8 34.2 34.6 35.0 35.3 35.6 35.8 36.0 36.1 36.2 36.3 36.4 36.4 36.4 36.4

Kerbing % where replacement should be considered

15.3 15.6 15.9 16.2 16.5 16.8 17.1 17.5 17.8 18.1 18.4 18.7 19.0 19.3 19.6

Drainage % where replacement should be considered

21.2 21.8 22.4 23.1 23.7 24.3 24.9 25.5 26.1 26.7 27.3 27.8 28.4 29.0 29.5

Road Markings


85.6 86.0 86.4 86.7 86.9 87.1 87.3 87.5 87.6 87.7 87.8 87.9 88.0 88.1 88.1

Structures


84.1 83.3 83.2 84.0 82.4 82.1 80.2 80.9 82.5 81.4 80.4 79.7 80.0 78.6 77.0


81.3 80.9 81.1 80.8 79.1 78.7 76.9 75.5 76.9 75.5 74.9 74.4 74.8 73.6 72.0

Street Lighting

% columns > 40 years 38.2 39.7 41.2 42.7 44.0 45.4 46.7 48.0 49.2 50.3 51.4 52.5 53.5 54.4 55.3

% lanterns > 20 years 42.0 44.3 46.5 48.6 50.6 52.5 54.2 55.9 57.6 59.1 60.5 61.9 63.2 64.5 65.7

Lit signs 42.6 43.7 44.8 45.9 46.9 47.9 48.9 49.9 50.8 51.8 52.7 53.5 54.4 55.2 56.0

Traffic Management

% traffic signals > 15 years 70.2 71.8 73.1 74.3 75.3 76.2 76.9 77.6 78.1 78.6 79.0 79.4 79.7 80.0 80.2

Street Furniture


27.0 27.8 28.6 29.4 30.1 30.8 31.4 32.1 32.7 33.3 33.8 34.4 34.9 35.4 35.8

Maintenance Backlog (1 April 2015 prices)

(£ millions) 291.9 299.0 305.8 312.5 318.2 324.1 329.1 334.2 339.4 343.7 347.9 351.9 355.9 359.2 354.0

Projected Budget (1 April 2015 prices)

(£ millions) 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8 16.8

21

Appendix 3 - Condition Benchmarking Measured Road Condition Weighted by Road Length 2012 2013 2014 2015

Road Class Network

Length (Km)

Length where

maintenance should be

considered (Km)

Percentage where


considered %

Network Length

(Km)

Length where


considered (Km)

Percentage where


considered %

Network Length

(Km)

Length where


considered (Km)

Percentage where


considered %

Network Length

(Km)

Length where


considered (Km)

Percentage where


considered %

A Roads 416.1 25.4 6.1 416.0 22.9 5.5 415.8 19.1 4.6 415.3 20.4 4.9

B Roads 405.6 40.2 9.9 406.6 37.8 9.3 406.3 32.1 7.9 406.4 30.5 7.5

C Roads 697.7 74.7 10.7 697.7 64.9 9.3 696.8 56.4 8.1 696.7 34.8 5.0

U Roads 2,216.3 443.3 20.0 2,224.8 467.2 21.0 2,240.4 492.9 22.0 2,252.1 427.9 19.0

All Roads 3,735.7 583.6 15.6 3,745.1 592.8 15.8 3,759.3 600.5 16.0 3,770.5 513.6 13.6

22

Department for Transport Statistics

Principal and non-principal classified roads where maintenance should be considered (RDC0120) Percent

Principal (LA maintained 'A' roads) Non-principal (LA maintained 'B' and 'C' roads)

2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14

National

DCC 5 4 .. 5 6 6 5 14 10 .. 9 10 9 8

Average 5.34 5.46 5.81 6.08 5.95 6.16 6.10 7.69 7.78 8.17 8.44 8.34 8.34 7.81

Mode 4.00 4.00 4.00 4.00 4.00 3.00 2.00 4.00 6.00 7.00 7.00 10.00 5.00 3.00

Minimum 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 2.00 2.00 1.00 Maximum 17.00 16.00 17.00 18.00 21.00 32.00 24.00 22.00 21.00 25.00 26.00 22.00 26.00 27.00

Number of Returns 148 149 150 132 146 143 149 147 148 149 131 144 143 149

DCC Rank (Low to High) 69 40 N/A 52 78 78 76 136 112 N/A 73 95 83 86

Percentile (Low to High)

0.00% 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 2.00 2.00 1.00 2.00 2.00 1.00

25.00% 3.00 3.00 4.00 4.00 4.00 3.00 3.00 5.00 5.75 5.00 6.00 6.00 5.00 4.00

50.00% 5.00 5.00 5.00 5.00 5.00 5.00 4.00 7.00 7.00 7.00 8.00 8.00 8.00 7.00

75.00% 7.00 7.00 7.00 8.00 7.75 8.00 7.00 10.00 9.25 10.00 10.00 10.00 11.00 10.00

100.00% 17.00 16.00 17.00 18.00 21.00 32.00 24.00 22.00 21.00 25.00 26.00 22.00 26.00 27.00 DCC 46.20% 26.30% N/A 38.90% 53.10% 54.20% 50.67 92.40% 75.50% N/A 55.30% 65.70% 57.70% 57.43

Average 62.10% 61.10% 56.90% 67.20% 53.00% 64.90% 68.98 55.90% 51.50% 63.60% 54.90% 51.20% 57.20% 57.30 North East

DCC 5 4 .. 5 6 6 5 14 10 .. 9 10 9 8 Average 3.67 2.67 2.55 3.73 4.00 3.33 3.33 6.83 5.67 5.27 6.55 7.17 6.25 6.25

Mode 5.00 2.00 3.00 4.00 3.00 2.00 2.00 4.00 2.00 2.00 11.00 3.00 9.00 8.00

Minimum 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 3.00 2.00 2.00

Maximum 6.00 5.00 5.00 6.00 6.00 6.00 5.00 16.00 15.00 13.00 11.00 13.00 12.00 14.00

Number of Returns 12 12 11 11 12 12 12 12 12 11 11 12 12 12

DCC Rank (Low to High) 8 9 N/A 9 11 12 9 11 10 N/A 8 9 8 8


0.00% 1.00 1.00 1.00 1.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 3.00 2.00 2.00

25.00% 2.00 1.75 1.50 2.50 3.00 2.00 2.00 4.00 2.75 2.50 3.50 3.75 3.00 3.00

50.00% 4.00 2.00 3.00 4.00 4.00 2.50 3.00 5.50 4.00 4.00 7.00 7.00 5.00 5.50

75.00% 5.00 4.00 3.00 4.50 5.00 5.00 5.00 8.00 7.75 6.50 10.00 10.25 9.00 8.50

100.00% 6.00 5.00 5.00 6.00 6.00 6.00 5.00 16.00 15.00 13.00 11.00 13.00 12.00 14.00

DCC 63.60% 72.70% N/A 80.00% 90.90% 100.00% 72.22 90.90% 81.80% N/A 70.00% 72.70% 63.60% 63.63

Average 42.40% 60.60% 45.40% 37.20% 45.40% 57.50% 57.58 71.20% 66.60% 62.70% 48.40% 50.70% 57.30% 55.68

23

County Durham UA 5

0

2

4

6

8

10

12

14

16

18

20

22

24

26

English Local Authorities

RDC0120 2013/14 English Local Authority Principal A Roads %

Considered for Maintenance

Average 6.10

24

5

0

1

2

3

4

5

6

Ga

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Mid

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No

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RDC0120 2013/14 North East Local Authority Principal A Roads %


25

County Durham UA 8

0

2

4

6

8

10

12

14

16

18

20

22

24

26

28

30


RDC0120 2013/14 English Local Authority B & C Roads % Considered

for Maintenance

Average 7.81

26

8

0

2

4

6

8

10

12

14

16

Ga

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Mid

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RDC0120 2013/14 North East Local Authority B & C Roads %


27

Department for Transport Statistics

Percentage of unclassified roads where maintenance should be considered (RDC0130) Percent

2006/07 2007/08 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14

England

DCC 19 18 16 17 17 20 21 22 Average 15.33 13.89 13.99 14.05 14.74 15.49 15.81 17.71

Mode 15.00 9.00 9.00 6.00 11.00 12.00 7.00 8.00

Minimum 3.00 2.00 1.00 1.00 3.00 2.00 3.00 3.00 Maximum 58.00 57.00 56.00 42.00 43.00 41.00 45.00 74.00

Number of Returns 146 148 122 123 115 113 112 130 DCC Rank (Low to High) 108 111 81 85 74 86 86 96


0.00% 3.00 2.00 1.00 1.00 3.00 2.00 3.00 3.00

25.00% 10.00 8.75 8.00 8.00 9.00 10.00 9.75 9.00

50.00% 14.00 12.00 12.50 13.00 13.00 15.00 15.00 15.60 75.00% 19.00 18.00 17.75 18.00 18.00 19.00 20.13 22.75

100.00% 58.00 57.00 56.00 42.00 43.00 41.00 45.00 74.00

DCC 73.70% 74.80% 66.10% 68.80% 64.00% 75.80% 76.50% 73.64%

Average 62.20% 57.70% 57.80% 57.40% 55.00% 56.80% 59.82%

North East

DCC 19 18 16 17 17 20 21 22 Average 11.42 8.58 9.67 8.64 8.33 9.91 9.91 11.18

Mode 10.00 9.00 9.00 8.00 6.00 7.00 7.00 10.00

Minimum 6.00 4.00 5.00 3.00 4.00 6.00 7.00 4.00

Maximum 24.00 18.00 16.00 17.00 17.00 20.00 21.00 22.00

Number of Returns 12 12 12 11 12 11 11 11

DCC Rank (Low to High) 11 12 12 11 12 11 11 11


0.00% 6.00 4.00 5.00 3.00 4.00 6.00 7.00 4.00

25.00% 8.75 5.75 7.75 6.50 6.00 7.00 7.00 9.50

50.00% 9.50 7.50 9.00 8.00 8.00 8.00 9.00 10.00

75.00% 11.25 9.75 10.50 9.00 9.25 11.00 10.00 12.50

100.00% 24.00 18.00 16.00 17.00 17.00 20.00 21.00 22.00

DCC 90.90% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00% 100.00%

Average 75.30% 59.80% 60.60% 73.10% 66.60% 69.00% 69.00% 61.81%

28

County Durham UA

22

0

5

10

15

20

25

30

35

40

45

50

55

60

65

70

75

80


RDC0130 2013/14 Unclassified Roads % Considered for Maintenance

Average 17.71

29

22

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

18.00

20.00

22.00

24.00

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UA

RDC0130 2013/14 North East Local Authority Unclassified Road % Considered for

Maintenance

Average 11.18

Cabinet

6 April 2016

Annual Enforcement Programme Children and Young Persons (Protection from Tobacco) Act 1991 and Anti-Social Behaviour Act 2003

Report of Corporate Management TeamOliver Sherratt, Corporate Director, Neighbourhood ServicesCouncillor Brian Stephens, Cabinet Portfolio Holder for Neighbourhoods and Local Partnerships

Purpose of the Report

1. To review enforcement activities under the Children and Young Persons (Protection from Tobacco) Act 1991, the Anti-social Behaviour Act 2003 and the Licensing Act 2003 for the period April 2015 to March 2016.

2. To seek approval to a new enforcement programme for 2016/17.

Background

3. The County Council has an important role in protecting young people from the harm caused by alcohol, tobacco and other products. It has a statutory responsibility, through various legislation to enforce regarding the following age related products:

Tobacco (Children and Young Persons (Protection from Tobacco) Act 1991) Spray paint containers (Anti-social Behaviour Act 2003) Alcohol (Licensing Act 2003) Videos and DVD’s (Video Recordings Act 2010) Cigarette lighter refills (Cigarette Lighter Refill (Safety) Regulations 1999 and

Consumer Protection Act 1987) Fireworks (The Pyrotechnic Articles (Safety) Regulations 2015 and Fireworks

Act 2003) Children and Families Act 2014 (proxy sale of tobacco products and sale of

nicotine inhaling products to under 18s)

4. In further recognition of the importance of protecting young people, the Council has also chosen to adopt the following powers for age restricted sales:

Solvents and glue (Solvents Intoxicating Substances (Supply) Act 1985) Knives (The Criminal Justice Act 1988, as amended by the Offensive

Weapons Act 1996) Access to gaming establishments (Gambling Act 2005) Access to sunbed premises (Sunbeds (Regulation) Act 2010

5. The Council has a statutory duty to consider, at least once a year, the extent to which the Authority should carry out a programme of enforcement under the Children and Young Persons (Protection from Tobacco) Act 1991 and the Anti-social Behaviour Act 2003. These acts deal with the enforcement of underage sales of tobacco and aerosol paint containers respectively. The remainder of this report sets out the Councils approach, reviews the success of 2015/16 and outlines for consideration the future enforcement programme.

Councils Approach

6. Partnership. Whilst the Council leads for the activity are in Environment, Health and Consumer Protection (EHCP), it is important to emphasise that their work also involves close working across Council services such as Children and Adult Services and Public Health. Indeed, funding through the public health grant has supported the establishment of a dedicated task force within EHCP service to focus their activities primarily around tobacco control. It is intended that whilst these arrangements will continue, subject to available funding, the scope of work undertaken by the team will be widened in the future to include other areas of enforcement activity which directly contribute to the delivery of key public health outcomes.

7. In addition the Council also works in close partnership with external organisations, especially Durham Constabulary, whose Alcohol Harm Reduction Unit are co-located with EHCP, an arrangement which can be considered national best practice.

8. Intelligence led. Working with partners, the Council has adopted an intelligence led approach to enforcement, focusing its activity on individuals and premises of greatest concern. Appendix 2 shows a selection of media articles from some of our successful operations during the last year. The complaints and intelligence recorded by the Service concerning illegal sales of age restricted products and illegal tobacco for the last three years are tabled below. Clearly the greatest areas of concern relate to alcohol and tobacco.

ProductComplaints to serviceApril 2015 to Jan 2016

Complaints to serviceApril 2014 to Jan 2015

Complaints to serviceApril 2013 to Jan 2014

Illicit tobacco 60 74 57Underage Age Sales Alcohol 70 47 34Underage Age Sales Retail Tobacco/E-cigs 9 12 5Underage Age Sales Fireworks 3 1 2Underage Age Sales Sunbed access 0 1 2Underage Age Sales Butane 0 1 0Underage Age Sales DVD’s/Computer games 0 1 0Underage Age Sales Spray paints 0 0 9Underage Age Sales Gambling access 0 0 0Underage Age Sales Knives 0 0 0Underage Age Sales Petroleum 0 0 0Underage Age Sales Solvents 0 0 0Totals 142 137 109

9. This intelligence led approach allows us to concentrate our resources on targeting problem individuals and businesses that are seen as ‘high risk’. In attempting to bring businesses back into compliance we have use the full range of enforcement tools at our disposal including premise reviews of alcohol premise licences under the Licensing Act 2003. Tasking of Trading Standards enforcement actions are carried out using the National Trading Standards Intelligence Operating Model (IOM) framework which helps build and produce an intelligence picture locally regionally and nationally.

10.Education and Awareness. Training of retail staff continues to be a mainstay of our advice and education on under age sales. We have trained a further 172 staff on our ‘Do You Pass’ age related product retailer training courses and again to our knowledge no-one who has attended this course has gone on to make illegal sales in the future. This remains a very effective preventative and alternative strategy for dealing with first time offences.

11.We continue to use the media as tool to deter those tempted to flout the law in the area of age related products. Regular press releases were sent out surrounding our work on age restricted products, mostly surrounding our success combating illicit tobacco and alcohol. In addition we have prewarned the media to attend our more high profile cases which has resulted in extensive press coverage direct from the court.

12.Tackling the illicit trade. The focus of work is not restricted to tackling underage retail sales, but also tackling illegal trade in alcohol and tobacco as these routes actively avoid regulation and can therefore more easily reach young people. As can be seen above this matter is frequently raised with the service. The Illicit Tobacco North East study 2015 of 3268 adults found that 90% consider illegal tobacco to be a danger to children. Similar arguments also exist for alcohol.

Review of 2015/16

Tobacco Enforcement

13.The one area that continues to make the biggest impact in terms of tobacco control and health inequalities is enforcement against illicit tobacco suppliers. Helped by three part time Enforcement Officers who are funded through public health grant, we have made a significant impact into this criminal activity. Since April 2015 we have achieved the following results:-

350,000 illegal cigarettes seized 66kg of illegal hand rolled tobacco seized £40,000 cash seizures 35 plus potential defendants Many convictions including suspended prison sentences, tagging orders and

several Proceeds of Crime (POCA) actions

14.As well as tackling illicit tobacco sold from private houses a significant number of checks have been carried out on tobacco retailers and other age related product retailers to ensure they are compliant with current legislation. Since April 2015 the following checks have been undertaken:-

155 visits to advise retailers on proof of age procedures 18 retail premises inspected for illicit tobacco products including the use of

specialist tobacco dog team. 233 cigarette packs checked with counterfeit cigarette reader 153 checks on the labelling of tobacco products 36 checks on tobacco retailer display notices 44 checks on firework retailer display notices 18 point of sale checks for tobacco advertising

15.Amongst the complaints and intelligence concerning the underage sale of tobacco several concerns were raised about the sale to minors of electronic cigarettes. It was only on 1st October 2015 that it became illegal for retailers to sell electronic cigarettes (e-cigarettes) or e-liquids to someone under 18. At the same time it became illegal for adults to buy (or try to buy) tobacco products or e-cigarettes for someone under 18 otherwise known as proxy sales

16.At first sight the 9 complaints or intelligence surrounding the underage sale of tobacco and e-cigarettes give some cause for concern but mostly these relate to non-specific premises or premises that had already passed an alcohol test purchase. In addition there were advisory visits made surrounding the introduction of the law banning the sale of e-cigarettes to under 18’s.

Alcohol Enforcement

17.We continue to work closely with the Police Alcohol Harm Reduction Unit (AHRU), Neighbourhood Beat Teams and other agencies to reduce the availability of alcohol to children and tackle the associated anti-social behaviour and harm caused by its misuse by young people. We have joined Durham Constabulary, Community Alcohol Partnerships (CAPs) and local alcohol retailers to implement Operation ARIES (Alcohol Related Intervention Enforcement Support) across County Durham which again seeks to tackle problems on a multiagency basis.

18.Operation ARIES has as its aims to reduce underage sales of alcohol and anti-social behaviour and raise awareness of the health and risk issues associated with underage drinking. Our contribution to this operation includes the delivery of retailer training on age related products as well as test purchasing and compliance testing to ensure systems are in place for prevention of underage sales.

19.In response to complaints or intelligence surrounding under age sales of alcohol a programme of test purchasing was conducted in accordance with the code of practice on age related productsi. The results were as follows:-

Total attempts Number of Sales

Action Taken2015/16

2015/16 2014/15 2015/16 2014/15

Alcoholtest purchase

41 36 8 (20%)

12 (33%)

5 premises subjected to fixed penalty notices and/or review procedures 3 premises required to send staff on UAS training course

20.It is pleasing to note that the percentage of failed test purchases has fallen from 33% in 2014/15 to 20% in 2015/16 despite the fact that all premises were targeted as before as a result of complaints or intelligence received about them. It could be that the high level of education, advice and enforcement activity arising from our participation in Operation Aries is having an effect taking and that fewer traders are prepared to risk their livelihood by selling to children. This would need to be demonstrated by further years of evidence however.

21.For a first offence in relation to a failed alcohol test purchase sellers fixed penalty notices were usually issued to persons who sold alcohol to the volunteer. In addition, all premises that failed test purchases were, in the first instance, offered free retailer training for their staff. All premises that fail test purchases are subject to a revisit to check that they are brought back into compliance. Any premises who failed two alcohol test purchases within a year were immediately taken to review or. Last year no applications for review were made by Trading Standards but one premise agreed to stringent conditions being imposed voluntarily as an alternative to being taken to review following their prosecution by us. Action is currently pending on three off licences which may result in reviews of their licence.

22.The supply of counterfeit alcohol is also of concern to public safety. Action was taken against the owner of 2 licenced premises in the north west of County Durham for being in possession of 330 bottles of counterfeit vodka. The vodka was made from industrial alcohol and posed a serious risk to health. To highlight the seriousness with which the courts viewed this it resulted in an individual being fined £10,000 fine plus costs. Further investigations are ongoing.

Key Priorities for 2016/2017

Enforcement Programme 22. Building on the successful work to date is the delivery of the following activities:-

An intelligence led approach to under age sales enforcement and tobacco control based on the National Trading Standards Intelligence Operating Model and will follow the principles outlined in the Age Restricted Products Code of Practice.

Investigation of all consumer and trader complaints. Continuation of our joint working with the Police Alcohol Harm Reduction Unit

and other agencies to adopt a holistic approach to solving problems associated with the accessibility and misuse of age related products. To

include education, surveillance and test purchasing as well as other alternative enforcement strategies as appropriate.

Staging of events to raise public awareness of the harms associated with illicit tobacco, to publicise the work of the service and encourage reporting of this criminal activity.

Continuation of our ‘Do You Pass’ retailer training including its use as an alternative to fixed penalty notices and other formal action.

Continuation of our work in partnership with the police, HMRC and other agencies to tackle the problem of proxy sales and sales from private premises to children, particularly in relation to alcohol and tobacco.

Continuation with a policy of reviewing premises when appropriate. Continuation of our work strategically both corporately and with partner

agencies to tackle health inequalities and antisocial behaviour associated with the misuse and illegal supply of age restricted products, in particular alcohol and tobacco.

Responding to New Legislation

23 The next few months will see further legislative changes in the control of tobacco and tobacco related products. Appendix 3 provides a brief overview of the new controls.

24. The Psychoactive Substances Act 2016 will come into effect on 6th April 2016. This Act will make it an offence to supply any psychoactive substance with the exemption of nicotine, alcohol, caffeine and medicinal products. The main intention of the Bill is to shut down shops and websites that currently trade in ‘legal highs’. Working closely with our partners we will tackle the reckless trade in psychoactive substances.

Service Innovation

25. We will continue to use media and public forums to encourage community intelligence and incident reporting.

26. We will use all available covert surveillance techniques with regard to illegal sales from private houses.

27. We will use our own accredited Financial Investigator to take action under the Proceeds of Crime Act 2002 including the seizure and confiscation of assets.

Summary

28. There are high levels of Partnership working to reduce the risk of children having access to harmful products. This report illustrates how, through an intelligence led approach and using both education and enforcement, under age sales and supply are being tackled, especially in relation to tobacco and alcohol.

29. The agreement of the proposed Enforcement Programme for 2016/2017 will ensure that the Council continues to address the problem of underage sales and access to age restricted products by those under age as well as the wider health and criminal issues surrounding these products.

Recommendations and Reasons

30. That Cabinet notes the enforcement activity during 2015/6 and approves the proposed Enforcement Programme for 2016/2017 set out in paragraphs 22 to 27.

Background Papers The Local better Regulation Office (LBRO) Age Restricted Products and

Services Code of Practice

Contact: Joanne Waller Tel: 03000 260924

Appendix 1: Implications FinanceNone

StaffingThe proposed enforcement programme has been based around exiting levels of staffing resources and could only happen due to the nature of funding received from Public Health

RiskThere are significant reputational risks to the authority in failure to tackle the availability of age restricted products to those underage. In not combating underage sales it could lead to a rise in accessibility of products that can contribute negatively to the users health and wellbeing as well as contributing to a potential rise in crime and disorder and anti-social behaviour in the County

Equality and Diversity / Public Sector Equality Duty An Equality and diversity impact assessment screening has been completed and no adverse equality and diversity implications have been identified. This will have a positive impact on all young people and children.

AccommodationNone

Crime and DisorderWill help to discourage sales of age-restricted products to young people in the community and consequently influence their behaviour. The outcome of the enforcement and educational aspects to the program will seek to reduce accessibility of age restricted products and punish those who do supply. Failure to tackle the supply of age restricted products can lead to an increase in anti-social behaviour, crime and the fear of crime.

Human RightsNone

ConsultationA consumer survey conducted in 2005, rated this area of work as a high priority.

Procurement None

Disability IssuesNone

Legal Implications The council has a statutory duty to enforce the provisions of legislation controlling the supply of age restricted products. The County Council has also chosen to adopt other pieces of legislation that govern the supply and availability of other (i.e. knives) areas. These are long standing obligations and commitments.

Appendix 3

Appendix 2

Forthcoming Legislation

The revised Tobacco Products Directive (2014/4/EU) will introduce stricter controls on the manufacture, sale and presentation of tobacco and related products including for the first time herbal products and e-cigarettes and refills. This will include a notification system for electronic cigarettes and other novel tobacco products which were hitherto unregulated. Standardised packaging of tobacco products is also being introduced which will add to the measures already in place restricting the advertising, promotion and display of tobacco products.

The Tobacco and Related Products Regulations 2016 come into force on 20th May 2016 which implements the EU Tobacco Products Directive. In particular, the regulations introduce:-

• Mandatory pictorial health warnings covering 65% of both sides at the top of every cigarette pack

• The option for member states to introduce further controls through the introduction of standardised packaging (The UK Government has already taken powers to do this under the Children and Families Bill).

• A ban on “characterising flavours” in cigarettes, such as fruit or chocolate, from 2016, with menthol banned from 2022.

• A regulatory framework for electronic cigarettes.• Strong “tracking and tracing” provisions for tobacco products to help fight

illicit trade.

The Standardised Packaging of Tobacco Products Regulations 2015 made under the Children and Families Act 2014 is due to come into force on 20th May 2016. One of the key aims for introducing standardised packaging is to discourage people from starting to smoke, particularly young people. It will apply to cigarettes and hand rolling tobacco and ensure that all packaging will be reduced to a simple common format (see picture overleaf).

Evidence shows (Stirling review 2012i and Chantler Review 2014i) that standardised packaging is likely to:- Reduce the attractiveness and appeal of tobacco products to consumers,

particularly young people Increase the noticeability and effectiveness of required health warnings Reduce the ability for packaging to mislead consumers about the harms of smoking Contribute to efforts to reduce smoking rates.

Cabinet

6 April 2016

County Durham Partnership Update

Report of Corporate Management Team Lorraine O’Donnell, Assistant Chief ExecutiveCouncillor Simon Henig, Leader of the CouncilCouncillor Brian Stephens, Cabinet Portfolio Holder for Neighbourhoods and Local Partnerships

Purpose of the Report1. To update Durham County Council’s Cabinet on issues being addressed by the

County Durham Partnership (CDP) including the board, the five thematic partnerships and all area action partnerships (AAPs). The report also includes updates on other key initiatives being carried out in partnership across the county.

Summary

2. Partnership working in County Durham continues to attract national recognition and visits from other authorities. The Council was shortlisted for three Local Government Chronicle Awards for the work on Community Buildings Asset Transfer and that of the Health and Wellbeing Board with the awards ceremony held on Wednesday 16 March in London. Whilst the Council did not win in these categories, it is a great achievement to be shortlisted nationally.

3. The CDP Forum met in February with the focus on the draft Physical Activity Framework for the county. Steve Howell, Head of Sport and Leisure, and representatives from AAP and partner led projects presented on the need for a countywide shift in approach to getting inactive people more active as well as looking at some of the positive work within localities that can be scaled up to support a countywide campaign to increase physical activity. The report focuses on this area of work and what else is being done across the county.

4. As all parts of the CDP continue to focus on the economy as the top priority, both the Economic Partnership (CDEP) and the Children, Young People and Families Partnerships have focused on this area. The CDEP’s February meeting focused on business and enterprise, looking at their framework and developments within the University. This focuses on working with businesses and looking at shaping local support. Also, the Youth Employment Initiative for County Durham has been approved which will support the work with children and young people. The £17.04 million funding is for a two and a half year programme to develop skills and increase the immediate and longer term economic, social and health benefits for 16 to 24-year-olds who are not in education, employment or training.

Key Partnership Developments and Achievements 5. The Council has been recognised at the Local Government Chronicle Annual

Awards in three categories: The Health and Wellbeing Board has been shortlisted in the Effective Health and Wellbeing Board category whilst the Community Buildings Asset Transfer Programme has been shortlisted in the Community Involvement and Service Delivery Model categories. All of these have partnership working at their centre and could not have been achieved without the support of partners from the public, private and voluntary and community sectors. The awards ceremony was held on Wednesday 16 March in London and whilst the Council did not win in these categories, it is a great achievement to be shortlisted nationally.

6. The CDP Board invited Andrew Hebden, the Bank of England’s Deputy Agent for the North East, to their meeting in January to talk about the work of his team and the national perspective. Their role is to talk to people to find out what is happening within the economy and to build an understanding of how wider society is impacted by economic changes. This includes talking to businesses but is much broader than this and includes talking to the public, private and voluntary sectors about the impact of changes in interest rates. The agenda also covered a State of the County report on the economy which set out the positive vision and highlighted a focus on housing, business and people and the importance of capitalising on the County’s assets. The Economic Partnership collects a raft of data and performance information and from this has identified five measures of success for the County, linked to employment, GVA, number of businesses, household disposable income and the Index of Deprivation and the report offers an update on this. The proposed Board away day, planned for May, was also discussed with further information on this to be discussed at the April meeting.

7. The Armed Forces Forum, held twice a year, brings together representatives from organisations supporting serving and ex armed forces personnel. The meeting held in March invited presentations covering employment programmes for ex forces personnel, an update from the Army Families Federation and information from Combat Stress on support they offer. Following the Forum meeting, the Royal Navy Presentation Team gave a presentation in the Council Chamber to a wider invited audience on their work. The team are a collection of Royal Navy and Royal Marines personnel who tour the country educating an increasingly diverse audience about the work that the Royal Navy does on behalf of the UK and its citizens. The presentation uses a combination of video footage, interviews from the Fleet and personal accounts from the team members, all who have first-hand experience of recent operations, to deliver a highly-engaging insight into what your Royal Navy does.

8. The CDP is planning to hold a Welfare Reform and Poverty event which follows on from two very well received welfare reform conferences held in July 2013 and February 2014. It will provide an update and opportunity to develop the discussions and actions further linked to the recent work on understanding and responding to poverty. It will continue to build on the discussions held throughout the Partnership, including Board meetings, thematic partnerships, forums and Area Action Partnerships where the action plan developed has been shared.

9. The conference will provide an opportunity to share experiences as well as focus on the practical solutions and initiatives that are being developed and will bring together the county’s partners to:

a. Continue to build a common understanding of the impacts of poverty across the County

b. Share information on the practical solutions being put into place to address the problems people face and consider what more we can do

c. Identify any gaps and to work together to look at how these gaps might be filled

d. Build on the partnership working already in place to provide the support and reassurance people need.

10. The Durham Humanitarian Support Partnership, chaired by Cllr Eddie Tomlinson and involving partners from the VCS, faith groups and other public sector partners, has continued to progress the County’s response to the refugee crisis in Syria. Following the agreement of Cabinet in December, work has focused on the operational aspects of how we deliver on our commitment to support refugees in line with the Council’s share of the national population (circa 200 Syrian refugees over the next four years).

11. The Council has been working closely with the North East Migration Partnership, which is co-ordinating regional offers and arrangements on behalf of all North East councils, the majority of which are expected to welcome refugees in phase two (anticipated early summer 2016). Arrangements are now being made to receive our first five families towards the beginning of summer, with input and support from appropriate services and partners including education, health, police, faith groups and the community and voluntary sector.

12. Main towns across the County have been assessed against key criteria to identify the most suitable areas for accommodating arrivals in small clusters of four/five family groups on a phased basis over the next four years and we have been working with housing providers to allocate properties in these areas. In the best interests of the refugees, and to try to maintain their anonymity and respect their privacy, we are not planning to generally disclose precise details of arrival dates and locations.

13. Officers and Elected Members from Perth and Kinross Council visited Durham in March to hear about the work of the County Durham Partnership and learn from the work of the AAPs. This is one of many approaches made to the CDP from other local authorities and offers an opportunity to share best practice and learning opportunities particularly on the strengths of partnership working and community engagement through the AAPs.

Developing a Physical Activity Framework

14. The County Durham Partnership Forum met in February with the focus on the developing Physical Activity Framework for the County. The Framework will provide a wide range of physical activity opportunities across County Durham to support more active lifestyles. The consultation on the Framework was launched at the Big Tent engagement event in November 2015 by Dr William Bird, a GP in Reading who has set up nationally recognised schemes, many particularly focused on walking, to encourage people all over the UK to exercise in order to promote good health.

15. To date, officers from Culture and Sport have met with stakeholders to gather views on how to develop a single large scale activity campaign across County Durham, encouraging all partners to work together to reach inactive residents and encourage

them to engage in physical activity. The most recent meeting held on this was the County Durham Partnership Forum which invited a presentation from Steve Howell, Head of Culture and Sport at the Council, and AAP supported projects, to highlight the positive ongoing work as well as challenge partners to scale up their activity and broaden the approach.

16. The reason the Partnership is focusing on physical activity is backed by clear evidence to show that physical inactivity is one of the root causes of obesity, diabetes, cardiovascular disease, cancers, dementia, depression and anxiety, arthritis and many other conditions. Physical inactivity is the fourth biggest killer nationally and the number of obese children at year six and the prevalence of excess weight in adults are all significantly worse in County Durham than the England average. Whilst the more obvious effects are on the Altogether healthier priority of the Sustainable Community Strategy, the new approach recognises and builds on the impacts that being more physically active can have on the other four priority themes of the SCS, which were covered in the presentation at the CDP Forum:

a. Altogether wealthier: ‘All In’ apprentices – offering community based provision across the Weardale and Teesdale AAP areas by taking on and supporting two Modern Apprentices who have since gained employment and are working with their own apprentices

b. Altogether better for children and young people: ‘Ready, Sett, Go’ pilot in the 3Towns AAP area working 3-5 year olds across all nurseries on activity that can also be done at home with parent support packs

c. Altogether healthier: Health Horizons Project, the largest cross AAP project to date supported by five AAPs with £125,000, this project focuses on over 65s to improve their health and mental wellbeing through sustained participation in physical activity appropriate to differing abilities

d. Altogether safer: Stanley Summer Football Project, worked with younger and older age groups to offer activities over the summer holidays and a safe place for the children to come together. There is anecdotal evidence that the reduction in anti social behavior over the same period in the area is due to the diversionary activity

e. Altogether greener: Hackworth Park parkrun was one of the first in the County and was supported by Bishop Auckland and Shildon AAP with funding for start up equipment etc. It has been going for four years and will celebrate its 500th run this year.

17. The examples presented at the Forum meeting are some of the wide range of examples to be built on across the county from AAPs, town and parish councils and partners from the leisure industry as well as the voluntary and community sector. Others examples cover a variety of activities from support to traditional football and cricket clubs to ensuring younger girls who may not participate in mainstream provision can access activities they choose to. All of these examples show the contribution that local people can bring to their communities whilst recognising there is more to be done to get those who are inactive to be more active, in a variety of ways. The following paragraphs show some examples of AAP and partners supported activities with many more taking place across the county.

18. East Durham AAP has supported a large number of community based physical activity projects through funding local grassroots football, cricket and rugby clubs.

Much of the funding has been for physical improvements to their facilities including Easington Colliery AFC whose new moveable dugouts have helped reduce ASB in the area as the previous ones were subject to graffiti. Many of the clubs supported work with people of all ages which not only includes the whole community but ensures succession and sustainability for the clubs. Similarly 4Together AAP has allocated their public health allocation to the ‘Lifestyle for Learning’ project which will make a current demountable building more user friendly and fit for purpose and update the equipment. The funding will also enable an event to take place which will focus on promoting healthy lifestyles through enhanced and advanced learning. Young people particularly will develop their knowledge and understanding and capabilities and the attributes needed to make informed decisions. The AAP’s Healthy Changes project, in partnership with DDES CCG and Cornforth Partnership also works on tackling health inequalities for all age groups and will include healthy eating on a budget, learning through play sessions and sex education.

19. Encouraging children and young people to be active is critical in their physical and emotional development as set out in Sir Michael Marmot’s review. Many AAPs and partners work with schools and nurseries as well as sports clubs to work with young people. As well as mainstream and traditional sports many schools now provide more alternative activities such as streetdance and colour runs. This attracts young people who may not participate in, or enjoy, mainstream sport classes, something which is identified. The Derwent Valley AAP is working with Leisureworks, Public Health and Consett Academy in local community and sports venues to develop a bespoke physical activity programme in direct response to the development of the countywide Physical Activity Framework. The main aim is to engage young people and their families who would not participate in, or sustain in the long term, physical activity. They will offer taster sessions in a range of activities before a summer programme is then developed across both indoor and outdoor which will also include music and art activities.

20. East Durham Rural Corridor AAP’s Healthy Play project also delivers engagement activities on improved facilities at various sites within communities. It encourages children to learn the importance of a healthy lifestyle through physical activity and healthy eating as well as encouraging them to be safe, address bullying by providing safe environments and enhance their learning and confidence whilst making new friends. The children help to plan and evaluate the activities to ensure they are a true reflection of what they would like to see. To date the project has exceeded its targets and can show how it is meeting the outcomes of the Children, Young People and Families Plan.

21. Encouraging young girls to take part in sports and physical activity is one of the priorities of the Spennymoor and Great Aycliffe and Middridge AAPs through their US Girls project. This targets over 13s and is based in after school clubs within local secondary schools. It aims to engage ‘non-sporty’ girls and has the tagline ‘Fun, Fitness and Friends’. It builds confidence and the activities are developed and led by the girls themselves. The project has been shortlisted for two Street Games National Awards as well as an Education Business Award.

22. Spennymoor AAP is also supporting a more alternative sporting activity with Sedgefield Water Polo Club which is looking to develop the work they do within their junior sections through a series of taster sessions and school festival. The AAP has funded the purchase of equipment as well as promotional activity and materials to ensure as many young people are included.

23. Older people have various health and physical needs which can be compounded by social isolation. As well as the Healthy Horizons project presented to the CDP Forum, the 3Towns AAP’s Active for Life programme engages with over 50s in physical activity sessions which are participant led and encourages social interaction as well as improving their physical and mental wellbeing. The activities, including dominoes and bowls, can then be replicated in their own homes to offer sustainable and manageable activities for people.

24. Rural areas of the county have problems with accessibility and transport to sports facilities which are different to other areas. Teesdale and Weardale AAPs are supporting the ‘All In’ project which came from an identified need for multi sports in community based venues as accessibility can be an issue in some villages which restricts young people accessing sports centres. In partnership with Culture and Sport, a doorstep model was developed which involves communities themselves being supported to deliver the programme and setting the activities. There was also a shortage of qualified staff within the county to deliver the activities so two modern apprentices, from the local area, were identified to work on, and within, the project to develop it as well as their own skills and qualifications. The two young people have since become employed by the Council as sports coaches and have themselves recently recruited other modern apprentices to sustain the project. They presented their project to the CDP Forum and were confident and professional in their approach and presentation. This project has helped with employment within the Dales and offers a sustainable programme that meets the needs of a sometimes isolated community.

25. Many other AAP led projects deliver activities within their local communities to ensure accessibility for all. Bishop Auckland and Shildon AAP’s Parklife outreach project focuses on physical activity and wellbeing for children, young people and adults in their own communities providing weekly outreach sessions. The delivery will take place over the course of the year with a mix of indoor and outdoor provision. Facilities such as community centres, village halls, Multi-Use Games Areas (MUGAs), playing fields and parks.

26. The main focus with the 5-16 year age group will be on an informal recreational approach looking to improve the health and well-being of children and young people in the area with a focus on participant ownership and self development. The adult provision will involve a tailored programme to target physical, social and mental well-being. Sessions will include fitness classes, general exercise and social activities with an informal feel.

27. Durham AAP has also had a focus on supporting community based activity working in partnership the voluntary and community sector targeted at groups of people who may not access mainstream provision because of their own specific needs. Belmont Community Centre is hoping to attract people with special educational needs into the centre for their sport and exercise project which will include anything from Taekwondo to gardening. Also Durham Communities Boxing Club is looking to attract new members to increase their general fitness as well as competing in the boxing ring. These projects were successful at the AAP’s It’s Up to You event which evidences locally led projects meeting wider needs and priorities. Durham University is providing a physical activity project for those in recovery or at risk from drug and alcohol dependency. The aim is to work with people who have become disengaged from physical activity and partners include Durham’s Offender management Unit.

28. Mid Durham AAP has a strong working relationship with the town and parish councils in their area and has jointly developed a Green Physical Activity project with two of them. Allotment sites have been used to develop community based activity which in turn has also redeveloped the facilities and increased usage, also supported by the local Police. A local primary school has also started using some allotment space. The Haggrid Project is also running in the area, as it is in other AAP area, which is in association with Durham Agency Against Crime, and has seen the redevelopment of an area of land into a community garden, outdoor play area and skate park

29. As highlighted earlier in the report, the upscaling and sharing of these AAP and partner led projects is important if the physical activity framework for the county is to be successful and increase the numbers of active people in the county. Sharing best practice takes place in a range of ways already with Chester le Street AAP hosting a Get Active event last year which served as a forum for the numerous sport and physical activity clubs in the area to come together and showcase their activities. The free event saw clubs demonstrate opportunities for people to participate in throughout the day and increased membership of many. The event will be integrated this year into the Police led Market Activity week held in the town centre in the summer.

30. The Physical Activity Framework and countywide activity campaign is in the final stages of consultation and development and will be launched later in the year following further work to engage with AAPs and town and parish councils. This will also include the workshop feedback from the CDP Forum meeting where members were asked which groups of people in their local areas were inactive and what was needed to support them. The framework will be monitored and evaluated to ensure the behavioral change that is needed take place.

Altogether wealthier

31. The County Durham Economic Partnership (CDEP) Board met in February 2016 with a Business and Enterprise theme. The board examined the latest position of the Business & Enterprise Framework and developments within Durham University. They also examined and agreed progress with the review of the Regeneration Statement and approved consultation and engagement recommendations for the next stage of development.

32. In 2015, members of the CDEP came together to develop a new Business & Enterprise Framework in alignment with the North East Strategic Economic Plan. Sitting alongside the County Durham Skills Strategy the focus is on supporting private sector growth to help balance the County’s economy and improve its long –term sustainability. Alongside the vision and strategic priorities being set out the board discussed how the Business & Enterprise Strategy will be used to help partners maximise their resources through shaping support for businesses within a targeted delivery framework; examining local business sectors, business competencies and a spatial focus. The board agreed the next stage which included on-going partner consultation and the development of actions that encompass delivery across Business, Enterprise and Skills.

33. Dr Tim Hammond also presented on the work of Durham University in promoting business interaction with the University and an opportunity for partners to influence areas of work and promote shared practice in working with the local and national business community.

34. The CDEP continues to develop proposals for European Structural and Investment Funds based on a significant evidence base and widespread local partner engagement and consultation. The CDEP has been working with North East LEP area colleagues and a European Structural and Investment Fund Strategy 2014 -2020 has now been published. A local EU Investment Plan is now in development to focus the local delivery programme and will be published in April 2016.

35. The Warm Up North initiative, which was launched in 2013, is endorsed by nine North East local authorities helping residents across Durham, Northumberland, Newcastle, Gateshead, South Tyneside, Sunderland, Hartlepool, Darlington, Redcar and Cleveland. The scheme aims to tackle fuel poverty by helping to lower energy bills and making it more affordable to keep warm. The programme has installed £4.9m worth of energy saving measures including new gas boilers and insulation across 3,690 homes in the region, with a total of 4,300 installations completed to date; 1,632 of these across County Durham.

36. This winter, eligible private sector residents can benefit from a range of energy efficiency measures, including free A-rated gas boilers, subject to survey and criteria, as well as cavity wall and loft insulation. The landmark scheme offers free home energy surveys that assess the energy usage in homes and recommend energy saving measures to help residents reduce their energy consumption and energy bills.

37. For more information on Warm Up North and its range of energy efficiency measures, including free A-rated gas boilers for eligible private sector residents with an inefficient boiler and cavity wall and loft insulation, contact can be made for the gas boiler offer on freephone 0800 316 4320. (Calls are recorded to improve their service). For all other energy efficiency measures, call free on 0800 294 8073 or visit the Warm Up North website.

38. Many of the AAPs also support the business and enterprise work being led by the CDEP. The Derwent Valley AAP will be working with the new Derwentside Business Network to deliver a Business Skills Growth Academy project. The aim of this pilot project is to accelerate business growth, improve management skills and deliver job creation. The project consists of a business growth skills training programme aimed at managers and business owners who have a level of ambition, capability and capacity to improve and grow their businesses but need extra training and support to plan and implement their own growth programme. There will be a period of mentoring to support them with implementation.

39. It will be delivered over a period of 12 months, six months for delivery of training and six months for evaluation and monitoring (with a further monitoring activity after 15 months to capture any additional jobs created). It will involve 12 small to medium sized enterprises that have reached a stage for growth but need additional management skills, mentoring and peer reviews to plan and implement their growth programme.

40. The outputs will be ten additional jobs created, recognising that some businesses will take longer than the initial 12 months to implement their growth strategy and leading to job creation, hence the need for a further evaluation after 15 months, eight businesses demonstrating improved capability and performance and 12 participating businesses in total.

41. Many AAPs work with schools and colleges to engage with, and improve the offer for, young people. The Bishop Auckland and Shildon Area Action Partnership

http://www.warmupnorth.com/

(BASH) held a Forum event on Saturday 28 November 2015 at Bishop Auckland College. The event was part of a community Festive Fair and was open to all people who live, work, study or volunteer within the AAP area. It was attended by approximately 1500 people and was used by the AAP as an opportunity for the public to vote on AAP priorities for partnership as well as showcasing the work of the partnership, its partners and the projects that have been supported.

42. Stanley AAP has supported North Durham Academy to encourage their students into studying Science, Technology, Engineering and Mathematics (STEM) subjects at a higher level than they are used to, allowing students to access highly rewarding jobs within a thriving sector in the North East and in the UK. STEM is particularly important to the North East, due to the vast wealth and variety of enterprises specialising in this sector in the local area. Many students in the academy do not realise the great deal of employment options around them locally, something that this project will work towards enforcing. Funding will enable students to attend events and work through tasks which go above and beyond the remit of the academy, allowing increased participation and enthusiasm for the world of STEM in and around Stanley.

43. Employer and Student Engagement events that are to be held throughout the academic year will be aimed at GCSE and A-level students, some of whom will be considering careers in the industry as they leave school. It is hoped that if students are able to sufficiently impress potential employers during the events, that they will be offered potential work or invaluable work experience within these companies in the future. The events will benefit between 600 - 800 students in total, most from North Durham Academy, as well as others from schools in the local area. In addition to this, smaller groups will also be attending other activities during the year (e.g. 100 students travelling to the Nissan plant to see the idea of manufacture first-hand).

44. Another Stanley AAP led project supporting Altogether wealthier is the South Moor Retail & Energy Efficiency Pilot which will target an identified block of shops and first floor flats on Park Road, South Moor to test bed the appetite, appeal and take up of a Retail Improvement/Energy Efficiency scheme in the village and if successful, additional funding will be secured to broaden the scope of the project to benefit further shop/residential blocks on Park Road. Regeneration of Stanley and its villages has been consistently voted as a priority by the Stanley AAP Forum since the AAP’s inception in 2009. When asked to expand upon the issues, Forum Members have raised concerns regarding the poor retail offer, the number of vacant properties and the overall aesthetic appeal of the town, village centres and surrounding streets.

45. The energy efficiency element of the project will support the South Moor Housing Regeneration works where external insulation has already been applied at Pine Street. The shop front improvement grant element is designed to improve the aesthetics of shop fronts and their window displays. It is anticipated that the South Moor pilot will benefit 5 - 6 small businesses.

Altogether better for children and young people

46. As reported to Cabinet in January, a refresh of the Children, Young People and Families Plan (CYPFP) has taken place for 2016-19 to ensure it remains fit for purpose, continues to meet the needs of children and young people and is aligned to the Sustainable Community Strategy and Council Plan. Further consultation has

taken place with key stakeholders, including children and young people with the following issues identified:

Access to quality education and advice regarding sexual health Support for young people and families around risk taking behaviour including

drinking, drugs and unprotected sex Prevalence of self-harm in young people Emotional health and wellbeing/stress of young people Develop opportunities for Peer Support networks Provide opportunities for young people to engage in positive activities Better promotion of services available to children, young people and families

47. This will be included in the refreshed plan which will be presented to Cabinet in May 2016.

48. In order to ensure the planning and commissioning of services meet the needs of all service users the CYPFP is undertaking further consultation and engagement with children and young people across County Durham by Thematic Partnerships, Area Action Partnerships, Clinical Commissioning Groups, Voluntary and Community Sector and other organisations.

49. As highlighted above, this feedback from children and young people is important and is utilised for service reviews, strategic plans and strategies (e.g. Children Young People & Families Plan, Local Safeguarding Children Board Annual Report, Joint Health and Wellbeing Strategy). Young people also attend each of the Children and Families Partnership meetings to share information and issues which are important to them.

50. The Children’s Commissioner’s Takeover Challenge is an England-wide event where organisations are encouraged to open their doors to children and involve them in decision-making. The Takeover Challenge gives children and young people the chance to work with adults and get involved in decision-making. Children benefit from having their views heard, having fun and being inspired, and the Local Authority gets a fresh, unique and creative perspective on important issues. The council and partners will take part in the challenge in relation to providing children/young people the opportunity to be involved to support service improvements, and working with young people, who will help to design documents in a child friendly format.

51. As previously reported, Children and Adult Services successfully bid for transformation funding and was awarded £3 million from the Government. This has led to the development of the Families First Service is made up of ten teams across County Durham based within three localities. They are social work led, integrated teams with a range of practitioners who bring a breadth of knowledge and skills to improve outcomes for children and families. The service was officially launched in October 2015, with the first three teams launching in Peterlee, Seaham and Chester-le-Street. The remaining seven teams went live in February 2016.

52. Each team is co-located with the One Point hub ensuring seamless delivery of support and help in each area. Each of the three localities is managed by an Operations Manager who reports to the Strategic Manager for First Contact and Intervention.

53. The Teams support families who have complex needs; who need social work support or who require intensive family support. They conduct child protection enquiries where there are concerns for the safety of a child as well as some court work. The focus of the work is to work together with families to accurately assess risk and develop clear outcome focused plans with families. The teams work directly with families to facilitate change so that the outcomes for children improve. They work closely with partners to ensure that support is coordinated and work with the voluntary and community sector to ensure that there are long term sustainable plans in place for the family when they no longer need our specialist support.

54. Further funding to support the work with children and young people comes with approval of the Youth Employment Initiative for County Durham. The £17.04m programme which is made up of £12.78m of YEI/ESF funding and £4.26m match funding, is for a two and a half year programme to develop skills and increase the immediate and longer term economic, social and health benefits and opportunities for approximately 5,830 16 to 24-year-olds who are NEET, living in County Durham. The activities below will be key to the programme:

a. Provision of individual guidance and support for young people, over a sustained period, using transition advisers, peer mentors and employment advisers. These support workers will provide on-going advice and support to unemployed young people looking to progress into employment, training or learning.

b. Programmes which specifically help vulnerable young people with multiple barriers to their progress. Programmes will include innovative activities to engage and motivate young people and support the development of their confidence and resilience. Other activities will develop employment related skills and provide work experience to enhance employability. A separate strand of activity will support disadvantaged young people who are living in deprived areas, are experiencing rural isolation or have been economically inactive for a longer period of time.

c. Creating employment, Apprenticeship and Traineeship opportunities and work experience through employer engagement and the provision of one to one recruitment and ongoing mentoring support for employers. In addition, creating alternative routes into employment and training by developing social enterprises, self-employment and volunteering.

55. The Youth Employment Initiative supports the County Durham Partnership’s number one priority of improving the economy, and it is recognised that employment opportunities and supporting people into employment, has a massive impact on their lives and the lives of those around them.

56. The Believe, Achieve, and Succeed: Increasing the participation of young people in learning plan 2015-18 reflects the new opportunity through the Youth Employment Initiative to focus efforts in the right areas.

57. Each year many AAPs also hold specific engagement events with children and young people to ensure their views are considered alongside those of the usual forum members. In February, Chester-le-Street & District AAP set out to engage young people and children on issues they feel are important to them in the area where they live. In total 263 children (aged 7 – 11) from 16 primary schools in the area to go through the ‘washing line exercise’, which is where the children think through what they feel are ‘pants’ (bad), ‘tops’ (good) and ‘socks’ (need changing).

This is then used to help formulate how they feel about the area and importantly how they feel the AAP can change things.

58. The young people also vote on their priorities which are formed from all the issues they talk about in their sessions (each child had two votes each). The priorities they chose were:

a. Priority 1 - Personal Safety: 167 votes b. Priority 2 - Improved Environment 118 votesc. Priority 3 - Improved Parks: 82 votesd. Priority 4 - Improved swimming pool: 72 votese. Priority 5 - More activities for children and younger people: 48 votesf. Priority 6 - Road Safety: 39 votes

59. The information from the event and the priorities the children have chosen will be used to both inform the AAP’s task group focusing on children and young people and also to inform the AAP Board when look to choose their priorities for the coming 2016/17 year. The Children and Families Partnership are being approached to see how this information may also feed into the partnership’s work.

60. The main aim of EDRC AAP’s Voices Project is to create opportunities for children and young people to be involved in having a say about their community and the issues that affect them, after they identified a need for this within the AAP area. This was achieved by establishing an AAP Youth Forum, which led to close partnership working with children/ young people, local Councillors and the AAP. As this proved to be an extremely successful model of best practice, the AAP supported Investing in Children for a second year.

61. As part of this project, the AAP Youth Forum were asked to identify the best way of consulting with children and young people across the AAP area in relation to what issues they face, and what they need support with; the results from this determined the criteria for the Activities for Children and Young People Project Call out. Youth Forum members discussed the possible ways this could be done and decided that opportunities should be created for individuals and groups to be involved through on-line surveys, sessions in local schools and agenda days in the community; this consultation took place between June and October 2015. This piece of work means that the project is progressing well towards meeting the outcomes.

62. The Bishop Auckland and Shildon AAP Children and Young People’s task group are keen to see projects that impact on the health and emotional and mental wellbeing of children and young as well as raising their aspirations and opportunities. As a result the projects the partnership is supporting include suicide prevention initiatives, support for young carers, and the impacts of energy drinks. In addition capital funding has been agreed to support the development of a Skate Park in Coundon.

Altogether healthier 63. As reported in the January Cabinet report, the Health and Wellbeing Strategy is

being refreshed with the objectives detailed below:

a. Children and young people make healthy choices and have the best start in life

b. Reduce health inequalities and early deathsc. Improve quality of life, independence and care and support for people with

long term conditionsd. Improve the mental and physical wellbeing of the populatione. Protect vulnerable people from harmf. Support people to die in the place of their choice with the care and support

that they need64. An additional outcome was highlighted in relation to supporting those people who

have mental ill health which aligns to the work of the Mental Health Crisis Care Concordat to work in partnership to improve outcomes for those people experiencing mental health crisis in the community and in police custody. A separate report on the Joint Health and Wellbeing Strategy is on the same Cabinet agenda.

65. Stanley AAP is actively contributing to this outcome through the allocation of its Public Health funding to the Social Isolation Navigator project hosted by Single Homeless Action Initiative in Durham (SHAID) based in Stanley. They have also secured match funding of £10k from the County Durham and Darlington NHS Health Improvement Fund via County Durham Community Foundation for the role.

66. The aim of this project is to reduce isolation and enhance wellbeing by promoting various activities throughout the year. These will include a phone / skype befriending scheme, a walking group, New Age Kurling, New Age Bowls, and Archery. All activities not only provide healthy exercise which aids mental wellbeing but they are also sociable activities. By keeping people connected to the wider community and in contact with people that understand their situation the isolation often associated with sight loss and the problems it brings can be reduced.

67. The Navigator will help identify services or groups which best suit their needs, giving them the tools to re-engage with society. It can help with a wide range of issues including: Tenancy Support, Social Isolation, Mental Health, Improve Health & Wellbeing, Domestic Violence, Debt Management, Training & Employment, Accessing Community Groups, Confidence Building, Volunteering, Accessing Statutory Services and more.

68. Mid Durham AAP continues to lead in the area of working with older people. Work is currently underway to look at developing a dementia awareness project which will link closely with the recently County wide commissioned Dementia Advisors programme. The project will seek to work in the local villages to make residents, local businesses and services more aware of dementia and how to make their community more ‘dementia friendly’. The AAP is also in discussion with the Social Resource Centre (soon to be renamed ‘Supportive’) to examine a volunteer driver scheme which would cater for older residents to enable them to access local social activities. This has been a common issue over the past few years due to the reduction in public transport.

Altogether safer69. The Safe Durham Partnership is currently consulting on the draft refresh of the

Safe Durham Partnership Plan 2016/19. The strategic objectives in the Partnership Plan 2016/19 have been agreed as:

a. Reduce Anti-Social Behaviour

b. Protecting Vulnerable People from Harmc. Reducing Re-Offendingd. Alcohol and Substance Misuse Harm Reductione. Embed the Think Family Approachf. Counter Terrorism and Prevention of Violent Extremismg. Implement Measures to Promote a Safe Environment

70. Following a presentation of the draft Council Plan 2016/19 at the Safer and Stronger Communities Overview and Scrutiny Committee held on 5 January 2016, a recommendation was made by the Chief Fire Officer to include a new outcome in the Council Plan which also impacts on the Safe Durham Partnership Plan. This outcome is 'Improved Safety in the Home.'

71. Further consultation has taken place and it has been agreed by the Safe Durham Partnership that a broader Strategic Objective of ‘Implement Measures to Promote a Safe Environment’ be adopted by the Safe Durham Partnership which aligns with the objectives in the Council Plan. This would encompass the new outcome detailed above, as well as ‘Develop a Safer Road Environment’ and a new outcome of ‘An Improved Understanding of Open Water Safety.’ These outcomes all require a multi-agency response.

72. Although the strategic objectives do not now align completely with the Sustainable Community Strategy for 2016/17 the change was agreed due to the changing nature of the work of the SDP. A new Partnership Plan for 2017/20 will be developed which will align with the full review of the Sustainable Community Strategy.

73. The Safe Durham Partnership continues to make progress in terms of planning and delivering the statutory 'Prevent duty' placed on partner organisations. County Durham can demonstrate an awareness and understanding of the risk of people being drawn into terrorism in the local area through the commissioning of the Counter Terrorism Local Profile. County Durham is recognised as a low risk area but no area will be deemed risk free.

74. A multi-agency response has been developed to take forward the work under the Counter Terrorism and Security Act 2015. As part of raising awareness, a nationally acclaimed Counter Terrorism expert, Dr Dave Sloggett, will be providing four seminars in April 2016 to County Council staff, elected members, schools and partners. The half day sessions will take place on Thursday 21 April and Friday 22 April 2016.

75. Durham, Tees Valley Community Rehabilitation Company (CRC) are developing work based on the ‘desistance model’ to reduce re-offending, this follows on from a member of the organisation carrying out research in Canada and North America as part of a Winston Churchill Fellowship.

76. The learning that has been taken from people who continue to be involved in criminal activity or who have managed to cease offending has highlighted the critical role which identity, one’s sense of ‘self’, plays in the process of desistance. This sense of identity can be changed through environment, experiential family and group support and the opportunity to give something back. Social action projects are being used to help the community and give offenders a sense of ‘self’.

77. A series of cross-sector workshops to communicate this desistance model to partners, including Elected Members, will be developed in 2016/17. Work is also ongoing with partners and AAPs to identify small-scale local projects that the clients of the CRC can engage with.

78. Much of the work of the AAPs has an indirect impact on crime and community safety. Stanley AAP has funded an intergenerational project titled The Ageless Project that is being delivered by CONTiNUUM CIC. The project will help increase understanding between generations, break down stereotypes, provide positive role models, prevent anti-social behaviour and challenge perceptions. The project is currently working with groups of young people and older people in the local community and is enhancing the knowledge of each other’s lives, pasts, futures, hopes and fears.

79. Young people who are known to be undertaking anti-social behaviours and older people who may have been at the receiving end or witnessed this behavior are to benefit from the project and be directly involved in it. The groups of older and younger people are worked with separately to build relationships, explain the purpose of the project and start discussion around perceptions, conflicts, relationships and what they might have in common. The groups are then brought together to develop and deliver a 10 week programme of activity that include discussion topics about prejudice, oppression, perception, cooperating and safety, and activity work on fashion, food, work, communication, games, crafts, drama and the history of Stanley.

80. The Derwent Valley AAP will be working in partnership with Age UK County Durham, Durham Constabulary (Fraud Squad), Derwentside Homes, Home Group, DCC Care Connect and County Durham and Darlington Fire Brigade to deliver a ‘Beat the Scammers!’ project based on the success of the Callblockers pilot scheme delivered by Age UK in the South Tyneside area.

81. The project will recruit and train local volunteers to give presentations to older people in the community about how to handle cold telephone calling (recorded and live). Associated prevention services to complement the project will be promoted as part of the presentation relating to telephone and mail preferences etc.

82. Callblocker devices will then be subsequently supplied and fitted to older residents phones free of charge (for qualifying residents including those caring for someone in their home, those who live alone/are frail, in receipt of means tested benefits) while all older residents will be made aware of these devices and how to purchase them if they wish.

Altogether greener

83. Due to recent organisational changes both within Durham County Council and within the Board members’ organisations, the Environment Partnership in March agreed the following:

a. Terry Collins, Chief Executive of Durham County Council, will retain the role as Chair.

b. Expressions of interest across both the Environment Partnership and wider County Durham Partnership (including AAPs) will be sought for the role of Vice Chair. The Environment Partnership would like to thank Julie Form from Groundwork for her contribution whilst acting as Vice Chair of the

Environment Partnership and Chair of the Environment In Your Community Group over recent years.

c. The structure and objectives of the Environment Partnership will be unchanged however the terms of reference are to be reviewed to ensure they remain relevant.

d. The Environment Partnership Action Plan will be revised to align with the revised 2017 Sustainable Community Strategy.

e. An independent review of the Environment Partnership is to take place over the next few months to ensure the Partnership is fit for purpose and provides added value.

f. Awards throughout the year are issued by the Environment Partnership to recognise the environmental improvements which have been made across the County.

84. Key updates from the task groups include:

a. Work has commenced on the Land of Oak and Iron project- focusing on the Derwent valley through North-West Durham and Gateshead. The project is led by Groundwork, the aim is to preserve natural and industrial heritage, help people gain new skills and promote the area. The project will run till 2020.

b. Work with the Community Action Team (CAT) involves residents and a range of organisations to tackle environmental issues throughout the county. They are currently working in Blackhall Colliery where there is a big focus and campaign on dog fouling both in public areas and private properties. Later in the year, they will move on to Ferryhill South and Station and will then revisit Horden Central.

c. Britain in Bloom Champion of Champions - Durham City is bidding for gardening glory in the Royal Horticultural Society (RHS) Britain in Bloom and Northumbria in Bloom Champion of Champions competition.

d. Energy Management in Community Buildings – an event is to be held on 9th June at County Hall with exhibitors from local businesses which will provide an opportunity for networking. 6 undergraduates have been recruited to carry out energy audits.

e. The Local Nature Partnerships have merged and now is named the North East Local Nature Partnership.

85. Recent Caring for your Environment Award have been presented to:

a. Heathland Heartlands Project. The project protects lowland heath around Annfield Plain, Stanley and Dipton. Fourteen willing volunteers were presented recently with Caring for your Environment Awards for undertaking habitat management tasks which will restore the lowland heath and encourage biodiversity.

b. The Castle Eden Dene National Nature Reserve Volunteers were presented for a range of environmental work to protect and improve the nature reserve. The volunteers work all year round in a number of areas from undertaking practical land management work to helping out with events. They were awarded with Caring for the Environment Awards for their environmental work which helps to protect and improve the nature reserve.

c. John Turner, Community Executive Chef at Durham University was presented with a Caring for the Environment Award for his work with local suppliers which will enable the department to support local producers, at an affordable price without further impacting the environment through increased deliveries.

86. Nominations for a ‘Caring for Your Environment Award’ can be emailed to the Environment Partnership - [email protected] or by contacting the chair or a subgroup Chair (named below) directly.

a. Environment Partnership Chair – Terry Collins, Durham County Councilb. Environment In Your Communities – Chair: Ian Hoult, Durham County

Councilc. Heritage, Coastal and Landscape – Chair: Oliver Sherratt, Durham County

Councild. Climate Change – Chair: Tara Duncan, Durham Universitye. Local Nature Partnership – Contact; Jim Cokill

87. The Derwent Valley AAP is working with Outdoor and Sustainability Education Specialists (OASES) on the ‘Illuminating Waste 2016’ project. This will work with ten schools and five young people’s groups to develop artistic window displays in Consett Town Centre. The overarching theme for the window displays will be: ‘What does our local environment mean to us?’ It builds on the success of the pilot project in autumn 2015.

88. Primary, special and secondary schools will take part in the project starting in autumn 2016. These activities will start with a whole school assembly, to introduce the project and raise awareness of the issue of resource consumption and waste management. One class will then be supported to engage with the project through a series of three half day workshops. The first workshop will focus upon improving the children’s understanding of natural resource consumption and disposal, and the impact that both have on the environment. The subsequent workshops will support the children to develop their window displays from waste materials.

89. Young people’s groups will be involved in the project but sessions with the young people will operate differently: the initial introduction will be led by an OASES officer who will help the groups to develop their initial ideas before developing their displays on their own with support from their group leaders.

90. As per the pilot project, waste materials will be collected from local businesses as well as from the schools and young people groups and these will be used to create the window displays. The project will engage with some of the empty shops within the town centre to produce larger displays and all of the displays will be lit using (wherever possible) LED lights. The ‘switch on’ of the window displays will take place as part of the annual Derwent Valley Partnership’s Christmas festivities and enhance the Christmas light displays within Consett.

Recommendations and reasons

91. It is recommended that Cabinet note the report.

Contact: Clare Marshall, Principal Partnerships and Local Councils Officer Tel: 03000 263591

mailto:[email protected]


Finance - Area and Neighbourhood budgets are utilised and delivered through the 14 AAPs and ensure the Council (and AAPs) receive improved information on the outputs achieved through use of locality budgets.

Staffing - None

Risk - None

Equality and Diversity / Public Sector Equality Duty - The actions set out in this report aim to ensure equality and diversity issues are embedded within the working practice of AAPs.

Accommodation - None

Crime and Disorder - Altogether safer is the responsibility of the Safe Durham Partnership.

Human Rights - None

Consultation - The County Durham Partnership framework is a key community engagement and consultation function of the Council and its partners. The recommendations in the report are based on extensive consultation with AAP partners and the establishment of a Sound Board to progress the recommendations and will continue this consultative approach.

Procurement - None

Disability Issues - None

Legal Implications – None

(Public Pack)Agenda Document for Cabinet, 06/04/2016 10:00

Documents

Transcript of (Public Pack)Agenda Document for Cabinet, 06/04/2016 10:00